Chisholm Institute of Tafe

2011 ANNUAL REPORT Annual Report 2011 1OUR VISION Leading the way in education and training to inspire success and transform lives. OUR PURPOSE Chisholm Institute excels in education and training and is respected and valued for enhancing the social and economic futures of individuals, industry and communities. OUR VALUES •••••• Making a difference through learning Integrity and respect Excellence Service and relevance Diversity Sustainable practices. Welcome About this Report About Chisholm 45 Board President Welcome CEO Report 68<ul style="display: flex;"><li style="flex:1">2011 Highlights </li><li style="flex:1">10 </li></ul>Our Organisation Statistical Overview Board 21 23 29 34 41 Chisholm Directors Group Governance Report Social Responsibility Financial and Compliance Information <ul style="display: flex;"><li style="flex:1">Financial Overview </li><li style="flex:1">44 </li></ul><ul style="display: flex;"><li style="flex:1">50 </li><li style="flex:1">Chisholm Institute Financial Reports and Performance </li></ul>Statements <ul style="display: flex;"><li style="flex:1">Caroline Chisholm Education Foundation Report </li><li style="flex:1">100 </li></ul><ul style="display: flex;"><li style="flex:1">107 </li><li style="flex:1">Caroline Chisholm Education Foundation Financial </li></ul>Reports Compulsory Non-Academic Student Fees Activity Table 118 119 121 122 123 142 Financial Performance against Budget Chisholm 2011 – 2014 Targets Disclosures Index and Additional Compliance Reports Acronyms Annual Report 2011 3About this Report In the preparation of this report Chisholm has followed the reporting guidelines issued by Skills Victoria, Department of Education and Early Childhood Development. This report is based on the model annual report issued with these guidelines, in accordance with the Financial Management Act 1994, Australian Accounting Standards, Statement of Accounting concepts, authoritative pronouncements of the Australian Accounting Standards Board and other legislative requirements. This report also includes details of the operations of the Caroline Chisholm Education Foundation and an audited financial report for the foundation. The Caroline Chisholm Education Foundation is a controlled entity of the Chisholm Board. All financial information presented in this report is consistent with the audited financial report for Chisholm and the Caroline Chisholm Education Foundation. Queries in relation to this report can be addressed to: Director, Corporate Services Chisholm Institute The Chisholm Institute of TAFE (Chisholm) 2011 Annual Report is a report to the Parliament of Victoria required under Section 45 of the Financial Management Act 1994. The report contains a report on the operations of Chisholm during 2011, audited standard financial and performance statements and other information required under Standing Directions of the Minister for Finance under the Act (Section 4 Financial Management Reporting) and the Financial Reporting Directions given under that Act. PO Box 684 Dandenong VIC 3175 E [email protected] Further information about Chisholm can be obtained on Chisholm’s internet homepage chisholm.edu.au <ul style="display: flex;"><li style="flex:1">Maria Peters </li><li style="flex:1">Grant Radford </li></ul><ul style="display: flex;"><li style="flex:1">Chief Executive Officer </li><li style="flex:1">Chief Finance and Accounting Officer </li></ul><ul style="display: flex;"><li style="flex:1">29 February 2012 </li><li style="flex:1">29 February 2012 </li></ul>Chisholm Institute 4About Chisholm Chisholm’s vision is to lead the way in education and training to inspire success and transform people’s lives. At any one time there are more than 40,000 people developing skills at Chisholm’s six campuses in the southeast of Melbourne, at workplaces throughout Victoria and Australia, and overseas. Chisholm is a Victorian Government institute of technical and further education established under the Education and Training Reform Act 2006. The responsible minister is The Hon. Peter Hall, MLC, sworn in as Minister for Higher Education and Skills. Chisholm was named in 1998, in honour of Caroline Chisholm, the early Australian reformer and humanitarian. The Institute has grown Currently, Chisholm offers over 500 certificate, diploma, advanced diploma and graduate certificate courses. It now offers places across three Chisholm degree programs: Bachelor of Community Mental Health, Alcohol and Other Drugs; <ul style="display: flex;"><li style="flex:1">Chisholm also conducts </li><li style="flex:1">Chisholm is a proud, public </li></ul>significantly and has become a multi-sectoral Institute over 300 short courses for industry compliance and skills development, as well as selfimprovement and recreation. institute that has as its purpose to excel in education and training and be respected and valued for enhancing the social and economic futures of individuals, industry and communities. delivering a broad range of education and training program and services in higher education, VET and school sectors across its campuses, online, in the workplace and overseas Chisholm serves one of the state’s most culturally diverse and fastest growing regions in southeast Victoria, with modern training facilities in Dandenong, Frankston, Berwick, Cranbourne, Mornington Peninsula and Bass Coast. two streams of a Bachelor of Engineering Technology; and Bachelor of Interactive Media Design as well as higher education programs with partner universities. with partner educational and government organisations. Annual Report 2011 5Board President Welcome Given the uncertainty of the year and the significance of market response, ongoing policy changes and funding cuts, the Board focussed on the impact of operating in a fully contestable funding environment. To this end, the Board’s emphasis for the year was on working with Institute management to respond to these challenges with the aim of strengthening the Institute’s ability to meet future demands and adapt to the changing environment – new measures, new dialogues and new planning needed to occur. The Board’s Chisholm Strategy 2020 is an acknowledgment of the significance of setting long term strategic directions for the Institute. Chisholm 2020 provides vision, purpose and strategic directions for the Institute that reflects the education and training needs of its principal catchment in the southeast of Melbourne, its industry, businesses and communities. In 2011, Chisholm continued its journey towards the achievement of the Board’s longer term 2020 vision that resulted in the finalisation and achievement of the strategies and outcomes of the three year Institute Strategic Plan of 2009 – 2011. A major focus for the Board was to develop a new strategic planning framework to reflect the current tertiary context, building enduring industry and educational partnerships and positioning Chisholm as a leading public tertiary provider in Victoria. On behalf of the Chisholm Board, I am proud to introduce Chisholm Institute’s 2011 Annual Report. The 2011 report reflects Chisholm’s commitment to deliver quality, responsive and innovative education and training for its students and in partnership with industry, government and its wider communities. The Board has embraced a new vision and purpose to ensure ongoing success is underpinned by a robust and forward-thinking 2012 – 2014 Strategic Plan. It is this new vision that has marked the beginning of a strategic research process to revitalise the Institute’s brand as Chisholm looks to build its reputation and achieve further market growth and success in 2012. This annual report reflects the governance, strategic initiatives, financial management and key operations undertaken during 2011. 2011 was a challenging but successful one for Chisholm. In the first year of full contestability in the VET training market, Chisholm achieved growth in government subsided education and training, returning a strong operating surplus. Chisholm’s performance remains strong while refocussing the direction of the Institute in this changing environment. As a Board, there has always been a strong and professional focus on our governance responsibilities and this has been even more important in the current changing and complex VET, tertiary and commercial environment. The Chisholm Board continued throughout 2011 to ensure that the Institute retain its benchmark in governance by focussing on its strategic role and positioning Chisholm within the rapidly evolving education and training environment. In 2011, the Board held two key planning workshops and continued an ongoing program of informing itself of policy change, key trends and research related to its region as well as engaging with key stakeholders on strategic topics aimed at dealing both with immediate and longer term challenges. In 2011, Chisholm’s record as a proud, quality public provider was reflected in it having the highest level government funded enrolments and the largest number of students undertaking government subsidised education and training in the state. A focus of the Board also was for the Institute to build its commercial business and though there were some pleasing results in new overseas markets and in building reputation in international project work, this remains a priority for 2012. Chisholm Institute 6The Board also farewelled a long standing board member in 2011. I would like to take this opportunity to recognise the contribution made to Chisholm Institute by Meg Collins-Hughes who did not seek reappointment to the Board following her current term expiring in September 2011. Meg has been a long serving Board member who first joined the Board in April 2003. Over her years of dedicated service Meg served as Board Chairperson for two years and also chaired the Strategic Development and Monitoring Committee. In the period of Meg’s service on the Board, she oversaw a significant period of change and established a long term vision for Chisholm through the development of Chisholm 2020. Meg was also the Chair of the Caroline Chisholm Education Foundation Board and was a passionate supporter of its establishment. She also made significant contribution to the broader sector through her role on the Victorian TAFE Association Board for a period of six years. On behalf of the Board, I would like to thank Meg for her leadership and commitment to Chisholm over the last nine years. I would like to express my gratitude to my fellow Board members for their commitment to Chisholm and their continued support to me as Chair throughout the year. In particular, sincere thanks are due to the chairs of the three board committees who ensured the completion of the committees’ demanding work schedules. The success Chisholm has experienced over this last year is testament to the dedication and hard work of the Chisholm staff, managers and the executive team. I wish to commend CEO, Maria Peters whose leadership, focus and hard work during these challenging times, continues to ensure Chisholm’s ongoing success and to push the organisation forward so that it will thrive in the future. The year ahead will continue to present new challenges for a large metropolitan TAFE institute such as Chisholm. Policy changes and likely changes in funding levels will require the continuation and constant appraisal of the operations and strategic directions of the Institute. As a Board, we will continue to ensure that we can meet and address these and endeavour to successfully meet our obligations to <ul style="display: flex;"><li style="flex:1">government. </li><li style="flex:1">2011 saw Chisholm continue its responsibilities as a strong public </li></ul>provider and fulfilling its community service obligations. Though there are many projects, initiatives and participation in local community events by both students and staff to reflect this; this is no better demonstrated than through the work and success of the Caroline Chisholm Education Foundation. In 2011, the Foundation awarded 198 grants that included scholarships, bursaries and special projects such as the CREW@Chisholm program and the Bass Coast Travel Grant. All the awarded grants afforded many students an opportunity to undertake study that they may have not been otherwise able to because of personal and financial barriers. I look forward to continuing to lead the Board to achieve the goals outlined in our Strategic Plan, to maintain and build Chisholm’s leadership through education and training and pursue excellence in all that we stand for and do in 2012 and beyond. David Willersdorf Board President I would also like to acknowledge the significant contribution of state and federal governments to our capital development in 2011. This has included a number of key capital projects including the completion of the Automotive and Logistics Centre at Dandenong, the opening of a major industry flagship, the Centre for Sustainable Water Management and the first Trade Training Centre built on Chisholm land with our partner schools, DREAM. The Board is committed to improve the facilities at each of its campuses and it made a considerable contribution to these facilities. The Board will continue to build funds to reinvest in capital and other key projects that enhance the learning experience for our students. 29 February 2012 Annual Report 2011 7CEO Report characterised by disadvantage, cultural diversity and disengaged youth requiring a range of blended learning options and skill recognition for existing workers and industry. In addition, we have maintained a strong commitment to our corporate social responsibilities and our community service obligations as a public provider. Many students and staff have contributed their time and skills by being involved in key community projects, supporting disengaged and disadvantaged groups as well as giving their time to a range of community, business, education and planning committees and events, all of which made a difference, provided improved access to opportunities and strengthened our communities. As a major public metropolitan training provider, Chisholm faced fierce training competition throughout the year across our regions of southeast Melbourne and Bass Coast. However, we managed to grow our Victorian Training Guarantee funding and to record the highest level of enrolments and student numbers in the state. 2011 saw a rebuilding of the Institute’s fee-for-service products and services and the development of a new commercial business growth plan where the focus is to maintain existing and build new, enduring, commercial partnerships. Despite the challenges facing international business, Chisholm had success in developing new overseas markets and international project work. Our students also had the opportunity to undertake research, study and work overseas as part of their programs offering them an exciting international experience. 2011 was another good year for Chisholm and it is with great pleasure that I share and acknowledge our achievements and successes. 2011 was the first year of Chisholm operating in a fully marketdriven education and training environment and with it came many challenges. I am proud to state that overall the year was a successful one in many areas. It also was the year in which the Institute initiated areas of improvement that in the longer term will build on the Institute’s reputation with its students and customers; strengthen our position in the VET sector; and ensure our ongoing success. As Chisholm’s principal catchment has one of the lowest participation rates in education and training in the state, a major focus in 2011 was to work in partnership with schools and universities to build aspiration. We have continued to diversify our programs and shift our focus, becoming a tertiary institution and a major tertiary destination for students in the southeast. Throughout this annual report you will read the many highlights and achievements of our students and staff from across the teaching and support areas, as well as the many valued and effective partnerships that have been fostered with schools, universities, industry, community, government and international clients. These examples reinforce Chisholm’s position as a leading and well respected TAFE institute in Victoria. We believe partnerships and relationships that bring mutual benefit and that strengthen our communities are important. We have implemented a comprehensive tertiary strategy that includes enhancing our degree offerings either through offering our own degree programs, by offering our partner degrees or by having a range of guaranteed pathways offered at Chisholm or at nearby partner locations to provide seamless tertiary options for our students. We offered our first degree in 2011, the Bachelor of Community Mental Health, Alcohol and Other Drugs and had two new degrees accredited; the Bachelor of Interactive Media Design and two streams of a Bachelor in Engineering Technology. Chisholm’s strong track record and commitment to individuals, communities and industry has continued with a greater focus on innovation, flexibility and responsiveness to all clients resulting in growth and financial success. We have maintained our commitment to our core business – the provision of quality, responsive and relevant education and training for industry as well as the broad spectrum of service and community organisations across our region. We have continued to plan programs that meet local employment and career opportunities in our region and to offer innovative programs and services that meet the needs of our student cohort. This cohort is Building strong education pathways and partnerships was important in 2011. Chisholm plans to offer, in partnership with La Trobe University, the Bachelor of Accounting where entry to the program is guaranteed on successful completion of Chisholm’s Diploma of Accounting. Productive dialogues commenced with Swinburne Chisholm Institute 8University to offer Chisholm graduates in selected courses a guaranteed place and advanced standing in many of their linked degree programs. The Deakin at Your Doorstep program continued to successfully operate at our Dandenong campus and expanded to our Mornington Peninsula campuses in children’s services and over 70 per cent of Chisholm diploma and advanced diploma courses now have formal pathways agreements into higher level courses at Chisholm or with our university partners. The success achieved in 2011 was largely due to the staff and the leadership across many levels of the organisation. Staff at Chisholm bring their minds, hearts and souls to work each day together with professional expertise and invaluable experience. Throughout 2011, given the level and complexity of change, our staff remained committed to the Institute’s vision and values and were focused on the core reason for our existence – to provide quality education and training and exemplary services and put our students and industry partner needs first. Chisholm has continued to strengthen its relationship with Monash as the major university in its region and to build programs and pathways for our students. This is best illustrated at Berwick where the collaboration saw a number of guaranteed pathways available for Chisholm students who met entrance requirements in nursing, health promotion and social welfare. During 2011, a number of staff retired or left the organisation and I would like to acknowledge the contribution of these staff. I wish to once again extend my thanks to all staff for their individual and collective contributions to the success of our students in their learning and experiences at Chisholm, for developing effective and enduring relationships with partners and clients and for meeting many of the challenges of 2011. A new Chisholm 2020, a Planning Framework for 2012 - 2014 and a revised Chisholm Strategy were endorsed by the Board and will be launched in 2012. This builds on the groundwork and impetus gained from the previous strategy. In addition a more succinct and aspirational vision and new purpose was developed as well as making the language of the three strategic directions: Institute of Choice, Partner of Choice and Workplace of Choice clearer and more meaningful. I also wish to acknowledge the contribution of the executive and management teams who often work above and beyond expectations. I would also like to acknowledge our industry and community partners during 2011, which is fundamental to the ongoing success of the Institute. The Institute Strategy 2012 – 2014 is clear and simplified with only two plans, Teaching and Learning, and Organisational Growth and Sustainability. The Framework more strongly links teaching and learning to the Board’s vision and directions as well as requiring departments to form a 2014 vision and state key 2012 focus and actions. All plans of the Institute are solidly linked, from the Board to the actions of staff, in realising the Institute’s vision. To reflect a new vision and new strategic plan, the Institute embarked on a strategic process and research to revitalise its brand which will be launched in 2012. Chisholm continues to have a board that works together to offer strong strategic leadership and advice. I would like to thank all of the members of the Institute Board for their leadership, expertise and commitment throughout the year and express my appreciation of the support and guidance of the Board Chair, David Willersdorf. For Chisholm, 2011 was a year of significant change and in many ways preparing and positioning the Institute to be able to respond to government expectations and any further changes likely to result from external factors. As we move forward, our continued success in the increasingly competitive marketplace will rely on our continuing capability to provide students with high quality education and training, along with our continued focus to implement customer-focussed practices. We are still on a journey at Chisholm and I am confident that the work undertaken during 2011 positions Chisholm to face the future and contribute as a leader in the VET and emerging tertiary sector. Chisholm is well positioned to look forward to 2012 and beyond with a high level of confidence. The revised Chisholm Strategy and refreshed brand demonstrate Chisholm’s preparedness to operate in a fully contestable tertiary environment; its alignment to government policy and priorities; and the provision of a framework to assess program provision and services to position the Institute to realise a strong future. Chisholm now operates across three key educational sectors to meet government policy and the needs of its region – senior secondary, vocational education and training and higher education. As a result, Chisholm is now a very large and complex organisation. To support this we began to implement a new effective and transparent internal communications strategy, I matters and a strong focus on being a workplace of choice including a new approach to recognition and reward largely driven by staff. This will continue to be a major focus in 2012. Maria Peters CEO

Chisholm Institute of Tafe

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