Challenger TAFE | Annual Report 2006 - Parliament of Western ...

Challenger TAFE | Annual Report 2006 25
Strategies:
• Developing a staff that seeks excellence in training delivery and provides responsive student support and career services
• Creating differentiation for ourselves in the training market
• Fostering positive attitudes to lifelong learning and assisting people to respond to new skill demands in the workplace,
community and family life, including balancing work, community and family life
• Making learning solutions relevant for identifi ed groups while being culturally and socially sensitive to the needs of individuals
eg, indigenous students, people from culturally diverse backgrounds, international students and people with disabilities
• Improving the image of Challenger TAFE studies by recognising and promoting the achievements of our students
• Providing opportunities for students to form, or work in and with, expert teams
Goal 3 – Building and maintaining a viable training organisation in a competitive global training market
Key Result Area: Challenger TAFE will maintain its viability by learning and growing as an organisation through developing: expert
staff, innovative products and services; and succession planning.
To ensure our viability Challenger TAFE will continue to provide training and related services that are enterprise and community
driven, and career courses aligned with WA current and future skills requirements. We will achieve this using a solutions focus
and by providing training services and products that promote industry relevance, diversity, leadership in the fi eld, knowledge and
community building, and environmental responsibility. We will be risk aware but not risk averse.
Strategies:
• Integrating training outcomes into enterprise and community project activities
• Undertaking commercially viable activities to build on our core business
• Undertaking research and environmental audits to inform us of current and future trends
• Marketing ourselves to existing and potential client groups by improving student retention, responding proactively to student
feed back and increasing the number of students returning to study
• Increasing the export of education and training products and services through provision of training to international students
• Improving industry, community, and individual access to our resources and expertise through fee-for-service training, research
and development, and other services
• Maintaining an organisational culture of continuous improvement
• Promoting a culture of being risk aware but not risk averse
• Developing the organisational agility to respond quickly and effectively to market demand
• Creating environments that facilitate effective working and learning
• Identifying innovative activities at all levels within the college and fi nding opportunities to publicise and reward
innovative behaviour
Goal 4 – Being an employer of choice
Key Result Area: Attracting, developing and retaining skilled staff who perform at their best
We will attract and retain staff who will perform at their best when they work in a professionally supportive environment that is
conducive to innovation and good work practices. We are committed to providing a safe work environment where our staff have
the necessary tools and equipment to provide timely appropriate services.
Strategies:
• Developing a highly skilled and motivated workforce
• Improving our workplace culture to better refl ect workplace practices we value and foster
• Implementing the Workforce Development Strategy
• Devising means for staff to refresh their skills through return-to-industry or other professional development arrangements
• Continuously improving our means of recognising the contributions of our staff and celebrating their achievements
• Increasing the capacity for leadership at all levels of the college
• Allocating funding dedicated to further building staff skills
• Assisting staff to develop a balance in work, community and family life
• Enhancing our occupational safety and health programs