ANNUAL REPORT 2018 2019
www.tastafe.tas.edu.au Where you can find us
TasTAFE operates from 12 locations across Tasmania:
North North West South Alanvale Campus: Burnie Campus Bender Drive: 54a Alanvale Road, Newnham (including Freer Farm): 8 Bender Drive, Derwent Park Inveresk: 41-43 Mooreville Road, Burnie Campbell Street Campus: Invermay Road, Invermay Devonport Campus 75 Campbell Street, Hobart (including Drysdale): Launceston Campus: Claremont: 20-36 Valley Road, Devonport 10-16 Wellington Street, Link Road, Claremont Launceston Clarence Campus: Drysdale Launceston Campus: 4a Bounty Street, Warrane 93 Paterson Street, Launceston Drysdale Hobart Campus: 59 Collins Street, Hobart Hunter Street: Hunter Street, Hobart
2 TASTAFE ANNUAL REPORT 2018 2019 TasTAFE BOARD Level 1, 75 Campbell Street, Hobart Tas 7000 GPO Box 2015, Hobart, Tas 7001 Australia Phone: (03) 6165 5671 Web: www.tastafe.tas.edu.au Email: [email protected]
The Honourable Jeremy Rockliff MP Minister for Education and Training Parliament House Hobart
Dear Minister I am pleased to submit for your information and presentation to Parliament the TasTAFE Annual Report for the year ended 30 June 2019, in accordance with the requirements of Sections 83 and 84 of the Training and Workforce Development Act 2013. The Financial Statements of TasTAFE and the Auditor-General’s report are included. Yours sincerely
Mike Blake Chair, TasTAFE Board
TASTAFE ANNUAL REPORT 2018 2019 3 Contents
Message from the TasTAFE CEO and the Chair of the TasTAFE Board 6 About this Report 8 About Us 9 Our Values 10 Our Commitment to Diversity and Inclusion 11 At a Glance 11 Our Corporate Plan 2018-2021 13 We Deliver Quality Teaching and Learning 15 TasTAFE Re-Registered for Seven Years 15 Student Outcomes Survey 16 Employer Survey 2018 16 We Celebrate Success 17 Minister’s Policy Expectations 26 Ministerial Directives 30 We Meet the Training Needs of Tasmanians 31 Our Products and Services 32 Apprenticeships 32 Vocational / Trainee Training 35 Education Architecture Project 35 International 36 Our Training Divisions 37 Drysdale 37 Primary and Creative Industries, Foundations and Science 40 Hairdressing, Human, Health and Business Services 42 Technology, Trades and Engineering 43 We Engage with Industry and the Community 45 Partnerships 45 Sponsorships 49 We Support our Students 50 Aboriginal and Torres Strait Islander Student Support 51 Disability Support 51 Counselling Services 52 International Student Support 52 English Language Intensive Course for Overseas Students 52 Vocational Preparation Teams 52 Work Pathways Programs 53 Literacy and Numeracy Support 53
4 TASTAFE ANNUAL REPORT 2018 2019 Contents
Skills for Education and Employment Program 53 English Language Services 54 Adult Migrant English Program and Young Migrant Education Program 54 Other English Language Programs (Statewide) 54 Library Services 54 Our Vocational Education and Training Statistics 55 Our Board 58 Board Membership 58 Our Board Members 58 Committees 61 Meetings of Directors 63 Organisational Structure Diagram 64 Our Structure 65 Our Executive Team 65 Our People and Culture 68 Capability and Culture 68 Tasmanian State Service Employee Survey 69 Recruitment and Selection Processes 69 Performance Management 70 Gifts, Benefits and Hospitality 70 Our Workforce Statistics 70 Our Health and Safety 72 TasTAFE Recognised at 2018 Worksafe Awards 73 TasTAFESAFE: Work, Health and Safety Management System 73 Notifiable Incidents 73 Workers Compensation Claims 73 Health and Wellbeing Initiatives 74 Our Risk Management 75 WLF Internal Audit 76 Financial Statements 79 Independent Auditor’s Report 124 Disclosures and Compliance 128 Right to Information 128 Public Interest Disclosures 128 Compliance 129 Consultants and Contractors 130 Contact 134
TASTAFE ANNUAL REPORT 2018 2019 5 Message from the TasTAFE CEO and the Chair of the TasTAFE Board
It is with great pleasure we present training to our students. We take this opportunity to TasTAFE’s 2018-19 Annual Report. thank our staff for their efforts that resulted in such an excellent outcome. This report highlights TasTAFE’s achievements and Running concurrently with the ASQA audit was performance over the past financial year. We thank TasTAFE’s five yearly Australian Nursing and Midwifery our Minister, Hon Jeremy Rockliff MP, and the State Accreditation Council (ANMAC) accreditation Government for their support and providing policy process for the Diploma of Nursing. ANMAC direction that enables TasTAFE to continue to lead representatives visited TasTAFE in March 2019 to the development of Tasmania’s skilled workforce. conduct site visits and commented ‘the commitment As Tasmania’s largest provider of vocational and dedication of staff and support services has been education and training, TasTAFE puts students at the clearly visible throughout the site visit’. centre of its operations. With a focus on practical, TasTAFE undertook a substantive review of its real-life learning, we work closely with industry to nursing program across the State and has submitted produce job-ready and highly valued graduates. its final documentation to ANMAC. Initial feedback TasTAFE has over 250 training products in its from ANMAC has been very positive and we await approved scope as well as more than 90 nationally or the final result, due in September 2019. locally recognised skill sets. In the 2018 calendar year, 2019 also saw the finalisation of the implementation TasTAFE had 29,714 enrolments, 22,806 students, of all 95 recommendations from the WLF internal delivered over 4.8 million hours of training and issued audit. This was a significant piece of work following 8,303 individual qualifications. These figures attest to an extensive audit of TasTAFE’s business undertaken the value TasTAFE adds to the Tasmanian economy. as a result of an Integrity Commission report On 15 July 2019, the Australian Skills Quality released in May 2017. As a result, TasTAFE has Authority (ASQA) renewed TasTAFE’s Vocational a renewed suite of business processes, policies Education and Training (VET) and Commonwealth and procedures, complemented by a whole-of- Register of Institutions and Courses for Overseas organisation professional development program to Students (CRICOS) registrations for seven years, ensure adoption by all staff. until 29 June 2026. TasTAFE’s financial results continue to be solid in the This is the maximum re-registration term and is an context of an organisation not funded to meet its extremely positive result for Tasmania. This outcome depreciation charges. The underlying net operating means TasTAFE will continue to concentrate on what balance was a deficit of $753,000 primarily caused we do best, work with industry to meet Tasmania’s by the depreciation expense of $7.776 million. This skills needs now and into the future. translated into positive net cash generated from Gaining seven years of registration demonstrates the operations before capital grants of $253,000, a quality of TasTAFE’s training and assessment. This reasonable result facilitated by strong cost control in an result is testament to the hard work and commitment environment of declining non-deed related revenues. of more than 800 TasTAFE teachers and support staff 2018-19 continued the renewal at TasTAFE that who deliver high quality vocational education and commenced in 2017-18. The TasTAFE Executive Team was finalised with the appointments of an
6 TASTAFE ANNUAL REPORT 2018 2019 Executive Director Business Growth and Major It was another successful year for TasTAFE’s students Projects in July 2018 and an Executive Director and staff. TasTAFE won five awards at the 2018 Students and Education in April 2019. TasTAFE Tasmanian Training Awards, including the Apprentice now has a strong executive level structure, with a of the Year Award (Harry Cuthbertson), VET dedicated lead for students and education, which will Teacher/Trainer of the Year Award (Gini Ennals), and guide the organisation into the future. the Industry Collaboration Award (for its partnership with DXC Technology Australia). Details of these Over the past year, TasTAFE continued to nurture awards, along with many other successes, can be partnerships with industry, the University of found in the We Celebrate Success section of this Tasmania, and the Departments of Education and report. These many student successes are not State Growth. Details of some of our partnerships possible without the dedication and high-level skill of are covered in the We Engage with Industry and the all our staff. Community section of this report. Therefore in closing, we commend TasTAFE staff In addition, the TasTAFE Board provides dynamic for their efforts and professionalism in 2018-19. support to the tourism and hospitality industry It was a big year that saw everyone working through their oversight of the Drysdale Committee, together to successfully implement the WLF audit which has strong industry representation. recommendations and to obtain ASQA registration, In 2018-19 the TasTAFE Board continued its focus whilst continuing to achieve TasTAFE’s core purpose: on re-engaging with industry by hosting stakeholder delivering high quality training to students and functions aimed at connecting with industry and meeting the needs of industry. understanding their needs. Two events are worth noting here: An event held in Burnie in October 2018 celebrating Tasmania’s success at the World Skills National Championships winning six gold Mike Blake Jenny Dodd medals, a silver, two bronze, and the Evatt Shield. Chair, TasTAFE Board CEO, TasTAFE Two of our medal-winning students from the construction sector addressed industry and one, Joshua Boon, represented Australia as part of the Skillaroo team in Russia in August 2019. Joshua’s TasTAFE teacher, Jai Maluga, was also part of the team as an international expert. In 2019, an event focusing on the aged and disability sector also had a star performance from a past student, Jane Turner. Jane transitioned from a successful career in journalism to a successful career in the aged care sector. Inspiring words were spoken, tempered with realism about the size and scale of the workforce needed to meet the needs of this industry, now and into the future.
TASTAFE ANNUAL REPORT 2018 2019 7 About this Report
The TasTAFE Annual Report All financial information presented in this report 2018–19 is a report to the is consistent with the audited financial report for TasTAFE. Minister for Education and Queries in relation to this report should be Training, the Honourable addressed to: Jeremy Rockliff MP, required The Chief Executive Officer, TasTAFE under Sections 83 and 84, of GPO Box 2015 the Training and Workforce Hobart TAS 7001 Development Act 2013. or This is a report on the operations of TasTAFE [email protected] during the period 1 July 2018 to 30 June 2019, Further information about TasTAFE can be obtained and includes the audited financial statements and from: www.tastafe.tas.edu.au other information required under Section 27 of the Financial Management Act 1990.
8 TASTAFE ANNUAL REPORT 2018 2019 About Us
TasTAFE is the largest provider consult with, and where practicable and of vocational education and appropriate enter into partnerships with, other education providers in relation to vocational training in Tasmania. education and training or other education or We offer over 250 qualifications, from Certificate I training. to Advanced Diploma, as well as short courses and collaborate with the principals of schools, other pre-vocational programs. providers of vocational education and training, In 2018-19 training was conducted at TasTAFE providers of higher education and employers, in campuses across the state as well as workplace-based relation to the support of persons as they move training for businesses and Trade Training Centres. through school, vocational education and training, higher education and other education or training Owned by the Tasmanian Government, TasTAFE is and into the Tasmanian workforce. governed by an independent statutory Board, which reports to the Minister for Education and Training. The organisation plays an important role in Tasmania’s growing economy, providing skilled workers for The functions of TasTAFE in legislation are to: businesses and relevant practical training that meets provide vocational education and training that the needs of our students and apprentices. benefits the Tasmanian economy and builds Our focus is always on practical, real-life learning and the productivity of the Tasmanian workforce, we are working to align more closely with industry is of a high quality and results in those persons so that our graduates are job-ready and highly valued obtaining nationally recognised skills and by employers. qualifications. TasTAFE has many strengths and there are provide foundation skills training that may lead, opportunities for us to offer more flexible and by itself or in conjunction with other training, to competitive training to enable us to continue to obtaining a qualification. play a leading role in developing Tasmania’s skilled develop, in consultation with relevant industry workforce. associations, models for the provision of vocational education and training to industry employees to develop skills needed to alleviate or prevent skill shortages in the Tasmanian The TasTAFE logo symbolises workforce. TasTAFE’s position as a collaborate with employers in relation to the contemporary vocational development of the skills of their employees. education and training provider. provide vocational education and training in accordance with the Minister’s priorities in Composed of a series of interlocking arcs arranged relation to training and workforce development in a form that represents growth, development and for communities in Tasmania, including rural and progress, the TasTAFE ‘ripple’ also reflects the idea isolated communities and other communities that the core operations of TasTAFE have an effect where other providers of vocational education on the broader social community and, in turn, the and training cannot, or are not, effectively Tasmanian economy… a ‘ripple effect’. meeting the demand for it.
TASTAFE ANNUAL REPORT 2018 2019 9 Our Values Connected We are connected with our students, partners, industry and the community, and strive to build strong relationships and collaborate with others At TasTAFE, staff care about the to open up new possibilities. achievements and successes of individual students, employers Accountable We are transparent and objective in and industry, and know the our decision-making, and seek to be environmentally, benefits of a community rich with socially and economically responsible and sustainable. skills and knowledge. Inspirational We will make a difference to the TasTAFE is the State Government vocational education vocational education and training experience of our and training organisation, preparing the State’s future students through being authentic in our words and skilled workforce. Our values and behaviours reflect actions. our commitment to working with our partners to provide high level vocational education and training Curious We are interested in new ideas, thinking that meets the needs of the individual, industry, and innovatively and imaginatively, and challenging existing the broader Tasmanian community. practices.
Positive We embrace continuous improvement on a journey towards excellence; we grasp opportunities, look for ways to say ‘yes’ and make positive self, and organisational, changes.
10 TASTAFE ANNUAL REPORT 2018 2019 Our Commitment to facilitated workshops for all people managers to discuss strategies for preventing discrimination Diversity and Inclusion and harassment and more effectively dealing with issues around diversity and inclusion in TasTAFE. TasTAFE celebrates and values diversity and is maintained its focus on celebrating diversity and committed to providing an inclusive learning and encouraging inclusion through facilitating and working environment that enables individuals to supporting campus-based events and activities, feel valued, respected and safe, and is inclusive of all such as: Harmony Day, NAIDOC Week and differences. We acknowledge the value of a culture International Day Against Homophobia, Biphobia that respects diversity in employment, our students and Transphobia. and the community we serve. To this end, during 2018-19 TasTAFE has: At a Glance focused on priority areas identified in TasTAFE’s Disability Action Plan 2018 – 2021, that was developed to support Accessible Island, The independent 2018 Enterprise Marketing Tasmania’s third Disability Framework for Action Research Services (EMRS) Learner and Employer (DFA). This has included improved accessibility of Survey of around 300 enterprises with employees TasTAFE-produced documents, planning for the enrolled at TasTAFE reported: re-development of the TasTAFE public website to increase Web Content Accessibility Guidelines compliance, as well as ensuring all buildings and facilities are accessible. established a working group to refresh TasTAFE’s 94% 87% 91% Indigenous Action Plan to better reflect of employers agreed of employers of employers would TasTAFE’s commitment to building relationships TasTAFE graduates were satisfied recommend the are valued by with the overall training to others and opportunities for all Aboriginal people in their businesses level of training our community. formed a student-focused Diversity and Inclusion Working Group which provides a forum for The independent 2018 Tasmanian State Service consideration of diversity and inclusion matters Employee Survey conducted by ORIMA Research and exploration of opportunities to further revealed of TasTAFE respondents: cultivate a welcoming, safe and inclusive learning environment for all students. provided ongoing support for the Rainbow Action Group (a self-formed support and action group for LGBTI students and staff). 94% 88% 87% incorporated inclusive teaching practices into of employees of employees of employees believe the newly-developed Educator Capability believe the feel they make a their job allows work they do contribution to them to use their Framework. Inclusive practices are now a focus is important achieving TasTAFE’s skills, knowledge area in both the teacher induction and teacher objectives and abilities. development programs.
TASTAFE ANNUAL REPORT 2018 2019 11 Students in 2018 Qualifications completed by Australian Qualification Framework Level Students AQF Level 2018 22,806 Advanced Diploma 33 Diploma 447 Certificate IV 572 Certificate III 2,376 Certificate II 978 Qualifications and Training in 2018 Certificate I 489 Statement of Attainment 3,408 Total 8,303 Qualifications Training and Accredited Hours Activity hours by Australian Outcomes Delivered Qualification Framework Level 8,303 4,867,473 AQF Level 2018 Advanced Diploma 44,165 Diploma 437,169 Module Completions in 2018 Certificate IV 522,556 Certificate III 2,183,391 Certificate II 600,815
All Indigenous Certificate I 319,624 Students Students Statement of Attainment 385,858 Other 373,895 83.08% 77.57% Total 4,867,473 Source: AVETMISS data collection Enrolment and Student figures excludes Credit Transfer and Superseded Subjects results (Outcome 60 and 61 modules) Module Completion Rate calculates successful module outcomes Enrolments in 2018 over total assessable module outcomes. (Excludes outcome 70, 81, 82 and 90) 6,503 18,177 5,034 For more education and training statistics, please Continuing New Unit or Module refer to the Our Vocational Education and Training Enrolments Enrolments Enrolments Statistics section of this report.
12 TASTAFE ANNUAL REPORT 2018 2019 Our Corporate Plan 2018-2021
TasTAFE: Leading the development Student-Focused of Tasmania’s skilled workforce Goal: TasTAFE will optimise As the state’s largest and only public vocational the student experience by education and training organisation, TasTAFE places focusing on training that students at the centre of its operation ensuring, provides quality outcomes and through consultation with industry, TasTAFE consistent and contemporary graduates have the skills and aptitudes demanded experiences. by Tasmanian employers. We will know we have achieved this when: TasTAFE’s Corporate Plan focusses firmly on aligning the TasTAFE brand is linked to positive the organisation more closely with industry, so that employment outcomes for students our graduates are job-ready and highly valued by industry and students publicly value the quality employers. of our teaching and learning expertise Endorsed by the Minister for Education and Training students find a pathway to their desired goals in August 2018 the TasTAFE Corporate Plan (August 2018) identifies five key goals and outlines how learners come to TasTAFE because of its TasTAFE will achieve them: reputation as a quality education provider. Demand-Driven People and Culture Goal: TasTAFE will strive Goal: TasTAFE will be a to provide training that is workplace that attracts high responsive to Tasmanian quality people who embrace industry needs and that the TasTAFE purpose. benefits students. We will know we have achieved this when: We will know we have achieved this when: we have an upward trend in staff satisfaction we have a range of industry-endorsed products more time and effort is invested in nurturing that lead to employment outcomes for students genuine and mutually beneficial industry and our training hours and enrolments have community relationships stabilised, and then increased in targeted areas all staff engage in professional development customer needs, including industry partnerships, programs that align with our strategic intent. are treated as our priority our assets are utilised more fully.
TASTAFE ANNUAL REPORT 2018 2019 13 Business Systems and Processes Goal: TasTAFE will have fit- for-purpose systems that we use consistently to optimise business sustainability. We will know we have achieved this when: TasTAFE is more accessible and provides a seamless, effective and user-friendly experience for our customers our clients notice an increase in responsiveness our cost per training hour is reduced to a more competitive level our budgets are met or positively exceeded. Financial
Goal: TasTAFE will meet the financial expectations of its Board and the Tasmanian Government. We will know we have achieved this when: we meet our agreed budgets and operate within our approved government funding allocation our cost of training per student hour is reduced to a more competitive level we have the capacity to reinvest in our core business we grow our non-government revenue where possible.
14 TASTAFE ANNUAL REPORT 2018 2019 We Deliver Quality Teaching and Learning
TasTAFE Re-registered Each RTO must meet a range of mandatory requirements that make sure training and assessment for Seven Years are delivered to the high standards expected by students, Australian industry, and employers. On 15 July 2019, the Australian TasTAFE’s previous ASQA registration expired on Skills Quality Authority (ASQA) 31 December 2018. renewed TasTAFE’s Vocational From 12-15 March 2019, ASQA undertook a renewal Education and Training (VET) audit at six TasTAFE campuses statewide. and Commonwealth Register The ASQA audit focused on 12 qualifications, an of Institutions and Courses for accredited course, and one unit of competency. Overseas Students (CRICOS) At an exit briefing on 15 March 2019, ASQA auditors registration for seven years, commented that what stood out for them was the dedication of TasTAFE educators and ‘how well they until 29 June 2026. know their craft’. The auditors were also impressed This is the maximum re-registration term. with the cooperation, the professionalism and level of commitment shown by all TasTAFE staff, as well This is fantastic news for TasTAFE and will allow as the support they received. They saw also clear it to continue to do what it does best, work with evidence of active student support services in place. industry to meet Tasmania’s skills needs now and into the future. The ASQA audit coincided with an Australian Nursing and Midwifery Accreditation Council This result is testament to the hard work and (ANMAC) re-accreditation of TasTAFE’s Diploma commitment of more than 800 TasTAFE teachers of Nursing. This is a normal business activity that and support staff who deliver high quality vocational happens every five years. training to its 22,800 students. TasTAFE’s 2018-19 Diploma of Nursing course TasTAFE was found to have one area of concern remains accredited and TasTAFE’s final submission and that was in the area of sufficient qualified staff for accreditation of its 2019-20 Diploma of Nursing to deliver the Certificate III Electrotechnology course has been lodged. Initial feedback from Electrician. Since then TasTAFE has recruited new ANMAC has been very positive and we await the staff and their details have been provided to ASQA final result, due in September 2019. for reconsideration of its assessment. TasTAFE expects to hear the outcome early in November 2019. In the meantime, TasTAFE continues to recruit Electrotechnology teachers to meet growth. To comply with the National Vocational Education and Training Regulator Act 2011 (Commonwealth), TasTAFE must be registered by the National VET regulator, ASQA. This applies to all Registered Training Organisations (RTOs), which must undergo re-registration audits to remain compliant.
TASTAFE ANNUAL REPORT 2018 2019 15 Student Outcomes Survey This annual National Centre for Vocational Education Research (NCVER) Student Outcomes Survey measures student satisfaction levels. The 2018 and 2017 results show TasTAFE students have better outcomes than the Australian average: Tasmania Australia Tasmania Australia Graduates of TasTAFE Training 2018 2018 2017 2017 Employed after training 78.4% 73.8% 81.1% 77.7% Satisfied with teaching 88.5% 87.6% 88.3% 87.1% Satisfied with assessment 90.3% 89.5% 90.5% 89.4% Satisfied with the overall quality of training 88.3% 87.4% 88.5% 87.3% Achieved their main reason for doing the training 84.2% 82.9% 86.3% 84.2% Recommend training 92.4% 91.7% 93.5% 91.6% Recommend training provider 92.0% 90.3% 91.3% 89.4% Found the training relevant to their current job 77.8% 72.3% 84.2% 79.0% Employed at a higher skill level after training 14.6% 13.2% 18.0% 17.1% Improved employment status after training 59.2% 58.6% 57.6% 56.8% Employer Survey 2018 The independent Enterprise Marketing and Research Services (EMRS) Employer Survey measures the satisfaction with TasTAFE’s training of around 300 enterprises with employees enrolled at TasTAFE. The results of the 2018 survey show high levels of satisfaction with TasTAFE’s training have been maintained. Responses to TasTAFE Employer Surveys 2018, 2017, and 2016: Training 2018 2017 2016 Were satisfied with the training 88% 91% 87% Were satisfied with TasTAFE’s customer service 84% 88% 80% Believe the training will improve business productivity 81% 83% 80% The training focused on relevant skills 90% 93% 92% The training reflected current practice 87% 91% 90% The training helped employees identify how to build on their current knowledge and skills 90% 92% 90% Would recommend TasTAFE to others 89% 92% 89% Would recommend the training to others 91% 92% 90% Agreed that TasTAFE addressed workforce development needs for their business 73% 76% 73% TasTAFE graduates valued within your business 94% 96% 95% Employee Performance 2018 2017 2016 Greater confidence and efficiency 84% 90% 86% Better understanding and focus on the job at hand 84% 86% 84% Capability to do tasks with less supervision 81% 84% 83% Positive workplace health and safety practice 90% 90% 86%
16 TASTAFE ANNUAL REPORT 2018 2019 We Celebrate Success
Pictured L-R: TasTAFE CEO Jenny Dodd, TasTAFE-trained Apprentice of the Year Harry Cuthbertson and the Honourable Jeremy Rockliff MP
At TasTAFE, we place our students Harry completed his apprenticeship at The Chapel in at the centre of everything we do. Burnie and undertook a Certificate III in Commercial Cookery at Drysdale Devonport. We celebrate the success of our TasTAFE Young Migrant Education Program (YMEP) students, as their success shows teacher, Gini Ennals, was named VET Teacher/Trainer us that we are doing our job well; of the Year at the awards. The YMEP program, delivering quality teaching and established in 2011, works with around 100 students learning. We are proud to share every year and gives students the foundation skills they need to continue studying and successfully settle in just some of highlights of TasTAFE Australia. Gini was one of the teachers who recognised students in the past year. the need for this program and worked to establish it. TasTAFE Enjoys Success at Tasmanian TasTAFE and global ICT solutions company DXC Technology Australia, won the Industry Collaboration Training Awards Award. The two organisations worked together The Tasmanian Training Awards celebrate excellence to develop a unique work placement program in vocational education and training by recognising the for TasTAFE’s Certificate IV ICT students. While achievements of individuals, employers and training studying at TasTAFE, students complete a six-month providers. In 2018, five TasTAFE-trained students won work placement at DXC’s service desk Centre of awards. TasTAFE-trained cookery apprentice Harry Excellence in Hobart, giving them hands-on skills, as Cuthbertson, won the Apprentice of the Year Award. well as teaching them about DXC’s service culture.
TASTAFE ANNUAL REPORT 2018 2019 17 TasTAFE Winners at the Tasmanian Training Awards:
Apprentice of the Year Harry Cuthbertson Certificate III in Commercial Cookery Employer: The Chapel, Burnie Vet Teacher/Trainer of the Year Gini Ennals Young Migrant Education Program Vocational Student of the Year Cassandra Brown Diploma of Accounting Employer: The Tax Centre, Devonport Equity Vocational Student of the Year Nyang Kon Certificates I, II and III in Spoken and Written English and Certificate III in Employment and Training School-Based Apprentice/ Trainee of the Year Bronte Richardson (Hellyer College) Certificate III in Engineering - Technical Employer: Direct Edge Manufacturing, Burnie Aboriginal And Torres Strait Islander Student of the Year Lydia Scotney Diploma of Nursing Employer: OneCare, Kingston Industry Collaboration Award TasTAFE/DXC Pathways Program Partners: TasTAFE and DXC Technology Australia
TasTAFE Trainee Bronte Richardson Ranked Second in Australia Bronte Richardson was named the runner-up in the Australian Apprentice (Trainee) of the Year Award. Bronte took out second place in a field of six for the major category at the annual Australian Training Awards. In year 10, Bronte studied graphic design and production classes, where her teacher recognised her potential and suggested she apply for a school-based apprenticeship offered by Direct Edge Manufacturing. She successfully applied for the position and is now undertaking a Certificate III in Engineering - Technical while completing her studies at Hellyer College. Bronte was also named Tasmania’s Australian Industry & Defence Network (AIDN) Young Achiever of the Year. Pictured: TasTAFE Trainee Bronte Richardson
18 TASTAFE ANNUAL REPORT 2018 2019 TasTAFE-trained cabinetmaker to represent Australia at world’s largest skills competition A TasTAFE-trained cabinetmaker was selected to represent Australia at the world’s largest skills competition, to be held in Kazan, Russia in August 2019. Ulverstone’s Joshua Boon is one of 15 young Australians chosen as a WorldSkills Australia Skillaroo to compete against the best apprentices and trainees from around the world at the 45th WorldSkills International Championship. Joshua works at UCI Joinery and completed his cabinetmaking apprenticeship at TasTAFE. Joshua’s training manager, TasTAFE teacher, Jai Maluga, Pictured L-R: TasTAFE Teacher Jai Maluga and TasTAFE-trained will join Joshua in Russia after being selected to cabinetmaker Joshua Boon. represent Australia as an International Expert in The final Australian team was selected at the cabinetmaking. WorldSkills International Experts are conclusion of WorldSkills Australia’s Global Skills selected for representing the best of their industry Challenge held in Melbourne in April 2019. 500 or skill category. As an international expert, Jai will competitors from 16 different countries took part. help Josh train for the championships, and will be Joshua won silver in cabinetmaking at the event, one of a number of experts from around the world cementing his place in the Skillaroos team. The who will judge the cabinetmaking section of the WorldSkills International Championship in Kazan, international competition. Russia will be held from 22-27 August 2019.
TasTAFE Apprentice is Master Builders Tasmania Apprentice of the Year TasTAFE-trained apprentice, Hayden Brown, was named Apprentice of the Year at the Master Builders Tasmania Awards for Excellence 2018. The Master Builders Tasmania Awards for Excellence recognise and celebrate Tasmania’s best builders, their teams and the projects being constructed around the State. Hayden works at Stubbs Constructions and completed a Certificate III in Carpentry with the Construction North-West team at our Burnie campus. Hayden’s training assessor and TasTAFE teacher, Hayden Smith, describes Hayden as an outstanding and really motivated apprentice with the skill-set to back it up. The Master Builders Tasmania Pictured L-R: TasTAFE Executive Director Students and Education Apprentice of the Year Award is co-sponsored by Kerryn Meredith-Sotiris, TasTAFE-trained apprentice Hayden Brown TasTAFE and Ramsetreid. and Area Sales Manager for Ramsetreid Tasmania Chris Schuth.
TASTAFE ANNUAL REPORT 2018 2019 19 TasTAFE-Trained Glazier is AWA-AGGA Tasmanian Apprentice of the Year TasTAFE-trained glazier, Dylan Johnson was named the Australian Window Association (AWA) and Australian Glass and Glazing Association’s (AGGA) 2019 Tasmanian Apprentice of the Year. Dylan completed a Certificate III in Glass and Glazing at TasTAFE with teachers Colin Lush and Scott Luttrell, who nominated Dylan for the award in conjunction with his employer, Glass Supplies. Dylan’s dedication and exceptional skills saw him complete his apprenticeship seven months early and he is now a fully qualified glazier.
Pictured: TasTAFE-trained glazier, Dylan Johnson
TasTAFE Automotive Refinishing Apprentice Wins International Competition Jess Purton, who works at Finns Bodyworks in Launceston, won the 2018 PPG International Colour Matching Competition, held in Brisbane in October 2018. It is the fourth time since 2006 that a TasTAFE-trained apprentice has won this competition, with all of the four winners doing their apprentice training with TasTAFE Autobody teachers Mark Campbell and Colin Ogden. Jess started her learning at TasTAFE five years ago when she enrolled in an automotive pre-vocational Certificate II program. She gained employment in Hobart as a vehicle refinisher before moving to Launceston and is now a third year automotive Pictured L-R: TasTAFE-trained apprentice Jess Purton and TasTAFE refinishing apprentice. Autobody teacher Mark Campbell
20 TASTAFE ANNUAL REPORT 2018 2019 TasTAFE Apprentices Win Australasian Plastering Competition Two TasTAFE trained plastering apprentices won an Australasian plastering competition. In October 2018, Mitchell Stephan and William Browne won the Association of Wall and Ceiling Industries (AWCI) Australia and New Zealand 2018 Apprentice Skills Challenge held in Perth, WA. It is the seventh time in the past eight years that Tasmanian plastering apprentices trained at TasTAFE have won the competition. TasTAFE Plastering teachers Warren Banks and Andrew Scott have trained all of the seven winning teams. Both Mitch and William are undertaking a Certificate III in Plastering Pictured: TasTAFE-trained plastering apprentices Mitchell Stephan and William Browne with then Minister for Building and and have done their apprentice training at TasTAFE’s Construction Sarah Courtney (front), with TasTAFE Plastering Clarence Campus with Warren and Andrew. teacher Andrew Scott (back).
TasTAFE-Trained Butcher and Apprentice Win Tasmanian Finals of World Butchers’ Challenge In February 2019, Drysdale Butchery hosted the Tasmanian finals of the World Butchers’ Challenge at the butchery training room at the Hobart Showgrounds. The competitions are open to qualified butchers and apprentice butchers up to the age of 31. Competitors were judged against a range of criteria including safety, knife skills, product creation, innovation and presentation. All of the final competitors were Drysdale-trained apprentices or former apprentices. The overall young Pictured: Competitors show their skills during the World Butchers’ butcher competition winner was Tom Patman from Challenge Tasmanian Finals. Vermey’s Quality Meats and the overall winner of the apprentice competition was Jake Prestage from Green’s Quality Meats. Tom and Jake, along with two other competitors, were selected to represent Tasmania at the national challenge held in Sydney in April 2019.
TASTAFE ANNUAL REPORT 2018 2019 21 TasTAFE Wins at Tasmania’s Peak Creative Industry Awards TasTAFE enjoyed success at Tasmania’s peak creative industry awards, The Diemen Awards. The 2018 awards night celebrated the best in commercial creativity in Tasmania. TasTAFE was well represented, taking out the prestigious Grand Diemen for Design Student of the Year, which was awarded to Broden Polley, and the Grand Diemen for Digital Student of the Year, which was awarded to Minella Rivera. Both award recipients were offered the opportunity to spend time in the industry, working at various creative firms in Hobart. TasTAFE was also represented by Jess Kerfoot (Finalist, Design) and Tom Miller and Gareth Prince (Finalist, Digital) and the whole class attended to network with industry and celebrate their classmates’ Pictured L-R: TasTAFE-trained award winners Minella Rivera nominations and wins on the night. In addition, and Broden Polley TasTAFE Graphic Design teacher, Nat Jeanneret, won the Logo Design, Brand ID Design and Design for Good professional categories.
TasTAFE Students Win at Shine Joe demonstrated an outstanding level of skill Awards during his studies with TasTAFE and contributes his spare time to volunteering and helping others, Joe Joseph (Joe) Erashan was awarded the International graduated from TasTAFE in June 2018 with a Diploma Student of the Year Award at the Study Tasmania of Leadership and Management. International Student Shine Awards in Hobart in October 2018. Surendra Khatri won the International Graduate of the Year Award. This is awarded to a graduate for The International Student of the Year Award is their character, service, outstanding contributions, awarded to a student who exhibits outstanding and academic achievement. Surendra had previously academic skills, other talents and achievements to graduated from TasTAFE in Hospitality and returned serve as a role model for young people in Tasmania. for further training in the field of Cookery.
22 TASTAFE ANNUAL REPORT 2018 2019 TasTAFE Dental Trainee Wins Royal Flying Doctors Scholarship In August 2018, following a competitive application and interview process, TasTAFE Certificate III in Dental Assisting student (trainee) Maddison Wall, won a RFDS John Flynn Dental Assistant Scholarship. The scholarship is dedicated to the memory of Reverend John Flynn who recognised the desperate need to provide skilled medical care to remote areas of Australia, it is delivered by Royal Flying Doctor Service Tasmania and supported by TasTAFE. The Scholarship comprises two weeks of flying and clinical experience as an assistant to the RFDS South Eastern Dentist operating from the RFDS Dubbo Base in NSW.
Pictured L-R: TasTAFE teacher Kerrie Wright, TasTAFE trainee Maddison Wall, TasTAFE teacher Rhonda Ertler.
TasTAFE Hospitality Student Wins Women in Tourism Scholarship Amity Ellis was awarded the Women in Tourism Tasmania Northern Branch Scholarship, 2019. The $1000 Women in Tourism scholarship is awarded annually to assist the recipient to undertake tourism or hospitality studies post-secondary level. They also receive peer support from Women in Tourism Tasmania members and have the opportunity to attend a number of events including the two- day Tasmanian Tourism Conference 2019. Amity plans to use the funds to undertake a Certificate III in Tourism at Drysdale North in 2019 and then complete a Certificate IV in Tourism or Hospitality. Picture L-R: Drysdale teacher Rachel De Winter, TasTAFE student Amity Ellis and Board Member of the Launceston and Tamar Valley Tourism Association Angie Hart.
TASTAFE ANNUAL REPORT 2018 2019 23 TasTAFE Engineering Apprentice Wins Metals Scholarship Engineering apprentice, Jesse Dent won a $500 scholarship that honours two stalwarts of Tasmania’s metals industry. Mr Dent is one of three apprentices statewide to win the RH Purden and NP Saunders Metal Industry Tasmania Scholarship. The inaugural scholarships honour Robert Purden, owner of Purden Engineers Pty Ltd, who passed away in 2007, and Nick Saunders of Saunders and Ward Pty Ltd. They recognise TasTAFE apprentices studying a Certificate III in Engineering - Mechanical Trade and Certificate III in Engineering - Fabrication Trade. Jesse is employed at Weatherfoil through host employer NECA and is studying his Certificate III in Engineering - Fabrication Trade at TasTAFE’s Bender Drive training facility in Derwent Park. Pictured: TasTAFE-trained engineering apprentice Jesse Dent
TasTAFE Hairdressing Apprentice Wins Scholarship A TasTAFE-trained hairdressing apprentice was recognised for his outstanding commitment and perseverance with a $500 scholarship. Callum Oxley, who works at Imola salon in Hobart, was presented with the Sophie Bobbi Memorial Award at a ceremony at TasTAFE’s Campbell Street Campus. The Sophie Bobbi Memorial Award is a bursary provided by Sophie’s parents, Pete and Helena, in memory of their daughter who studied hairdressing at TasTAFE and worked at Nischler salon. The award, which is selected by TasTAFE staff, recognises a TasTAFE third year apprentice hairdressing student who has a talent and passion for the profession. Pictured L-R: Helena Bobbi, TasTAFE-trained hairdressing apprentice Callum Oxley and Pete Bobbi.
24 TASTAFE ANNUAL REPORT 2018 2019 TasTAFE Students Receive Accolades from Anglicare TasTAFE Certificate IV in Community Services students and their teachers received accolades from Anglicare for their participation in the Communities for Children Conference at the Door of Hope in October 2018. The students worked with Anglicare in the lead up to and during the conference as part of their ‘learning and applying their skills’ part of the project. Anglicare recognised the students for the fantastic work they had done with conference delegates and many students made contacts with organisations to discuss future work opportunities.
TASTAFE ANNUAL REPORT 2018 2019 25 Minister’s Policy Expectations
As part of the Training and 1. Maintain activity levels and a high quality of Workforce Development Act service delivery 2013, TasTAFE is required to The Government is committed to TasTAFE, as the comply with the Minister’s public provider, delivering a significant proportion of government-funded vocational education and training Policy Expectations. in Tasmania. This training should be: contemporary; In 2019, TasTAFE is to focus on delivering the core future focused and take advantage of digital delivery business of high-quality training in areas of industry methods; responsive to students, employers and and government priority, ensure it continues to meet industry; and cost effective. regulatory requirements, build its internal capacity TasTAFE should maintain the overall level of and improve internal culture. Importantly, the six activity delivered for student numbers, hours and policy expectations detailed below strongly support enrolments in 2017 as a minimum: an extended period of consolidation and stabilisation for the organisation.
26 TASTAFE ANNUAL REPORT 2018 2019 Calendar Calendar 3. Promote and support growth in Year 2018 Year 2017 apprenticeships and traineeships Students 22,806 23,075 The Government has set a target of a 40% increase Activity Hours 4,867,473 5,376,612 in apprentices and trainees by 2025. Tasmania Enrolments 29,714 30,249 has also signed the National Partnership for the Skilling Australians Fund that requires an increase Source: AVETMISS data 2018 & 2017 in apprenticeship and traineeship commencements Enrolments and student numbers have generally between 2017-18 and 2020-21. remained steady across 2018 and 2017, with a TasTAFE is the largest provider of training for minor decline in activity hours due to an increase apprentices and trainees in Tasmania and is expected in apprenticeships over pre-vocational courses. to maintain current activity levels and to actively Apprentices generally do less activity hours with seek to identify options to support growth in the TasTAFE due to the significant on-the-job training number of apprentices and trainees (including in component. pre-apprenticeships and pre-traineeships), where 2. Deliver in core industry areas of comparative possible, on a cost neutral basis. or differential strength and high Government priority TasTAFE has experienced a significant increase in apprentice and trainee numbers. TasTAFE is to focus training delivery activity on New apprentice commencements rose from 1,574 foundation skills and qualifications linked to the in 2017 to 1,869 in 2018. following core industry areas: In 2019, TasTAFE experienced unprecedented Building and construction (including engineering, demand for apprentice training across a number of plumbing) technology and trades areas with 4,060 apprentices Health services, aged care and disability services enrolled as at 30 June 2019, compared with 4,912 Agriculture (wool growing, wine, horticulture, for all of 2018. Growth has been particularly strong conservation and land management, forestry) in construction and allied trades, electrotechnology, plumbing, and automotive. Manufacturing (including food processing, advanced manufacturing) 4. Deliver foundation skills Tourism, travel and hospitality Section 57(2) b. of the Training and Workforce Development Act 2013 cites a function of TasTAFE as: Automotive ‘to provide to persons foundation skills training Information and communications technology that when successfully completed may lead, or may Hair and beauty lead when so completed in conjunction with other training, to those persons obtaining a qualification.’ Arts and recreation (cultural industries, screen). TasTAFE will continue to focus on providing Excluding commercial activity, in 2017 TasTAFE foundation skills (including language, literacy, delivered 76 percent of total training hours in these numeracy and general education skills) to students core industry areas. It is expected that TasTAFE will who have not successfully navigated the school maintain or grow this proportion in 2019. system or who have difficulties arising from access Excluding commercial activity, in 2018 TasTAFE or other barriers to participation in education. delivered 78.25% of its training hours in the above core industry areas.
TASTAFE ANNUAL REPORT 2018 2019 27 As part of this focus area, TasTAFE will work with the Collaborating and maintaining a strong Department of Education to explore opportunities relationship with the Tasmanian Prison Service to provide Tasmanian Certificate of Education and providing a high quality service and relevant outcomes for second chance learners. training to prison inmates; TasTAFE has a range of re-engagement and pathway Ensuring access to training and support for training products available to its students to help Aboriginal and Torres Strait Islander learners. them achieve their educational, professional, and TasTAFE is expected to provide support to personal goals. Aboriginal and Torres Strait Islander students TasTAFE offers both specialised learning programs that will improve participation in training that and support to meet the needs of students who are will lead to improved employment outcomes; re-engaging with study or developing their language, Ensuring access to training and support for new literacy, and numeracy skills. migrants and humanitarian visa holders; and These programs include: Ensuring access to training and support for other Skills for Education and Employment (SEE) individuals of working age experiencing barriers Program to participation in training. Vocational Preparation Teams Support for Disadvantaged Work Pathways Programs Student Cohorts Literacy and Numeracy Support. TasTAFE is able to support students living in rural or remote locations as well as students who may For more details about the above programs please see be facing personal or financial barriers to training. the We Support Our Students section of this report. TasTAFE is also able to provide training in markets 5. Deliver in rural and regional areas and to that might otherwise be unable to attract or sustain disadvantaged student cohorts a purely commercial training model. TasTAFE will provide programs and service delivery During 2018, TasTAFE delivered training to the models to promote and support participation of following disadvantaged student cohorts: disadvantaged groups in training. 1,309 Aboriginal and Torres Strait Islander Section 57(2)(e) of the Training and Workforce students (1,235 in 2017) Development Act 2013 states TasTAFE’s function is to 2,451 students with a disability (2,249 in 2017) provide vocational education and training in (i) rural and isolated communities; and (ii) other communities 11,298 students from low socio-economic status where other providers of vocational education backgrounds (11,029 in 2017) and training cannot, or are not, effectively meeting 435 students living in remote areas (554 in 2017) demand for it. 2,006 students from a non-English speaking This includes: background (2,257 in 2017). Ensuring access to training for students in and TasTAFE has support programs targeting specific from rural and remote areas. TasTAFE can disadvantaged student cohorts including: explore innovative methods of delivery, but should take into account student accessibility (including access to technology);
28 TASTAFE ANNUAL REPORT 2018 2019 Support for Aboriginal and Torres Strait Islander Throughcare: a co-ordinated approach to a Students student’s life in Risdon Prison and on release. It captures previous work and education and Disability Support Officers discusses possibilities and support programs English Language Services Teams available. There will be a strong articulation Adult Migrant English Program (AMEP) between a student’s Sentence Plan and Training Plan/Pathway and it takes into account Young Migrant Education Program (YMEP) educational options, in-prison work, and a ELICOS (English Language Intensive Courses for pathway to continuing vocational education and Overseas Students). training (VET), and/or work options on release from prison. For more details about these programs please see the We Support Our Students section of this report. VET Program Design: This will include literacy/ numeracy assessment, increased emphasis on Risdon Prison soft skills/transferable skills and life skills to build Over the last three years, TasTAFE has significantly self-esteem and confidence, a range of courses to increased training engagement at Risdon Prison. cater for a variety of sentence lengths including short courses and industry focused qualifications/ Through the establishment of a Training Co- skill sets, and the development of programs in ordinator position to liaise between Risdon Prison conjunction with industry and Risdon Prison staff and TasTAFE Delivery Teams, activity (measured jobs. Training is also offered to female prisoners, in Nominal Hours) has increased threefold since primarily in the hairdressing and beauty areas. 2016. The existing Prisoner Education and Training area will During the latter part of 2018 and early 2019 be refurbished to better reflect a TasTAFE campus, TasTAFE and the Department of Justice worked on a and increased classroom space will be developed as new educational delivery model to be implemented part of the ongoing redevelopment of the Risdon in the 2019-20 financial year. Prison site. The educational delivery model provides a This refurbished area will be branded as a TasTAFE framework based on sound educational principles campus and prisoners will be referred to as students and aims to provide clearer learning pathways for in the learning context and their learning progress prisoners, to be known as students, resulting in more will be recorded in TasTAFE’s Student Management focused individual learning plans, higher participation System and CANVAS eLearning tool as with other rates, and more relevant outcomes that support TasTAFE students. reintegration into society beyond release. Training at Risdon Prison will be delivered and The educational delivery model aims to improve supported by a Project Manager / Education Risdon students’ outcomes by: Manager, an Administrative Support Officer, two Building strong strategic relationships with key Liaison Officers, a Literacy and Numeracy Support stakeholders such as the Department of Justice, Officer, and 10 full time equivalent TasTAFE Teachers. Libraries Tasmania, Jobactive providers, industry bodies, labour hire companies, and community support organisations;
TASTAFE ANNUAL REPORT 2018 2019 29 6. Maintain strong community and industrial For more information about TasTAFE’s relationships relationships with the UTas, the Department of Education and our industry and community please see the We Engage Section 57(2)(c) of the Training and Workforce with Industry and the Community section of this Development Act 2013 states TasTAFE’s function is report. to develop, in consultation with relevant industry associations, models for the provision of vocational education and training to employed persons for the Ministerial Directives purposes of developing skills, including developing skills needed to alleviate or prevent skill shortages For the period 1 July 2018 – 30 June 2019, TasTAFE in the Tasmanian workforce. received one Ministerial Directive. TasTAFE is expected to: A joint letter from the Premier and Minister to the Work collaboratively with communities and Chair of the TasTAFE Board, dated 28 February regional organisations to deliver appropriate 2019, requesting the TasTAFE Board continue the training for members. Consideration should development of Drysdale governance models. be given to enhancing access to training for This direction was provided in acknowledgement of particular communities to maximise delivery the tourism and hospitality industries’ request for a to students in remote and regional areas; standalone Drysdale. Maintain strong relationships with industry, in After receiving this Ministerial directive the TasTAFE particular through the implementation of Centres Board updated the Drysdale Committee’s charter of Excellence, in order to deliver responsive to make the Committee responsible for following training to alleviate or prevent skill shortages in this directive and work began on the review. The priority Tasmanian industries; and Drysdale Committee will make recommendations Strengthen partnerships with the University to the Board upon completion of the review. of Tasmania (UTas) and the Department of Education to achieve education and training outcomes for all Tasmanians. Partnerships should focus on meeting the demand for skills in growing labour markets and regions as efficiently as possible for the State. TasTAFE builds and maintains strong relationships with industry and organisations in the vocational education and training sector. These relationships support TasTAFE to grow its business and provide the best training for its students and industry. TasTAFE has a growing relationship with the UTas in particular in the development of short courses, articulation and co-location of delivery.
30 TASTAFE ANNUAL REPORT 2018 2019 We Meet the Training Needs of Tasmanians
Skills development is critical to In 2018-19 TasTAFE delivered services across its an individual’s current and future dedicated campuses, as well as undertaking delivery in individual workplaces and regional locations largely engagement with productive, based on collaboration with schools. During 2018-19 meaningful employment. TasTAFE: TasTAFE assists Tasmanians to had over 250 training products in its approved gain the skills and qualifications scope as well as offering more than 90 nationally they need to optimise their or locally recognised formal skill sets; career opportunities. provided services to over 22,800 individual students; and Our principle focus is on the delivery of training that results in nationally accredited and industry-endorsed delivered almost 4.9 million training hours and qualifications, particularly in those industry areas that issued almost 4,900 qualifications and over 3,400 are of significance to the Tasmanian economy. other accredited outcomes.
TASTAFE ANNUAL REPORT 2018 2019 31 TasTAFE’s successes are reflected in the volumes of Hairdressing, Human, Health and Business training undertaken and qualifications completed, it Services, and also delivers outcomes that improve the employment Technology, Trades and Engineering. opportunities of its students and satisfy its customers. The 2018 and 2017 National Centre for As a public provider, an important part of TasTAFE’s Vocational Educational Research (NCVER) Student role in the Tasmanian community is to support Outcomes Surveys reported that TasTAFE students students from equity and priority areas. TasTAFE has experienced higher employment outcomes than significant cohorts of indigenous students, students those experienced nationally in TAFE. with disability, students from low socio-economic communities, students from remote communities, The surveys also revealed that TasTAFE students as well as students from culturally and linguistically have a higher rate of continuing study with TasTAFE diverse backgrounds. TasTAFE provides training than experienced nationally in TAFE, very high opportunities to these groups both on campus and satisfaction outcomes and a very high willingness in the community. to recommend TasTAFE as a training provider. For details of this survey, please refer to the We Deliver There are a significant number of students who face Quality Teaching and Learning section of this report. barriers to educational attainment and engagement. TasTAFE provides these students with additional support in areas such as literacy and numeracy. Our Products and Services TasTAFE offers a range of services that aim to remove or minimise any barriers in accessing training TasTAFE’s main focus is on providing products and that these students may face. For details of these services to: support services please refer to the We Support industry to ensure appropriate, high quality, Our Students section of this report. high level skills for employment; apprentices and trainees across all industry Apprenticeships sectors; and all Tasmanians seeking to gain a qualification, TasTAFE remains the dominant registered training develop their skills to gain employment or organisation delivering apprenticeships in Tasmania. progress in their chosen career. In 2019, TasTAFE experienced unprecedented Our structure comprises four multi-disciplinary demand for apprentice training across a number of training divisions across an extremely broad industry technology and trades areas with 4,060 apprentices profile. Included within these Divisions is a dedicated enrolled as at 30 June 2019, compared with 4,912 for ‘Foundations’ area specifically for individuals who the entire period of 2018. need some extra support before undertaking Growth has been particularly strong in industries vocational education or those for whom English is identified by the State Government as key economic not their first language. These divisions are: drivers for Tasmania. This includes construction, Drysdale metal trades, electrotechnology, automotive, allied trades, and plumbing. Primary and Creative Industries, Foundations and Science This growth is great news for Tasmania, reflecting our economic boom and the strong growth in
32 TASTAFE ANNUAL REPORT 2018 2019 the construction sector. However, this growth has Analysis is being conducted of the sign up/ made it difficult to attract qualified tradespeople enrolment process to ensure continued who also meet the rigorous demands of the training improvements in efficiency and customer service. and assessment qualification required to teach in a TasTAFE has put some initiatives in place to vocational environment. clarify and streamline the contract of training TasTAFE has taken a number of steps to address this: process. A new role, Apprentice Relationship Officer, Introduction of the ‘Teacher under Supervision’ has been created to assist apprentices through role: TasTAFE has a new teacher role that allows the induction stage at TasTAFE, whilst also us to recruit for an industry teacher without the supporting employers through the initial stages full Training and Assessment (TAE) qualification. of the apprenticeship. In addition, the focus of The Teacher under Supervision role allows the a Business Development role has also been incumbent to teach and present, whilst a fully changed to focus on managing the requirements qualified teacher conducts the assessment. of key employers of apprentices. During the first year of their employment
TASTAFE ANNUAL REPORT 2018 2019 33 TasTAFE supports the Teacher under Supervision who are willing to do additional training to meet to gain their TAE. Once obtained, they can demand, will also assist in this area. transition directly into permanency on the Plumbing: Teaching Award. This new category of teaching A recruitment campaign is currently underway position is allowing TasTAFE to advertise for to attract more teachers. As at 30 June 2019, vacant positions with more flexibility. In most TasTAFE was advertising nationally to attract a trade areas, both the Teacher and Teacher broader field of candidates and was advertising under Supervision positions are being advertised for both Teachers and Teachers under simultaneously. Supervision. Electrotechnology: Construction: Some first-year apprentice training, which was There is currently very strong demand in this on hold while additional teachers were recruited, area. TasTAFE is meeting this demand and will will recommence on 1 July 2019. TasTAFE has continue to recruit to maintain capacity over the recruited three new staff and is continuing to coming years. have jobs in market. Included in the new recruits is a Teacher under Supervision. An initiative Additional Apprentice Induction Training has to ‘buy back leave’ from existing teaching staff been scheduled to meet current commencement demand across all trades areas. 34 TASTAFE ANNUAL REPORT 2018 2019 Allied Trades: their interest in a particular vocation. TasTAFE has Additional trainers have been recruited in the ability to offer a significant suite of programs that Plastering (1), Bricklaying (1) and Glazing (1). maximises the potential for local industry areas to be Apprentice numbers in these areas continue to supported with skilled employees. grow and recruitment for additional Teachers or TasTAFE has a Community Services Funding Teachers under Supervision in Tiling, Bricklaying, Obligation to deliver vocational training in regional Floor Covering and Plastering has begun. and remote locations, this is covered in the Education TasTAFE is also exploring options to support Architecture Project section of this report below. people interested in becoming a TasTAFE teacher to gain their TAE training and assessment Education Architecture qualification. TasTAFE works closely with industry to deliver the Project best possible training for apprentices and trainees to meet industry needs and prepare apprentices TasTAFE’s Education Architecture project is focused and trainees for a career in their chosen vocation. on improving access to quality vocational education TasTAFE regularly meets with many key employers and training by connecting TasTAFE to communities. and industry bodies to discuss current opportunities The project commenced in 2017-18 and continued and challenges. throughout 2018-19 with a total commitment of A real strength for TasTAFE is that our teachers $3 million across the two years. generally come from industry backgrounds and are The underlying theme of the Education Architecture able to share their skills with students in a practical project is on increasing access to TasTAFE products way. and services regardless of a student’s physical Apprenticeships and traineeships are pivotal in future location, learning style, and capability. workforce development by providing entry pathways This includes updating resources to meet student and into industry and training the next generation of industry needs, both physical equipment and online skilled workers across a range of industries. resources. TasTAFE aims to strengthen its ability to compete Vocational / Trainee Training in the Tasmanian vocational education and training marketplace and to offer more alternatives to those Vocational training is extremely important in today’s Tasmanians in regional and more remote locations. complex, demand driven economy. It is important Strategies commenced to date include the that all students and all learning styles are catered implementation of contemporary mobile video for. TasTAFE provides a range of vocational learning conferencing facilities to connect regional areas and vocational training opportunities to support the with central learning facilities, and the delivery of needs and aspirations of individuals, of businesses enhanced on-line content. and industry, and of the community. These include Australian Qualifications Framework (AQF) courses Future strategies include further investment in on- ranging from Certificate I to Advanced Diplomas. line content, a new contemporary public website, the development of flexible delivery models covering In addition, students have the opportunity to attain both theory and practical components, and the licences and other accredited skill sets with TasTAFE development of more contemporary learning that can support them in their careers or further environments at each campus.
TASTAFE ANNUAL REPORT 2018 2019 35 The following table outlines the projects undertaken There are two full time equivalent International to date, together with those currently in scoping. Student Advisors who provide support and assistance to international students studying at Education Architecture TasTAFE. During 2018, TasTAFE developed an English Allocated Funding $3,000,000 language intensive course for overseas students Spent to Date (30 June 2019) $1,195,000 (ELICOS). Remaining Funds $1,805,000 For more information on how we support Projects Planned / Allocated International students and the ELICOS program, End User IT $400,000 refer to the We Support Our Students section of Specialist Equipment $330,000 this report. On-line Product Development $150,000 Website Development $300,000 Nursing Facilities and Program $400,000 Funds Remaining for Allocation $225,000 International
TasTAFE signed a new Memorandum of Understanding with Government Education and Training International (GETI) in March 2019. This represents a model for working collaboratively to consolidate current, and pursue future, international opportunities. China and South Korea remain the top countries of origin for international students coming to TasTAFE, although GETI is pursuing opportunities across other regions and countries. TasTAFE has an ongoing relationship with Bangde College in China that involves delivery of business qualifications offshore. This partnership has been in place for many years and in 2019 a full review of the program is being conducted. TasTAFE has a positive relationship with Japan Agriculture and hosted students from Biei on Freer Farm again in 2019 and is looking to develop this relationship further. To this end we hosted a group from Japan Agriculture Tokoro at Freer Farm as part of a Department of State Growth initiative.
36 TASTAFE ANNUAL REPORT 2018 2019 Our Training Divisions
Drysdale In accordance with the broader TasTAFE priorities, the Drysdale Committee recognises the importance of deepening quality assessment and learning, so From the commencement of 2018, the Drysdale there is a focus on developing strong teaching and Committee of the TasTAFE Board has been learning strategies and assessment. supporting the alignment of tourism and hospitality training to meet the projected growth of the The Drysdale Committee developed a three-year industry. strategy and action plan to revitalise Drysdale (shown below). The core purpose of the plan is to The tourism and hospitality industries are vital produce job-ready graduates, based on industry to Tasmania and a key driver of the Tasmanian needs and the strategy sets out the ways in which economy. There are currently approximately 20,300 Drysdale will realign its activities to meet current and jobs in tourism and hospitality in Tasmania (Source: emerging workforce demands. Australian Bureau of Statistics: 6291.0.55.003 – Labour Force, Australia, Detailed, Quarterly, May 2019). The changes at Drysdale support the State Government’s goal to grow the number of jobs in tourism and hospitality by 50,000, by 2022.
TASTAFE ANNUAL REPORT 2018 2019 37 Drysdale Three-year Strategy and Action Plan The following proposed projects and programs commenced in 2017-18 and continued to be rolled-out in 2018-19:
Industry: Supporting industry and Innovation program – Design, implementation and evaluation of their workforce development, training programs through quality advice, quality Tourism forecasting tool – Further development of tool designed to graduates and long term thinking assist in the identification of future training needs and potential jobs for the tourism industry Students: Supporting students Drysdale student experience and destination research program through exceptional learning Drysdale apprenticeship mentoring program experiences Staff: Drysdale will be a great place Teaching innovation grant program to work and our staff respected and Drysdale industry teacher scholarship program valued by industry Business: Drysdale will operate in Quality compliance program an efficient an effective manner Infrastructure review and planning project to maximise the value to our Strategic asset management plan stakeholders Industry partnerships and communications Infrastructure fund
Drysdale Centre of Excellence: Drysdale Centre of Excellence: Providore Place, Devonport Claremont College Providore Place in Devonport is a $1.5 million As part of the 2018 state election, the Government funding commitment as part of the 2018 state committed $2 million for Drysdale to establish election, for the development of a new state of the a delivery point in Hobart’s northern suburbs at art cooking school in the Providore Place building in Claremont College. Devonport. A working group was established consisting of The new facility will deliver a contemporary cooking industry and government representatives and met school together with the co-location of bakery training twice, in August 2018 and December 2018. At these for all Drysdale students in North West Tasmania. meetings, the group captured ideas to explore The Providore Place centre will replace the current further, including potential training infrastructure and Valley Road Devonport kitchen training facilities and foundation programs to engage the cohort with both the rented bakery training facility in Burnie. education and industry opportunities. It is hoped, over time, the location of the training A ‘Drysdale Centres of Excellence Project Officer’ school in the Providore Place centre will provide role was approved in late 2018 and commenced in additional training opportunities for Drysdale June 2019. This role will have capacity to provide the students with the hospitality related businesses working group with the support required to progress operating from the centre. Drysdale’s Providore the Drysdale Centre of Excellence concept at Place training kitchen is on track to open in the Claremont. The project is on track to open in 2020. second half of 2019.
38 TASTAFE ANNUAL REPORT 2018 2019 Drysdale Centre of Excellence: Scholarship Program A new Drysdale Centre of Excellence scholarship program has been launched to support tourism and hospitality professionals in sharing their skills with others in the industry. The scholarships will enable recipients to undertake TasTAFE qualifications such as the Certificate IV in Training and Assessment, to meet the formal requirements to work as a trainer or assessor in a vocational education environment. This could include employment as a sessional or casual teacher at Drysdale, or within an industry setting. Eleven industry experts were awarded the inaugural Industry Trainer Scholarships. The calibre of scholarship recipients was extremely high and they came from a diverse range of backgrounds including commercial cookery, event management, adventure tourism, accommodation services and hospitality management.
TASTAFE ANNUAL REPORT 2018 2019 39 Primary and Creative TasTAFE is an alliance partner of the National Centre for Dairy Education (NCDE) and has close Industries, Foundations and and productive relationships with key industry stakeholders. These stakeholders include Primary Science Employers Tasmania, Dairy Tas, Fruit Growers Tasmania, Forest Works, Wine Growers Tasmania, Primary Industries and Science Tasmanian Farmers and Graziers Association, Tasmanian Beekeeper Association, Poppy Growers Throughout the 2018-19 financial year, TasTAFE Tasmania Inc., Rural Business Tasmania, and Agritas, delivered 65 different qualifications over 12 different as well as individual employers, the University of skill sets to over 2,800 enrolments in Primary Tasmania and the Tasmanian Institute of Agriculture. Industries. These connections help TasTAFE determine the most Across Tasmania, we delivered training in agriculture, appropriate mode of course delivery, as well as gauge dairy, shearing and wool classing, arboriculture, industry demand and future skill needs. They also see landscaping, horticulture, production horticulture, TasTAFE working with them on the implementation forestry, food processing, laboratory operations, turf, of their respective workforce development plans racing, firearms and security licencing, viticulture and to stimulate strategic workforce development animal studies. opportunities, which will support projected growth TasTAFE’s offerings include: demands. Programs delivered on campus as full-time, In 2019, forest industry training has continued including work placements to gain relevant industry- strongly due to forestry employers, in partnership based experience and industry project work. with TasTAFE, being able to access Training and Skills Development Service funding. TasTAFE has Providing students with access to sites such as been proactive in running chainsaw training once a Freer Farm, Entally Estate, Bonorong Wildlife month in all regions, and regularly on farms and in Sanctuary and many other industry workplaces workplaces. TasTAFE also offers a tree-felling short to apply and develop relevant skills in a ‘real course and a range of courses in high-risk activities work’ environment. that relate to the rural sector. Programs delivered to existing workers as a TasTAFE Primary Industries and Science teams deliver blended model of ‘on the job’ and workshop training in regional and remote locations such as delivery for Diploma Agriculture and King Island, Flinders Island, Deloraine, Circular Head, Agribusiness students. Scottsdale, St Helens, Huonville, and numerous other Apprenticeships are offered in agriculture, locations. Teams deliver programs such as chainsaws horticulture, production horticulture, agriculture or quad bikes to small groups on farms, or to larger (dairy production), forestry, landscape groups in these regional centres. construction, arboriculture, laboratory skills, In 2019, TasTAFE continues to grow its relationship conservation and land management, sports turf with Japanese Agriculture together with the management, food processing, and bee keeping. Department of State Growth. There are plans to Horticulture prison program. extend this program, primarily involving Freer Farm. The Agricultural Centre of Excellence funding for Freer Farm is significant to this relationship.
40 TASTAFE ANNUAL REPORT 2018 2019 Agricultural Training Centre of and Board with regard to the project’s expenditure. Excellence: Freer Farm The steering committee had an initial meeting in June and this has set the framework for the commencing The Government has committed $5 million of activity early in the 2019-20 financial year. to establish an Agricultural Training Centre of Excellence based at TasTAFE’s Freer Farm, located TasTAFE and the steering committee will provide at Burnie. The expenditure will commence in the regular updates to industry and other stakeholders as 2019-20 financial year. the implementation occurs. The project is on track to be completed in 2021. TasTAFE hosted a number of industry reference group meetings to enable the project to gather momentum during 2018-19. There has been genuine interest and support from this group which includes representatives from throughout the sector. A steering committee has been appointed consisting of industry and government representatives to make some initial recommendations to the TasTAFE Executive
TASTAFE ANNUAL REPORT 2018 2019 41 Creative Industries Hairdressing, Human, Health Creative Industries offer students a range of pathways and Business Services to work, further study and self employment. Visual Arts currently offers Certificate III, IV During 2018, the Hairdressing, Human, Health and Diploma qualifications across the state. The and Business Services Division had 6,338 students Certificate III offers foundational skills covering a enrolled across 69 different training products. broad range of visual arts activities, giving students Demand for training in this area remains particularly the opportunity to explore areas of interest. The high in nursing, individual support, early childhood Certificate IV and Diploma expand on those skills, education and care, education support, and with studios offered across the state dedicated to hairdressing programs. Job outcomes for graduates specific arts practices. The majority of Visual Arts remain strong with many students receiving offers graduates are likely to be self employed. of employment during their practical placement with Graphic Design offers a pathway through Certificate TasTAFE’s industry partners. IV to a Diploma qualification with students gaining TasTAFE teams continue to be active in delivering work as freelance Graphic Designers or securing training in numerous regional areas such as internships. This area has shown consistent growth Deloraine, George Town, Smithton, Huonville, St and aligns closely with industry trends. Helens, Scottsdale, Queenstown and Flinders Island. Applied Fashion Design is delivered in all regions and Approximately 45% of students undertaking study offers a number of pathways. Many students become options in the Human, Health and Business Services self employed and/or contract to manufacturers. area are eligible for concessional course rates. A significant number of students continue their TasTAFE’s connections with industry partners study at university. A short introductory course, continues to grow with many organisations placing ‘Beginner Sewing Skills’, has been developed to TasTAFE students in their workplaces to maximise encourage potential students to engage and continue their practical, real world experience and skills. The on a further pathway. The beginner skills set is also input from industry into TasTAFE’s training products delivered in the Women’s Prison. is critical to the ongoing success of our programs. Certificate IV Interior Design offers many Some of the industry partners who support TasTAFE opportunities for employment from retail to design programs include: National Disability Services, studios. This is a growing area and a diverse one. It Aurora, Calvary Health Care, Tasmanian Health offers students the opportunity to work with the Service, Regis, Christian Homes, Department of sector to tailor specific skill sets to areas such as Education, Lady Gowrie, Goodstart Early Learning, kitchen and bathroom design. St Giles, Masonic Care and Ambulance Private, to name just a few. Screen and Media is delivered in Launceston and has strong connections with industry, particularly WIN The nursing program at TasTAFE remains in TV, to keep students up to date with industry trends. strong demand with job outcomes for TasTAFE Many students work at festivals and film events or nursing graduates close to 100%. Work is currently continue on to higher education. underway with industry partners to explore ways to assist TasTAFE in expanding its nursing program and Music, Production and Performance is also delivered in grow student numbers over the next five years. Launceston up to Diploma level and students have the opportunity to work in the industry for events, TV, TasTAFE has invested in additional teaching positions radio, and online as sound technicians or performers. and facilities to support the growth strategy. In 2019,
42 TASTAFE ANNUAL REPORT 2018 2019 TasTAFE advertised two new positions: Head of Technology, Trades Discipline – Nursing; and Vocational Placement Co- ordinator that will have a single focus of leading and and Engineering assisting the nursing program statewide. TasTAFE is working closely with UTas on co-location TasTAFE’s Technology, Trades and Engineering opportunities at Inveresk and cooperation between Division delivers pre-employment training through their respective nursing programs in the North. both its own facilities, and at Trade Training Centres, across the state. This includes Construction, Plumbing, Electro-technology, Automotive and Metal Fabrication. The Division also delivers apprentice training on- the-job and in TasTAFE workshops across the state. This includes Construction, Cabinet Making, Allied Trades (Plastering, Bricklaying, Painting, Glazing, Tiling and Floor Technology) Electrotechnology, Plumbing, Refrigeration, Mechanical Services, Gas,
TASTAFE ANNUAL REPORT 2018 2019 43 Automotive, Motorbody, Metals and Engineering Trades and Water Centre of (Metal Fabrication, Fitting & Machining & Polymer Excellence: TasTAFE’s Clarence Processing). Significant support is provided to apprentices to help them complete their training. Campus This includes considerable language, literacy and The State Government committed $7 million to numeracy assistance to facilitate apprentice retention the development of the Trades and Water Centre and completion. of Excellence at TasTAFE’s Clarence Campus in the 2018 State Budget, with funds to flow in the 2019-20 TasTAFE also continues to provide ‘high risk’ and financial year. TasTAFE is working collaboratively licensed training such as: white card, working at with Tasmanian industry to plan the development heights and scaffolding, meeting an important need of the Centre of Excellence that is envisaged to in the Tasmanian market. There has been a large reinvigorate trade training with contemporary increase in demand for training in key technology and equipment and consolidate TasTAFE’s trade delivery trades areas, particularly construction, allied trades, into one location, thereby providing better support electrotechnology and metals. for students. Total enrolments across the Technology, Trades and TasTAFE is currently working with the Master Engineering Division have grown from 1,458 in the first Plumbers Association (MPA), the Tasmanian Building quarter of 2017, to 2,402 in the first quarter of 2019: and Construction Industry Training Board (TBCITB) Construction from 284 (2017) to 531 (2019) and the Air Conditioning & Mechanical Contractors’ Allied Trades from 303 (2017) to 481 (2019) Association (AMCA) to seek additional funding for the specialist fit-out to ensure an ‘industry-led’ best Electrotechnology from 235 (2017) to 422 (2019) practice fit-out for the Trades and Water Centre Automotive 301 (2017) to 522 (2019). of Excellence. The MPA, TBCITB and AMCA are strong supporters of TasTAFE and provide significant The Technology, Trades and Engineering Division advice and input into training delivery, including has a number of key industry partnerships, including the planning and development of the Centre of the Tasmanian Minerals, Manufacturing and Excellence. Energy Council (TMEC) and the Civil Contractors Federation (CCF). For more information on these TasTAFE and our industry partners are also partnerships, refer to the We Engage with Industry undertaking site visits to similar interstate facilities to and the Community section of this report. ensure that the Centre of Excellence is a modelled on current best practice. The project is on track to open in 2021.
44 TASTAFE ANNUAL REPORT 2018 2019 We Engage with Industry and the Community
TasTAFE builds and maintains Together, we are thinking innovatively about strong relationships with industry embedding vocational education skill sets in higher education qualifications (or short courses) to meet and organisations in the vocational the current and future skills needs of industry. education and training sector. Over several months, we have been collaborating on short course development and scoping, with These relationships support TasTAFE to grow its TasTAFE having representation on the UTas Short business, respond to the needs of industry and Course Working Group. Work is continuing on the provide the best training for its students. development of complementary courses and we are partnering with industry to determine present, and Partnerships future, workforce needs. Another priority for the partnership is to support a Working with University of Tasmania one-system approach for post-school qualifications. to Improve Education Opportunities Shared strategies for the delivery of education in regional and rural areas will provide one ‘front-door’ TasTAFE and UTas are committed to working together for post-school education to increase access to to ensure Tasmanians get the education that best suits education. Establishing clearer pathways between the their needs, through a range of cooperative measures two organisations will empower students to tailor to deliver better educational outcomes in the State. their knowledge and skills-based qualifications in ways The relationship between the two organisations has better suited to their own, and the State’s, needs. deepened as a result of this shared vision and regular There has been progress around formalised pathways communication occurring at various levels.
TASTAFE ANNUAL REPORT 2018 2019 45 between VET and university courses with a number Initiative with Civil Contractors of agreements being made and several others being Federation (CCF) for Workforce worked on. Development We are continuing to explore co-location TasTAFE has been involved with industry and opportunities at both organisations as UTas government participants on a consultative committee progresses with its campus developments, and for workforce development within the sector. This TasTAFE progresses with the development of and further individual engagement with the CCF has Centres of Excellence. TasTAFE has engaged with led to a successful grant application for the delivery UTas specifically in relation to the UTas Northern of machine control training within the sector during redevelopment and there are ongoing discussions the 2020 financial year. regarding the co-location of nursing at Inveresk. The training will use a collaborative and iterative TasTAFE is also involved in the working group for approach to ensure the needs of industry and the Higher Apprenticeships project and TasTAFE’s specific businesses are met. It is hoped the ongoing Executive Director Business Growth and Major involvement of TasTAFE will lead to further Projects meets regularly with UTas Associate opportunities for skills development to meet the Director Industry Engagement, to discuss industry needs of the industry. requirements. Partnership with TMEC Provides Collaboration with Australian Specialised Training for Metals Computer Society (ACS) to Teachers encourage Women in ICT TasTAFE and the Australian Computer Society TasTAFE has worked together with Tasmanian (ACS) have collaborated on a new pilot program to Minerals, Manufacturing and Energy Council encourage more women into Tasmania’s growing ICT (TMEC) on a number of projects including TMEC’s industry. The Women in ICT Pathways Program is a career awareness training program and several 24-month pilot program supporting 36 students with other key initiatives. In an excellent example of training, mentoring and work placement. this collaboration, eight TasTAFE Metals teachers undertook training in specialised welding techniques In the program, students undertake a Certificate as part of a partnership between TMEC and TasTAFE. III in Information, Digital Media and Technology, are connected with a mentor, and taken through a The training, conducted by Weld Australia at TMEC’s professional development program. The program Advanced Welder Centre in Burnie, focused on aims to remove barriers to participation and welding according to the latest industry standards strengthen the pathways between education and and installation and operation of augmented reality employment. welding simulators. The virtual-reality simulators mimic real welding experiences and are compatible The pilot program is designed to promote life-long with live welding equipment. They provide statistical learning, strengthen linkages between the education feedback on weld quality, accuracy and comparative and ICT sector and develop an evidence base to improvements in technique. inform the sustainable delivery of future programs. The ‘train the trainer’ sessions were an excellent opportunity for teachers to learn the latest techniques using state of the art equipment.
46 TASTAFE ANNUAL REPORT 2018 2019 Pictured L-R: The Honourable Michael Ferguson MP, ACS Tasmanian State Manager Dr Tristan Richards, ACS Branch Executive (Chair) Professor Paulo de Souza and TasTAFE Executive Director Students and Education Kerryn Meredith-Sotiris at the Women in ICT Pathways Program launch. MoU with Department of Justice to increased emphasis on transferrable skills and life establish Campus at Risdon Prison skills to build inmates’ confidence and self -esteem. TasTAFE, from January 2020 will operate a campus at A dedicated TasTAFE Campus at Risdon Prison Risdon Prison as part of a three-year Memorandum will allow for more focused individual learning of Understanding (MoU) between TasTAFE and the plans, higher participation rates and more relevant Department of Justice. outcomes that support inmates’ reintegration into society beyond release. The new campus model will provide better learning pathways for inmates and increase the number of Partnership with St.LukesHealth inmates participating in vocational training. Leads to Health Insurance TasTAFE currently runs training at Risdon Prison, Qualification however this new model will take this training to the In an Australian first, Tasmanians will now have next level, allowing TasTAFE to provide a coordinated the opportunity to gain a Certificate IV in General approach to a student’s training in Risdon Prison and Insurance through an innovative partnership between upon release. TasTAFE and St.LukesHealth. TasTAFE teachers will be based at the campus, Launched in March 2019, the qualification will be delivering a range of courses catering for a variety of delivered in-house using St.LukesHealth trained staff sentence lengths. Vocational programs offered will and validated by TasTAFE, and is expected to be also include literacy and numeracy assessments and rolled out nationwide.
TASTAFE ANNUAL REPORT 2018 2019 47 The Certificate IV in General Insurance will assist representatives. TasTAFE teaching staff present those wanting to upskill or seeking a career in health workshops and many support staff work behind the insurance. Prior to this initiative there were no scenes to ensure things run smoothly at each event. educational resources available tailored to the health In 2019, TasTAFE hosted the North West event at insurance sector, with most pathways through a the Burnie campus and the southern event at the Certificate III in Business. Clarence campus, as well as being heavily involved This new qualification will include significant specialist in supporting the North event hosted by UTas in capabilities in key topics such as working in the Launceston. Year 9 students have the opportunity insurance industry, product knowledge, customer to try a range of activities in their career area of service and selling skills. interest. Such events are a great way for TasTAFE to showcase its training and facilities, and get young Partnership with Wool Solutions people thinking about TasTAFE as a future option. and ORTOVOX for Wool Classer Scholarship As a show of commitment to the sustainability of the Tasmanian wool industry, and to acknowledge the integral role that wool classers play in preparing Tasmania’s wool clip to the highest standard, Wool Solutions and ORTOVOX have partnered with TasTAFE to offer a Wool Classer Scholarship in 2019. The scholarship recipient will receive reimbursement of their annual tuition fees for 2019, placement in the shearing shed of an ORTOVOX WOOL PROMISE farm in 2020 for up to four weeks paid employment (in the role of wool handler), and the opportunity to learn from an experienced wool classer. Mentoring by Wool Solutions staff is also available. Joint Initiative ‘Creating My Career’ for Year 9 Students Creating My Career (CMC) is a joint initiative between TasTAFE, the UTas, the Department of Education and the Beacon Foundation, with the support of Rotary Tasmania. Aimed at Year 9 students, CMC provides the opportunity for students to participate in a number of industry clusters and engage in practical activities that enable them to explore a wide range of possible career pathways. They also have the opportunity to hear from industry
48 TASTAFE ANNUAL REPORT 2018 2019 Sponsorships TasTAFE values the support received from industry and organisations, and supporting events and awards are a way of demonstrating and strengthening our TasTAFE sponsors a number of events and awards relationships with industry and community partners. each year. These all demonstrate a community or business development outcome and strategically align Supporting awards is also a way to reward and with TasTAFE’s corporate objectives and values. recognise TasTAFE students and apprentices who are excelling in their chosen careers.
Award Sponsorships 2018-19 Tasmanian Training Awards Apprentice of the Year Award Recipient: Harry Cuthbertson - Commercial Cookery Apprentice Employer: The Chapel, Burnie. Tasmanian Training Awards Aboriginal and Torres Strait Islander Student of the Year Award Recipient: Lydia Scotney - Diploma of Nursing Employer: OneCare Kingston Work & Training Awards First Year Apprentice of the Year Recipient: Hayden Davis Employer: Work & Training - hosted to Metro Launceston TACC Castrol Motor Industry Awards Body Repair Apprentice of the Year Recipient: Thomas Carroll Host Employer: Wells Bodyworks and Towing MBA Awards For Excellence State Apprentice of the Year Recipient: Hayden Brown Employer: Stubbs Constructions Pty Ltd Tasmanian Volunteering Awards Education, Science and Technology Award category Recipient: Jannie Fahey Employer: Aurora Disability Service
Industry and Community Sponsorships 2018-19 Worksafe Conference Tasmanian Minerals and Energy Council Conference National Day of People with a Disability
TASTAFE ANNUAL REPORT 2018 2019 49 We Support Our Students
At TasTAFE we pride ourselves We encourage diversity in both our employee and on providing vocational education student populations, and recognise our responsibility to ensure that students, employees and visitors and training that prepares experiencing disability have access to all of our our students for work, meets services and facilities. employers’ needs and provides TasTAFE has a suite of support services available to a high quality teaching and its students to help them achieve their educational, learning experience for everyone, professional, and personal goals. TasTAFE offers both specialised learning programs and additional support regardless of their circumstances. to meet the needs of disadvantaged students. During the ASQA audit in March 2019, the audit team commended TasTAFE for the level of student support we have in place.
50 TASTAFE ANNUAL REPORT 2018 2019 Aboriginal and Torres Strait offering general support, advice and assistance. ATP staff are in identified positions and therefore have Islander Student Support strong links into the Aboriginal community. Staff consult closely with these Aboriginal community The Government is committed to ensuring that organisations to ensure TasTAFE’s programs and Aboriginal and Torres Strait Islander students services continue to address the barriers Aboriginal reach their full potential through further education and Torres Strait Islander people face in vocational pathways and employment, in line with Closing the education and training. Gap Refresh, a formal partnership between Councils A critical barrier to participation for Aboriginal of Australian Government (COAG) and Aboriginal and Torres Strait Islander students is the financial and Torres Strait Island Australians. impost of progressing with further education. Once TasTAFE has a range of financial support mechanisms a student has met eligibility requirements, financial in place for Aboriginal and Torres Strait Islander assistance is assessed and provided in accordance students who meet eligibility for Tasmanian with the individual needs of the student. Financial Government Aboriginal and Torres Strait Islander assistance for students may include assistance with programs and services. course tutorial and associated costs, the cost of study materials and Personal Protective Equipment, The Aboriginal Training Programs (ATP) Team childcare, transport, one-on-one study support and provides support, advice and assistance to Aboriginal on-campus accommodation. and Torres Strait Islander students, including apprentices and trainees, who wish to enrol, or are In 2018-19, TasTAFE’s Aboriginal Training Program already enrolled, at TasTAFE. ATP staff establish Team provided support to over 950 students (over a connection with all Aboriginal and Torres Strait 880 students in 2017-18). Islander students at the point of enrolment to discuss their specific needs and the support available. Disability Support ATP staff are located at the four main campuses; Campbell Street, Alanvale, Burnie, and Devonport TasTAFE Disability Liaison Officers provide and are available to travel to other TasTAFE facilities information and assistance to students with disability, as required. including apprentices and trainees, and work with The ATP Team offers a wide range of support, them to identify what support requirements are including: helping students to overcome barriers needed for them to undertake a course of study at to successful learning; course information and TasTAFE. enrolment; arranging tutorials/study support; assisting Disability Liaison Officers work collaboratively with students in determining career/study pathways; students and teachers to best support each student referrals to other TasTAFE student support services, to remain in training and complete their studies. fee/material assistance related to their TasTAFE study; assistance with arranging finance, accommodation There are three full time equivalent Disability Liaison and transport; and promotion of Aboriginal culture Officers located statewide providing services to and events on campus, eg NAIDOC Week, students at all TasTAFE facilities and for those who Aboriginal Children’s Day, Close the Gap Day, etc. study online. In addition, ATP staff support students with In 2018-19, Disability Liaison Officers provided referrals to external services such as Centrelink support to over 800 students (also over 800 and Aboriginal community organisations, as well as students in 2017-18).
TASTAFE ANNUAL REPORT 2018 2019 51 Counselling Services In their first year of operation TasTAFE’s International Student Advisors provided support to over 280 students. TasTAFE students can make an appointment with a Student Counsellor to discuss a range of educational and personal issues. This is a free and confidential English Language Intensive service. Course for Overseas Counsellors can assist with: course options and career pathways; career changes; course selection and Students suitability processes; selecting an appropriate study load; information on financial assistance and Centrelink During 2018, TasTAFE developed an English Language requirements; fees and payment options; linking Intensive Course for Overseas Students (ELICOS) students to a range of language, literacy and numeracy course for international students. This is in line with support options; supporting students to improve changes to the ELICOS standards and operates in both course completion through improving motivation, the North and South regions. The majority of students concentration and confidence; time management skills in this course are on a pathway to further VET study. and working to assessment timelines; interpersonal In early 2019, an additional ELICOS course was skills in the classroom, including conflict resolution developed to attract International students not on an and negotiation skills; student concerns regarding academic pathway. This course is currently available harassment, discrimination and assessment appeals; in Hobart only and is a marketing focus for both personal counselling; child care subsidy applications; TasTAFE and GETI. referral to other services that can provide ongoing support with legal, health, accommodation, financial and welfare needs; and post-course planning. Vocational Preparation There are 6.6 full time equivalent Student Teams Counsellors, located at the four main campuses; Campbell Street, Alanvale, Burnie, and Devonport. TasTAFE provides a range of programs to support students throughout their study whether they are In 2018-19 TasTAFE’s Student Counsellors provided returning to study after a long break, building on the approximately 6,500 counselling appointments skills they already have, have a barrier to engagement, (approximately 5,500 in 2017-18). or are entering further education for the first time. International Student Support TasTAFE offers preparatory courses to help develop skills and work out career options, and offers the chance to: In 2018-19, TasTAFE appointed two full-time equivalent International Student Advisors to provide support explore options and build confidence before and assistance to international students studying at students commence vocational study; TasTAFE. This includes: enrolment support, course receive extra help in some areas of learning; selection and study pathway advice, orientation and induction to TasTAFE, advice about money, visas, legal help students get back into learning after having and health issues, tourism and volunteer opportunities, had time away from study; and counselling support and advocacy and any issues receive more support and time to develop skills affecting course attendance and/or academic progress. if students have disability or a learning barrier.
52 TASTAFE ANNUAL REPORT 2018 2019 Work Pathways Programs people already in work who want to improve their skills or change jobs, or people with learning barriers. Work Pathways Programs are for students who have In-class support and drop-in study support are also completed Year 12 and identify as having disability or available for students undertaking vocational courses, additional learning needs. including apprentices and trainees. These programs help students develop skills and knowledge to enter the workplace or move onto Skills for Education and further training. They are transitional programs supporting students to become more independent in Employment Program an adult environment. The Skills for Education and Employment (SEE) program is designed as a mutual obligation activity Literacy and Numeracy for registered job seekers who wish to improve their Support employment opportunities through strengthened English language, reading, writing, or numerical skills. SEE programs are free for eligible job seekers A variety of reading, writing, maths, and computing registered with Centrelink or Job Active Services. Job courses are offered at each of the main TasTAFE seekers may join a SEE program at any time of the year. campuses. Basic ICT is also offered on-line. TasTAFE delivers the SEE contract in all three regions These courses cater for a wide range of needs, from of Tasmania. The SEE program is funded by the people who want to improve their basic skills to prepare Federal Government Department of Employment, for a vocational pathway, people returning to study, Skills, Family and Small Business.
TASTAFE ANNUAL REPORT 2018 2019 53 English Language Services AMEP is supported by a Vocational Counsellor and classes are also supported by in-class volunteers, TasTAFE offers a range of courses to assist students many being retired teachers. For those AMEP improve their English for living, working, and studying students who cannot attend class TasTAFE can supply in Australia. English Language Services offer a range a trained volunteer English tutor for one hour per of opportunities including preliminary and short week or refer the student to a Distance Learning courses, as well as courses ranging from Certificate I Provider. At the completion of AMEP students can through to Certificate III. enter the SEE program as a language student or move onto a VET program. Courses include: TasTAFE delivers a separate migrant youth (18- up to four levels of English as a Second or Other 25 years) program, the Young Migrant Education Language (including the Adult Migrant English Program (YMEP). Many young humanitarian arrivals Program); and have had no school or interrupted schooling and are the Young Migrant Education Program (YMEP), eligible for extra AMEP hours. TasTAFE offers up to a specific youth program for students aged three years in the YMEP program. 18-24 years. YMEP is supported by a youth worker and it is the aim of this program to transition our youth students Adult Migrant English into work, further training at TasTAFE or study with Program and Young Migrant the UTas. This is a successful, supported, and highly Education Program community-interactive program. The Adult Migrant English Program (AMEP) is funded by the Australian Government Department of Other English Language Education and Training. The AMEP teaches English in a Programs (Statewide) variety of contexts to help migrants and humanitarian entrants settle in Australia. TasTAFE currently holds TasTAFE also allocates subsidised training each year for the contract in Southern Tasmania only. continuing English language study. As at 30 June 2019 there were 440 students enrolled using this funding. In Southern Tasmania approximately 60% of AMEP students are from a humanitarian background and 40% are migrants on a range of different visa Library Services types. In the majority of national AMEP centres it TasTAFE has seven libraries at its campuses is the other way around. The higher percentage of throughout the state to support students to gain humanitarian entrants leads to a concentration of their qualifications. These libraries contain resources students with lower levels of education and English including books and reference materials, computers, proficiency. TasTAFE liaises closely with the Migrant laptops, printers, photocopiers, and new technology Resource Centre Tasmania as they currently hold the such as 3D printers, robots and Virtual Reality. Our contract for the Humanitarian Settlement Program libraries are staffed with people who are approachable (HSP) and students are referred to the AMEP and happy to help students with their enquiries. through the HSP. TasTAFE students have 24-hour on-line access to eBooks, videos and millions of articles to support their learning.
54 TASTAFE ANNUAL REPORT 2018 2019 Our Vocational Education and Training Statistics
Summary Total Training 2018 2017 Students 22,806 23,075 Enrolments (Continuing) 6,503 6,864 Enrolments (New) 18,177 18 ,114 Enrolments (Unit or Module) 5,034 5,271 Total Enrolments 29,714 30,249 Enrolments (Deed Funding) 17,909 17,566 Enrolments (Non-Deed Funding) 11, 86 0 12,766 Total Funding Enrolments 29,769 30,332 Note: This exceeds total enrolments above as students can access both funding types for some qualifications Activity Hours (Deed Funding) 3,851,088 4,213,445 Activity Hours (Non-Deed Funding) 1,016,385 1,163,167 Unit Completion Rate 83.08% 81.15% Qualifications Completed (i.e. Certificate issued) 4,895 5,481 Other Accredited Outcomes 3,408 3,646 (ie Statements of Attainment where students have not completed a qualification) Source: AVETMISS data collection Students by Age Group Total Training Age Group 2018 2017 14 and younger 17 13 15-19 3,451 3,500 20-24 5,179 5,316 25-29 2,920 3,001 30-34 2,360 2,300 35-39 1,959 1,995 40-44 1,725 1,762 45-49 1,603 1,660 50-54 1,335 1,407 55-59 1,152 1,116 60-64 663 641 65 and over 442 364 Total 22,806 23,075 Source: AVETMISS data collection
TASTAFE ANNUAL REPORT 2018 2019 55 Statewide Distribution of TasTAFE Enrolments Enrolments Enrolments TasTAFE Training Locations 2018 2017 Campbell St Campus 4,638 5,541 Alanvale Campus 5,178 5,257 Clarence Campus 6,062 5,217 Burnie Campus 4,008 3,641 Drysdale Hobart Campus 2,806 3,204 Devonport Campus 2,881 2,978 Launceston Campus 805 1,061 Drysdale Launceston Campus 774 819 Wellington Square 557 519 Claremont 659 512 Bender Drive 391 295 Australian College of Kuwait 6 268 Risdon Prison 390 268 26 Bathurst St 163 200 Hunter Street 124 168 Bangde College, Shanghai 240 150 Royal Hobart Showgrounds 114 97 Inveresk 57 64 Deloraine Trade Training Centre (TTC) 74 51 George Town TTC 37 46 Bridgewater TTC 42 43 Smithton 24 42 Genting Star Tourism Academy China 0 34 Huon Valley TTC 42 27 Wuxi Vocational Institute of Commerce China 0 24 Break O'Day TTC 0 11 Gastrain New Zealand 8 8 Huonville High School 0 2 Scottsdale District High School 47 0 Circular Head TTC 10 0 Dorset TTC 7 0 Totals 30,144 30,547 Note: These totals exceed the total enrolments as some students are enrolled at more than one campus. Source: AVETMISS data collection. Enrolment figures excludes Credit Transfer and Superseded Subjects results (Outcome 60 and 61 modules). Enrolment count includes students being enrolled in multiple TasTAFE Campuses.
56 TASTAFE ANNUAL REPORT 2018 2019 Students by Equity and Priority Group 2018 2017 Deed Other Deed Other Funded Training Funded Training Indigenous Australians 840 469 779 457 People with a disability who disclose at enrolment 1,759 692 1,610 639 People residing in a low socio-economic area 6,638 4,660 6,127 4,906 People residing in a remote area 213 222 231 323 People from a culturally and linguistically diverse 765 1,241 705 1552 background Source: AVETMISS data collection Student figures excludes Credit Transfer and Superseded Subjects results (Outcome 60 and 61 modules). Totals not provided to avoid double counting because students may form part of more than one equity group and participate in both Deed and Other Training.
TASTAFE ANNUAL REPORT 2018 2019 57 Our Board
TasTAFE operates under Board Membership the Training and Workforce Development Act 2013 and has a On 11 November 2018, Yvonne Rundle was board consisting of up to seven appointed to the TasTAFE Board. Yvonne replaced Mike Brough who retired from the Board on 30 June members (at the time of preparing 2018. We thank Mike for his five years’ service. this Annual Report, there were On 1 July 2019, Ray Mostogl had his appointment six) appointed by the Minister for as a Director of the TasTAFE Board extended until Education and Training. 30 June 2021. The Board is responsible to the Minister for meeting In July 2019, Nicola Morris had her appointment the expectations of the State Government. The as a Director of the TasTAFE Board extended until Board performs this role by: 30 June 2022. clearly identifying and articulating TasTAFE’s In April 2019, Aaron Devine temporarily stood strategic direction though its Corporate Plan; down as a member of the Board while chairing the Drysdale Committee’s assessment of governance identifying and addressing TasTAFE’s principal operations for Drysdale. risks; monitoring TasTAFE’s conduct and performance Our Board Members through an integrated framework of controls; ensuring all of TasTAFE’s business is conducted in an honest, open and ethical manner; Mike Blake: Chair recommending the appointment of, and Mike has over 39 years’ monitoring the performance of, the Chief experience in the audit and Executive Officer; and accounting professions in both the public and private sectors, ensuring adequate succession planning is as well as four years as a line undertaken. manager in the health sector. In early 2016, after almost 12 years in the role, Mike retired as Tasmania’s Auditor General and now focuses on board work. Mike remains active in setting standards through his membership of the Australian Accounting Standards Board and he is Australia’s representative on the International Public Sector Accounting Standards Board. Mike’s contribution to his profession included some years as a member of the Board of Chartered Accountants Australia and New Zealand, where he chaired its Audit and Risk Committee. Mike joined
58 TASTAFE ANNUAL REPORT 2018 2019 the Institute of Chartered Accountants in Australia transition to a more operationally focused business. in 1991, advancing to Fellowship in 1997 and was Following acceptance of all proposed changes to the appointed a Director in January 2011. He has also business by the inquiry into water management she been an active member of CPA Australia. left Tasmania Irrigation in November 2018 and is now a self-employed agribusiness executive. He chairs the Tasmanian Electoral Commission. From December 2013 until August 2015, Nicola Michelle Swallow was Business Head of New Zealand Farming Systems Uruguay (one of the largest global dairying Michelle’s career spans 30 operations) and Vice President Dairy for Olam years in private, government International. From October 2011 until November and for-purpose organisations. 2013, she was Director of Farming Operations for Michelle is a Fellow of Fonterra based in Beijing, China. the Australian Institute of Company Directors and holds Nicola’s first experience in Tasmania in March 2008, a Bachelor of Social Work was as CEO of the Van Diemen’s Land Company and degree. In 2010, she studied Tasman Farms Ltd, Australia’s largest dairy farming Negotiating and Influencing at the London Business business. During her time in Tasmania, Nicola was School; she also holds leadership and management also a director of DairyTas and Skills Tasmania. qualifications. In New Zealand, Nicola was CEO of Taratahi Agricultural Training Centre for 15 years, a tertiary Michelle is a graduate of the Tasmanian Leaders education organization providing education and Program and is currently the Director of Leadership training to the farming community. and Change Consultants Pty Ltd. Nicola holds a Bachelor of Agricultural Science, a Her qualifications and experience are demonstrated postgraduate Diploma in Finance and Banking, as well across a number of non-executive director and as Master’s degrees in Business Administration and executive positions. Michelle has been an active Public Policy. She is also a registered valuer and farm member of a number of not-for-profit boards, management consultant. She has a strong interest in holding Vice-Chair and community leadership agribusiness and in encouraging young people into positions, as well as representing community agriculture. sector organisations at state and national level. She is currently a committee member of Regional Ray Mostogl Development Australia Tasmania. Ray’s career spans over Nicola Morris 39 years in the minerals processing arm of resource After 4.5 years in Uruguay majors BHP and Rio Tinto. He and China, Nicola returned to has experienced a full range of Tasmania to become CEO of disciplines from Maintenance, Tasmanian Irrigation; a state Engineering, and Project owned company that develops Management to Operations and Finance throughout owns and operates irrigation the peaks and troughs of the resource industry. schemes in Tasmania. She commenced in her role on 1 Ray was appointed as the General Manager March 2016 and led Tasmanian Irrigation through its Operations – Bell Bay Aluminium at Pacific
TASTAFE ANNUAL REPORT 2018 2019 59 Aluminium in 2011. He successfully led the site Janelle has a strong focus on rural regions and through a period of significant change in the global the multiple demands now being made of rural aluminium industry. Bell Bay’s transformation has landscapes (eg clean and green, productive, tourism been an inspiration to many in the industry as well and amenity) and the need for integrated responses. as within the Tasmanian business community. In Her particular passion is the emergence of innovative 2014, Ray won The CEO Magazine’s Manufacturing high quality, regional, niche food and fibre production Executive of the Year Award, on the back of the in Australia and positioning these enterprises/regions smelter’s business transformation. Ray left Bell in the global economy - in the context of climate Bay Aluminium in 2018 and he is now CEO of the change, sustainability and fuel futures. Tasmanian Minerals, Manufacturing and Energy Council (TMEC) and Executive Director of Keen Yvonne Rundle Training Pty Ltd. In 2018, Ray was inducted into the Yvonne is a Fellow of Chartered Launceston Chamber of Commerce Hall of Fame. Accountants Australia and New Ray has played a key role as a member of the State Zealand, the Australian Institute Government task forces on freight and energy. He of Company Directors and the is a graduate of the Australian Institute of Company University of Tasmania. Yvonne Directors. is a former owner and director of a statewide Chartered Janelle Allison Accounting practice and has over 30 years of experience in public practice, Janelle has a background consulting in areas such as: succession planning, in geography and regional strategic planning, corporate governance, risk planning. She has worked management, business and taxation advice. with regional communities and in regional development Yvonne has experience in a range of board roles in Australia (particularly with her current roles including Director of Aurora Queensland), as well as in Energy Pty Ltd and Chair of Aurora Energy Board Africa and Indonesia. Audit and Risk Committee; Director of Metro Tasmania Pty Ltd, Metro Coaches (Tas) Pty Ltd, Janelle has taught in a range of settings including Fairbrother Foundation Pty Ltd and Action Against planning/design studios, rural community Homelessness Limited; Member of the University of development, as well as short courses and training Tasmania Foundation Committee and Director of a for regional development in provincial governments number of privately owned companies. From 2005- in Indonesia. Janelle has been delivering the Bachelor 2011, Yvonne served on the University of Tasmania of Regional Resource Management on Cradle Coast Council and was appointed Deputy Chancellor in Campus. In this role, Janelle has introduced students 2008. Yvonne is a former Chair of AGW Funds to intensive mode delivery and problem based Management Ltd and Director and Chair of Audit learning. and Risk Committees for both Port of Devonport More recently, Janelle has focused her interest Corporation Pty Ltd and TOTE Tasmania Pty Ltd. on alternative participation strategies and entry pathways to learning - a critical issue for the North West.
60 TASTAFE ANNUAL REPORT 2018 2019 Aaron Devine Committees Aaron Devine is a leading education executive, with 16 The Board meets regularly and is supported by: the years as senior leader of some Audit and Risk Management Committee; the Health, of Australia’s largest and most Safety and Wellbeing Committee; and the Drysdale innovative tertiary providers. Committee. Until October 2016, Aaron was the General Manager of Audit and Risk Management TAFE Queensland (Brisbane), Committee one of Australia’s largest TAFE institutions. The Audit and Risk Management Committee is Prior to this leadership role in Brisbane, Aaron appointed as part of the governance structure of was the Chief Executive Officer for Gold Coast TasTAFE and pursuant to the requirements of the Institute of TAFE and Director VET at Charles Training and Workforce Development Act 2013. The Darwin University. On three separate occasions, Auditor-General of Tasmania is the external auditor Aaron has led an Institution within a jurisdiction to of TasTAFE. The committee is chaired by Michelle be recognised as Training Provider of the Year at the Swallow, with other members being Yvonne Rundle Australian National Training Awards. and Mike Blake. Aaron is also recognised internationally and was the The Audit and Risk Management Committee’s Vice President of the Post-Secondary International functions are to: Network of VET Presidents, a previous Board 1. Recommend to the Board for approval, the member of Business Southbank and is CEO of appointment of internal auditors and associated Arcadia College on the Gold Coast. matters; Prior to his leadership roles in the vocational sector, 2. Oversee management’s approach to risk Aaron worked as a Solicitor in Victoria. He was a identification and management including Senior Adviser to the former Premier of Tasmania, implementing risk-based internal and external the Hon Jim Bacon AC and Senior Policy Adviser to audit programs; Paula Wriedt MHA when she was the Tasmanian Minister for Vocational Education and Training. 3. Monitor auditors and management, and advise the Board of the results of that monitoring in Aaron has recently established his own consulting relation to: company providing expert advice to industry, educational providers and Government on skills a) financial reporting processes and training issues. With a passion for delivering b) systems for internal control and management strong student outcomes, cutting edge training and of risks world class teaching, Aaron has a wealth of strategic leadership experience in the education sector. c) processes for monitoring of compliance with legislation and regulation, and internal controls d) audit scopes, outcomes and actions, and e) performance of auditors. 4. Make recommendations to the Board as appropriate.
TASTAFE ANNUAL REPORT 2018 2019 61 Health, Safety and Wellbeing The Drysdale Committee’s functions are to plan, Committee develop, and implement an annual Drysdale operational plan that supports the training and The Health, Safety and Wellbeing Committee assists workforce development requirements of the tourism the Board in fulfilling its corporate governance and hospitality sector. responsibilities relating to health, safety and wellbeing, along with any other matters referred Following a Ministerial Directive received on 28 to it by the Board. In 2018-19, the committee was February 2019, the Committee’s responsibilities were chaired by Nicola Morris, with other members being amended effective 1 April 2019 to include conducting Ray Mostogl and Janelle Allison. a governance review of Drysdale, with a specific focus on potentially establishing Drysdale as a subsidiary The TasTAFE Board regards careful management of company of TasTAFE. This involved updating workplace health and safety as a business imperative. the Committee’s charter and restructuring the The workplace health and safety of TasTAFE’s Committee’s membership to eliminate any perceived employees, students, contractors and visitors and the conflicts of interest with the TasTAFE Board. preservation of the environment in which TasTAFE operates, are core values. Drysdale Committee The Drysdale Committee includes industry representatives who ensure Drysdale is developing products and delivering training that meets their needs. In 2018-19, it was chaired by Aaron Devine and consisted of the following members: Harvey Lennon and Mark Wilsdon (Tourism Industry Council Tasmania); Paul Jubb and John Dabner (Tasmanian Hospitality Association); Mark Bowles (Department of State Growth); and Lisa Punshon (General Manager Drysdale). Janelle Allison and Jenny Dodd, CEO TasTAFE, were members until the change in the Drysdale Committee’s charter effective 1 April 2019.
62 TASTAFE ANNUAL REPORT 2018 2019 Meetings of Directors During the reporting period, 11 Board meetings, four Audit and Risk Management Committee meetings, eight Drysdale Committee meetings, and five Health, The table below sets out the number of Directors’ Safety and Wellbeing Committee meetings, were held. meetings (including meetings of Board Committees) held during the financial year and the number of meetings attended by each Director (while they were a Director or Committee Member).
Board Of Director Audit And Risk Health, Safety Drysdale Meetings Management And Wellbeing Committee Committee Committee 11 meetings held 4 Meetings Held 5 Meetings Held 8 Meetings Held Michelle Swallow Attended 10 Attended 4 N/A N/A Aaron Devine Attended 9 of 9 N/A N/A Attended 8 (temporarily stood down from Board in April 2019) Yvonne Rundle Attended 6 of 6 Attended 2 of 2 N/A N/A (appointed to Board (appointed to in November 2018) Committee in December 2018) Ray Mostogl At te n d e d 11 N/A Attended 5 N/A Nicola Morris Attended 9 N/A Attended 5 N/A Mike Blake Attended 10 Attended 3 N/A N/A Janelle Allison Attended 9 N/A Attended 2 Attended 4 (appointment to this Committee lapsed in April 2019)
TASTAFE ANNUAL REPORT 2018 2019 63 Organisational Structure Diagram
Board Secretariat & Ministerial Relations
Chief Financial Senior Finance Officer Coordinator Senior Policy Analyst Scott Adams Finance & Assets Manager Finance & Assets Finance & Assets Lee Leon
WHS, Workers Comp. & Injury Management
Manager Manager Capability & Culture People, People, Performance Capability & Culture Performance & Culture & Culture Angie Dougan Manager Industrial Relations Industrial Relations
Manager Employee Relations Employee Relations
Business Systems Manager & Reporting Business Systems & Reporting Andrew Stevens Senior Project Client Chief Client & Manager & Digital Digital Officer Scott Donovan Services Client Services Manager Client Services Jamie Dodd Senior Project Manager
Chief TasTAFE Executive Marketing Board Officer Jenny Dodd
Executive Director School Liasion Business Business Growth Growth & Major Projects Anthony Wright Manager Product Dev. & Apprenticeship Liaision Education Projects vacant
International & Manager Aboriginal Support Student Support Manager Services Student Experience Jackie Merrett Manager Disability & Counselling Student Support Support Services
Senior Librarians Library Services Manager Executive Learning & Innovation Director Kim Hainsworth Students & Students & eLearning Team Education Education Kerryn Meredith- Sotiris Education Educator Capability Manager & Teaching Team Educator Capability
Operations Division Coordinators Managers & Admin Brendan Holland Jon Grant Education Teaching Teams Kate Elliott Managers
Manager Quality Quality Quality Team Lyndene Bowen
Education Teaching Teams General Manager Managers Drysdale Drysdale Drysdale Subcommittee Lisa Punshon Drysdale Business Coordinator, Operations Coordinator & Admin
64 TASTAFE ANNUAL REPORT 2018 2019 Our Structure
We place our students at the Our Executive Team centre of everything we do, including our operations. We TasTAFE has an executive team that comprises four have four training divisions that Executive officers and six senior managers. The team meets regularly and is responsible for making service the needs of students and decisions about the day-to-day running of the employers from specific industry organisation. sectors. 2018-19 saw the finalisation of the new TasTAFE For more information on these divisions, please refer executive structure with the appointment of the to the Our Training Divisions section of this report. Executive Director Students and Education in April 2019 and the Executive Director Business Growth In 2018-19, these divisions had internal resources and Major Projects in July 2018. TasTAFE now has to ensure the vocational education and training a contemporary executive level structure, with a delivered is quality assured, relevant, and delivered dedicated lead for students and education, which in a manner that suits our students. A visual will guide the organisation into the future. representation of TasTAFE’s structure is on the previous page.
TASTAFE ANNUAL REPORT 2018 2019 65 The TasTAFE Executives are: and Board secretariat. Prior to joining TasTAFE, Scott worked for the Tasmanian Health Service for Jenny Dodd: Chief Executive Officer four years as the Executive Director of Corporate Services covering facilities management, house Jenny has been CEO of TasTAFE since February 2018. services, IT and procurement. Jenny joined TasTAFE at a time when the organisation was in a difficult position. During 2018-19, Jenny led Prior to this, Scott was CEO of an IT consultancy the formation of a new executive team and drove company and was associated in various capacities the detailed responses required by TasTAFE to with Aurora Energy. Scott held a number of board extensive corporate and education audits. Jenny positions for not for profit entities including the no is committed to ensuring TasTAFE will be, under interest loans scheme, Lady Gowrie Tasmania, and her leadership, a quality and innovative vocational the Cancer Council of Tasmania. education and training provider, respected within Scott is a Certified Practicing Accountant, holds a Tasmania and in markets beyond. Bachelor of Commerce from UTAS and an MBA Jenny has twenty-five years’ experience in TAFE from Deakin University. embracing both Queensland and the ACT where she held numerous executive positions. These positions Kerryn Meredith-Sotiris: Executive Director included Chief Academic Officer, General Manager Students and Education and Executive Director of both education and Kerryn has an extensive history in vocational marketing roles. She has led significant reform across education in Tasmania, most recently leading TAFE including forming a single RTO and driving TasTAFE’s Technology and Trade Division. Kerryn’s digital strategy for TAFE Queensland, leading CIT to current focus in this Executive Director role is be shortlisted three times for the national RTO of to provide strategic direction and leadership of the year award, and providing whole of sector change TasTAFE’s delivery of vocational education and training management leadership through her membership of (VET), leading the development and implementation the Australian Flexible Learning Framework. of strategies, systems and processes that contribute Jenny has been a marketer, teacher and program to continuous improvement, innovation and excellent manager. Prior to joining TAFE Jenny worked for both student and employer outcomes. private and community RTOs. She also has had a successful industry marketing career. Anthony Wright: Executive Director Business Growth and Major Projects Jenny is currently on the Board of TAFE Directors Australia and is a member of the Australian Anthony joined TasTAFE in June 2018. Prior to Institute of Company Directors. She holds degrees this, he spent seven years as National Operations in commerce, education and human resource Manager with MEGT Apprenticeship Network management from the University of Canberra and Provider. With this background, he brings extensive the University of NSW. experience in vocational education and training, particularly in relation to apprenticeships, as well as Scott Adams: Chief Financial Officer a strong understanding of VET policy with a national perspective. Anthony is located in Launceston and Scott joined TasTAFE as Chief Financial Officer in his presence in the Northern part of the State has March 2018. Scott is responsible for overseeing ensured TasTAFE has strong representation with TasTAFE financial management as well as facilities business across the State, and particularly in the management, corporate governance, procurement, North and North West.
66 TASTAFE ANNUAL REPORT 2018 2019 Other members of the Executive Lisa Punshon: General Manager Drysdale Team include: Lisa leads Drysdale, which is the tourism and hospitality training division of TasTAFE. Drysdale Brendan Holland: Division Manager offers training across a range of areas including Hairdressing, Human Health and Business cookery, butchery, hospitality management, tourism, Services travel and events and tour guiding. Lisa is very well Brendan has been with TasTAFE since 2015 and respected by industry and engages extensively with leads the Hairdressing, Human, Health and Business the Drysdale sub-subcommittee. Services Division. The division provides training across areas including nursing, aged care and Scott Donovan: Chief Client and Digital disability, hairdressing, community and children’s Officer services and business. Scott joined TasTAFE in September 2017 from the Department of Premier and Cabinet where he held Jon Grant: Division Manager Technology, the position of ICT Strategist. Scott has worked in Trades and Engineering the IT, Communications and Corporate Services Jon has been employed with the Tasmanian public area for over 20 years in both the public and private VET provider for over 25 years and leads the sectors. Scott has been involved in key projects such Technology, Trades and Engineering Division. The as the Royal Hobart Redevelopment and Whole of division provides training across a number of trades Government Email as well as leading service delivery areas including construction and allied trades, mining, teams and IT strategy for a number of organisations. electrotechnology, plumbing, metals, engineering, automotive as well as information technology. Angie Dougan: Manager People and Performance Kate Elliott: Division Manager Primary and Angie joined TasTAFE in January 2018 from the Creative Industries, Foundations and Science position of General Manager People and Culture, Kate leads the Primary and Creative Industries, Marketing and Communications at the Public Trustee. Foundations and Science division. The division In this role Angie was a member of the executive provides training a broad range of industries including management team, responsible for managing the agriculture, horticulture, science, animal studies, human resources and marketing functions across the design, art, fashion, music, screen and media, and organisation. Prior to this role, Angie was a Senior web design. It also delivers programs in Vocational Human Resources Consultant with the Department Preparation and English Language Services, of Infrastructure, Energy and Resources. supporting students to improve their language, Angie moved to Tasmania from the United literacy and numeracy levels, as well as those Kingdom (UK) in 2008. Angie’s career in the UK preparing for return to study or work. was predominately in human resource roles in public sector organisations, including Devon County Council, Devon Fire and Rescue Service and the National Health Service.
TASTAFE ANNUAL REPORT 2018 2019 67 Our People and Culture
We acknowledge our greatest Capability and Culture asset is our people. Our employees play a crucial role In 2018-19 TasTAFE continued to roll out its in the delivery of vocational Capability and Culture strategy. TasTAFE executive and senior leaders embarked upon a year-long education and training to the series of initiatives called ‘Leading Together’, with Tasmanian community. We the aim of working more effectively by building are committed to ensuring our a greater understanding of each other, leading employees have the knowledge, the organisational culture and creating a clear alignment with TasTAFE’s strategy development and skills and support they need to engagement. undertake their roles effectively. The second phase of ‘Leading Together’ will be rolled Our focus during the past year out to TasTAFE’s middle leaders in 2020. In 2018-19 has been on the following areas. this middle leadership group participated in a series of initiatives focused on ‘Practical Ethics for Managers’ and ‘Inclusive Leadership’.
68 TASTAFE ANNUAL REPORT 2018 2019 Ethics has also been a focus for all employees, with Tasmanian State Service all staff members completing an elearning module and associated assessment on ‘Ethical Behaviour and Employee Survey Conduct in TasTAFE’. In September 2018, the Tasmanian State Service A significant initiative was held for all TasTAFE Employee Survey was conducted by independent employees in May 2019 called ‘Developing Together’. social research company, ORIMA Research. The This initiative provided a forum for all permanent survey was open to all permanent and fixed term and fixed-term staff to come together for a half-day employees and whilst participation was voluntary, session on Mental Health and Wellbeing: Supporting all TasTAFE employees were encouraged to take your students, your colleagues and yourselves. This part. The survey asked employees about their student-focused development activity was conducted experience of work, including questions about in partnership with OzHelp Tasmania, a not for profit diversity, employee engagement, and work health, organisation who are subject specialists in this area. safety, and wellbeing. The survey is an important tool Evaluations of the session indicated that 80% of all for TasTAFE to inform our workforce management respondents are likely to apply the knowledge they practices, as well as highlight areas that we can gained from this initiative in supporting others. celebrate, as well as improve on. TasTAFE continues to offer a comprehensive A total of 504 TasTAFE employees participated in induction program for all new employees. Those the 2018 survey (66 per cent of staff). This was an elements that are specific to new teachers have increase from 55 per cent in the previous survey recently been expanded to ensure that all new conducted in 2016. The results showed the Overall teachers are able to adequately settle into their role Satisfaction Index for TasTAFE was 65 per cent, before being required to teach. only slightly lower than the overall score for the Professional development for all teachers continues Tasmanian State Service of 67 per cent. to be offered through dedicated Educator Capability The TasTAFE Executive Team considered the findings Development days. and identified six focus areas for TasTAFE; four A peer recognition program called High Fives was areas for improvement and two areas of strength to successfully introduced in July 2018 and is now maintain. An internal TSS Employee Survey Action firmly embedded in the organisation. This program Plan was developed and implemented throughout allows employees to acknowledge and recognise the the 2019 calendar year. A shorter survey is expected behaviour and achievement of their colleagues in the to take place in the first half of 2020, providing an context of TasTAFE’s values. opportunity for TasTAFE to gauge improvement. In December 2018, a modest End of Year Celebration was organised on each major campus Recruitment and Selection to acknowledge and recognise the significant workload achieved in preparation for (and as a result Processes of) the WLF, ASQA and ANMAC audits. These A key priority for 2018-2019 was a review of our opportunities to network were highly valued by staff recruitment and selection processes to meet legislative and provided an opportunity to celebrate their hard compliance, transparency and merit based selection work and successes throughout the year. requirements. Work is ongoing in this area to ensure our processes are efficient and enable us to attract and retain effective, high performing employees.
TASTAFE ANNUAL REPORT 2018 2019 69 Performance Management Employee FTE by Age Group as at 30 June We recognise the importance of an effective Age 2018 total 2019 total performance management system and the 15-24 4.58 (1%) 3.50 (1%) contribution this can make to the achievement of goals and the delivery of quality learning experiences 25-34 38.09 (5%) 42.75 (6%) for our students. During 2018-19 we undertook 35-44 112 . 63 (16%) 112 . 26 (16%) a review of our performance management system 45-54 244.46 (34%) 229.86 (34%) to strengthen its effectiveness. We are working 55-64 274.90 (39%) 255.30 (38%) towards the creation of a high performance culture 65-+ 34.13 (5%) 37.27 (5%) through embedding performance management across Total 708.79 680.94 the organisation. Source: DoE Corporate Services HR Records Gifts, Benefits and Hospitality Employee Separations to 30 June 2019 TasTAFE’s Gifts, Benefits and Hospitality Policy sets Head out the principles all employees must apply to the Category Reason TECount F giving or receiving of a gift, benefit and hospitality. Fixed-Term Resignation 3 2.40 TasTAFE generally takes the view that ‘thanks is Permanent Deceased 2 1.40 enough’. All officers and employees are required Transfer to 4 3.33 to decline offered gifts, benefits or hospitality, or Another Agency declare them if their acceptance complies with the Resignation 13 10.78 requirements of our policy. Our Gifts, Benefits and Hospitality Register is available on our website. Retirement 34 26.83 Redundancy 1 0.60 Breach of Code 1 1.00 Our Workforce Statistics of Conduct WRIP 4 4.00 The largest single age cohort in all streams is the Total 62 50.34 55-64 age group representing 39% of the total workforce. Source: DoE Corporate Services HR Records The 45-54 cohort represents 34% of the total workforce and the 35-44 cohort represents 16% Workforce Status as at 30 June 2019 of the total workforce. 87% Permanent The average age of the total workforce is 51.08, 72% Permanent lower than the teaching workforce average age of full-time 13% 52.18. Fixed-term 62% Fixed-term full-time 0 25 50 75 100
70 TASTAFE ANNUAL REPORT 2018 2019 Employee FTE by Age Group Employee FTE by Age Group and Stream as at 30 June 2019 and Stream as at 30 June 2018 TSSA Allied Health Professional Professional
TSSA TSSA Professional General
TSSA General Teaching Service Teaching Service Officers Officers
Education Education Facility Facility Attendant Attendant
0 20 40 60 80 100 120 140 160 0 20 40 60 80 100 120 140 160 180
65+ 35-44 65+ 35-44
55-64 25-34 55-64 25-34
45-54 15-24 45-54 15-24 Source: DoE Corporate Services HR Records Source: DoE Corporate Services HR Records
Years in State Service as at 30 June 2019 Employees by Region as at 30 June 2019
250 FTE FTE 352.74 191.22 200 North Head Count
150 225 North West Head Count 100 403 South Head Count
50 159 North FTE 0 North West FTE Less 1 to less 3 to less 5 to less 10 to less 15 to less 20 and FTE than 1 than 3 than 5 than 10 than 15 than 20 over 136.98 South FTE Head Count Source: DoE Corporate Services HR Records FTE Source: DoE Corporate Services HR Records
TASTAFE ANNUAL REPORT 2018 2019 71 Our Health and Safety
We take our responsibility for TasTAFE’s health and safety strategy aims to meet meeting our duty of care for its statutory and employee duty of care obligations and create a harmonious, productive learning and ensuring the health and safety of working environment by providing a workplace free workers and all other persons at from risks to safety, health and wellbeing. TasTAFE, very seriously. The Board and Executive monitor WHS TasTAFE strives to ensure that best practice work, performance and compliance on a regular basis health and safety (WHS) systems are integrated with a key focus on incident and hazard reporting, into the operation of all business areas. This is vital workers compensation issues, lost time reporting and in ensuring the health, safety and wellbeing of all trend analysis. TasTAFE workers, students, contractors, and visitors. As part of the commitment to health and wellbeing, TasTAFE provides comprehensive support and guidance to employees returning to work after injury and illness.
72 TASTAFE ANNUAL REPORT 2018 2019 TasTAFE Recognised at 2018 Notifiable Incidents
WorkSafe Awards No notifiable incidents occurred for the period 1 July 2018 to 30 June 2019. The WorkSafe Awards celebrate excellence in health, safety and wellbeing. In October 2018, TasTAFE won the category for ‘Excellence in continuous improvement Workers Compensation of rehabilitation and return to work through the Claims implementation of an effective injury management system’. We were also a finalist for the award for In comparison to 2017-18, there has been an increase ‘Excellence in work health and safety throughout the in new claims in 2018-19. Our rolling lost time injury implementation of an integrated systems approach’. frequency rate and severity rate is reflective of this The Award acknowledges how TasTAFE promotes increase in the number of new claims. early intervention and understands that an early return to work has many health benefits for injured 2018–19 2017–18 workers. Our dedicated workers compensation, New claims 23 15 injury management and return to work staff oversee Lost time injury 12.40 6.22 claims and work with everyone involved in the frequency rate injured worker’s treatment. Lost time injury 58.85 47.38 severity rate TasTAFESAFE: Work, Health Workers Compensation 5,386 4,099 and Safety Management total lost work hours System The increase in overall claims can be predominately attributed to an increase in claims relating to TasTAFESAFE is our work health and safety psychological conditions. To support employees in management system that provides TasTAFE’s Board, maintaining and improving their mental health, we Executive, management, employees, students, have introduced Mental Health First Aid Officers contractors and visitors with the tools needed to across the organisation. In May 2019, we also held manage and improve work, health and safety. It aims a professional development day for all staff to raise to systematically control risk and ultimately lead to a awareness of mental health issues. We will monitor reduction in workplace injury, illness and property/ the effectiveness of these measures over the coming equipment damage/failure. year. TasTAFESAFE is compliant with the Work Health and Safety Act 2012, Work Health and Safety Regulations 2012, all relevant WHS Codes of Practice and Australian Standards and the Worker’s Rehabilitation and Compensation Act 1988.
TASTAFE ANNUAL REPORT 2018 2019 73 Workers (employee) compensation claims for the Active promotion of national and international period 1 July 2018 to 30 June 2019: days such as RUOKDay, Harmony Day, Jeans for Genes, Red Nose Day, Biggest Morning Number of claims lodged 23 Tea, National Diabetes Week, Lung Awareness Number of claims with lost time 14 Month, Bowel Cancer Awareness and World MS Average cost per claim $13,256 ($17,914 Day in 2017-18) WorkSafe Tasmania’s Work Safe Month actively (Total costs paid on all open/closed claims 2018 -19 ÷ number of claims involved) promoted Source: Jardine Lloyd Thompson, Tasmanian Risk Management Fund, TasTAFESAFE Work Health and Safety Week. fund administration agents The TasTAFE Board, Executive and regional WHS Total staff work time lost due to Workers Committees receive and consider monthly reports Compensation for the period 1 July 2018 to 30 on WHS and wellbeing, including the latest statistics, June 2019 was 5,386 hours. emerging injury/hazard trends when applicable, and areas of concern. Health and Wellbeing Initiatives
During 2018-19, TasTAFE promoted a range of health and wellbeing initiatives to all employees including: Working Together for a Healthy Tasmania (Ritualize online program) Health and Wellbeing staff intranet page updated with information and fact sheets Seasonal influenza vaccinations offered to all employees Information sessions across TasTAFE on Converge International, provider of TasTAFE’s Employee Assistance Program New telephone helpline services provided by Employee Assistance Program provider for Domestic and Family Violence, LGBTIQ and Aboriginal and Torres Strait Islander People Health and wellbeing articles included in the staff newsletter TasTAFE Talk
74 TASTAFE ANNUAL REPORT 2018 2019 Our Risk Management
We recognise risk management TasTAFE’s Risk Management Strategy is based on a as one of the most critical model: components of our operations. that defines risk as ‘the effect of uncertainty on objectives’ The Board and management that establishes the underlying principles for risk have adopted a risk management management in TasTAFE framework that, along with that recognises risk management as an active internal control systems, process requiring cycles of action, monitoring, enables the Board, Executive, review and continuous improvement management and staff to that promotes a cyclical risk management process that identifies individual risks, assesses those risks, understand, recognise and responds to those risks and monitors progress in manage significant risk exposures relation to those risks. including strategic, operational, The framework recognises a hierarchy of risk, and compliance risk. starting with the Board’s risk appetite and a set of high-level strategic risks.
TASTAFE ANNUAL REPORT 2018 2019 75 Of these high level risks, a number are directly WLF Internal Audit addressed through major dedicated management strategies, in particular: During 2017 and 2018, TasTAFE’s internal auditors, TasTAFESAFE – to mitigate risks associated with Tasmanian accounting and consultancy firm WLF, work, health and safety; undertook a series of audits into various aspects of TasTAFE’s Academic Board – to mitigate risks TasTAFE. associated with education standards and quality; All recommendations from the audit were and accepted by TasTAFE and an Audit Implementation TasTAFE’s Risk and Compliance Committee – to Project Team was established to oversee the oversee risk and compliance activities. implementation of these recommendations. All 95 recommendations from the WLF internal audit For those strategic risks that are not addressed through have now been implemented and as a result, dedicated strategies, there are operational level risk TasTAFE has a renewed suite of business policies management expectations on managers and staff. and procedures, complemented by a whole-of- In support of the framework, the TasTAFE Board organisation professional development program to operates two committees, each of which strengthen raise awareness of employee behaviours required to This page has been left blank intentionally. the governance and management of risk within comply with updated processes. TasTAFE: The Integrity Commission approached TasTAFE The TasTAFE Audit and Risk Management about publishing an article on the positive approach Committee monitors financial activities, financial taken in response to the investigation conducted by controls and the conduct and responses to the Commission in 2017 and the subsequent audit. internal and external audit functions, with a view The article stated “From an Integrity Commission to building effective controls over financial and perspective, TasTAFE has embraced the opportunity operational risks within TasTAFE. to improve its ethical culture and has been very proactive in its approach”. The TasTAFE, Health, Safety and Wellbeing Committee monitors functions and activities WLF’s internal audit work now focuses on projects associated with the maintenance of a healthy and aligned to TasTAFE’s risk register and approved by safe workforce and workplaces. ARMC and the Board.
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TASTAFE ANNUAL REPORT 2018 2019 77 FINANCIAL STATEMENTS For the year ended 30 June 2019
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78 TASTAFE ANNUAL REPORT 2018 2019 FINANCIAL STATEMENTS For the year ended 30 June 2019
Directors’ Statement of Certification 80
Statement of Comprehensive Income for the year ended 30 June 2019 81
Statement of Financial Position as at 30 June 2019 82
Statement of Cash Flows for the year ended 30 June 2019 83 This page has been left blank intentionally. Statement of Changes in Equity for the year ended 30 June 2019 84
Notes to and forming part of the Financial Statements for the 85 year ended 30 June 2019
Independent Auditor’s Report 124 Financial Statements For the year ended 30 June 2019 Statement of Certification
In the opinion of the directors of TasTAFE: a) the financial statements are drawn up so as to give a true and fair view of the results and cash flows for the year ended 30 June 2019 and the state of affairs of the Authority at this date; b) the financial statements have been made out in accordance with the provisions of the Training and Workforce Development Act 2013; and c) at the date of this certification there are reasonable grounds to believe that the Authority will be able to pay its debts as and when they fall due. The financial statements have been prepared in accordance with Australian Accounting Standards and Interpretations issued by the Australian Accounting Standards Board and in accordance with Treasurer’s Instructions issued under the provisions of the Financial Management and Audit Act 1990. At the date of signing we are not aware of any circumstances, which would render the particulars included in the financial statements misleading or inaccurate. Signed in accordance with a resolution of the directors:
Mike Blake Michelle Swallow Chair, TasTAFE Board Chair, Audit and Risk Management Committee Dated: 9 August 2019 Dated: 9 August 2019
80 TASTAFE ANNUAL REPORT FINANCIAL STATEMENTS 2018 2019 TasTAFE Statement of Comprehensive Income for the year ended 30 June 2019
2019 2019 2018 Budget Actual Actual Notes $’000 $’000 $’000 Continuing Operations Revenue and other income from transactions Grants/Deed of Purchasing Agreement 3.1 77,475 78,600 78,061 Capital grants 3.2 7,445 7,445 2,205 Sales of goods and services 3.3 24,150 25,407 28,951 Other revenue 3.4 125 1,140 1,151 Total revenue and other income from 109,195 112 , 592 110, 368 transactions Expenses from transactions Employee benefits 4.1 71,957 70,892 70 ,117 Depreciation and amortisation 4.2 8,825 7,776 8,101 Supplies and consumables 4.3 31,170 29,391 31,503 Grants/Concessions 4.4 …. 4,438 5,580 Other expenses 4.5 …. 848 623 Total expenses from transactions 111,952 113, 345 115,924 Net result from transactions (2,757) (753) (5,556) (net operating balance) Other economic flows included in net result Net gain/(loss) on non-financial assets 5.1 …. (2,312) (312) Net gain/(loss) on financial instruments and statutory 5.2 …. (90) 167 receivables/payables Total other economic flows included in net result …. (2,402) (145) Net result 14.4 (2,757) (3,155) (5,701) Other comprehensive income Items that will not be reclassified subsequently to profit or loss Adjustment to accumulated funds/(deficit) due to an 14.4 …. 305 …. over provision of impairments Changes in property revaluation reserve 9 …. 4,494 4,212 Total other comprehensive income …. 4,799 4,212 Comprehensive result (2,757) 1,644 (1,489)
This Statement of Comprehensive Income should be read in conjunction with the accompanying notes. Budget information refers to original estimates and has not been subject to audit. Explanations of material variances between budget and actual outcomes are provided in note 1 of the accompanying notes.
TASTAFE ANNUAL REPORT FINANCIAL STATEMENTS 2018 2019 81 TasTAFE Statement of Financial Position as at 30 June 2019
2019 2019 2018 Budget Actual Actual Notes $’000 $’000 $’000 Assets Current assets Cash 10.1 6,367 16,533 9,944 Receivables 6.1 5,608 4,228 3,650 Inventories 6.2 …. …. 300 Other current assets 6.3 …. 815 938 Total current assets 11,975 21,576 14,832 Non-current assets Property, plant and equipment 6.4 163,103 161,800 165,187 Intangible assets 6.5 2,826 2,826 3,934 Total non-current assets 165,929 164,626 169,121 Total assets 177,904 186,202 183,953 Liabilities Current liabilities Payables 7.1 5,362 4,535 3,736 Employee benefits 7.2 5,186 5,709 5,323 Other current liabilities 7.4 2,499 2,402 2,588 Total current liabilities 13,047 12,646 11,647 Non-current liabilities Employee benefits 7.2 11, 28 4 11,18 8 11, 581 Other non-current liabilities 7.4 201 139 140 Total non-current liabilities 11,485 11, 327 11,721 Total liabilities 24,532 23,973 23,368
Net assets 153,372 162,229 160,585 Equity Contributed capital 227,033 227,033 227,033 Asset revaluation reserve 9 9,880 18,452 14,092 Accumulated funds/(deficit) (83,541) (83,256) (80,540) Total equity 14.4 153,372 162,229 160,585
This Statement of Financial Position should be read in conjunction with the accompanying notes. Budget information refers to the Tasmanian Government’s original estimates and has not been subject to audit. Explanations of material variances between budget and actual outcomes are provided in note 1 of the accompanying notes.
82 TASTAFE ANNUAL REPORT FINANCIAL STATEMENTS 2018 2019 TasTAFE Statement of Cash Flows for the year ended 30 June 2019
2019 2019 2018 Budget Actual Actual Notes $’000 $’000 $’000 Cash flows from operating activities Cash inflows Grants/Deed of Purchasing Agreement 77,475 78,600 78,061 Capital grants 7,445 7,445 3,209 Sales of goods and services 25,438 19,561 23,675 Interest received 125 222 156 GST receipts 3,360 2,628 2,509 Other cash receipts …. 894 995 Total cash inflows 113, 843 109,350 108,605
Cash outflows Employee benefits (72,221) (70,897) (70,055) GST payments (3,464) (2,634) (2,637) Supplies and consumables (31,497) (27,075) (30,426) Grants …. (423) (575) Other cash payments …. (633) (456) Total cash outflows (107,182) (101,662) (104,149)
Net cash from operating activities 10.2 6,661 7,688 4,456
Cash outflows Payments for acquisition of non-financial assets (6,300) (1,099) …. Total cash outflows (6,300) (1,099) ….
Net cash (used by) investing activities (6,300) (1,099) ….
Net increase (decrease) in cash and cash 361 6,589 4,456 equivalents held Cash and cash equivalents at the beginning of the 6,006 9,944 5,488 reporting period Cash and cash equivalents at the end of the 10.1 6,367 16,533 9,944 reporting period
This Statement of Cash Flows should be read in conjunction with the accompanying notes. Budget information refers to original estimates and has not been subject to audit. Explanations of material variances between budget and actual outcomes are provided in note 1 of the accompanying notes.
TASTAFE ANNUAL REPORT FINANCIAL STATEMENTS 2018 2019 83 Statement of Changes in Equity for the year ended 30 June 2019
Contributed Accumulated Total Capital Reserves Funds/(Deficit) Equity Notes $’000 $’000 $’000 $’000 Balance as at 30 June 2018 227,033 14,092 (80,540) 160,585 Adjustment due to an over 14.4 …. …. 305 305 provision of impairments Restated balance as at 227,033 14,092 (80,235) 160,890 1 July 2018 Net Result …. …. (3,155) (3,155) Changes in physical asset 9 …. 4,494 …. 4,494 revaluation reserve Transfers to accumulated funds …. (134) 134 …. revaluation reserve disposed assets Total comprehensive result …. 4,360 (3,021) 1,339 Balance as at 30 June 2019 227,033 18,452 (83,256) 162,229
Contributed Accumulated Total Capital Reserves Funds/(Deficit) Equity Notes $’000 $’000 $’000 $’000 Balance as at 30 June 2017 227,033 9,880 (74,839) 162,074 Net Result 14.4 …. …. (5,701) (5,701) Changes in physical asset 9 …. 4,212 …. 4,212 revaluation reserve Total comprehensive result …. 4,212 (5,701) (1,489) Balance as at 30 June 2018 14.4 227,033 14,092 (80,540) 160,585
This Statement of Changes in Equity should be read in conjunction with the accompanying notes.
84 TASTAFE ANNUAL REPORT FINANCIAL STATEMENTS 2018 2019 TasTAFE Notes to and forming part of the financial statements for the year ended 30 June 2019
Notes Description Page No. 1 Explanations of Material Variances between Budget and Actual Outcomes 87 1.1 Statement of Comprehensive Income 87 1.2 Statement of Financial Position 87 1.3 Statement of Cash Flows 88
2 Underlying Net Operating Balance 89
3 Income from Transactions 89 3.1 Grants 89 3.2 Capital grants 90 3.3 Sales of goods and services 90 3.4 Other revenue 91
4 Expenses from Transactions 91 4.1 Employee benefits 91 4.2 Depreciation and amortisation 95 4.3 Supplies and consumables 96 4.4 Grants/Concessions 97 4.5 Other expenses 97
5 Other Economic Flows Included in Net Result 97 5.1 Net gain/(loss) on non-financial assets 97 5.2 Net gain/(loss) on financial instruments and receivables/payables 98
6 Assets 99 6.1 Receivables 99 6.2 Inventories 100 6.3 Other current assets 100 6.4 Property, plant and equipment 101 6.5 Intangible assets 107
7 Liabilities 108 7.1 Payables 108 7.2 Employee benefits 108 7.3 Superannuation 109 7.4 Other liabilities 109
TASTAFE ANNUAL REPORT FINANCIAL STATEMENTS 2018 2019 85 TasTAFE Notes to and forming part of the financial statements for the year ended 30 June 2019 Continued
Notes Description Page No. 8 Commitments and Contingencies 110 8.1 Schedule of commitments 110 8.2 Contingent assets and liabilities 110
9 Asset Revaluation Reserve 111
10 Cash Flow Reconciliation 112 10.1 Cash 112 10.2 Reconciliation of net result to net cash from operating activities 112
11 Financial Instruments 113 11.1 Risk exposures 113 11. 2 Categories of financial assets and liabilities 117 11. 3 Reclassification of financial assets 117
12 Economic Dependencies 118
13 Events Occurring after Balance Date 118
14 Other Significant Accounting Policies and Judgements 118 14.1 Objectives and funding 118 14.2 Basis of Accounting 119 14.3 Functional and Presentation Currency 119 14.4 Changes in Accounting Policies 119 14.5 Foreign Currency 123 14.6 Comparative Figures 123 14.7 Rounding 123 14.8 Taxation 123 14.9 Goods and Services Tax 123
86 TASTAFE ANNUAL REPORT FINANCIAL STATEMENTS 2018 2019 Note 1: Explanations of Material Variances between Budget and Actual Outcomes
The following are brief explanations of material variances between budget estimates and actual outcomes. Budget information refers to original estimates as disclosed in the 2018-19 Budget Papers and is not subject to audit. Variances are considered material where the variance exceeds 10 per cent of Budget estimate and $1million. 1.1 Statement of Comprehensive Income 2019 2018 Budget Actual Budget Actual Actual Variance Variance Note $’000 $’000 $’000 $’000 $’000 Other revenue 1 125 1,140 1,151 1,015 (11) Depreciation and amortisation 2 8,825 7,776 8,101 1,049 325 Grants/Concessions 3 …. 4,438 5,580 (4,438) 1,142 Net gain/(loss) on non-financial 4 …. (2,312) (312) (2,312) (2,000) assets Changes in property 5 …. 4,494 4,212 4,494 282 revaluation reserve
Notes to Statement of Comprehensive Income variances 1 The increase in Other revenue is due to revenue associated with reimbursements not known at the time of preparing Budget Estimates. 2 The decrease in Depreciation and Amortisation is due to the over provision of Depreciation on Buildings at the time of preparing the Budget Estimates. 3 Grants/Concessions expenses were included in Sales of goods and services income budget line and is separated in the financial statements. 4 On 1 March 2019, TasTAFE vacated the Bathurst St campus and handed back the building to Department of Education. As TasTAFE no longer occupied this building it needed to show the building as a disposal with no compensation, and this is the loss incurred. 5 The property revaluation reserve was related to an increase of 2.44% on buildings and 7% increase on land as advised by the Office of the Valuer General. 1.2 Statement of Financial Position Budget estimates for the 2018-19 Statement of Financial Position were compiled prior to the completion of the actual outcomes for 2017-18. As a result, the actual variance from the Original Budget estimate will be impacted by the difference between estimated and actual opening balances for 2018-19. The following variance analysis therefore includes major movements between the 30 June 2018 and 30 June 2019 actual balances.
TASTAFE ANNUAL REPORT FINANCIAL STATEMENTS 2018 2019 87 2019 2018 Budget Actual Budget Actual Actual Variance Variance Note $’000 $’000 $’000 $’000 $’000 Cash 1 6,367 16,533 9,944 10,166 6,589 Intangible assets 2 2,826 2,826 3,934 …. (1,108) Asset revaluation reserve 3 9,880 18,452 14,092 8,572 4,360 * The 2018-19 Statement of Financial Position budget is set with reference to 2017-18 estimated outcome, whereby 2017-18 year to date actuals at the time of setting the budget are adjusted for known or predicted movements likely to occur up to 30 June 2018. Actual results include the impact of transactions which were not known, or difficult to predict, for budget purposes and therefore no allowances were made within the budget.
Notes to Statement of Financial Position variances 1 The increase in Cash can be attributed to the delays in the major capital projects. Funds have been received but not fully expensed as was expected at the time of preparing Budget Estimates. 2 The difference between Intangible assets this year actual and last year actual is because the Student Information Management System is being amortised over a five year period. 3 The increase in the Asset revaluation reserve is related to the increase of 2.44% on buildings and a 7% increase on land as advised by the Office of the Valuer General. 1.3 Statement of Cash Flows 2019 2018 Budget Actual Budget Actual Actual Variance Variance Note $’000 $’000 $’000 $’000 $’000 Sales of goods and services 1 25,438 19,561 23,675 (5,877) (4 ,114) Supplies and consumables 1 (31,497) (27,075) (30,426) 4,422 3,351 Payments for acquisition of 2 (6,300) (1,099) …. 5,201 (1,099) non-financial assets
Notes to Statement of Cash Flows variances 1 The variance of Sales of goods and services and Supplies and Consumables is due to differing treatments of Concessions – student fees and charges. At the time of preparing the Budget Estimates, the amounts were treated as gross cash flows and this was different as students only pay the net amount. 2 The decrease in payments for acquisitions of non-financial assets is due to delays in the commencement of major capital projects.
88 TASTAFE ANNUAL REPORT FINANCIAL STATEMENTS 2018 2019 Note 2: Underlying Net Operating Balance
Non-operational capital funding is the income from transactions relating to funding for capital projects. The funding is classified as income from transactions and included in the net operating balance. However, the corresponding capital expenditure is not included in the calculation of the net operating balance. Accordingly, the net operating balance will portray a position that is better than the true underlying financial result. The net operating balance adjusted to remove the effects of funding for capital projects is: 2019 2018 $’000 $’000 Net Result from transactions (net operating balance) (753) (5,556) Drysdale Centre of Excellence – 2017/18 - 2018/19 (2,082) (653) Drysdale Centre of Excellence – Providore Place, Devonport (1,491) …. Drysdale Centre of Excellence – Claremont (2,000) …. Education Architecture (467) (1,143) Underlying Net Operating balance (6,793) (7,352) Note 3: Income from Transactions
Income is recognised in the Statement of Comprehensive Income when an increase in future economic benefits related to an increase in an asset or a decrease of a liability has arisen that can be measured reliably. 3.1 Grants Grants payable by the Tasmanian Government are recognised as revenue when TasTAFE gains control of the underlying assets. 2019 2018 $’000 $’000 Grants from the Tasmanian Government Deed of Purchasing Agreement - Department of State Growth (Skills Tasmania) 77,490 76,755 Request for additional funds 950 534 Skilling the civil construction workforce 151 …. International standards compliance – transfer from Government Education and …. 300 Training International (GETI) Drysdale Centre of Excellence …. 50 Other 9 422 Total 78,600 78,061
TASTAFE ANNUAL REPORT FINANCIAL STATEMENTS 2018 2019 89 3.2 Capital grants Grants payable by the Tasmanian Government are recognised as revenue when TasTAFE gains control of the underlying assets. 2019 2018 $’000 $’000 Grants from the Tasmanian Government Drysdale Centre of Excellence – 2017/18 - 2018/19 2,445 705 Drysdale Centre of Excellence – Providore Place, Devonport 1,500 …. Drysdale Centre of Excellence – Claremont 2,000 …. Education Architecture 1,500 1,500 Total 7,445 2,205 3.3 Sales of goods and services Amounts earned in exchange for the provision of goods are recognised when the significant risks and rewards of ownership have been transferred to the buyer. Revenue from the provision of services is recognised in the proportion to the stage of completion of the transactions at the reporting date. The stage of completion is assessed by reference to surveys of work performed. 2019 2018 $’000 $’000 Training related sales 6,437 6,402 Australian Government contracts 3,018 3,343 State Government contracts 794 180 Overseas student fees 3,391 4,824 Course fees and charges* 11,737 13,461 Other sales of goods and services 30 741 Total 25,407 28,951 * The new student management system implemented in January 2017 allows for better transparency in student fees. Also in 2017 TasTAFE implemented a new fee policy that sees fees charged based on the qualification being studied, rather than on a per unit basis. This change in policy, together with better access to data, resulted in a significant increase in fees reported in 2018. It was not possible to adjust the 2017 amount for the change in fee policy due to the limited information available from the previous student management system. The impact of the policy change is also reflected in the 2018 concessions expense (refer note 4.4).
90 TASTAFE ANNUAL REPORT FINANCIAL STATEMENTS 2018 2019 3.4 Other revenue Revenue from other sources, is recognised as revenue when TasTAFE obtains control over the assets comprising the contributions. Control is normally obtained upon their receipt. 2019 2018 $’000 $’000 Interest received 225 156 Workers compensation and other salary reimbursements 444 569 International counsellors 286 280 Miscellaneous recoveries 185 146 Total 1,140 1,151
Note 4: Expenses from Transactions
Expenses are recognised in the Statement of Comprehensive Income when a decrease in future economic benefit related to a decrease in asset or an increase of a liability has arisen that can be measured reliably. 4.1 Employee benefits Employee benefits include, where applicable, entitlements to wages and salaries, annual leave, sick leave, long service leave, superannuation and other post-employment benefits. 2019 2018 $’000 $’000 (a) Employee Expenses Wages and salaries 52,960 52,289 Termination payments 94 100 Annual leave 6,320 6,529 Long service leave 1,945 1,750 Sick leave 1,712 1,739 Superannuation - defined benefit scheme 1,177 1,378 Superannuation - defined contribution scheme 6,684 6,332 Total 70,892 70,117 Superannuation expenses relating to defined benefits schemes relate to payments into the Consolidated Fund. The amount of the payment is based on an employer contribution rate determined by the Treasurer, on the advice of the State Actuary. The current employer contribution is 12.95 per cent (2018: 12.95 per cent) of salary. Superannuation expenses relating to defined contribution schemes are paid directly to superannuation funds at a rate of 9.5 per cent (2018: 9.5 per cent) of salary. In addition, TasTAFE is also required to pay into the Consolidated Fund a “gap” payment equivalent to 3.45 per cent (2018: 3.45 per cent) of salary in respect of employees who are members of contribution schemes.
TASTAFE ANNUAL REPORT FINANCIAL STATEMENTS 2018 2019 91 18 42 28 28 28 28 28 50 186 203 377 208 808 Fees Total Total 1,016 $’000 $’000 Directors’
…. …. …. …. …. …. …. …. …. …. …. …. …. …. $’000 $’000 benefits Benefits Termination Termination 2 2 8 1 13 13 …. …. …. …. …. …. …. …. $’000 $’000 and Long and Long Service Leave Service Leave Other Benefits Other Benefits 3 4 2 2 2 2 2 2 16 14 31 Long-term benefits Long-term 16 64 80 $’000 $’000 Superannuation Superannuation 4 19 18 18 59 59 …. …. …. …. …. …. …. …. $’000 $’000 Other Other Benefits Benefits 16 33 26 26 26 26 26 46 167 146 326 192 672 864 Fees $’000 $’000 Salary Short-termbenefits Directors’
Adams, Scott, Chief Financial Officer Wright, Executive Anthony, Director, Business Growth and Major Projects Remuneration Total for Key Meredith-Sotiris, Kerryn. Executive Director Students and Education, appointment date 9 April 2019 Key management personnel management Key Dodd, Chief Jenny, Executive Officer Non-Executive Directors Remuneration Blake, Board Mike, Chairperson TasTAFE 2019 Management Personnel Management 2019 Morris, Nicola, Board Director Swallow, Michelle,Swallow, Board Director Devine, Aaron, Board Director Allison, Janelle, Board Director Mostogl, Board Ray, Director Rundle, Board Yvonne, Director, appointment date November 2018 12 Total Directors’Total Remuneration Total a) Remuneration of Key management personnel Remuneration of Key a) Note: Other Benefits includes motor vehicles and car parking
92 TASTAFE ANNUAL REPORT FINANCIAL STATEMENTS 2018 2019 2 71 87 22 190 249 104 205 930 Total $’000
67 28 85 …. …. …. …. …. 180 $’000 benefits Termination 41 28 …. …. …. (19) (91) (24) (65) $’000 and Long Service Leave Other Benefits 2 8 5 12 12 Long-term benefits Long-term 23 22 84 …. $’000 Superannuation 9 4 6 8 5 13 16 61 …. $’000 Other Benefits 2 7 83 49 63 167 170 129 670 $’000 Salary Short-termbenefits
Marston, Scott, Deputy Chief Executive Officer - People, Governance and Strategy, departure date 30 April 2018 Wright, Executive Anthony, Director, Business Growth and Major Projects, appointment date Key management personnel management Key Dodd, Chief Jenny, Executive Officer, appointment date 1 February 2018 Mark,Sayer, Interim Chief Executive Officer, departure date 2 February 2018 2018 Acting Key management personnelActing management Key Nick,May, Deputy Chief Executive Officer - Education Services, appointment date 1 July 2017 appointment March 2018 date 12 departure date 9 January 2018 25 June 2018 Cockerell, Robert,Cockerell, Executive Corporate Manager Services, appointment July date 2017, 10 Hocking, Lori, Deputy Chief Executive Officer/Chief Operating Officer, departure July 2017 date 11 to departure date 3 November 2017 Total Remuneration Total for Key Adams, Scott, Chief Financial Officer, Management Personnel Management
TASTAFE ANNUAL REPORT FINANCIAL STATEMENTS 2018 2019 93 8 17 10 10 24 29 28 29 28 23 206 Fees Total 1,136 $’000 Directors’
…. …. …. …. …. …. …. …. …. …. …. 180 $’000 Benefits Termination …. …. …. …. …. …. …. …. …. …. …. (65) $’000 and Long Service Leave Other Benefits 2 2 1 1 2 2 1 2 2 15 99 …. $’000 Superannuation 61 …. …. …. …. …. …. …. …. …. …. …. $’000 Other Benefits 9 9 7 21 15 24 27 26 27 26 191 861 Fees $’000 Directors’
Blake, Board, Mike, Chairperson TasTAFE appointment date November 28 2017 2018 30 June 2018 Burrows, Nicholas Board, J, Chairperson TasTAFE departure date 8 September 2017 Acting Non-Executive Directors Remuneration Morris, Board, Nicola, Chairperson TasTAFE appointment to 26 date 8 September 2017 2017 November Morris, Nicola, Board Director Total Directors’Total Remuneration Swallow, Michelle,Swallow, Board Director Total Siejka, Joanna, Board Director, departure date 6 October 2017 Devine, Aaron, Board Director, appointment date 1 July 2017 Allison, Janelle, Board Director, appointment date November27 2017 Brough, Michael, Board Director, departure date Mostogl, Board Ray, Director Note: Other Benefits includes motor vehicles and car parking
94 TASTAFE ANNUAL REPORT FINANCIAL STATEMENTS 2018 2019 Key management personnel Key management personnel are those persons having authority and responsibility for planning directing and controlling the activities of the Authority, directly or indirectly. Remuneration during 2018-19 for key personnel is set by the State Service Act 2000. Remuneration and other terms of employment are specified in employment contracts. Remuneration includes salary, motor vehicle and other non monetary benefits. Long-term employee expenses include long service leave, superannuation obligations and termination payments. TasTAFE Directors are entitled to be paid such remuneration and allowances as the Minister for Education and Training determines. The Department of Premier and Cabinet advised TasTAFE of the Directors’ entitlement.
Acting Arrangements When members of key management personnel are unable to fulfil their duties, consideration is given to appointing other members of senior staff to their position during their period of absence. Individuals are considered members of key management personnel when acting arrangements are for more than a period of one month.
(b) Related party transactions There are no material related party transactions requiring disclosure. 4.2 Depreciation and amortisation All applicable Non-financial assets having a limited useful life are systematically depreciated over their useful lives in a manner which reflects the consumption of their service potential. Land, being an asset with an unlimited useful life, is not depreciated. Heritage assets are also not depreciated as their value does not diminish.
Key estimate and judgement Depreciation is provided for on a straight-line basis, using rates which are reviewed annually. Major depreciation asset categories and their useful lives are: Plant and equipment 3 – 20 years Buildings 40 - 60 years Library stock* 10 years *As at 1 July 2018 Library stock will be expensed at time of purchase. All intangible assets having a limited useful life are systematically amortised over their useful lives reflecting the pattern in which the asset’s future economic benefits are expected to be consumed by TasTAFE. Major amortisation rates are: Software 5 years
TASTAFE ANNUAL REPORT FINANCIAL STATEMENTS 2018 2019 95 2019 2018 $’000 $’000 Depreciation and amortisation Buildings 6,136 6,033 Plant and equipment 532 572 Library stock …. 388 Intangibles 1,108 1,108 Total 7,776 8,101 4.3 Supplies and consumables 2019 2018 $’000 $’000 Audit fees – external financial audit 57 56 Audit fees – internal and other# 60 322 Consultants – IT 35 4 Consultants – Education Services 30 52 Consultants – Other 80 144 Property services including facility services reimbursement 11, 287 11, 3 8 8 Maintenance 2,237 2,277 Communications 680 738 Information technology 2 ,110 2,310 Travel and transport 1,414 1,304 Advertising and promotion 249 423 Materials and supplies 4,030 3,916 Postage and freight 143 171 Contractors 975 1,538 Contractors - GETI 1,233 1,904 Copyright fees 112 160 Corporate services: Shared Services contribution* 3,293 3,322 Finance and administration expenses 57 54 Other supplies and consumables 1,309 1,420 Total 29,391 31,503 # The reduction in audit fees is due to the completion of the WLF internal audits commenced in response to an Integrity Commission report released in May 2017. * These expenses represent the related costs of the provision of financial, human resource, facility, information communication technology and services by the Department of Education to TasTAFE. Other reimbursements to the Department of Education of discrete costs incurred on behalf of TasTAFE have been allocated against the relevant category under Supplies and consumables. The costs are managed through a formal Business Partnership Agreement.
96 TASTAFE ANNUAL REPORT FINANCIAL STATEMENTS 2018 2019 4.4 Grants/Concessions Grants and subsidies expenditure is recognised to the extent that:
• the services required to be performed by the grantee have been performed; or • the grant/concessional eligibility criteria have been satisfied.
A liability is recorded when TasTAFE has a binding agreement to make the grants but services have not been performed or criteria satisfied. Where grant monies are paid in advance of performance or eligibility, a prepayment is recognised. 2019 2018 $’000 $’000 Grants – Childcare subsidies 415 561 Concessions – Student fees and charges 4,015 5,005 Subsidies 8 14 Total 4,438 5,580 4.5 Other expenses Other expenses are recognised when the associated service or supply has been provided. 2019 2018 $’000 $’000 Salary on-costs – workers compensation premiums 848 623 Total 848 623 Note 5: Other Economic Flows Included in Net Result
Other economic flows measure the change in volume or value of assets or liabilities that do not result from transactions. 5.1 Net gain/(loss) on non-financial assets Gains or losses from the sale of Non-financial assets are recognised when control of the assets has passed to the buyer.
Key Judgement All non-financial assets are assessed to determine whether any impairment exists. Impairment exists when the recoverable amount of an asset is less than its carrying amount. Recoverable amount is the higher of fair value less costs to sell and value in use. TasTAFE’s assets are not used for the purpose of generating cash flows; therefore value in use is based on depreciated replacement cost where the asset would be replaced if TasTAFE were deprived of it.
TASTAFE ANNUAL REPORT FINANCIAL STATEMENTS 2018 2019 97 All impairment losses are recognised in the Statement of Comprehensive Income. 2019 2018 $’000 $’000 Transfer of 26 Bathurst Street asset to Department of Education at 1 March (2,312) …. 2019 as no longer occupied by TasTAFE. Impairment of Library stock^ …. (312) Total net gain/(loss) on non-financial assets (2,312) (312) ^ All Library stock recorded as an asset was written off at 30 June 2018. From 1 July 2018 all purchases of Library stock is treated as an expense at time of purchase. 5.2 Net gain/(loss) on financial instruments and receivables/payables In 2017-18 financial assets were assessed at each reporting date to determine whether there was any objective evidence that there were any financial assets that were impaired. A financial asset was considered to be impaired if objective evidence indicated that one or more events had a negative effect on the estimated future cash flows of that asset. From 2018-19 financial assets are to be impaired by replacing the incurred loss approach under AASB 139 with the expected credit loss approach under AASB 9. The expected credit loss is to be recognised for all debt instruments not held at fair value through profit or loss.
Key Judgement An impairment loss using the expected credit loss method for all trade debtors uses a lifetime expected loss allowance. The expected loss rates are based upon historical observed loss rates that are adjusted to reflect forward looking macroeconomic factors. 2019 2018 $’000 $’000 Net gain/(loss) on financial instruments and receivables/payables (90) 167 Total net gain/(loss) on financial instruments (90) 167
98 TASTAFE ANNUAL REPORT FINANCIAL STATEMENTS 2018 2019 Note 6: Assets
An asset is recognised in the Statement of Financial Position when it is probable that future economic benefits will flow to TasTAFE and the asset has a cost or a value that can be measured reliably. 6.1 Receivables In 2017-18 receivables were recognised at amortised cost, less any impairment losses, however, due to the short settlement period, receivables were not discounted back to their present value. In addition, receivables were subject to an annual review for impairment, where there was objective evidence that, as a result of one or more events that occurred after the initial recognition, the future cash flows have been affected. From 2018-19, receivables are recognised at amortised cost using the effective interest rate method. Any subsequent changes are recognised in the net result for the year when impaired, derecognised or through the amortisation process. An allowance for expected credit losses is recognised for all debt financial assets not held at fair value through profit and loss. The expected credit loss is based on the difference between the contractual cash flows and the cash flows that the entity expects to receive, discounted at the original effective interest rate. For trade receivables, a simplified approach in calculating expected credit losses is applied. A loss allowance based on lifetime expected credit losses at each reporting date is recognised. A provision matrix based on historical credit loss experience for trade receivables, adjusted for forward-looking factors specific to the receivable has been established. 2019 2018 $’000 $’000 Receivables 3,791 2,964 Less: Provision for impairment …. (663) Less: Expected credit loss (279) …. Diplomas, incorporating VET Fee-Help and VET Student Loans 410 1,049 Tax Assets - Net GST reimbursement 306 300 Total 4,228 3,650
Settled within 12 months 4,228 3,650 Total 4,228 3,650
Reconciliation of movement in provisions for impairment of receivables Carrying amount at 30 June 2018 under AASB 139 663 Amounts restated through Accumulated Funds* (note 14.4) (305) Carrying amount at 1 July under AASB 9 358 Amounts written off during the year (194) Increase in provision on amounts recognised as revenue received in advance 25 Increase/(decrease) in provision recognised in other economic flows (note 5.2) 90 Carrying amount at 30 June 2019 (279) * The effect of the change in impairment model to that of expected credit loss under AASB 9.
TASTAFE ANNUAL REPORT FINANCIAL STATEMENTS 2018 2019 99 2019 2018 $’000 $’000 Reconciliation of movement in provisions for impairment of receivables Carrying amount at 1 July 2017 754 Amounts written off during the year (59) Increase in provision on amounts recognised as revenue received in advance 135 Increase/(decrease) in provision recognised in other economic flows (note 5.2) (167) Carrying amount at 30 June 2018 663 For ageing analysis of the financial assets past due but not impaired, refer to note 11.1 6.2 Inventories From 1 July 2018 all purchases of Inventory is treated as an expense at time of purchase. 2019 2018 $’000 $’000 Inventory …. 300 Total …. 300
Consumed within 12 months …. 300 Total …. 300 6.3 Other current assets 2019 2018 $’000 $’000 (a) Carrying amount Other current assets Prepayments 286 269 Revenue earned but not received 146 60 Australian Government Contracts – earned but not yet invoiced 383 609 Total 815 938
Settled within 12 months 815 938 Total 815 938
100 TASTAFE ANNUAL REPORT FINANCIAL STATEMENTS 2018 2019 6.4 Property, plant and equipment
Key estimate and judgement (i) Valuation basis Land, buildings, heritage assets and other long-lived assets are recorded at fair value less accumulated depreciation, whilst all other non-current physical assets are recorded at historic cost less accumulated depreciation and accumulated impairment losses. All assets within a class of assets are measured on the same basis. From 1 July 2018 Library stock was no longer capitalised and was treated as an expense at time of purchase. Cost includes expenditure that is directly attributable to the acquisition of the asset. The costs of self- constructed assets includes the cost of materials and direct labour, any other costs directly attributable to bringing the asset to a working condition for its intended use, and the costs of dismantling and removing the items and restoring the site on which they are located. Purchased software that is integral to the functionality of the related equipment is capitalised as part of that equipment. Fair value is the amount for which an asset could be exchanged between knowledgeable, willing parties in an arm’s length transaction. In determining fair value it is a requirement to have regard to the highest and best use of the asset. The key assumption is that the highest and best use of TasTAFE assets is their existing use. Land and buildings are re-valued with sufficient regularity to ensure they reflect fair value at balance date. See note 6.4 (a) for further detail. (ii) Subsequent costs The cost of replacing part of an item of property, plant and equipment is recognised in the carrying amount of the item if it is probable that future economic benefits embodied within the part will flow to TasTAFE and its costs can be measured reliably. The carrying amount of the replaced part is derecognised. The costs of day- to-day servicing of property, plant and equipment are recognised in profit or loss as incurred. (iii) Asset recognition threshold The asset capitalisation threshold adopted by TasTAFE is $10,000. Assets valued at less than $10,000 are charged to the Statement of Comprehensive Income in the year of purchase (other than where they form part of a group of similar items which are material in total). (iv) Revaluations Asset revaluations that are performed on a depreciated replacement cost basis are disclosed on a gross basis. Assets revaluations based on market values have been disclosed on a net basis. The resulting changes to asset values have been adjusted to the Asset Revaluation Reserve or where there is not a sufficient reserve recognised as an ‘other economic flow’ in the Statement of Comprehensive Income. Assets are grouped on the basis of having a similar nature or function in the operations of TasTAFE.
TASTAFE ANNUAL REPORT FINANCIAL STATEMENTS 2018 2019 101 (a) Carrying amount 2019 2018 $’000 $’000 Land At fair value 25,519 24,915 Total 25,519 24,915
Buildings At fair value 335,761 329,709 Less: Accumulated depreciation (203,333) (192,722) Total 132,428 136,987
Total land and buildings 157,947 161,902
Leasehold improvements Work in progress – Drysdale Centre of Excellence – Providore Place, 856 …. Devonport (at cost) Total 856 ….
Plant, equipment and vehicles At cost 9,313 9,069 Less: Accumulated depreciation (6,343) (5,810) Total 2,970 3,259
Library stock At fair value …. 5,030 Less: Accumulated depreciation …. (3,542) Less: Provision for impairment …. (1,488) Total …. ….
Heritage At fair value 27 26 Total 27 26
Total property, plant and equipment 161,800 165,187
102 TASTAFE ANNUAL REPORT FINANCIAL STATEMENTS 2018 2019 TasTAFE undertook a valuation of land, buildings and land under buildings during 2014-15. The valuations were completed by the Office of the Valuer-General as at 30 June 2015. This was the first independent valuation conducted of Land and Buildings since the establishment of TasTAFE on the 1 July 2013. Three methods of valuation were adopted when valuing the land and building assets being depreciated replacement cost, a comparable sales approach and an income approach. Specialised building assets such as TasTAFE buildings are valued using a depreciated replacement cost method because there are no comparable sale transactions. The majority of TasTAFE building assets are valued using depreciated replacement cost. The comparable sales approach was used to value market type assets such as vacant land. This approach considers market sales evidence that is comparable to the subject asset. The income approach was adopted for market type assets such as office buildings. This approach considers the rental earning capacity of the building to calculate the valuation. On 14 May 2019, the Office of the Valuer-General provided asset valuation indices for land and buildings in relation to the TasTAFE land and building portfolio. Based on a review of construction costs with appropriate allowance for regional influences across Tasmania it was the recommendation of the Office of the Valuer- General that application of the following indices would maintain currency in the fair value of land and building assets between 30 June 2015 and 30 June 2019: Buildings 7.44%, Land 14.00% (2018: Buildings 5.00%, Land 7.00%). The recommendations have been adopted by TasTAFE. TasTAFE undertook a valuation of Heritage assets during 2015-16. The valuations were completed by Andrew Wright Auctioneers and Valuers as at 30 June 2016 and indexed using the Hobart consumer price index (CPI) in subsequent reporting periods.
TASTAFE ANNUAL REPORT FINANCIAL STATEMENTS 2018 2019 103 4,494 1,099 Total $’000 (2,312) (6,668) 165,187 161,800 …. ….
243 (532) 2,970 3,259 $’000 Plant and equipment 1 27 26 …. …. …. in an $’000 active (items (items Level 2 market) Heritage …. …. …. …. 856 856 $’000 Leasehold improvements …. …. / use 2,846 $’000 (6,019) Level 3 131,997 128,824 (specific (specific purpose Buildings buildings) 80 …. (117 ) use / 4,990 $’000 3,604 (1,349) Level 2 (general (general Buildings buildings) residential …. …. …. Land 1,269 $’000 19,404 20,673 Level 3 no active (land with restrictions) or significant markets and/ markets …. 298 (963) Land 5, 511 $’000 4,846 active land in Level 2 (vacant (vacant markets) Additions Carrying value 1 July at 2018 2019 Disposals Depreciation/amortisation expense Carrying value as 30 at June 2019 Gains/(losses) recognised in other recognised other in Gains/(losses) income comprehensive increments/(decrements) Revaluation (b) Reconciliation of movements (including fair value (including levels) of movements Reconciliation (b) Reconciliations the of carrying amounts each of class property, of plant and equipment at the beginning and end the of current and previous financial year are set out Carrying below. value means the net amount after deducting accumulated depreciation and accumulated impairmentaccumulated losses.
104 TASTAFE ANNUAL REPORT FINANCIAL STATEMENTS 2018 2019 (312) 4,212 Total (6,993) $’000 165,187 168,280 …. …. 700 (312) (388) $’000 Library Book Stock …. …. (572) 3,831 3,259 $’000 Plant and equipment 26 26 …. …. …. $’000 Level 2 market) Heritage (items in an active …. / use 2,487 $’000 (5,905) Level 3 131,997 135,415 (specific (specific purpose Buildings buildings) 95 …. (128) use / 4,990 5,023 $’000 Level 2 (general (general Buildings buildings) residential …. …. Land 1,269 $’000 18,135 19,404 Level 3 no active (land with restrictions) or significant markets and/ markets …. …. 361 Land 5, 511 5,150 $’000 active land in Level 2 (vacant (vacant markets) Revaluation increments/(decrements) Carrying value as 30 at June 2018 Carrying value 1 July at 2017 Impairment losses recognised other in Gains/(losses) income comprehensive 2018 Depreciation/amortisation expense
TASTAFE ANNUAL REPORT FINANCIAL STATEMENTS 2018 2019 105
Sensitivity of fair value to changes 3 inputsin level Economic conditions continued have to improve over the last months 24 with a significant increase in land constructionTasmanian indexes have increased marginally over the last months. lives useful and Design 12 are reviewed regularly but generally remain unchanged. As a result, it is unlikely that significant variations in values will arise in the short term. value, in line with the strengthening residential property market in Tasmania. Possible alternative alternative Possible values for 3 level inputs Note 1 Note 1
A – Construction costs Significant Significant unobservable inputs used in valuation A – economic conditions, B – availability and of demand similar for assets sale for B – Design life C – Age and condition asset of D – Remaining useful life
128,824 Fair value at 30 June 2017 20,673 $’000
significant
Level 3 significantLevel valuationinputs relationship and to fair value Buildings – specific purpose use / buildings (c) Description restrictions) Land – with no markets active and/or Land, buildings and structuresTasTAFE are Vocational Educational related Training and as such are mostly classified as specialist WhenNote valuing 1: these assets, their existing use and unlikely alternative uses, are taken into account by valuers. As a result, it is most unlikelyvalues that will arise alternative unless there are more changes in known inputs. assets with no active markets against which to be valued. As a result, the majority assets of are valued as Level 3 inputs.
106 TASTAFE ANNUAL REPORT FINANCIAL STATEMENTS 2018 2019 6.5 Intangible assets An intangible asset is recognised where: it is probable that an expected future benefit attributable to the asset will flow to TasTAFE; and the cost of the asset can be reliably measured. Intangible assets held by TasTAFE are valued at fair value less any subsequent accumulated amortisation and any subsequent accumulated impairment losses where an active market exists. Where no active market exists, intangibles are valued at cost less any accumulated amortisation and any accumulated impairment losses.
2019 2018 $’000 $’000 Intangibles with a finite useful life At cost – Student Information Management System 5,539 5,539 (implemented 17th January 2017) Less: accumulated amortisation (2,713) (1,605) Total 2,826 3,934
(b) Reconciliation of movements (including fair value levels) 2019 2019 2018 2018 Level 2 Total Level 2 Total $’000 $’000 $’000 $’000 Carrying value at 1 July 2018 3,934 3,934 5,042 5,042 Depreciation/amortisation expense (1,108) (1,108) (1,108) (1,108) Carrying value as at 30 June 2019 2,826 2,826 3,934 3,934
TASTAFE ANNUAL REPORT FINANCIAL STATEMENTS 2018 2019 107 Note 7: Liabilities
Liabilities are recognised in the Statement of Financial Position when it is probable that an outflow of resources embodying economic benefits will result from the settlement of a present obligation and the amount at which the settlement will take place can be measured reliably. 7.1 Payables Payables, including goods received and services incurred but not yet invoiced, are recognised at amortised cost which due to the short settlement period, equates to face value, when TasTAFE becomes obliged to make future payments as a result of a purchase of assets or services. 2019 2018 $’000 $’000 Creditors and accrued expenses 3,940 3,736 2018-19 Employee benefits funding savings to Department of State Growth 595 …. (Skills Tasmania) Total 4,535 3,736
Settled within 12 months 4,535 3,736 Total 4,535 3,736 Settlement is usually made within 30 days, or within the suppliers’ terms of trade. 7.2 Employee benefits
Key estimate and judgement Liabilities for wages and salaries and annual leave are recognised when the employee becomes entitled to receive a benefit. Those liabilities expected to be realised within 12 months are measured as the amount expected to be paid. Other employee benefits are measured at the present value of the benefit at 30 June where the impact of discounting is material, and at the amount expected to be paid if discounting is not material. A liability for long service leave is recognised, and is measured at the present value of expected future payments to be made in respect of services provided by employees up to the reporting date. 2019 2018 $’000 $’000 Current employee benefits Accrued salaries 535 545 Annual leave 3,196 2,769 Long service leave 1,876 1,920 State service accumulated leave scheme 102 89 Total current employee benefits 5,709 5,323
Non-current employee benefits Long service leave 11,18 8 11, 581 Total non-current employee benefits 11,18 8 11, 581
108 TASTAFE ANNUAL REPORT FINANCIAL STATEMENTS 2018 2019 7.3 Superannuation
(i) Defined contribution plans A defined contribution plan is a post-employment benefit plan under which an entity pays fixed contributions into a separate entity and will have no legal or constructive obligation to pay further amounts. Obligations for contributions to defined contribution plans are recognised as an expense when they fall due.
(ii) Defined benefit plans A defined benefit plan is a post-employment benefit plan other than a defined contribution plan.
Key estimate and judgement TasTAFE does not recognise a liability for the accruing superannuation benefits of employees. This liability is held centrally and recognised within the Finance-General Division of the Department of Treasury and Finance. 7.4 Other liabilities
2019 2018 $’000 $’000 Current other liabilities Provision for workers compensation 52 47 Bequests 8 8 Revenue received in advance Course fees and charges received in advance* 3,322 4,328 Concessions on Course fees and charges received in advance* (1,236) (1,831) Other revenue received in advance 256 36 Total current other liabilities 2,402 2,588
Non-current other liabilities Provision for workers compensation 115 116 Bequests 24 24 Total non-current other liabilities 139 140 *TasTAFE was able to quantify the fees and charges for enrolments invoiced prior to 30th June for training occurring in 2019/20 and has adjusted Course fees and Concessions accordingly.
TASTAFE ANNUAL REPORT FINANCIAL STATEMENTS 2018 2019 109 Note 8: Commitments and Contingencies
8.1 Schedule of Commitments 2019 2018 $’000 $’000 By type Capital commitments Property, plant and equipment Total capital commitments 218 …. 218 …. Lease Commitments Operating leases - Drysdale Centre of Excellence - Providore Place, Devonport 473 …. Operating leases - vehicles 911 528 Operating leases - photocopier equipment 549 365 Total Operating Lease Commitments 1,933 893
By maturity Capital commitments One year or less 218 …. Total capital commitments 218 ….
Operating Lease Commitments One year or less 719 419 From one to five years 970 474 More than 5 years 244 …. Total Operating Lease Commitments 1,933 893 Total 2,151 893 NB: Commitments are GST inclusive where relevant. TasTAFE has a capital commitment to complete leasehold improvements at Providore Place, Devonport to establish the Drysdale Centre of Excellence. The property is agreed to be leased for 10 years with 3 options for a further 5 years each, the initial 10 years lease commitment is included as an operating lease commitment in the above table. TasTAFE has also entered into a number of operating lease agreements for property, plant and equipment, where the lessors effectively retain all the risks and benefits incidental to ownership of the items leased. Equal instalments of lease payments are charged to the Statement of Comprehensive Income over the lease term, as this is representative of the pattern of benefits to be derived from the leased property. TasTAFE has a number of operating lease arrangements for motor vehicles and multifunctional devices. 8.2 Contingent assets and liabilities Contingent assets and liabilities are not recognised in the Statement of Financial Position due to uncertainty regarding any possible amount or timing of any possible underlying claim or obligation. There are no material quantifiable contingent assets and liabilities recognised in the financial statements.
110 TASTAFE ANNUAL REPORT FINANCIAL STATEMENTS 2018 2019 Note 9: Asset Revaluation Reserve
Land Buildings Heritage Total $’000 $’000 $’000 $’000 2019 Asset Revaluation Reserve Balance at the beginning of financial year 7,282 6,804 6 14,092 Revaluation increments (decrements) 1,567 2,926 1 4,494 Transfers to accumulated surplus (64) (70) …. (134) Balance at end of financial year 8,785 9,660 7 18,452 Land Buildings Heritage Total $’000 $’000 $’000 $’000 2018 Asset Revaluation Reserve Balance at the beginning of financial year 5,652 4,222 6 9,880 Revaluation increments (decrements) 1,630 2,582 …. 4,212 Balance at end of financial year 7,282 6,804 6 14,092
TASTAFE ANNUAL REPORT FINANCIAL STATEMENTS 2018 2019 111 Note 10: Cash Flow Reconciliation
10.1 Cash Cash means notes, coins and deposits held at call with a bank or financial institution, for TasTAFE. Deposits are recognised at amortised cost, being their face value. For the purpose of the Statement of Cash Flows and the Statement of Financial Position, cash included cash on hand and held in bank accounts. Cash at the end of the year as shown in the Statement of Cash Flows and the Statement of Financial Position: 2019 2018 $’000 $’000 Cash held TasTAFE Westpac operating account Cash 9,178 8,023 Cash held for Drysdale Centre of Excellence – 2017/18 - 2018/19 2,795 724 Cash held for Drysdale Centre of Excellence – Providore Place, Devonport 889 …. Cash held for Drysdale Centre of Excellence – Claremont 2,000 …. Cash held for Education Architecture 1,655 1,181 Cash floats 16 16 Total cash 16,533 9,944 10.2 Reconciliation of Net Result to Net Cash from Operating Activities 2019 2018 $’000 $’000 Net Result (3,155) (5,701) Adjustment due to an over provision of impairments 305 (Gain)/Loss on disposal of physical assets 2,312 …. Impairment losses …. 312 Depreciation and amortisation 7,776 8,101 Decrease/(increase) in receivables (578) 1,342 Decrease/(increase) in other assets 123 1,188 Decrease/(increase) in inventories 300 (7) Increase/(decrease) in employee benefits (7) 62 Increase/(decrease) in payables 799 (703) Increase/(decrease) in other liabilities (187) (138) Net cash from operating activities 7,688 4,456
112 TASTAFE ANNUAL REPORT FINANCIAL STATEMENTS 2018 2019 Note 11: Financial Instruments
11.1 Risk exposures
(a) Risk management policies TasTAFE has exposure to the following risks from its use of financial instruments: • credit risk; • liquidity risk; and • market risk. The Board has overall responsibility for the oversight of TasTAFE’s risk management framework. Risk management policies are established to identify and analyse risks faced by TasTAFE, to implement appropriate mitigation strategies and to monitor and report on risks.
(b) Credit risk exposures Credit risk is the risk of financial loss to TasTAFE if a customer or counterparty to a financial instrument fails to meet its contractual obligations. The carrying amount of financial assets recorded in the financial statements, net of any allowances for losses, represents TasTAFE’s maximum exposure to credit risk. Student enrolment fees are due and payable within 30 days of enrolment. In certain circumstances, instalment payment plans may be negotiated for financially disadvantaged individuals. TasTAFE has a debt management cycle which sees the analysis and investigation of all debts outstanding undertaken on a monthly basis. TasTAFE reviews all debts exceeding 3 months and writes off those considered uncollectible. TasTAFE credit risk is minimised to the extent that it has transactions with a large number of customers.
Receivables age analysis - expected credit loss The simplified approach to measuring expected credit losses is applied, which uses a lifetime expected loss allowance for all trade receivables. The expected loss rates are based on historical observed loss rates adjusted for forward looking factors that will have an impact on the ability to settle the receivables. The loss allowance for trade debtors as at 30 June 2019 and 1 July 2018 (adoption of AASB 9) are as follows.
TASTAFE ANNUAL REPORT FINANCIAL STATEMENTS 2018 2019 113
(6) (5) 263 (353) (279) (273) (358) 2,701 1,347 2,444 Total Total $’000 $’000
3 (3) 30 …. 452 304 (191) 9.0% 9.0% (129) (129) (194) 42.3% 42.3% $’000 $’000 181 days 181 days Past due Past due
…. …. …. …. (62) (62) 247 (54) (54) 285 6.9% 6.9% 21.9% 21.9% $’000 $’000 Past due Past due 91 – 180 days days – 180 91 91 – 180 days days – 180 91
…. …. …. …. 213 (21) (21) 157 (28) (28) 4.2% 4.2% 13.2% 13.2% $’000 $’000 Past due Past due 61-90 days 61-90 days
(1) (1) (9) 37 52 (13) (12) (10) 193 145 1.7% 1.7% 6.3% 6.3% $’000 $’000 Past due Past due 31-60 days 31-60 days
(1) (5) (61) 196 (60) (65) (60) Due Due 0.4% 0.4% 3.8% 3.8% 1,591 1,558 1,292 $’000 $’000 0 – 30 days 0 – 30 days Total gross carryingTotal amount loss Expected credit Other Debtors Expected rate credit loss gross carryingTotal amount Student Fees and Charges Debtors Expected rate credit loss Expected credit loss Total Expected credit loss Expected credit Total Expected credit loss Expected credit Other Debtors Expected rate credit loss gross carryingTotal amount Expected credit loss Total Expected credit loss Expected credit Total Total gross carryingTotal amount Student Fees and Charges Debtors Expected rate credit loss Expected credit loss analysis of receivables as 30 June at 2019 Expected date of AASB (adoption credit loss analysis of receivables 9) as 1 July at 2018
114 TASTAFE ANNUAL REPORT FINANCIAL STATEMENTS 2018 2019
1,049 2,601 Total 3,650 $’000
78 78 …. $’000 91 days greater greater Past due
…. 231 231 $’000 Past due 61-90 days
…. 179 179 $’000 Past due 31-60 days
Due 2 ,113 1,049 3,162 $’000 0 – 30 days
Diplomas, incorporating VET Fee-Help and VET Student Loans Receivables Total The following table is comparative for purposes and represents only, the age analysis that was published as part the of 2017-18 financial statements under the previous accounting standards. Analysis of financial butimpairednot assets that are pastat 30 due June 2018
TASTAFE ANNUAL REPORT FINANCIAL STATEMENTS 2018 2019 115 (c) Liquidity risk Liquidity risk is the risk that TasTAFE will not be able to meet its financial obligations as they fall due. TasTAFE manages this risk through the following mechanisms: - preparing forward looking cash flow analysis in relation to TasTAFE’s operational, investing and financing activities - only investing short term surplus cash with reputable organisations - daily reconciliations of its operating bank account and analysis of upcoming accounts payable transactions TasTAFE operates within Australia and has minimal domestic debt. All financial liabilities had maturity less than 12 months at 30 June 2019 and 30 June 2018.
(d) Market risk Market risk is the risk that the fair value of future cash flows of a financial instrument will fluctuate because of changes in market prices. The primary market risk, that TasTAFE is exposed to, is interest rate risk. Exposure to interest rate risk is limited to assets and liabilities bearing variable interest rates. 2019 2018 $’000 $’000 Variable rate instruments Financial assets 16,533 9,944 Total 16,533 9,944 Changes in variable rates of 100 basis points at reporting date would have the following effect on TasTAFE’s profit or loss and equity. TasTAFE currently has its financial assets in variable interest rates and retains the interest earned on financial assets, and as such the interest rate sensitivity is as follows: Statement of Comprehensive Income Equity Equity 100 basis 100 basis 100 basis 100 basis points points points points increase decrease Increase decrease $’000 $’000 $’000 $’000 30 June 2019 Financial Assets 165 (165) 165 (165) Net sensitivity 165 (165) 165 (165)
30 June 2018 Financial Assets 99 (99) 99 (99) Net sensitivity 99 (99) 99 (99) This analysis assumes all other variables remain constant. This analysis was performed on the same basis for 2018.
116 TASTAFE ANNUAL REPORT FINANCIAL STATEMENTS 2018 2019 11.2 Categories of Financial Assets and Liabilities 2019 $’000 AASB 9 Carrying Amount Financial assets Amortised cost – Cash 16,533 Amortised cost – Receivables 4,228 Total 20,761
Financial liabilities Financial liabilities measured at amortised cost 4,535 Total 4,535
2018 $’000 AASB 139 Carrying amount Financial assets Loans and receivables 3,650 Total 3,650
Financial liabilities Financial liabilities measured at amortised cost 3,736 Total 3,736
Financial Assets The net fair value of cash and cash equivalent assets is based on their carrying amount. The net fair value of receivables is based on the carrying amount of the asset.
Financial Liabilities The net fair value of payables is based on the carrying amount of the liability. 11.3 Reclassifications of financial assets TasTAFE has made no reclassifications of any financial assets held for the financial year.
TASTAFE ANNUAL REPORT FINANCIAL STATEMENTS 2018 2019 117 Note 12: Economic Dependencies
TasTAFE is reliant on the continued support of the Tasmanian State Government via the Deed of Purchasing Agreement and maintaining market share in a highly competitive commercial training industry. Note 13: Events Occurring After Balance Date
A Public Sector Union Wages Agreement was reached between the Tasmanian Government and Public Sector Unions after the reporting date. The financial effect of this event has not been recognised. The agreement includes a 2.1 per cent per annum increase in wages backdated. The effect on the TasTAFE financial statements as at 30 June 2019 would have been an increase in employee benefits expense of $974,000 resulting in a decrease in TasTAFE’s net result of $974,000 and an increase in employee benefits liabilities of $974,000 resulting in a decrease in net assets of $974,000. Note 14: Other Significant Accounting Policies and Judgements
14.1 Objectives and Funding TasTAFE is the public provider of post-compulsory vocational education and training for Tasmania. TasTAFE operates under the auspices of its own legislative functions and powers and is governed by an independent Statutory Board who report to the Minister for Education and Training. TasTAFE is a substantial provider of Vocational Education and Training (VET) services purchased by the Government through the Department of State Growth. The purchasing arrangement, governed by a Deed of Purchasing Agreement, assists TasTAFE in offering a broad range of products and services to individuals, industry sectors and enterprises. TasTAFE services businesses located across Tasmania and provides economic and social benefits through the provision of accredited, vocationally based qualifications and skills sets. Clients include people already engaged in the workforce, those preparing to enter the workforce and employers. TasTAFE operates within the broader Tasmanian educational system, as a commercially autonomous organisation, that has a specific role to: • engage with individuals who require support to gain vocational ready skills, • deliver vocational qualifications to individuals who wish to advance their career opportunities, • create a more rewarding and sustainable future for the community, • assist employers to lift the productivity of their workforces through skill development.
118 TASTAFE ANNUAL REPORT FINANCIAL STATEMENTS 2018 2019 14.2 Basis of Accounting The financial statements are a general purpose financial report and have been prepared in accordance with: • Australian Accounting Standards and Interpretations issued by the Australian Accounting Standards Board; and • The Treasurer’s Instructions issued under the provisions of the Financial Management and Audit Act 1990. The financial statements were authorised for issue by the Board of Directors on 9 August 2019. Compliance with the Australian Accounting Standards (AAS) may not result in compliance with International Financial Reporting Standards (IFRS) as the AAS include requirements and options available to not-for-profit organisations that are inconsistent with IFRS. TasTAFE is considered to be not-for-profit and has adopted some accounting policies under the AAS that do not comply with IFRS. The financial statements have been prepared on an accrual basis and, except where stated, are in accordance with the historical cost convention. The financial statements have been prepared on the basis that TasTAFE is a going concern. The continued existence of the TasTAFE in its present form, undertaking its current activities, is dependent on Government policy and on continuing appropriations by Parliament for TasTAFE’s administration and activities. TasTAFE has made no assumptions concerning the future that may cause a material adjustment to the carrying amounts of assets and liabilities within the next reporting period. 14.3 Functional and Presentation Currency The financial statements are presented in Australian dollars, which is TasTAFE’s functional currency. 14.4 Changes in Accounting Policies
(a) Impact of new and revised Accounting Standards In the current year, TasTAFE has adopted all of the new and revised Standards and Interpretations issued by the Australian Accounting Standards Board that are relevant to TasTAFE’s operations and effective for the current annual reporting period. These include: • AASB 7 Financial Instruments: Disclosures - the objective of this Standard is to require entities to provide disclosures in their financial statements that enable users to evaluate the significance of financial instruments for the entity’s financial position and performance; and the nature and extent of risks arising from financial instruments to which the entity is exposed during the period and at the end of the reporting period, and how the entity manages those risks. The amendments to this Standard have resulted in a reconciliation being required where there is a reclassification of financial assets or liabilities resulting from the adoption of AASB 9. The financial impact is nil.
TASTAFE ANNUAL REPORT FINANCIAL STATEMENTS 2018 2019 119 • AASB 9 Financial Instruments - the objective of this Standard is to establish principles for the financial reporting of financial assets and financial liabilities that will present relevant information to users of financial statements for their assessment of the amounts, timing, uncertainty of an entity’s future cash flows, and to make amendments to various accounting standards as a consequence of the issuance of AASB 9. AASB 9 has replaced accounting for impairment losses with a forward looking expected credit loss approach. AASB 9 has been applied with a cumulative catch-up approach and comparative information which was reported under AASB 139 has not been restated. The effect the change in impairment model to that of expected credit loss under AASB 9 is shown below. Allowances for impairment under AASB 139 Expected credit as at 30 June loss under 2018 AASB 9 Difference $’000 $’000 $’000 663 358 305 Total 663 358 305
120 TASTAFE ANNUAL REPORT FINANCIAL STATEMENTS 2018 2019 AASB 9 introduces new classification and measurement requirements. This has had the following impact on TasTAFE
Measurement Category Carrying amount 30 June 2018 1 July 2018 Difference AASB 139 AASB 9 $’000 $’000 $’000 Receivables Loans and receivables Amortised Cost 2,301 2,606 305 2,301 2,606 305
The overall effect on equity due to the adoption of AASB 9 is as follows Total Accumulated Change in Funds Equity $’000 $’000 Closing balance as at 30 June 2018 (80,540) (80,540) Recognition of AASB expected credit loss 305 305 Opening balance 1 July 2018 (80,235) (80,235)
(b) Impact of new and revised Accounting Standards yet to be applied The following applicable Standards have been issued by the AASB and are yet to be applied:
• AASB 15 Revenue from Contracts with Customers – The objective of this Standard is to establish the principles that an entity shall apply to report useful information to users of financial statements about the nature, amount, timing, and uncertainty of revenue and cash flows arising from a contract with a customer. In accordance with 2015 8 Amendments to Australian Accounting Standards - Effective Date of AASB 15, this Standard applies to annual reporting periods beginning on or after 1 January 2019. The impact will be increased disclosure in relation to revenue from contracts. There is no financial impact. • AASB 1058 Income of Not for Profit Entities - The objective of this Standard is to establish principles for not for profit entities that apply to transactions where the consideration to acquire an asset is significantly less that fair value principally to enable a not for profit entity to further its objectives, and the receipt of volunteer services. This Standard applies to annual reporting periods beginning on or after 1 January 2019. TasTAFE estimates there will be no material financial impact.
TASTAFE ANNUAL REPORT FINANCIAL STATEMENTS 2018 2019 121 • AASB 16 Leases – The objective of this Standard is to introduce a single lessee accounting model and require a lessee to recognise assets and liabilities. This Standard applies to annual reporting periods beginning on or after 1 January 2019. The standard will result in most of TasTAFE’s operating leases being brought onto the Statement of Financial Position and additional note disclosures. The calculation of the lease liability will take into account appropriate discount rates, assumptions about the lease term, and required lease payments. A corresponding right to use assets will be recognised, which will be amortised over the term of the lease. There are limited exceptions relating to low-value assets and short-term leases with a term at commencement of less than 12 months. Operating lease costs will no longer be shown. The Statement of Comprehensive Income impact of the new standard will be through amortisation and interest charges. TasTAFE’s current operating lease costs is shown at notes 4.3. In the Statement of Cash Flows lease payments will be shown as cash flows from financing activities instead of operating activities. Further information on TasTAFE’s current operating lease position can be found at note 8.1. TasTAFE has reviewed the impact and it is estimated the right to use assets will increase by $2.269m offset by an increase in accumulated impairment of $(0.572)m and the inclusion of lease commitment as a liability will increase liabilities by $1.697m resulting in a nil impact on the net assets of TasTAFE. • AASB 1059 Service Concession Arrangements: Grantors – The objective of this Standard is to prescribe the accounting for a service concession arrangement by a grantor that is a public sector entity. This Standard applies on or after 1 January 2019. The impact of this standard is enhanced disclosure in relation to service concession arrangements for grantors that are public sector entities. TasTAFE has not entered into any service concession arrangements and as a result the new standard will have no impact based on our current circumstances.
(c) Correction of an error During 2018-19, it was identified that revenue received in advance on course fees and charges was incorrectly recorded in the 2017-18 financial statements. The amount of revenue received in advance was understated due to the incorrect treatment of invoices raised in 2018 for courses greater than one year in duration that commenced prior to the 2017-18 financial year. The impact of the correction is as follows: 2018 Original Amount Adjustment 2018 $’000 $’000 $’000 Statement of Comprehensive Income Net result (4,849) (852) (5,701) Decrease in Sales of goods and services revenue 29,903 (952) 28,951 Decrease in Grants/Concessions expense 5,680 (100) 5,580
Statement of Financial Position Net assets 161,437 (852) 160,585 Increase in Other current liabilities 1,736 852 2,588
122 TASTAFE ANNUAL REPORT FINANCIAL STATEMENTS 2018 2019 14.5 Foreign Currency Transactions denominated in a foreign currency are converted at the exchange rate at the date of the transaction. Foreign currency receivables and payables are translated at the exchange rates current as at balance date. 14.6 Comparative Figures The comparative figures have been adjusted to reflect any changes in accounting policy or the adoption of new standards. Amendments to comparative figures arising from correction of an error are disclosed at Note 14.4. Where amounts have been reclassified within the financial statements, the comparative statements have been restated. 14.7 Rounding All amounts in the financial statements have been rounded to the nearest thousand dollars unless otherwise stated. Where the result of expressing amounts to the nearest thousand dollars would result in an amount of zero, the financial statement will contain a note expressing the amount to the nearest whole dollar. Due to rounding some figures may not exactly add to their total. 14.8 Taxation TasTAFE is exempt from all forms of taxation except Fringe Benefits Tax and the Goods and Services Tax. 14.9 Goods and Services Tax Revenue, expenses and assets are recognised net of the amount of Goods and Services Tax, except where the GST incurred is not recoverable from the Australian Taxation Office. Receivables and payables are stated inclusive of GST. The net amount recoverable, or payable, to the Australian Taxation Office is recognised as an asset or liability within the Statement of Financial Position. In the Statement of Cash Flows, the GST component of cash flows arising from operating, investing or financing activities which is recoverable from, or payable to, the Australian Taxation Office is, in accordance with the Australian Accounting Standards, classified as operating cash flows.
TASTAFE ANNUAL REPORT FINANCIAL STATEMENTS 2018 2019 123 Independent Auditor’s Report
Independent Auditor’s Report
To the Members of Parliament
TasTAFE
Report on the Audit of the Financial Statements
Opinion
I have audited the financial report of TasTAFE, which comprises the statement of financial position as at 30 June 2019 and statements of comprehensive income, changes in equity and cash flows for the year then ended, notes to the financial statements, including a summary of significant accounting policies and the statement of certification by the directors.
In my opinion, the accompanying financial report: (a) presents fairly, in all material respects, the financial position of TasTAFE as at 30 June 2019 and its financial performance and its cash flows for the year then ended (b) is in accordance with the Training and Workforce Development Act 2013, Treasurer’s Instructions issued under the Financial Management and Audit Act 1990 and Australian Accounting Standards.
Basis for Opinion
I conducted the audit in accordance with Australian Auditing Standards. My responsibilities under those standards are further described in the Auditor’s Responsibilities for the Audit of the Financial Report section of my report. I am independent of TasTAFE in accordance with the ethical requirements of the Accounting Professional and Ethical Standards Board’s APES 110 Code of Ethics for Professional Accountants (the Code) that are relevant to my audit of the financial report in Australia. I have also fulfilled my other ethical responsibilities in accordance with the Code.
The Audit Act 2008 further promotes the independence of the Auditor-General. The Auditor- General is the auditor of all Tasmanian public sector entities and can only be removed by Parliament. The Auditor-General may conduct an audit in any way considered appropriate and is not subject to direction by any person about the way in which audit powers are to be exercised. The Auditor- General has for the purposes of conducting an audit, access to all documents and property and can report to Parliament matters which in the Auditor-General’s opinion are significant.
I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for my opinion. …1 of 4
124 TASTAFE ANNUAL REPORT FINANCIAL STATEMENTS 2018 2019
My audit is not designed to provide assurance on the accuracy and appropriateness of the budget information in the financial statements.
Key Audit Matters
Key audit matters are those matters that, in my professional judgement, were of most significance in my audit of the financial report of the current period. These matters were addressed in the context of my audit of the financial report as a whole, and in forming my opinion thereon, and I do not provide a separate opinion on these matters.
Why this matter is considered to be one of the Audit procedures to address the matter most significant matters in the audit included Valuation of Land and Buildings Refer to notes 4.2 and 6.4 Property, plant and equipment includes land • Assessing the scope, expertise and and specialised non-market type buildings, independence of experts engaged to assist totalling $157.95m recognised at fair value at in the valuation of land and buildings. 30 June 2019. The fair value of buildings is • Evaluating the appropriateness of based on either a depreciated replacement valuation methodologies applied to cost, comparable sales approach or income determine the fair values. approach. The fair value of land is based on a • Assessing assumptions and other key comparable sales approach. inputs in valuation models, including The calculation of depreciation includes corroboration of market related estimation of useful lives which involves a high assumptions to external data. degree of subjectivity. Changes in assumptions • Performing substantive analytical procedures on building depreciation underlying depreciation calculations can significantly impact depreciation charged. expenses. • Evaluating the adequacy of relevant The high dollar values involved, the use of disclosures in the financial report for multiple valuation methods and the inherent compliance with Australian Accounting subjectivity involved in multiple judgements, Standards. assumptions and estimates, result in this area requiring particular audit attention.
Course fees in advance Refer to note 7.4 Student course fees and charges are invoiced in • Testing the calculation of the revenue in advance upon commencement for the full advance and reviewing assumptions course being undertaken in coming 12 month made. period or less. • Assessing the appropriateness of journal Revenue in advance, $2.70m, is a subjective entries other adjustments recorded in the general ledger. calculation requiring a high degree of • Evaluating estimation due to the quality of the the adequacy of relevant disclosures in the financial statements.
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TASTAFE ANNUAL REPORT FINANCIAL STATEMENTS 2018 2019 125 Why this matter is considered to be one of the Audit procedures to address the matter most significant matters in the audit included information being produced by the student management system.
Responsibilities of the Directors for the Financial Report
The directors are responsible for the preparation and fair presentation of the financial report in accordance with Australian Accounting Standards, and the financial reporting requirements of Section 79 of the Training and Workforce Development Act 2013. This responsibility includes such internal control as determined necessary to enable the preparation of the financial statements that are free from material misstatement, whether due to fraud or error.
In preparing the financial report, the directors are responsible for assessing TasTAFE’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless TasTAFE’s operations will cease as a result of an administrative restructure.
Auditor’s Responsibilities for the Audit of the Financial Report
My objectives are to obtain reasonable assurance about whether the financial report as a whole is free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes my opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with the Australian Auditing Standards will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of this financial report.
As part of an audit in accordance with the Australian Auditing Standards, I exercise professional judgement and maintain professional scepticism throughout the audit. I also: • Identify and assess the risks of material misstatement of the financial report, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for my opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control. • Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of TasTAFE’s internal control. • Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by the directors. • Conclude on the appropriateness of the director’s use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists …3 of 4
126 TASTAFE ANNUAL REPORT FINANCIAL STATEMENTS 2018 2019 related to events or conditions that may cast significant doubt on TasTAFE’s ability to continue as a going concern. If I conclude that a material uncertainty exists, I am required to draw attention in my auditor’s report to the related disclosures in the financial report or, if such disclosures are inadequate, to modify my opinion. My conclusion is based on the audit evidence obtained up to the date of my auditor’s report. However, future events or conditions may cause TasTAFE to cease to continue as a going concern. • Evaluate the overall presentation, structure and content of the financial report, including the disclosures, and whether the financial report represents the underlying transactions and events in a manner that achieves fair presentation.
I communicate with the directors regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that I identify during my audit.
From the matters communicated with the directors, I determine those matters that were of most significance in the audit of the financial report of the current period and are therefore the key audit matters. I describe these matters in my auditor’s report unless law or regulation precludes public disclosure about the matter or when, in extremely rare circumstances, I determine that a matter should not be communicated in my report because the adverse consequences of doing so would reasonably be expected to outweigh the public interest benefits of such communication.
Ric De Santi Deputy Auditor-General Delegate of the Auditor-General
Tasmanian Audit Office
23 August 2019 Hobart
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TASTAFE ANNUAL REPORT FINANCIAL STATEMENTS 2018 2019 127 Disclosures and Compliance Right to Information
TasTAFE has implemented policy, which subject to privacy and confidentiality provisions, facilitates all reasonable requests for information from students, staff and the general public without recourse to the Right to Information Act 2009. TasTAFE may levy a charge for information provided that is subject to a Right to Information request in accordance with the Right to Information Act 2009. During the period 1 July 2018 – 30 June 2019, the following requests were received under the Right to Information Act 2009: • Three requests were actioned by TasTAFE. Source: TasTAFE data Public Interest Disclosures
TasTAFE has implemented a policy and procedural framework to encourage and facilitate the making of protected disclosures of improper conduct by TasTAFE’s officers and employees. TasTAFE’s procedure provides protection and support for persons who made a disclosure and establishes a system for matters to be investigated and, where necessary, corrective actions to be taken. A copy of TasTAFE’s public interest disclosures procedures is available by phoning the Office of the CEO on 6165 6596 or emailing [email protected]. During the period 1 July 2018 – 30 June 2019: 1. There were no matters raised with TasTAFE under the Public Interest Disclosures Act 2002 2. There were no matters referred to TasTAFE for investigation by the Ombudsman in the 2016–17 period 3. There were no matters referred to TasTAFE which we declined to investigate. Source: TasTAFE data
128 TASTAFE ANNUAL REPORT FINANCIAL STATEMENTS 2018 2019 Compliance
The following table describes the information TasTAFE is required to include in its Annual Report, the legislation that requires this information be included, and the section of the Annual Report in which the information can be found: Where is this information What is Required To Comply with in the Annual Report? Financial Statements Section 83 (a) of the Financial Statements Training and Workforce Development Act 2013 (TWD Act) Auditor-General’s Report Section 83 (b) TWD Act Financial Statements Directions from Minister Section 83 (c) TWD Act Minister’s Policy Expectations Minister’s Policy Expectations Section 83 (d) TWD Act Minister’s Policy Expectations Summary of TasTAFE Corporate Plan Section 83 (e) TWD Act Summary of Our Corporate Plan Report on performance of TasTAFE Section 83 (f) TWD Act At a Glance Minister’s Policy Expectations We Deliver Quality Teaching and Learning We Meet the Training Needs of Tasmanians Our Training Divisions We Celebrate Success Our Vocational Education and Training Statistics Report on Operation of TasTAFE Section 83 (g) TWD Act Minister’s Policy Expectations We Meet the Training Needs of Tasmanians Our Training Divisions We Engage with Industry and the Community We Support Our Students Our Structure Our People and Culture Our Health and Safety Our Risk Management Information relating to TasTAFE Section 83 (h) TWD Act Our Board directors, TasTAFE CEO and Our Structure TasTAFE staff Our Workforce Statistics Our People and Culture Our Health and Safety Our Risk Management Any other information the Section 83 (i) TWD Act The Annual Report in its entirety Minister requires
TASTAFE ANNUAL REPORT FINANCIAL STATEMENTS 2018 2019 129 Where is this information What is Required To Comply with in the Annual Report? Any information the TasTAFE Board Section 83 (j) TWD Act The Annual Report in its entirety considers appropriate or necessary to properly inform the Minister and Parliament as to the performance and progress of TasTAFE Public Interest Disclosures Information Section 86 of the Disclosures and Compliance section Public Interest Disclosures Act 2002 Right to Information Statistics Section 53 of the Right to Disclosures and Compliance section Information Act 2009 Information on contracts awarded Purchasing and Property Consultants and Contractors Section and procurement processes Treasurer’s Instructions Consultants and Contractors
TasTAFE procurement is undertaken in accordance with the mandatory requirements of the Treasurer’s Instructions relating to procurement, including that local businesses are given every opportunity to compete for TasTAFE business. For the period 1 July 2018 to 30 June 2019: Summary of participation by local businesses for contracts, tenders and/or quotation processes with a value of $50,000 or over (Ex GST)
Total number of contracts awarded/contract extensions 13 Total number of contracts awarded/contract extensions to Tasmanian businesses 7 Total Value of all contracts awarded* $3,488,084 Total Value of contracts awarded to Tasmanian businesses* $2,871,608 Total number of tenders called and/or quotation processes run 10 Number of bids and/or written quotations received • Total bids received 35 • Number from local businesses 20
130 TASTAFE ANNUAL REPORT FINANCIAL STATEMENTS 2018 2019 Contracts with a value of $50,000 or over (Ex GST) and excluding consultancy contracts Name of Location of Description Period of Total value contractor contractor of contract contract of contract * Artas Architects Tasmania Providore Place Cooking Centre 06/07/2018 to $97,000 Design and Project Management 06/08/2019 Dermalogica NSW Supply of Hair and Beauty Products 01/01/2019 to $50,000 and Equipment to TasTAFE 31/012/2022 eLearning Australia Victoria Electronic Workplace Evidence 30/11/2018 to $80,000 Gathering Service 29/11/ 2019 Enterprise Tasmania Learner Engagement and Employer 06/03/2019 to $97,290 Marketing and Satisfaction Surveys 31/03/2023 Research Services Fairbrother Pty Ltd Tasmania Providore Place Cooking Centre 21/01/2019 to $925,366 Fit Out 20/07/2019 Mullins Training Queensland Supply of Dental Assisting 01/01/2019 to $140,000 Learning Resources 31/12/2022 Switch Funky Trust Queensland Supply of Hair and Beauty Products 01/01/2019 to $200,000 and Equipment to TasTAFE 31/12/2022 Tas Hotel & Tasmania Providore Place Cooking Centre 01/02/2019 to $351,952 Catering Supplies Equipment Supply 30/03/2019 Pty Ltd Tasmanian Beauty Tasmania Supply of Hair and Beauty Products 01/01/2019 to $200,000 Supplies and Equipment to TasTAFE 31/12/2022 Wesley Mission Queensland Provision of Auslan Interpreting 31/08/2018 to $70,000 Queensland Services to TasTAFE Students 30/08/2022 WINC Australia Tasmania Supply of Office Products and 01/03/2019 to $1,050,000 Equipment to TasTAFE 28/02/2024 *Value is an estimate of the cumulative value over the life of the contracts including extensions. Consultancy contracts with a value of $50,000 or over (Ex GST) Name of Location of Description Period of Total value contractor contractor of contract contract of contract KPMG Tasmania Business Case Development – Estimated to $150,000 Establishment of a subsidiary be 24/06/2019 company for Drysdale to 31/08/2019
TASTAFE ANNUAL REPORT FINANCIAL STATEMENTS 2018 2019 131 Contracts with a value of $50,000 or over (Ex GST) awarded in accordance with Treasurer’s Instruction 1127 Nil Contracts awarded as a result of a Direct/Limited Submission Sourcing Process approved in accordance with Treasurer’s Instruction 1114 Name of Location of Description Period of Total value contractor contractor of contract contract of contract CDS Australia Queensland Interactive Timetabling System using 01/01/2019 to $76,476 Celcat scheduling software 31/12/2021 Contracts awarded as a result of a Contract Extension Process approved in accordance with Treasurer’s Instruction 1115(2) Name of Location of Description Period of Total value contractor contractor of contract contract of contract eLearning Australia Victoria Electronic Workplace Evidence 30/11/2018 to $80,000 Gathering Service 29/11/ 2019 Source: TasTAFE data
132 TASTAFE ANNUAL REPORT FINANCIAL STATEMENTS 2018 2019 TASTAFE ANNUAL REPORT FINANCIAL STATEMENTS 2018 2019 133 CONTACT 1300 655 307 (Australia wide) +61 3 6165 5470 (International) GPO Box 2015 Hobart TAS 7001 Australia [email protected] www.tastafe.tas.edu.au
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