❓ A parliamentary question addresses concerns about the downsizing of the Hedland Campus of Pilbara TAFE, student enrollment declines, financial performance post-amalgamation, and the effectiveness of the change management program.
AnsweredQoN 1586Legislative Council
QuestionView source ↗
With regard to the Hedland Campus of Pilbara TAFE, I ask -
(1) Can the Minister please provide a rationale for the down-sizing of the Hedland Campus?
(2) Is the Minister aware that such down-sizing has cost the College at least 28 students in Hedland and 14 in Karratha?
(3) What strategies are being put in place to reverse this trend?
(4) Does the College possess a strategic marketing plan containing a SWOT analysis?
(5) If no to (4), why not?
(6) If yes to (4), will the Minister table this plan?
(7) Was a SWOT analysis conducted for the entire Pilbara TAFE?
(8) Can the Minister please detail how this change management program, implemented by his appointed Managing Director, has -
(a) contributed to a more efficient workplace; or
(b) delivered customer satisfaction?
(9) Is the Minister aware that instead of the Amalgamated Pilbara TAFE saving $1.5m, the Amalgamated Pilbara TAFE is $1.3m in debt and rising?
(10) If yes to (9), what strategy is in place to halt these losses and save the $1.5m expected from amalgamation?
(1) Can the Minister please provide a rationale for the down-sizing of the Hedland Campus?
(2) Is the Minister aware that such down-sizing has cost the College at least 28 students in Hedland and 14 in Karratha?
(3) What strategies are being put in place to reverse this trend?
(4) Does the College possess a strategic marketing plan containing a SWOT analysis?
(5) If no to (4), why not?
(6) If yes to (4), will the Minister table this plan?
(7) Was a SWOT analysis conducted for the entire Pilbara TAFE?
(8) Can the Minister please detail how this change management program, implemented by his appointed Managing Director, has -
(a) contributed to a more efficient workplace; or
(b) delivered customer satisfaction?
(9) Is the Minister aware that instead of the Amalgamated Pilbara TAFE saving $1.5m, the Amalgamated Pilbara TAFE is $1.3m in debt and rising?
(10) If yes to (9), what strategy is in place to halt these losses and save the $1.5m expected from amalgamation?
AnswerView source ↗
Answered
12 December 2003
Responded by
Parliamentary Secretary representing the Minister for Education and Training
Response time
3 days
(b) delivered customer satisfaction?
2. The reduction in student enrolments is attributed to the difficulties the College has had in recruiting suitably qualified lecturing staff. 3. Throughout the second half of 2003 the College has undertaken a major recruitment campaign that has resulted in the appointment of a number of new lecturers who will be in place for the commencement of the 2004 academic year. 4. Pilbara TAFE has a Corporate Plan that sets the future directions for the college. A SWOT analysis was completed as part of the planning process but is not specifically included in the final plan. 5. Not applicable 6. A copy of the Corporate Plan attached. See Tabled Paper. 7. Not applicable 8(a) The change management program is still in progress and it is expected that it will be at least two years before all efficiencies are fully realised. 8(b) Success of the change management program will be measured through stakeholder and client feedback, reduced total cost of services and increased participation by targeted client groups. 9. $750 000 in savings has already been achieved from the amalgamated Pilbara TAFE. Further savings, totalling another $750,000 will be achieved over the next two years. The College’s financial viability is monitored on a regular basis. 10. Not applicable
3. Throughout the second half of 2003 the College has undertaken a major recruitment campaign that has resulted in the appointment of a number of new lecturers who will be in place for the commencement of the 2004 academic year. 4. Pilbara TAFE has a Corporate Plan that sets the future directions for the college. A SWOT analysis was completed as part of the planning process but is not specifically included in the final plan. 5. Not applicable 6. A copy of the Corporate Plan attached. See Tabled Paper. 7. Not applicable 8(a) The change management program is still in progress and it is expected that it will be at least two years before all efficiencies are fully realised. 8(b) Success of the change management program will be measured through stakeholder and client feedback, reduced total cost of services and increased participation by targeted client groups. 9. $750 000 in savings has already been achieved from the amalgamated Pilbara TAFE. Further savings, totalling another $750,000 will be achieved over the next two years. The College’s financial viability is monitored on a regular basis. 10. Not applicable
4. Pilbara TAFE has a Corporate Plan that sets the future directions for the college. A SWOT analysis was completed as part of the planning process but is not specifically included in the final plan. 5. Not applicable 6. A copy of the Corporate Plan attached. See Tabled Paper. 7. Not applicable 8(a) The change management program is still in progress and it is expected that it will be at least two years before all efficiencies are fully realised. 8(b) Success of the change management program will be measured through stakeholder and client feedback, reduced total cost of services and increased participation by targeted client groups. 9. $750 000 in savings has already been achieved from the amalgamated Pilbara TAFE. Further savings, totalling another $750,000 will be achieved over the next two years. The College’s financial viability is monitored on a regular basis. 10. Not applicable
5. Not applicable 6. A copy of the Corporate Plan attached. See Tabled Paper. 7. Not applicable 8(a) The change management program is still in progress and it is expected that it will be at least two years before all efficiencies are fully realised. 8(b) Success of the change management program will be measured through stakeholder and client feedback, reduced total cost of services and increased participation by targeted client groups. 9. $750 000 in savings has already been achieved from the amalgamated Pilbara TAFE. Further savings, totalling another $750,000 will be achieved over the next two years. The College’s financial viability is monitored on a regular basis. 10. Not applicable
6. A copy of the Corporate Plan attached. See Tabled Paper. 7. Not applicable 8(a) The change management program is still in progress and it is expected that it will be at least two years before all efficiencies are fully realised. 8(b) Success of the change management program will be measured through stakeholder and client feedback, reduced total cost of services and increased participation by targeted client groups. 9. $750 000 in savings has already been achieved from the amalgamated Pilbara TAFE. Further savings, totalling another $750,000 will be achieved over the next two years. The College’s financial viability is monitored on a regular basis. 10. Not applicable
7. Not applicable 8(a) The change management program is still in progress and it is expected that it will be at least two years before all efficiencies are fully realised. 8(b) Success of the change management program will be measured through stakeholder and client feedback, reduced total cost of services and increased participation by targeted client groups. 9. $750 000 in savings has already been achieved from the amalgamated Pilbara TAFE. Further savings, totalling another $750,000 will be achieved over the next two years. The College’s financial viability is monitored on a regular basis. 10. Not applicable
8(a) The change management program is still in progress and it is expected that it will be at least two years before all efficiencies are fully realised. 8(b) Success of the change management program will be measured through stakeholder and client feedback, reduced total cost of services and increased participation by targeted client groups. 9. $750 000 in savings has already been achieved from the amalgamated Pilbara TAFE. Further savings, totalling another $750,000 will be achieved over the next two years. The College’s financial viability is monitored on a regular basis. 10. Not applicable
8(b) Success of the change management program will be measured through stakeholder and client feedback, reduced total cost of services and increased participation by targeted client groups. 9. $750 000 in savings has already been achieved from the amalgamated Pilbara TAFE. Further savings, totalling another $750,000 will be achieved over the next two years. The College’s financial viability is monitored on a regular basis. 10. Not applicable
9. $750 000 in savings has already been achieved from the amalgamated Pilbara TAFE. Further savings, totalling another $750,000 will be achieved over the next two years. The College’s financial viability is monitored on a regular basis. 10. Not applicable
10. Not applicable
2. The reduction in student enrolments is attributed to the difficulties the College has had in recruiting suitably qualified lecturing staff. 3. Throughout the second half of 2003 the College has undertaken a major recruitment campaign that has resulted in the appointment of a number of new lecturers who will be in place for the commencement of the 2004 academic year. 4. Pilbara TAFE has a Corporate Plan that sets the future directions for the college. A SWOT analysis was completed as part of the planning process but is not specifically included in the final plan. 5. Not applicable 6. A copy of the Corporate Plan attached. See Tabled Paper. 7. Not applicable 8(a) The change management program is still in progress and it is expected that it will be at least two years before all efficiencies are fully realised. 8(b) Success of the change management program will be measured through stakeholder and client feedback, reduced total cost of services and increased participation by targeted client groups. 9. $750 000 in savings has already been achieved from the amalgamated Pilbara TAFE. Further savings, totalling another $750,000 will be achieved over the next two years. The College’s financial viability is monitored on a regular basis. 10. Not applicable
3. Throughout the second half of 2003 the College has undertaken a major recruitment campaign that has resulted in the appointment of a number of new lecturers who will be in place for the commencement of the 2004 academic year. 4. Pilbara TAFE has a Corporate Plan that sets the future directions for the college. A SWOT analysis was completed as part of the planning process but is not specifically included in the final plan. 5. Not applicable 6. A copy of the Corporate Plan attached. See Tabled Paper. 7. Not applicable 8(a) The change management program is still in progress and it is expected that it will be at least two years before all efficiencies are fully realised. 8(b) Success of the change management program will be measured through stakeholder and client feedback, reduced total cost of services and increased participation by targeted client groups. 9. $750 000 in savings has already been achieved from the amalgamated Pilbara TAFE. Further savings, totalling another $750,000 will be achieved over the next two years. The College’s financial viability is monitored on a regular basis. 10. Not applicable
4. Pilbara TAFE has a Corporate Plan that sets the future directions for the college. A SWOT analysis was completed as part of the planning process but is not specifically included in the final plan. 5. Not applicable 6. A copy of the Corporate Plan attached. See Tabled Paper. 7. Not applicable 8(a) The change management program is still in progress and it is expected that it will be at least two years before all efficiencies are fully realised. 8(b) Success of the change management program will be measured through stakeholder and client feedback, reduced total cost of services and increased participation by targeted client groups. 9. $750 000 in savings has already been achieved from the amalgamated Pilbara TAFE. Further savings, totalling another $750,000 will be achieved over the next two years. The College’s financial viability is monitored on a regular basis. 10. Not applicable
5. Not applicable 6. A copy of the Corporate Plan attached. See Tabled Paper. 7. Not applicable 8(a) The change management program is still in progress and it is expected that it will be at least two years before all efficiencies are fully realised. 8(b) Success of the change management program will be measured through stakeholder and client feedback, reduced total cost of services and increased participation by targeted client groups. 9. $750 000 in savings has already been achieved from the amalgamated Pilbara TAFE. Further savings, totalling another $750,000 will be achieved over the next two years. The College’s financial viability is monitored on a regular basis. 10. Not applicable
6. A copy of the Corporate Plan attached. See Tabled Paper. 7. Not applicable 8(a) The change management program is still in progress and it is expected that it will be at least two years before all efficiencies are fully realised. 8(b) Success of the change management program will be measured through stakeholder and client feedback, reduced total cost of services and increased participation by targeted client groups. 9. $750 000 in savings has already been achieved from the amalgamated Pilbara TAFE. Further savings, totalling another $750,000 will be achieved over the next two years. The College’s financial viability is monitored on a regular basis. 10. Not applicable
7. Not applicable 8(a) The change management program is still in progress and it is expected that it will be at least two years before all efficiencies are fully realised. 8(b) Success of the change management program will be measured through stakeholder and client feedback, reduced total cost of services and increased participation by targeted client groups. 9. $750 000 in savings has already been achieved from the amalgamated Pilbara TAFE. Further savings, totalling another $750,000 will be achieved over the next two years. The College’s financial viability is monitored on a regular basis. 10. Not applicable
8(a) The change management program is still in progress and it is expected that it will be at least two years before all efficiencies are fully realised. 8(b) Success of the change management program will be measured through stakeholder and client feedback, reduced total cost of services and increased participation by targeted client groups. 9. $750 000 in savings has already been achieved from the amalgamated Pilbara TAFE. Further savings, totalling another $750,000 will be achieved over the next two years. The College’s financial viability is monitored on a regular basis. 10. Not applicable
8(b) Success of the change management program will be measured through stakeholder and client feedback, reduced total cost of services and increased participation by targeted client groups. 9. $750 000 in savings has already been achieved from the amalgamated Pilbara TAFE. Further savings, totalling another $750,000 will be achieved over the next two years. The College’s financial viability is monitored on a regular basis. 10. Not applicable
9. $750 000 in savings has already been achieved from the amalgamated Pilbara TAFE. Further savings, totalling another $750,000 will be achieved over the next two years. The College’s financial viability is monitored on a regular basis. 10. Not applicable
10. Not applicable
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