ANNUAL REPORT 2014/2015 - MADEC - Stronger · PDF fileOrganisational Structure 34. ... severe impact on future viability. ... Association and delegate . MADEC annual report 2014/15

ANNUAL REPORT2014/2015

MADEC annual report 2014/152

MADEC annual report 2014/15 3

Contents CEO & Chairperson 4

Our Values & Strategic Goals 6

Our Locations 8

Board of Directors 9

Corporate Governance 10

Our Community 12

Education & Training 14

Employment Services 18

Labour Hire 20

Seasonal Worker Program 22

Harvest Labour Services 24

Indigenous Programs 26

Quality Assurance 28

Human Resources 30

Our People 32

Organisational Structure 34


CEO & ChairpersonIt is with pleasure that we present the MADEC Annual Report for 2014/2015 highlighting a range of significant achievements that demonstrate the organisation’s role as a leader in providing employment, training and community support to regional Australia.

The MADEC Board has responsibility for governing the organisation on behalf of its members, has an active governance program and is serious in delivering strategic outcomes for all stakeholders. The Board appreciates the guidance and support in governance matters provided by Company Secretary, Max Polwarth.

The last financial year has been dominated by Tender and Grant processes that required MADEC to openly compete for much of its existing business. With Job Service Australia (JSA) contracts due to expire on 30 June 2015, MADEC entered into a Tender process for jobactive which was to replace JSA. This was a critically important time for the organisation as employment services represents more than 60% of MADEC’s total income, and the loss of this business would have had a severe impact on future viability.

With the knowledge that JSA contracts were due to expire, the organisation spent a great deal of time focussing on matters of performance, financial viability and contractual compliance to ensure MADEC was well positioned to be competitive in the approaching Tender process.

MADEC was also confronted with tendering for the new jobactive contract which was vastly different from previous contracts, in terms of service delivery, financial outcomes and the geography. It also became very clear that the number of employment service providers contracted by the Department of Employment would be significantly reduced.

The Australian Government’s contracts MADEC has held for many years for the National Harvest Labour Information Service and five Harvest Labour Service offices were also scheduled to conclude on 30 June 2015. This required MADEC to also tender to retain these important parts of MADEC’s business.

Following three months of work completed by MADEC’s Tender team, tenders for six jobactive employment regions, the National Harvest Labour Information Service and six Harvest Labour Service offices were submitted in November 2014.

MADEC did exceptionally well, with all Tenders submitted being successful due to the quality of the Tenders and strong performance by the organisation in the lead up period. The Tender outcome has resulted in MADEC being awarded jobactive contracts for six large employment regions, which increased job seeker caseload responsibilities from 6,000 to more than 13,500 across Victoria, New South Wales and

South Australia. MADEC’s success has seen the number of sites expand significantly through South Australia, North West Victoria and the Grampians areas.

The Tender outcome was a particularly successful outcome given that the number of jobactive providers in Australia was reduced by over 50%, down to 44. MADEC is now the jobactive organisation with the widest presence in South Australia, holding contracts for employment services in all areas with the exception of Adelaide North.

Through this highly competitive process MADEC also retained the National Harvest Labour Information Service contract anchored in Mildura and all Harvest Labour Service offices, including two new locations in Shepparton and Griffith.

Following the Tender announcement in late March 2015, much of the organisation’s time was absorbed in preparation for the conclusion of JSA contracts and implementation of the new jobactive services from 1 July 2015 onwards. The scale of this task was significant with 26 new permanent office locations requiring establishment, recruitment and training of approximately 100 additional staff, and a complete redesign of service systems and structures.

Pleasingly, MADEC’s efforts were successful in ensuring a smooth transition into the new contracts. Early in the year, the Australian Government announced that over 100 separately funded Indigenous programs would be absorbed by the new Indigenous Advancement Strategy, and all participating organisations were required to re-tender against new outcome criteria. As a result, MADEC was faced with the prospect that the Indigenous Youth Leadership Program (IYLP) and the Indigenous Community Links (ICL) program would come to an end during 2015.

MADEC was successful through this Tender process in securing over $2.2 million in funding for the IYLP and ICL programs.

The year also began with the Australian Government openly tendering Disability Employment Service business which had previously been delivered by the Commonwealth Rehabilitation Service. MADEC was successful through this tender in being awarded Disability Employment Service contracts in the Riverland and Kadina/Clare areas of South Australia.

It has been a difficult year for MADEC’s training business with staff having to contend with difficult market conditions and the continued adjustment of Government funding and policy arrangements. In Victoria the market continues to be challenging, with an excessive number of training providers in the market and very low funding rates for many courses.In South Australia, Government policy and funding changed significantly, with a dramatic decrease to the number of


funded courses available to non-government owned training organisations. Continued change is very challenging and makes it difficult to plan for the future. As a result, the income from MADEC’s South Australian training activity declined when compared to the prior year. Notwithstanding the challenges, MADEC’s training business made a significant contribution to the organisation’s overall financial result.

The Mildura Community College has also been very active in the Government funded Add-on Skills Training component of the Seasonal Worker Program which allows workers access to accredited training opportunities at no cost to the worker. MADEC is a provider for English, literacy and numeracy, first aid and horticulture, and has trained more than 200 workers in varying locations across Australia during the year.

MADEC has continued to play a prominent role in the Seasonal Worker Program with several new relationships established with host employers. During the last 12 months the number of overseas workers recruited through the program increased by 38% and for the first time MADEC started recruiting from Timor Leste.

The National Harvest Labour Information Service has continued to operate from Mildura, undertaking its important role in supporting horticultural regions and businesses across Australia to source labour. The service works closely with MADEC’s Harvest Labour offices in Victoria, New South Wales and South Australia, and with the network of Harvest labour offices operated by other providers to service all states and territories.

MADEC’s Labour Hire business has also continued to return good results with our Business Development Consultants actively engaging with employers to provide an alternative employment solution.

As forecast in last year’s Annual Report, it was flagged that MADEC would deliver a more modest financial result than in the prior year. The final result for the 2014/15 financial year was a loss of $628,163.

While the 2014/15 result may appear to be a disappointing outcome, it was largely the result of a number of one-off items related to the retendering for contract with the Commonwealth Government that significantly reduced profitability. Significant costs were incurred in the latter part of the year to prepare MADEC for the delivery of the new jobactive contract, including costs of setting up 26 new offices and hiring approximately 100 additional staff.

In addition, costs of transition resultant from changes to the employment services contracts during transition impacted on MADEC’s employment services and training income in the final three months of the year. When totalled, costs were in excess of $1 million, which indicates that MADEC

would have otherwise been in a position to report a healthy profit. Cash flow was also impacted with cash decreasing by approximately $100,000, resulting from the costs associated with the expansion of business. Cash balances ended the year at approximately $1 million with flow from grants won as part of the Tender process for service delivery in 2014/15 having a positive impact in the later months of the year.

We would like to acknowledge the ongoing commitment of the MADEC Board of Management in providing effective governance and leadership to the organisation. The time, commitment and knowledge that Board Directors bring to governing MADEC, on a voluntary basis, is greatly appreciated.

The many achievements outlined in this year’s Annual Report are due to the commitment, skills and expertise of our valued staff across the organisation. We wish to express our appreciation to the Management Team and all Staff for their ongoing dedication and commitment to achieve exceptional outcomes for MADEC and the communities that we serve.

In closing we would also like to openly acknowledge the ongoing support provided by Community Groups over the past year. The many Community Groups that are members of MADEC are major stakeholders, and form an integral part of MADEC’s philosophy and vision to create Stronger Communities.

Laurence Burt, Chief Executive Officer & Bill Nicol, FIEAust, CPEng, MAICD, Chairman

Laurence BurtChief Executive Officer

Bill NicolChairman


Trust, Honesty and AccountabilityThe upholding of trust, honesty and individual and

Economic, Social and Environmental Sustainability

social and environmental sustainability.

ImprovementThe development and delivery of high quality services to our clients and

individuals and the

to MADEC.

Growth and DevelopmentThe professional growth and development of

will enhance their skills, knowledge and experience.

Dignity and RespectThe right of each and every person to be treated with respect and dignity.

Our Values

MADEC develops and delivers innovative and responsive

education training and employment solutions

customers through continuous improvement.

Stronger Communities VISION

Strengthening communities by developing and delivering regional initiatives and solutions through innovative and responsive education, training and employment services

MISSION

1234

Strategic Goals Our ServicesWe provide high quality, innovative and responsive education, training and employment services.

Our EmployersAll are recognised by employers as a one-stop shop for professional, reputable and reliable provision of education, training and employment services.

Our People We value and invest in our people to maximise their potential.

Our Communities We seek and build strategic and honest community partnerships which assist in developing community capacity.

Government FundingWe work positively in collaboration with all funding agencies.

Our OrganisationWe continue to be a financially viable, accountable and responsible organisation.

56


Our Locations

South Australia AdelaideBalaklavaBerriBordertownBurraChristies Beach ClareGlenelgKadinaKingscoteKingston SELamerooLoxtonMaitlandMannumMcLaren ValeMeningieMount BarkerMount GambierMurray BridgeNaracoorteNuriootpaPeterboroughPort AugustaPort LincolnPort PirieRenmarkStrathalbynVictor HarborWaikerieWarradaleWhyallaYorketown

Victoria AraratBenallaBrightCohunaCorryongEchucaHorshamKerangMansfieldMildura- Head OfficeNhillOuyenRed CliffsRobinvaleSeymourSheppartonSt ArnaudStawellSwan HillWangarattaWarracknabealWycheproofYarrawonga

New South Wales Albury Griffith Wentworth


Bill NicolChairperson Professional Civil Engineer and Planner operating across the MADEC service area. Brings strategic planning, project management and sustainable development to the Board. Board member for 19 years.

Ian BallantyneDirectorCurrently self employed in project and executive management consultancy in agriculture and natural resource management fields. Board member for 29 years.

Leon Follett DirectorDryland farmer from Euston. Provides the Board with input on local issues from the Mid Murray region. Board member for 13 years.

Jayne SunbirdDirectorPreviously employed as a Business Facilitator at MADEC prior to establishing own consultancy business. Brings public relations and marketing skills to the Board. Board member for 7 years.

Peter JonesDirectorDried fruit property owner for over 30 years. Served as Chairman of the Dried Fruits Association and delegate to the ADFA. Served on the Workplace Relations and Water Committees. Member of the Dried Grape Industry Advisory Council. Former LMW director. Board member for 5 years.

Gayle DansonDirector20 years experience in community development and community service provisions for the disadvantaged. Qualifications in teaching and librarianship. Business background. Graduate of AICD. Board member for 7 years.

Linda PrattDirectorSelf employed consultant, with backgound in corporate management and finance. Past member of the Northern Mallee Leadership Program Community Reference Group. Brings Human Resource management to the board. Board member for 5 years.

Christine Roberts DirectorQualified and practising Chartered Accountant and Financial Planner with an extensive background inboth fields. Provides the Board with sound financial advice and direction. Board member for 5 years.

Ben ChatfieldDirectorChartered Accountant currently employed as Group Financial Controller in a diverse organisation with interests in agriculture and manufacturing. Provides the Board with financial, risk assessment and commercial advice. Board member for 1 year.

Matilda DouglasDirectorA practicing solicitor with a local commercial law firm. Brings legal, compliance, risk assessment and corporate governance skills to the Board. Board member for 1 year.

Board of Directors


Board of Directors

MADEC uses the principles and practice of community governance to empower the Board to govern the organisation that supports management and operational responsibilities. The Board ensures that MADEC achieves its mission, strategic goals and objectives to fulfil its role by developing and monitoring governance policies. MADEC exists to achieve desirable objectives for the community. The Board is aware and operates on the principles of corporate governance.

These principles are:

MADEC’s constitutional and strategic parameters provide a framework within which the Board can act in the best interest of members.

MADEC has a clearly defined governance structure that provides for an efficient and effective Board including its committees and task forces.

Terms of reference and/or job descriptions define the roles and responsibilities of the Board, committees and taskforces and the key positions therein.

Sound working relationships, between both individual Board members and the Board as a whole, enables the Board to establish and build a partnership with its Chief Executive Officer and MADEC stakeholders.

Key organisational systems provide the Board with timely and accurate strategic data, information and knowledge. These organisational systems assist the Board to undertake its work of strategic leadership, policy-based decisions, maintaining, and reviewing and ensuring compliance.

Determining MADEC’s reason for being, and its alignment to markets, ensures the Board can drive the core business whilst management and staff deliver the core business via existing and new services. This approach ensures that current and future needs and expectations of members, clients and customers are met whilst providing a platform for the potential long term viability, sustainability and profitability of the organisation.

Regular monitoring and reviewing of MADEC’s performance against key result areas and key performance indicators that provides strategic data, information and knowledge from which strategic decisions can be made and new initiatives can be directed.

MADEC is able to demonstrate its performance to date and how it envisages its success in the future. Through the measurement of performance data and information the Board and Management make strategic decisions and ensure MADEC’s vision, desired future and key result areas are achieved.

MADEC Board focuses and delivers its economic, social and environmental citizenship that contributes to its stakeholders’ economic, social and environmental wellbeing, whilst demonstrating to the stakeholders that MADEC’s vision & mission, values & ethics, and reason for being or core business have been actioned.

Composition of Board

To assist the Board in the execution of its responsibilities, a number of Committees are established and meet on a regular basis during the year. Each Committee has Terms of Reference approved by the Board and each is empowered to consider matters of relevance and to formulate recommendations for presentation to the Board at its regular meetings.

The Board Committees and a brief summary of responsibilities is as follows:

Audit/Risk Committee – Ensures the reliability, integrity, compliance and coverage of financial, risk, quality data, information, quality documents and resources and that the Board and the Chief Executive Officer make their financial, quality, risk decisions, practices and disclosure, founded on the agreed MADEC Governance principles, policies, procedures and indicators.

Nominations Committee - Reviews and encourages the candidature of individuals nominating for positions on the MADEC Australia Board, to ensure their skills, knowledge and experience are aligned with the Board’s skills based criteria as established.

Governance Committee - Assists the Board to discharge its duty with respect to overseeing all aspects of good corporate governance, including the regular review of the MADEC Constitution.

Building & Facilities Committee - Provides advice to the Board on the building and facilities requirements to meet the current and future needs of MADEC Australia and in consultation with Management, works towards the implementation of projects and strategies.

Recruitment, Review and Remuneration Committee - Recommends to the Board on the engagement of the CEO and the Company Secretary, reviews and benchmarks the Chief Executive Officer and Company Secretary’s employment contracts and performance against the KPI’s contained in MADEC Strategic Plan, and recommends the CEO’s remuneration package.

Independent Professional Advice

Each Director has the right to seek independent professional advice at the Company’s expense. Prior approval of the Chairperson is required. The approval is not to be unreasonably withheld.

Corporate Governance

BOARD MEETINGS (TOTAL 12):

BILL NICOL (CHAIR) 12PETER JONES (DEPUTY CHAIR) 11IAN BALLANTYNE 8LEON FOLLETT 8GAYLE DANSON 11JAYNE SUNBIRD 12LINDA PRATT 8MATILDA DOUGLAS (JOINED 25/8/14) 11BEN CHATFIELD (JOINED 22/9/14) 9CHRISTINE ROBERTS (RESIGNED 15/9/14) 2

AUDIT, RISK AND COMPLIANCE COMMITTEE (TOTAL 6): IAN BALLANTYNE (CONVENOR) 6GAYLE DANSON 5MATILDA DOUGLAS (4 OF 4) 4BEN CHATFIELD (4 OF 4) 4PETER JONES (2 OF 2) 2CHRISTINE ROBERTS (2 OF 2) 2

BUILDING & FACILITIES COMMITTEE (TOTAL 3):

GAYLE DANSON (CONVENOR) 3BILL NICOL 3LEON FOLLETT 2PETER JONES 3

Corporate Governance GIFTS, DONATIONS AND BEQUESTS COMMITTEE (TOTAL 0*):

LINDA PRATT (CONVENOR) LEON FOLLETT MATILDA DOUGLAS

GOVERNANCE COMMITTEE (TOTAL 2):

JAYNE SUNBIRD (CONVENOR) 2LINDA PRATT 2PETER JONES 2MATILDA DOUGLAS 1

NOMINATIONS COMMITTEE (TOTAL 0*):

GAYLE DANSON (CONVENOR)PETER JONES BEN CHATFIELD

RECRUITMENT, REVIEW AND REMUNERATIONCOMMITTEE (TOTAL 5):

BILL NICOL (CONVENOR) 5IAN BALLANTYNE 4JAYNE SUNBIRD 5LINDA PRATT 3MATILDA DOUGLAS (1 OF 1) 1



The annual MADEC Community Group Showcase was held in April and was a successful example of working together to build Stronger Communities. This year the Showcase was held in the Mildura Langtree Mall. Nineteen community groups attended with others being represented.

MADEC partnered with the RSL to create a window display for the 100th Anniversary of the ANZAC landing at Gallipoli. Many of the community group members knitted, crocheted, felted and made fabric and timber poppies for the window display in the “Mildura City” office. The display was in place for almost a month and gained positive attention from community members, Sunraysia Daily and WIN news.

The Volunteer of the Year award honours a MADEC Community Group volunteer who has contributed towards the development and enhancement of the community in a way that can be linked directly to MADEC’s vision of ‘Stronger Communities’. In 2014 the MADEC Board awarded two volunteers of the year. Bill Burns was recognised for his tireless work with eight community groups, in particular his work with Solve Disability Solutions. Jean Thomson was recognised for her many years of membership and dedication to three MADEC Corporate Member groups. Both are shining examples of the importance of volunteers in our community.

MADEC once again coordinated the Sunraysia VETiS Awards recognising student excellence in the areas of VET (Vocational Education & Training), VCAL & Australian School based Apprenticeships. All secondary schools in the Sunraysia region (including Robinvale, Ouyen & Werrimull) are eligible to nominate students from these VCE pathways who have displayed excellence in their chosen subject. In 2014, 78 nominations were received. MADEC partnered with Northern Mallee LLEN, 10 district schools and 28 community organisations and businesses to present the awards. Awards were presented in 28 categories.

MADEC staff together with the Embroiderer’s Guild and Creative Living held their annual Biggest Morning Tea. As expected there was an abundance of food, goodwill and generosity. The event raised over $500 for the Cancer Council.

In June 2015 the staff from the Community College organised a Trivia Night to raise money for Freedom Wheels. Freedom Wheels is coordinated by Solve Disability Solutions and creates individualised bikes for children with disabilities. The trivia night had over 100 people in attendance and raised over $3400. The money will be used to fund families who are unable to afford to purchase the bikes and also to support the Freedom Wheels program in the local community.

Our Riverland staff supports the Riverland Netball Association. MADEC staff participated in the Riverland Field Days and NAIDOC Week celebrations. The Riverland team are also strong supporters of Foodbank who provide fresh fruit to under privileged families across South Australia.

In Swan Hill, MADEC have supported the L2P Learner Driver program and the FLO (Flexible Learning Option) Program through Swan Hill Secondary College. Staff have also attended openings for the FLO initiatives including the FLO Coffee Shop. Swan Hill staff also participated in Shave for a Cure and raised funds for Australians with blood cancer and to fund research.

For 7 years, MADEC has been operating the Kadina Community Kitchen. This community project assists in providing a gap where Meals on Wheels aren’t able to accommodate the needs of our aging community. In conjunction with the Kadina Council, along with Work For the Dole scheme and assistance from job seekers, 120 low budget nutritional meals have been provided to our community.

All sites participated in career information sessions for local schools. MADEC supports our local schools by hosting Work Experience students to open career development opportunities for our youth.

Our Community With our roots in Community Development and growth, 2014/15 has seen our community groups, business and staff members once again being actively involved in the community.

100th Anniversary of the ANZAC landing at Gallipoli window display in Mildura City Office with poppies crafted by local Community Group members.


MADEC prides itself on delivering high quality training programs that meet the needs of the learner and industry to improve training outcomes.

MADEC had over 6,000 enrolments across North West Victoria and South Australia in the period of July 2014 to June 2015.

SA Training continues its excellent training numbers and income. The Diploma Early Childhood Education and Care has by far been the most popular qualification to date and has seen exceptional results across the state. This year has seen significant changes in SA Funding with Skills for All being replaced by the new WorkReady program. This change and the subsequent funding cuts will impact the training industry as a whole in SA for at least the next 1-2 years.

SA Training was successful this year in the tender for the Strategic Employment Fund and also to become an ICAN preferred provider. SA Training has been successful in obtaining Jobs First subsidised places for 2015/16 and hopes that next year will bring continued success, by focusing on the growing community service industry and our qualifications we offer.

Education & Training

Adults Community & Further Education (ACFE)

As the longest standing funded training provider for Adult, Community and Further Education (ACFE), MADEC has continued to deliver responsive training to identified priority groups. MADEC once again delivered its “Passport to Employment” program covering job search skills, communication and teamwork. This program aims to increase the participant’s opportunities for gaining sustainable long term employment. MADEC also delivered “Horticulture for Beginners”, a program designed to introduce students to a broad range of activities and skills in relation to the techniques of general horticulture and gardening which include maintenance of tools and equipment. The program also has imbedded the literacy and numeracy skills required to either lead to employment or further training in Certificate II in Horticulture.

Add On Skills Training

MADEC was successful in receiving a contract with the Department of Employment to deliver training to participants in the Seasonal Workers Program. First time seasonal workers under this program have the opportunity to receive training in basic English, literacy and numeracy or first aid. Returning seasonal workers have the opportunity to complete a Recognition of Prior Learning assessment against competencies in Certificate II in Horticulture.

Under this program we have delivered English, literacy and numeracy and first aid training to over 200 seasonal workers and are currently assessing over 85 seasonal workers for Recognition of Prior Learning in Certificate II in Horticulture.

MADEC Education and Training services has continued to show growth in its program delivery and has also expanded on course offerings during the 2014/2015 financial year with the addition of a number of new qualifications to its scope of registration. We continue to have strong enrolment numbers in our community services programs, foundation level programs, business and information technology programs.

MADEC annual report 2014/15 15TOID 3957

Code Title Extent NSW VIC QLD SA WA TAS NT ACT

AHC20110 Certificate II in Agriculture Deliver and assess

AHC20410 Certificate II in Horticulture Deliver and assess

AHC21210 Certificate II in Rural Operations Deliver and assess

AHC30110 Certificate III in Agriculture Deliver and assess

AHC30710 Certificate III in Horticulture Deliver and assess

AHC32810 Certificate III in Rural Operations Deliver and assess

BSB20112 Certificate II in Business Deliver and assess

BSB20115 Certificate II in Business Deliver and assess

BSB30112 Certificate III in Business Deliver and assess

BSB30115 Certificate III in Business Deliver and assess

BSB30412 Certificate III in Business Administration Deliver and assess

BSB30415 Certificate III in Business Administration Deliver and assess

BSB40212 Certificate IV in Business Deliver and assess

BSB40215 Certificate IV in Business Deliver and assess

BSB40407 Certificate IV in Small Business Management Deliver and assess

BSB40415 Certificate IV in Small Business Management Deliver and assess

BSB40507 Certificate IV in Business Administration Deliver and assess

BSB40515 Certificate IV in Business Administration Deliver and assess

BSB40812 Certificate IV in Frontline Management Deliver and assess

BSB50407 Diploma of Business Administration Deliver and assess

BSB50415 Diploma of Business Administration Deliver and assess

CHC10212 Certificate I in Active Volunteering Deliver and assess

CHC20112 Certificate II in Community Services Deliver and assess

CHC20212 Certificate II in Active Volunteering Deliver and assess

CHC30113 Certificate III in Early Childhood Education and Care Deliver and assess

CHC30212 Certificate III in Aged Care Deliver and assess

CHC30213 Certificate III in Education Support Deliver and assess

CHC30312 Certificate III in Home and Community Care Deliver and assess

CHC30408 Certificate III in Disability Deliver and assess

CHC30612 Certificate III in Active Volunteering Deliver and assess

CHC40108 Certificate IV in Aged Care Deliver and assess

CHC40113 Certificate IV in School Age Education and Care Deliver and assess

CHC40312 Certificate IV in Disability Deliver and assess

CHC40608 Certificate IV in Leisure and Health Deliver and assess

CHC42012 Certificate IV in Employment Services Deliver and assess

CHC50113 Diploma of Early Childhood Education and Care Deliver and assess

CPP20611 Certificate II in Cleaning Operations Deliver and assess

CPP31011 Certificate III in Cleaning Operations Deliver and assess

FSK10213 Certificate I in Skills for Vocational Pathways Deliver and assess

FSK20113 Certificate II in Skills for Work and Vocational Pathways Deliver and assess

ICA10111 Certificate I in Information, Digital Media and Technology Deliver and assess

ICA20111 Certificate II in Information, Digital Media and Technology Deliver and assess

ICA30111 Certificate III in Information, Digital Media and Technology Deliver and assess

ICT10115 Certificate I in Information, Digital Media and Technology Deliver and assess

ICT20115 Certificate II in Information, Digital Media and Technology Deliver and assess

ICT30115 Certificate III in Information, Digital Media and Technology Deliver and assess

SIR20212 Certificate II in Retail Services Deliver and assess

SIR30212 Certificate III in Retail Operations Deliver and assess

SIR30312 Certificate III in Retail Supervision Deliver and assess

SIT20213 Certificate II in Hospitality Deliver and assess

SIT30713 Certificate III in Hospitality Deliver and assess

Nati

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Qua

lifica

tions



CPCCOHS1001A Work safely in the construction industry Deliver and assess

HLTAID001 Provide cardiopulmonary resuscitation Deliver and assess

HLTAID002 Provide basic emergency life support Deliver and assess

HLTAID003 Provide first aid Deliver and assess

HLTAID004 Provide an emergency first aid response in an education and care setting

Deliver and assess

HLTFS207C Follow basic food safety practices Deliver and assess

HLTFS309C Oversee the day-to-day implementation of food safety in the workplace

Deliver and assess

HLTFS310C Apply and monitor food safety requirements Deliver and assess


22234VIC Course in Initial General Education for Adults Deliver and assess

22235VIC Certificate I in General Education for Adults (Introductory) Deliver and assess

22236VIC Certificate I in General Education for Adults Deliver and assess

22237VIC Certificate II in General Education for Adults Deliver and assess

22238VIC Certificate III in General Education for Adults Deliver and assess

22259VIC Course in EAL Deliver and assess

40650SA Certificate I in Education and Skills Development Deliver and assess

Units of Competency

Accredited State Courses

Nati

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Qua

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Pictured below - Some of MADEC’s 2014 Graduating Students


MADEC Employment Services has had a very exciting and busy year, with requests for tenders for both Employment Services (jobactive) and Disability Employment Services.

The improved performance in Employment Services following the implementation of a best practice service model placed MADEC in a great position to tender for Employment Services 2015-2020.

The Department of Employments (KPI) Key Performance Indicator reports released prior to tender completion showed that MADEC performed above the national average for six of the seven KPI areas. MADEC also achieved high standards of contractual compliance and performance against contractual quality assurance indicators.

Payment monitoring outcomes showed as at the end of June 2014, MADEC had 90% of claims assessed as fully meeting minimum documentary evidence requirements, which is well above the national average of 60%.

*Star ratings continued to improve which supported our tender application. All Employment Services areas with the exception of one increased their star rating performance between the December 2014 and March 2015 star ratings release. Following release of the Employment Services Draft Employment Services Deed, the Management team developed a new service model which reflected the requirements of the new Deed and finalised tenders for six Employment Regions. On 31 March, 2015 MADEC was advised by the Department of Employment that it was successful with gaining business in all six regions tendered. This success increased our coverage from 18 permanent and 9 outreach sites to 39 permanent and 19 outreach sites.

Employment Services On announcement of the successful tender application a team was set up to commence working on procedures, work instructions and training modules to support staff to deliver the new service model. This team travelled to all regions prior to the commencement of the Deed in July 2015 to provide training and support to current and new staff to the organisation to successfully prepare them for the commencement of the new Deed.

During 2014/15, MADEC also successfully tendered for Disability Management Services (DMS) and commenced delivery of services in Kadina/Clare in December 2014 and in the Riverland in March 2015. The transition of job seekers to the new contracts was well managed by the staff in those sites and positive feedback from job seekers has been received.

*Star ratings (1-5) are used to assess Employment Providers efficiency and effectiveness in placing job seekers into work.


MADEC currently provides labour hire throughout Sunraysia, Mid Murray, Yorke Peninsula and Riverland. Labour hire has experienced a tough year with the highly competitive nature of the on hire industry in the region driving margins down. However, MADEC Labour Hire continues to maintain a very active and high profile engagement with industry across the regions. MADEC’s Labour Hire had a subdued start to the year. In Sunraysia, however there were signs that increased industry engagement would grow demand in the second half of the year. In particular, considerable attention was given to building partnerships with existing clients whose business with MADEC Labour Hire had reduced over the previous twelve months. This has resulted in some increases in demand for labour hire from existing clients in the latter part of the year. In addition, Sunraysia has been selectively targeting new opportunities with labour hire offerings in positions such as cleaning and maintenance, trades, clerical and general labouring with the priority to establish relationships in a wide variety of industries and businesses.

MADEC Labour Hire in Mid Murray has continued to effectively service existing clients and establish partnerships with new clients. Mid Murray Labour Hire is continuing to engage with industry to source new business opportunities and has provided a range of quotes to various industries including manufacturing, farming, retail and hospitality.

MADEC Kadina Labour Hire has maintained its offering of apprentice and trainee labour in addition to casual labour hire in a variety of industries from clerical to trades across the Yorke Peninsula region.

The wine, food production and the construction industry remain at the core of the Riverland Labour Hire business.

Labour Hire As a result the demand for labour hire in the Riverland is seasonally driven in line with the requirement for labour to service those industries. Despite the competitive nature of labour hire in the region, efforts to maintain engagement with those industries have continued and have resulted in the establishment of new relationships towards the end of the financial year.

As a result of the recent business expansion announced, MADEC labour hire remains an important part of the combined service range that MADEC provides to businesses which compliments its employment services and training activities.

MADEC Labour Hire will be looking to establish networks in the new regions and engage with businesses to meet demand for labour across the expanded geographic footprint in which MADEC operates.

Labour H i re


The SWP was established by the Australian Government in July 2012, following a successful three year pilot. The program brings workers from nine Pacific Island nations and Timor Leste (East Timor) to work primarily in horticulture, aquaculture, accommodation, cotton and cane industries. Recent changes to the program have included adding Fiji as a participating country, and the inclusion of agriculture and tourism operations for businesses operating north of the Tropic of Capricorn.

For the first time since the program commenced, growth of the program was so strong from July to December 2014 that it was feared the cap of 2,600 visas for horticulture would be exceeded early in 2015. Consequently, some restrictions were temporarily placed on the number of workers that approved employers could bring to Australia from January 2015, resulting in MADEC having to reduce the number of workers actually placed, from what was anticipated. Although additional visas were allocated to horticulture in early 2015, and caps have now been removed altogether, there was still a substantial impact in the number of workers able to be placed by MADEC in 2014/15 as a result of these restrictions.

MADEC has been involved since the commencement of the SWP, and are proud to be recognised as an honest and ethical in our management of our seasonal worker assignments. As a result of recent publicity surrounding exploitation of harvest workers in the horticulture sector, MADEC is receiving an increasing number of enquiries from growers wishing to source workers. The number of workers recruited in this reporting year increasing by 38% or 72 recruits compared to 2013/14.

MADEC trialled a different strategy to recruit from Timor Leste. Previously MADEC has relied on the sender country making recommendations for recruitment. However, for worker selection for the Timor Leste workers, NHLIS State Manager travelled to Timor Leste to undertake interviewing and worker selection. This process allowed MADEC to appreciate the sacrifice and what it means for these workers offered the opportunity to work in Australia.

Seasonal Worker ProgramMADEC continued to be an active participant in the Seasonal Worker Program (SWP) during 2014/15 as one of the largest and most respected approved employers in the program. The program provides growers with a reliable, returning workforce, providing they can demonstrate that they cannot source suitable Australian workers.

Some of the most challenging aspects of managing the Seasonal Worker Program assignments are managing people living in a foreign country, far from their families, for continued periods of time. MADEC ensures workers are treated with respect and dignity and that those workers experiencing hardship are supported compassionately. MADEC staff go to considerable lengths to ensure arrangements are made for workers to travel home when family emergencies occur, and that workers receive appropriate medical care. Due to the wide geographic spread of MADEC seasonal workers, casual liaison officers have been employed in Western Australia and Queensland to ensure that pastoral care requirements can be effectively and efficiently delivered.

A large number of quotes were provided to growers at the end of the 2014/15 year which indicates significant increase of workers required should continue in 2015/16.

Highlights • 42% increase in worker numbers compared to 2013/14, despite visa cap reductions• Recruitment of Liaison Officers in Western Australia

and Queensland • MADEC Seasonal Worker Coordinator, presented a paper to the bi-annual Seasonal Worker Conference on the Gold Coast • Grower quotes provided to source first workers from Fiji


Crop State Sender Country

Recruits 2012/13

Recruits 2013/14

Recruits 2014/15

Almonds Vic Tonga 78 101 87PNG 7 4 4Kiribati 0 10 9Samoa 10 5 0

Apples WA Tonga 29 10 0*Flowers SA Samoa 0 3 2

Glasshouse Tomatoes

NSW Tonga 50 0 0

Qld Tonga 14 14 24PNG 0 2 3Timor Leste 0 0 16

Glasshouse Cucumbers

WA Timor Leste 0 0 10

Hydroponic Lettuces

NSW Samoa 7 6 10

Oranges Vic Samoa 0 0 12

Tonga 0 0 12Pome Fruit Vic Tonga 2 0 0

Strawberries WA Tonga 4 4 0*Vegetables NSW Samoa 0 27 41

Vic Timor Leste 0 0 9WA Timor Leste 0 0 20

Watermelons NSW Samoa 0 5 4Total 201 191 263

*Workers are likely to be placed with these growers again in 2015/16

MADEC recruited workers from Timor Leste for the first time in 2014/15.

The number of workers recruited from Samoa increased by 50% compared to the previous year, while the number of workers recruited from Tonga fell by about 5%.Sender Country 2012/13 2013/14 2014/15 Percentage change

Tonga 177 129 123 -4.70%Kiribati 0 10 9 -10.00%PNG 7 6 7 16.70%Samoa 17 46 69 50.00%

Timor Leste 0 0 55 N/A

TOTAL 201 191 263 37.70%


The Harvest team has continued to be proactive, making visits to all States including new areas of production. Our State Co-ordinators ensure that assessments are conducted on a consistent basis to determine the need for out-of-area workers, and update information regarding harvest locations on the Harvest Trail website.

Contact details for key stakeholders such as hostels, visitor information centres, employment service providers, local government, transport providers and government are constantly updated. In addition, visits with industry representative bodies, harvest labour service providers, individual growers and labour hire contractors are part of their monthly schedule.

This year the Harvest team also participated in many expo’s, conferences and field days across Australia. Some examples of our involvement included expo’s such as the Citrus Technical Conference in Mildura, the Banana Conference in Melbourne and the Agro Trend 2015 in Bundaberg. These events give the team the opportunity to network with industry contacts as well as keep abreast of the many changes in the horticulture industry. Valuable information is gathered from these industry engagement activities and is consolidated into reports provided to the Department of Employment on a quarterly basis.

This year saw the production of the Harvest Guide publication with over 28,000 copies distributed to organisations such as visitor information centres, harvest labour services and accommodation houses.

Our social media presence continues to grow, with media such as Facebook, Twitter and the Harvest Trail website used extensively. This enables us to reach a large target audience to mobilise workers and match suitable applicants with available vacancies. These communication platforms also enable us to distribute news releases, weather warnings and travel advice to our job seekers.

The Harvest team has also taken advantage of paid advertising during the last financial year that included publications such as Caravanning Australia which targets our ‘grey nomad’ and backpacker job seekers. Our regular advertising in publications such as Australian Fruit Grower, Citrus Australia, AusVeg, Growcom and Fruit Growers Tasmania has exposed our services to a wide range of growers all over Australia. We have also maintained memberships with such grower bodies as

Growcom, Citrus Australia, the Victorian, Tasmanian and NSW Farmers Federations, and Cherry Growers Australia. These memberships enable us to participate in AGM’s and industry conferences throughout the year.

The NHLIS has continued to produce a e-Newsletter that is distributed on a seasonal basis to growers, industry bodies and stakeholders, which focuses on current topics that are impacting on the horticulture industry, and also provides a snapshot of other industry news and articles.

The NHLIS Call Centre has continued to respond to a high number of incoming calls and requests for job listings. Although call numbers have been gradually declining over the last 12 months, we have identified that the increased use of web and social media alternatives for finding seasonal work is definitely on the increase and we are managing to capture these enquiries elsewhere.

Queensland still dominates incoming calls to the Call Centre, and on an average make up close to 40% of the calls made over the full year. This is followed closely by job seeker enquiries from capital cities such as Melbourne and Sydney.

In the last year, 35,052 harvest labour vacancies were advertised representing an increase of 1.8% over the prior year. This is the first increase in vacancies advertised that has been demonstrated since 2011/2012.

Harvest Labour ServicesIt has been a very significant year for the Harvest team, being once again contracted by the Department of Employment to manage the National Harvest Labour Information Service (NHLIS) and supply Harvest Labour Services in our existing regions as well as expanding our services into areas such as Griffith, NSW and Shepparton, Victoria.

Pictured above - State Manager, Cos Stizza at Citrus Technical 2015 providing customers with knowledge on MADEC’s Seasonal Worker Program


Indigenous Programs

Indigenous Community Links

MADEC’s Indigenous Community Links (ICL) program supported over 700 Indigenous community members across our service areas in Mid Murray, Sunraysia, Goulburn Murray, Riverland, Adelaide South and Point Pearce during 2014/15. Assistance included providing information and supported referrals to services to assist MADEC ICL participants to overcome health, housing, social and family support, emergency relief/assistance, and financial issues.

The Department of Prime Minister and Cabinet commenced an open, competitive grant round under the new Indigenous Advancement Strategy (IAS) in September 2014, with tenders finalised in October 2014. The IAS program commenced in July 2015, replacing over 150 individual programs and activities including MADEC’s current ICL Program.

MADEC successfully tendered for this funding and will continue delivering the enhanced version of our current ICL program.

Indigenous Youth Leadership Program

This program supports Aboriginal and Torres Strait Islander students to attend a high performing secondary school (government and non-government) to complete Year 12. The government funded program aims to close the gap in Indigenous educational disadvantage by creating greater access to additional education choice for Indigenous students, particularly those from remote areas of the country.

MADEC supported 64 students ranging in Year level from Year 7 to Year 12 with 11 successfully completing Year 12 in 2014. A very successful leadership program was run during the month of September 2014 which had renowned artist, musician and speaker, Jeremy Donovan attend. From his own life experiences Jeremy spoke to the students about choices they can make that will change the course of their lives.

Pictured above - ICL Co-ordinator Anthony Bernhardt and Leah Cavanagh (MADEC’s Children’s services trainer) at the Aboriginal Primary Health expo in Noarlunga November 2014

Pictured above - Artist, Musician and Speaker, Jeremy Donovan speaking to Year 7 -12 students

Pictured above - Artist, Musician and Speaker, Jeremy Donovan speaking to Year 7 -12 students


Quality Assurance MADEC has a number of systems to ensure quality services are provided to our customers.

The continued certification to an internationally recognised Quality Management System has also supported MADEC this year to tender for additional services. In January 2015, an external audit of our organisational wide Quality Management System (ISO 9001:2008) was undertaken. The feedback from the auditor was very favourable and comments included:

“Commitment from management is evident through the communication opportunities such as Roadshows and goals stated in the strategic plan are reflected through all service areas and levels of the organization.”

The National Disability Services Standards supports MADEC to provide quality services to our Disability Employment Services job seekers. In March 2015, during the external audit, the audit team were “impressed by the fact that all the opportunities for improvement identified at the last audit had been considered and addressed”.

Confirmation that the systems MADEC have implemented do improve customer service come from feedback from our external auditors which include “comments from customers confirmed that the staff provide meaningful support and encourage them to engage and seek employment with good outcomes being realised.”

MADEC will continue to improve the services provided to our customers by actioning all feedback from our customers, internal and external auditing.




Human Resources

Creating a blueprint for success

With the introduction of 100 new employees, our focus was on establishing a robust engagement strategy to ensure a smooth and effective transition into employment.

At the forefront of this strategy was the development of a learning and development platform aimed at capacity building of our front line employees to ensure the new service delivery model was fully supported. In line with the 70:20:10 learning philosophy, the new training platform provided technical know-how and skills for our client facing employees, utilising various learning medium, including face to face workshops, webinar, one-on-one coaching, and web based modules. The focus was on technical instruction to ensure both new and existing employees could service the client needs whilst ensuring contractual commitments were understood and delivered upon. Further to this, the training platform provided for a comprehensive induction and orientation program to ensure new employees understood MADEC, its history, its values, vision, goals and our expectations of team members.

The strengthening of our leadership base remains a focus and the Leadership Program remains in place and is aimed at all leaders and managers within the business. To continue to recognise and grow talent in our business, a new Talent Program was designed to harness opportunity for growth of those employees who demonstrate “high potential”.

Attendances totalled 581 during 2014-15 in the following programs:

• Managing Conflict• Bullying and Harassment• Customer Service Excellence• CEO Induction• Leading Change• Targeted Selection Interviewing • Coaching and Mentoring

Engaging our people in our transformation

Recognising that growth and the associated change process can effect employees motivation and engagement levels, a strengthening of the communication platform was embedded. Communication tools included regular CEO updates via email, CEO involvement in Induction programs (in person and via webinar), HR briefings with all managers, pulse check surveys, posting of relevant press releases to “Our People” page, and an open “line” or “door” policy to all managers to ensure all employees had access to information as required and relevant. Additionally, employees were called upon as “champions” to inform the development of learning programs and related work instructions and procedures.

In February, members of the Corporate Management Team along with the CEO, visited all regions and presented an update of performance and the strategic direction of the organisation. Feedback remains positive and reinforces that this communication mechanism is successful and well received.

With the transition to the jobactive contract, our energy was focused on the following core aspects of our people strategy, to support the business transformation:

• Selecting and on-boarding top talent to deliver our Vision • Building capacity of new and existing front line employees• Managing the change process with an emphasis of transparent engagement strategies.

These programs were aligned to the follow principles that underpin ‘Our People’ strategic goals:

• Attract and retain the best of industry talent• Support a high performance culture• Make MADEC a great place to work


Our People

235 Female staff members77% Females

72 Male staff members 23% Males

Staff by age 18 to 24 years

5% 25%25-34 years

35-44 years 25%

45-54 years 27%

55-64 years 15%

65+years 3%

Workforce planning to support our growth

With the expansion of our geographic footprint and a new service delivery model a review of our organisational structure and associated roles was required. Coupled with a large scale recruitment and selection program was an adjustment of current headcount in some of our existing regions. The result was an overall increase of 100 new employees, across 24 new sites, covering six regions.

224 Full Time

44 Part Time

32 Casual

7 Sessional

Employment Status

Full time 73%Part time 14%Casual 11%Sessional 2%TOTAL 100%

307Staff Members


Years of Service

Under 12 months41%

25%

1-2 years

3-5 years

17%

6-10 years

13% 11-15 years 3%

16-20years 1%

Years of Service Under 12 months 126 1-2 years 77 3-5 years 52 6-10 years 40 11-15 years 8 16-20 years 2 21- 30 years 1 30+ years 1 TOTAL 307

Month Jun-15 May-15 Apr-15 Mar-15 Feb-15 Jan-15 Dec-14 Nov-14 Oct-14 Sep-14 Aug-14 Jul-14 TOTAL

Employee Termination & Commencement

Termination 186

14107439464

1095

Commencement 86

53336256558

137


Organisational Structure

Board of Directors

Human Resources Manager

Community College

Manager

Information and Communication

Systems Manager

Business Services Manager

Chief Financial Officer

Chief Executive Officer

Mid North SA Manager

Goulburn Murray Managers x 3

Wimmera Mallee Managers x 2

North West Country Manager

Regional Manager

Mid North SA/North West Country

Marketing Manager

South Australian Training and

Education Manager

National Harvest Labour Information

Service Manager

Quality Assurance Manager

Executive Assistant

Company Secretary

Murray and South East Managers x 3

Adelaide South Managers x 2

MADEC Australia

Telephone 1300 436 332Email [email protected] Web madec.edu.au

Documents

ANNUAL REPORT 2014/2015 - MADEC - Stronger · PDF fileOrganisational Structure 34. ... severe impact on future viability. ... Association and delegate . MADEC annual report 2014/15