TAFE SA
2018-19 Annual Report
TAFE SA
120 Currie Street ADELAIDE SA 5000
GPO Box 1872 ADELAIDE SA 5001
www.tafesa.edu.au
Contact phone number: +61 8 8207 8200
Contact email: OCE@tafesa.edu.au
ISSN: 2202-817X
Date presented to Minister: 27 September 2019
To:
The Hon John Gardner MP
Minister for Education
This annual report will be presented to Parliament to meet
the statutory reporting requirements of the Public
Corporations Act 1993 and the Public
Sector Act 2009 and meets the requirements of Premier and Cabinet Circular PC013 Annual Reporting.
This report is verified to be accurate for the purposes of
annual reporting to the Parliament of South Australia.
Submitted on behalf of TAFE SA by:
David Coltman
Chief Executive TAFE SA
From the Chief Executive
TAFE SA has gone through several changes over 2018-19,
including the appointment of a new Board and Chief Executive, while also
welcoming new people into the leadership team.
The year marked a fresh start for TAFE SA, with a renewed
focus on providing quality services to our students and industry partners. TAFE
SA has delivered upon several activities set out in the Fresh Start for TAFE SA policy, including implementing quality
initiatives and improving performance management.
Moving forward, TAFE SA is invested in a fresh leadership
approach to drive a positive shift in our culture, service delivery and student
outcomes. We are strengthening our partnerships with industry, focusing on
being an effective and sustainable VET provider while responding to the
evolving landscape and training needs across South Australia.
David
Coltman
Chief
Executive
TAFE SA
Contents. 4
Overview: about the agency. 5
Our strategic focus. 5
Our organisational structure and executive team as at
30 June 2019. 7
Changes to the agency. 8
Changes to the TAFE SA Board of Directors. 8
Our Minister 8
Legislation administered by the agency. 8
Other related agencies (within the Minister’s area/s
of responsibility) 9
The agency’s performance. 10
Performance at a glance. 10
Agency contribution to whole of Government objectives. 10
Agency achievement of A Fresh Start for TAFE SA objectives in 2018-19. 11
Agency specific non-financial objectives and
performance (2018 calendar year) as outlined in the TAFE SA Performance Statement (1 July 2018 to 30 June 2019) 12
Employment opportunity programs. 12
Agency performance management and development systems. 13
Work health, safety and return to work programs. 13
Executive employment in the agency. 15
Financial performance. 16
Financial performance at a glance. 16
Contractors disclosure. 18
Risk management 23
Fraud detected in the agency. 23
Strategies implemented to control and prevent fraud. 23
Whistle-blowers disclosure. 23
Reporting required under any other act or regulation.. 24
Reporting required under the Carers’ Recognition Act 2005. 24
Public complaints. 25
Number of public complaints reported. 25
|
Our Purpose
|
TAFE SA will ensure that
quality, student choice and industry needs drive the provision of its
services.
|
|
Our Vision
|
A Fresh Start for TAFE SA outlines the following:
1. TAFE SA will improve access and choice to
high-quality training.
2. TAFE SA will define the benchmark for quality.
3. TAFE SA will be viable, sustainable and accountable
in our services.
|
|
Our Values
|
TAFE SA’s Strategic Plan 2016-2019 highlights our
core values:
·
Service excellence
We
meet the needs of all customers effectively and enthusiastically.
·
Work as one team
We
display a can-do attitude and work together to deliver solutions.
·
Success focused
We
always strive to do better.
·
Accountability
We
take responsibility for our behaviours, actions and outcomes.
·
Respect
We
demonstrate respect for our customers, our people and our organisation.
|
|
Our functions,
objectives and deliverables
|
In reference to the
functions set out in the TAFE SA Act
2012 and the TAFE SA Ministerial
Charter (2018-19), TAFE SA’s functions are limited to:
·
Delivering
government-funded VET services that meet the economic and social needs of
South Australia as identified by the Purchasing Minister
·
Supporting the
Purchasing Minister to achieve policy objectives in the development of a
competitive market for VET services
·
Strengthening
VET in schools activity in support of the
government’s policy objectives
·
Delivering higher
education programs
·
Delivering
educational programs and services to international students residing in South
Australia
·
Providing a
financial return on fee for service activities delivered in Australia; and
any other VET commercial ventures as expressly identified in the
Minister-approved Business and Strategic Plans.
|
Our
organisational structure and executive team as at 30 June 2019
During 2018-19 the following changes occurred to TAFE SA’s
structure and objectives as a result of internal reviews:
·
A new Chief Executive was appointed in
January 2019 and commenced in April 2019.
·
A number of
key executive positions were vacant at various points in 2018-19, resulting in
directorates having their reporting lines move to executives at a similar level
while recruitment was undertaken.
During 2018-19, the TAFE SA Board of
Directors comprised:
Rick Persse (to December 2018, Chair to November 2018)
Jacqueline McGill (from 15 October 2018,
Chair from December 2018)
Andrew Marshall (from 12 November 2018)
Craig Fowler (from 15 October 2018)
David Hughes (from 20 May 2019)
Jennifer Cleary (from 12 November 2018)
Joanne Denley (from
12 November 2018)
John Chapman (to December 2018)
Judith Curran (from 12 November 2018)
Lucinda Byers (to October 2018)
Sam Scammell (from 15 October 2018)
Tammie Pribanic (to
April 2019)
Tim Goodes (to December 2018)
Clare Feszczak (Minister’s representative)
(from 6 September 2018)
Greg Fenn (Treasurer’s representative).
Our
Minister
The Hon John Gardner MP is the Minister for Education.
TAFE SA does not administer
any legislation; however, the TAFE SA Act
2012 is administered by the Department for Education.
Department for Education
·
61,400 students undertook
training with TAFE SA in the 2018 calendar year.
·
6,070 students studied an
apprenticeship or traineeship at TAFE SA in the 2018 calendar year.
·
85 per cent of TAFE SA’s
graduates were satisfied with the overall quality of their training.
·
84 per cent of TAFE SA’s
graduates were employed or in further study after training.
Agency
contribution to whole of Government objectives
|
Key objective
|
Agency’s contribution
|
|
More jobs
|
·
TAFE SA:
-
provide
relevant and accessible high-quality training linked to employment outcomes
-
train 25% of
the government’s target of an additional 20,800 apprentices and trainees in
South Australia over four years
-
deliver
contextualised training to support the defence industries
-
support South
Australia to meet its growth targets
-
participate in
the Jobs4Youth training initiative.
|
|
Lower costs
|
·
TAFE SA continued
its transformation as a viable, sustainable and accountable public
institution by:
-
attracting a
range of non-government sources of revenue from fee for service and
international students
-
continuing to
review course offerings and course fee structures
-
offering
nimble and flexible solutions to the training needs of its business partners
-
strengthening
its engagement with industry.
|
|
Better Services
|
·
TAFE SA
underwent fresh leadership in the form of a new Board and Chief
Executive, both of which are central to TAFE SA’s commitment to providing
better services to the South Australian community.
·
TAFE SA
renewed its focus on delivering high-quality outcomes for students
including:
-
introduction of a dedicated complaint
management system, enabling continuous service improvement, benchmarking and
reporting
-
rolling out a
comprehensive quality system implementation program, driving improvements in
the quality and consistency of learning and assessment materials
-
opening the
Advanced Welder Training Centre at Regency Campus, with 12 welding
simulators enabling detailed and instantaneous feedback to students on their
performance and increasing the rate at which students acquire understanding
of how they can approve
-
agreeing to
the terms of a partnership agreement with the Independent Tertiary Education
Council Australia (ITECA) to support improved access and choice to all South
Australians intending to undertake vocational education and training
-
updating
training and education credentials for education staff engaged in the
training and assessing of accredited programs.
|
Agency achievement of A Fresh Start for TAFE SA objectives in 2018-19
|
Activity
|
Status
|
|
·
Implement quality initiatives, including
Academic Board
|
Complete
|
|
·
Updated performance standards and improved
performance management
|
Complete
|
|
·
Improved reporting and performance monitoring
|
Complete
|
|
·
Analysis of courses, markets and course fee
structures
|
Ongoing
|
|
·
Delegations updated
|
Due for completion 2019-20
|
|
·
Updated Ministerial Charter and Performance
Statement
|
Complete
|
|
·
Appointment of new Board
|
Complete
|
|
·
Appointment of chief executive
|
Complete
|
|
·
Organisational development and redesign
|
Due for completion 2019-20
|
|
·
New funding model in place
|
Due for completion 2019-20
|
|
·
New strategic plan
|
Due for release 1 October 2019
|
|
Program name
|
Performance
|
|
Jobs4Youth Traineeship
Program
|
In 2018-19, five people completed
a Jobs4Youth traineeship at TAFE SA, with another person completing the
traineeship in August 2019.
Of these six trainees, five have gained further
employment with TAFE SA while one opted to resign and undertake further
study.
Four of the trainees were female and two were male.
|
|
Performance
management and development system
|
Performance
|
|
TAFE SA’s Workforce Learning
Management System.
|
Approximately 88% of
TAFE SA staff had an approved Performance Management and Development Plan
uploaded into the system (an increase of 53% from the previous year).
|
|
Program name
|
Performance
|
|
Work Health, Safety and Injury Management (WHS&IM)
System Refresh Program
|
Benchmarking
and realignment of all elements of the
TAFE SA WHS&IM systems to International
Standard ISO45001 was underway and is due for completion by December
2019. The aim is to achieve best practice and enable a safer environment for
staff, students and visitors to TAFE SA campuses and delivery sites.
|
|
Plant Safety Project
|
All items of plant, for example machinery and
equipment, have been inspected with mitigations implemented so no item of
plant is operating with a risk rating higher than moderate (no high or
extreme risk plant in operation).
An Executive
Strategic Plant Safety Committee has been established and is overseeing the
Strategic Plant Safety Strategy 2019-2021. The strategy will result in best
practice in plant management for whole of plant life-cycle.
|
|
Emergency
Response Program
|
New site-specific emergency manuals were tested,
and improvements were made. All sites are now fully prepared for identified
emergencies. A new communication system has also been introduced at all
campuses and emergency personnel trained.
|
|
Substance Management and
Noise Mitigation Programs
|
A detailed audit of all substances (chemicals and
dangerous goods) commenced and is due for completion by the end of 2019 with
a new substance management system to be introduced by December 2019.
A detailed
audit of noisy environments at campuses was undertaken during 2018-19, with a
report identifying better noise management and hearing preservation
practices. Recommendations from the audit report are being introduced during
2019-20.
|
|
Program name
|
Performance
|
|
Continuous Improvement in Mental Health
|
Mental Health First Aid Training has been
implemented across TAFE SA with future courses to be introduced in late
2019. A Mental Health First Aid Response Group will be established to
complement Employee Assistance Program (EAP) processes.
|
|
Mature Workforce Enhancement Program
|
A detailed audit to identify
opportunities to create safer environments for mature workforces (defined as
45 and older) was undertaken. Approximately 90% of the audit’s
recommendations have been implemented, with full implementation expected by
September 2019.
|
|
Sustainable
Return to Work (RTW) Project
|
TAFE SA commenced partnering with Return to Work SA
to critically and forensically review all injury management activities to
identify future opportunities in reducing harm. Opportunities for advancement will be
implemented during 2019-20.
|
|
Workplace injury claims
|
2018-19
|
2017-18
|
% Change
(+ / -)
|
|
Total new
workplace injury claims
|
27
|
33
|
-19%
|
|
Fatalities
|
0
|
0
|
0%
|
|
Seriously
injured workers*
|
0
|
0
|
0%
|
|
Significant
injuries (where lost time exceeds a working week, expressed as frequency
rate per 1000 FTE)
|
2.27
|
6.36
|
-65%
|
|
Work health and safety regulations
|
2018-19
|
2017-18
|
% Change
(+ / -)
|
|
Number of
notifiable incidents (Work Health and Safety
Act 2012, Part 3)
|
3
|
7
|
-58%
|
|
Number of
provisional improvement, improvement and
prohibition notices (Work Health and Safety
Act 2012 Sections 90, 191 and 195)
|
1
|
0
|
+100%
|
|
Return to work costs**
|
2018-19
|
2017-18
|
%
Change
(+ / -)
|
|
Total gross
workers compensation expenditure ($)
|
1,001,790
|
1,144,543
|
-12.5%
|
|
Income support
payments – gross ($)
|
167,864
|
376,955
|
-55.5%
|
Data for previous years is available at: https://data.sa.gov.au/data/dataset/tafe-sa-whs-historical-trend
Data for previous years is available at: https://data.sa.gov.au/data/dataset/tafe-sa-executive-employment-historical-trend
The Office of the Commissioner for Public
Sector Employment has a workforce
information page that provides further information on the breakdown of
executive gender, salary and tenure by agency.
The following is a brief summary of the overall financial
position of the agency. The information is unaudited. Full audited financial
statements for 2018-19 are attached to this report.
|
Statement of Comprehensive Income
|
2018-19 Budget
$000s
|
2018-19 Actual
$000s
|
Variation
$000s
|
2017-18 Actual
$000s
|
|
Expenses
|
350,293
|
366,308
|
(16,015)
|
359,371
|
|
Revenues
|
105,619
|
90,769
|
(14,850)
|
92,604
|
|
Net cost of providing services
|
(244,674)
|
(275,539)
|
(30,865)
|
(266,767)
|
|
Net
Revenue from SA Government
|
245,085
|
267,301
|
22,216
|
250,505
|
|
Net result
|
411
|
(8,238)
|
(8,649)
|
(16,262)
|
|
Total Comprehensive Result
|
411
|
(8,238)
|
(8,649)
|
(16,262)
|
|
Statement of
Financial Position
|
2018-19 Budget
$000s
|
2018-19 Actual
$000s
|
Variation
$000s
|
2017-18 Actual
$000s
|
|
Current assets
|
96,191
|
81,026
|
15,165
|
75,021
|
|
Non-current assets
|
24,270
|
24,740
|
(470)
|
27,088
|
|
Total assets
|
120,461
|
105,766
|
14,695
|
102,609
|
|
Current liabilities
|
42,292
|
47,346
|
(5,054)
|
41,391
|
|
Non-current liabilities
|
64,091
|
51,969
|
12,122
|
47,599
|
|
Total liabilities
|
106,383
|
99,315
|
7,068
|
88,990
|
|
Net assets
|
14,078
|
6,451
|
7,627
|
13,619
|
|
Equity
|
14,078
|
6,451
|
7,627
|
13,619
|
Consultants
disclosure
The following is a summary of external consultants that
have been engaged by the agency, the nature of work undertaken, and the actual
payments made for the work undertaken during the financial year.
Consultancies with a contract value below $10,000 each
|
Consultancies
|
Purpose
|
$ Actual payment
|
|
All consultancies below $10,000 each - combined
|
Various
|
$7,791.80
|
Consultancies with a contract value above $10,000 each
|
Consultancies
|
Purpose
|
$ Actual payment
|
|
Bold IT Pty Ltd
|
Classification and reclassification assessment of role
descriptors
|
$10,862.50
|
|
Deloitte Touche Tohmatsu
|
Development of Business Continuity Support/ Emergency
Management Response
|
$83,198.00
|
|
KPMG
|
Validation support in developing funding model
|
$20,500.00
|
|
Mercer Consulting (Aust) Pty Ltd
|
Consulting on review of executive classifications
|
$15,262.00
|
|
Metric Marketing Pty Ltd
|
Event management, external communications and marketing
expertise
|
$54,862.50
|
|
|
Total
|
$184,685.00
|
Data for previous years is available at: http://data.sa.gov.au/data/dataset/tafe-sa-consultants-historical-trend
See also the Consolidated
Financial Report of the Department of Treasury and Finance for total value
of consultancy contracts across the South Australian Public Sector.
The following is a summary of external contractors that
have been engaged by the agency, the nature of work undertaken, and the actual
payments made for work undertaken during the financial year.
Contractors with a
contract value below $10,000
|
Contractors
|
Purpose
|
$ Actual payment
|
|
All contractors below $10,000 each - combined
|
Various
|
$571,876.29
|
Contractors with a
contract value above $10,000 each
|
Contractors
|
Purpose
|
$ Actual payment
|
|
ABFA Pty Ltd
|
Validation services
|
$10,500.00
|
|
Artis Group Pty Ltd
|
Enterprise Customer
Relationship Management software platform configuration
|
$35,671.82
|
|
Auslan Services
|
Interpreting services
|
$104,018.02
|
|
Bee Squared Consultants
|
Review of program
management and development of report
|
$12,000.00
|
|
Blackbocks Pty Ltd
|
Production and
development of artwork
|
$164,308.55
|
|
Castro Luis Paulo
|
Theatre director services
|
$16,000.00
|
|
Choreographers
Organization
|
Teaching and staging
production
|
$12,000.00
|
|
Cloud Industry Group Pty
Ltd
|
Development and support -
Digital Platforms
|
$19,575.00
|
|
Corey McMahon
|
Guest director and
contract teaching - Adelaide College of the Arts
|
$10,800.00
|
|
D2V Entertainment Pty Ltd
|
Video production and
editing services
|
$22,585.92
|
|
Daylight Breaks Pty ltd
|
Video production -
defence industry
|
$10,600.00
|
|
Deakin University
|
Interagency training
course
|
$20,681.81
|
|
Deloitte Risk Advisory
Pty Ltd
|
Information Security
Manual Readiness Assessment Services
|
$33,083.53
|
|
Department of Home
Affairs
|
Translating and
interpreting services
|
11,930.99
|
|
Empired Ltd
|
CRM assessments and
recommendations
|
$12,175.00
|
|
E-oz Energy Skills
Australia
|
e-Profiling Registration
Database Management
|
$47,756.33
|
|
Ernst & Young
|
Process optimisation
advisory services relating to project management and business analyst support
|
$286,418.70
|
|
Ernst & Young
|
Reconfiguration of
student registration for Commonwealth funding and support.
|
$184,000.00
|
|
Ernst & Young
|
Request for proposal
preparation for Electronic Training Plan
|
$155,014.14
|
|
Ernst & Young
|
High-level report summary
of Framework Assessment
|
$29,000.00
|
|
Escient Pty Ltd
|
Quality system
implementation and delivery
|
$48,859.38
|
|
Finesses Model Agency
|
Fashion modelling
services
|
$17,383.25
|
|
Gartner Australasia Pty
Ltd
|
Research and advisory
services
|
$197,623.00
|
|
GH Planning Pty Ltd
|
Community engagement
planning
|
$16,800.00
|
|
Glen J Films
|
Film production
|
$38,292.00
|
|
Governance Matters
|
Professional recruitment
services
|
$36,160.00
|
|
Green Triangle
Electronics
|
Installation of data
points at Mount Gambier campus
|
$17,491.70
|
|
Hays Specialist
Recruitment
|
Professional recruitment
services
|
$15,377.18
|
|
Integrated Global
Partners Pty Ltd
|
Executive Capability
Feedback and Support
|
$18,250.00
|
|
JFE Global Pty Ltd
|
Professional recruitment
services
|
$88,227.45
|
|
Joanne Stone
|
Teaching - dance
workshops
|
$13,000.00
|
|
Julia Farr Association
|
Facilitate peer leaders
and aspirations project
|
$23,581.81
|
|
Klevar Group Pty Ltd
|
Design and implement
course components
|
$19,665.00
|
|
Lateral Vision Pty Ltd
|
Development of virtual
learning training resources
|
$29,725.00
|
|
Learning Information
Systems
|
Digital platform for international
students
|
$48,400.00
|
|
Magic Child Limited
|
Course facilitator services.
|
$24,338.30
|
|
Manpower Services Aust
Pty Ltd
|
Professional recruitment
services
|
$25,637.60
|
|
Manufacturing Learning
|
Audit and review of
compliance - national code of practice
|
$11,730.07
|
|
Mark Hunwicks
Education
|
Review of assessments
|
$14,238.29
|
|
Mash Design
|
ACR - Creative Art Design
|
$19,896.00
|
|
M.J. Johnson and Associates
|
Educational staff
professional development
|
$51,491.35
|
|
Motiv Brand Design
|
Marketing - Logo/branding
services
|
$40,033.50
|
|
NEC Australia Pty Ltd
|
Skype for Business
Project
|
$24,218.47
|
|
Noetic Solutions Pty Ltd
|
Organisational structure
design project
|
$27,272.73
|
|
Nucleus Media Australia
Pty Ltd
|
Corporate video
production
|
$27,650.00
|
|
Outcomex Pty Ltd
|
ACR - ICT Incident
Management
|
$14,994.00
|
|
Paradigm Management
Consulting
|
External training
provider for Certificate IV
|
$20,683.23
|
|
Procurement Partners
|
Procurement profile
project and procurement services
|
$53,175.00
|
|
PwC
|
Review and advise on educational
program consultancy
|
$107,750.09
|
|
Quantum Information
|
Installation of student
placement system
|
$84,447.74
|
|
QS Enrolment Solutions
(Aust)
|
Enquiry and offer
management fees
|
$189,406.29
|
|
Regional Development
Australia (Whyalla and Eyre Peninsula)
|
Multi Trades Project
|
$30,548.00
|
|
Rowdy Group
|
Recruitment campaign marketing
|
$46,938.00
|
|
SA Power Networks
|
Provision of courses
|
$58,000.00
|
|
Saudi Telecom Company
|
Brokerage on sale of IP address
|
$35,508.65
|
|
Servicing SA Pty Ltd
|
Periodical cleaning of six
learning centres – APY Lands.
|
$18,300.00
|
|
Shopee Singapore Private Ltd
|
Brokerage on sale of IP
address
|
$18,657.62
|
|
Sinai Innovatech
Pty Ltd
|
Brokerage services to
source business for TAFE SA study tours
|
$14,818.18
|
|
Square Holes
|
Online surveys and focus
groups/ segmentation analysis/interviews
|
$115,100.00
|
|
Studiosity Pty Ltd
|
Online learning support
program
|
$94,666.67
|
|
Tasman Human Resource
|
HR services provided in
relation to international partnership project
|
$34,680.00
|
|
TMI Management Solutions
|
Review and advice on curriculum
|
$11,617.00
|
|
Underwood Executive Pty
Ltd
|
Professional recruitment
services
|
$48,342.22
|
|
VETASSESS
|
Teacher portfolio
assessment marking
|
$63,386.90
|
|
wwLearn
|
Delivery of VET courses
|
$24,500.00
|
|
|
Total
|
$3,178,981.48
|
Data for previous years is
available at: http://data.sa.gov.au/data/dataset/tafe-sa-contractors-historical-trend
The details of South Australian Government-awarded
contracts for goods, services, and works are displayed on the SA Tenders and
Contracts website. View
the agency list of contracts.
The website also provides
details of across government contracts.
|
Category/nature
of fraud
|
Number of
instances
|
|
Nil to report
|
0.
|
TAFE SA has implemented the following
strategies to control and prevent fraud:
·
Establishment of an Audit and Risk Committee, a subcommittee
of the TAFE SA Board
·
Fraud and Corruption Policy and Procedure
·
Fraud control plan
·
Fraud awareness training
·
Fraud risk assessments
·
Internal control framework
·
Internal and external audit.
Data for previous years is available at: https://data.sa.gov.au/data/dataset/tafe-sa-fraud-historical-trend
There were no occasions on which public interest information
has been disclosed to a responsible officer of the agency under the Whistleblowers Protection Act 1993:
Data for previous years is available at: https://data.sa.gov.au/data/dataset/tafe-sa-whistleblowers-historical-trend
TAFE SA supports and
encourages staff with carer responsibilities to discuss their circumstances and
working arrangements needs with their manager. TAFE SA also promotes the Carers
Recognition Act 2005 and the South Australian Carers Charter.
A link to the Carers
Recognition Act 2005 is available on TAFE SA’s intranet.
|
Complaint categories
|
Sub-categories
|
Example
|
Number of
Complaints
2018-19
|
|
Professional behaviour
|
Staff
|
·
Failure to demonstrate values
·
Lack of action
·
Lack of knowledge
|
51
|
|
Communication
|
Quality
|
·
Poor communication
|
108
|
|
Service delivery
|
Systems; services; processes
|
·
System inadequate
·
Service difficult to find
·
Processing error
|
96
|
|
Policy
|
Content
|
·
Policy difficult to understand
|
1
|
|
Service quality
|
Information; responsiveness
|
·
Lack of punctuality
·
Difficult to understand
·
Service doesn’t meet customer needs
|
105
|
|
No case to answer
|
No case to answer
|
·
Customer misunderstanding
·
Redirected to another agency
|
43
|
|
|
|
Total
|
404
|
|
Additional Metrics
|
Total
|
|
Number of positive
feedback comments
|
19
TAFE SA receives
additional positive feedback through the annual learner engagement survey
processes conducted October/November and reported to the Australian Quality
Skills Authority.
|
|
Number of negative
feedback comments
|
623*
|
|
Total number of feedback
comments
|
642**
|
|
% complaints resolved
within policy timeframes
|
·
Less than 14 days (Level 1 complaints)
approximately 66%
·
Less than 30 days (Level 1-3 complaints)
approximately 86%.
|
*. Introduction of the Complaint Management System has
resulted in more robust reporting than in the 2017-18 Annual Report. The 623
count comprises the 404 count from the previous table plus 219 complaints in
TAFE SA-specific categories (Compliance, Financial, Training and Assessment,
and Other).
** The 642 count comprises the 623 negative feedback
comments, less the 19 positive feedback comments.
Data for previous years is available at: https://data.sa.gov.au/data/dataset/tafe-sa-complaints-historical-trend
Service improvements
for period
|
Service improvements that responded to customer complaints or
feedback
|
|
In July 2018, TAFE SA introduced a dedicated
complaint management system (CMS) called Talk,
Tell, Transform enabling
continuous service improvement, benchmarking and reporting.
The CMS allows customers to lodge complaints online
in over 100 languages and provides clear advice on how their complaints will
be handled.
Executives
and managers can access a dashboard to view live data from the CMS specific
to their areas of responsibility.
Service
improvements implemented following the introduction of the CMS include establishment
of B-Pay arrangements for students and removal of minimum processing fees
and charges.
|
Appendix 1: Audited
financial statements 2018-19
Appendix 2: TAFE SA Ministerial Charter (2018-19)