The Department is an Administrative Unit established pursuant to the Public Sector Management Act 1995.
The mission of the Department is to provide high quality learning, teaching, care, employment and youth services within an integrated, responsive and supporting learning organisation which strives for continuous improvement in service and performance.
The organisational structure of the Department is:
Net cost of services was $1.4 billion.
Employee expenses totalled $1.2 billion or 70 percent of the total cost of services.
Commonwealth grants, $257 million, represented 71 percent of total operating revenues.
The written down value of the Department’s non-current assets is $2 billion.
The liability for employee entitlements is $328 million, an increase of $24.1 million.
Section 31(1)(b) of the Public Finance and Audit Act 1987 provides for the Auditor-General to audit the accounts of the Department in respect of each financial year.
The audit program covered all major financial systems and was directed primarily to obtaining sufficient evidence to enable an audit opinion to be formed with respect to the financial statements and internal controls.
During 1999-2000, specific areas of audit attention included:
expenditure, including accounts payable, salaries and wages and leave management systems;
non-current assets, including the adequacy of asset register maintenance;
revenue, including general ledger recording and the South Australian Schools Investment Fund;
TAFE Institute operations including Adelaide and Regency Institutes.
During the year, several letters communicating issues arising from the audit were forwarded to the Chief Executive and satisfactory responses were received. These issues are detailed in ‘Audit Findings and Comments’ hereunder.
The audit for the year identified instances of non-compliance with generally accepted internal control procedures and Departmental policies and guidelines. Issues raised with the Department included weaknesses in procedures and internal controls with respect to the Capital Works Assistance Scheme (CWAS), accounts receivable, accounts payable, workers compensation, transport and cleaning services. These and other issues are commented upon further in this section of the Report.
Specific issues arising from the review included:
inadequate record keeping in relation to approvals, loan agreements and submissions;
poor communication, between the Site Financial Services Unit and the Site Property Services Unit, which has led to incomplete budgeting and untimely notification of loan agreements and submissions;
inefficient and incomplete repayment procedures and documentation for the repayment of loans;
inadequate evidence of loan repayments or invoicing for a number of school loans which have been drawn down since 1997-98;
inadequate policy documentation for the operation of CWAS.
The issues raised must be viewed in the context of the Scheme that has a budgeted expenditure of $3.5 million per year.
The Department acknowledged the importance of implementing internal controls to address the above weaknesses. In addition, the Department advised that it had appointed a full-time finance officer for a period of three months to review the entire processes of the CWAS and school loans and to address issues already identified by the Department as requiring attention including:
identifying the status of all loans approved;
following up outstanding issues with schools;
collating all information to ensure, as far as possible, full and complete loan records for each loan;
establishing a database to record every active loan and to provide a basis for regular reconciliations of loans to verify that all outstanding principal and interest payments have been made.
The more significant issues raised included:
inadequate policy and procedures documentation, particularly in relation to Business Unit responsibilities to ensure complete submission of debtor detail to the Accounts Receivable Section;
Non-compliance with the existing draft policy and procedures, in particular regarding follow up action for outstanding invoices by the Accounts Receivable Section;
the transfer and/or adjustment of all debtors that remain on the previous accounts receivable system to the new system;
the need for all invoices and credit note requests received from Business Units to be supported by appropriate authority and documentation.
The Departmental response stated:
that although a considerable amount of time and effort had been spent on the development of a policy and procedures manual, it had remained in draft form due to the necessity for staff to be involved in higher priority tasks including the implementation of the Goods and Services Tax, and due to the time spent by officers transferring data from the previous system to the new accounts receivable system;
as the conversion process of data from the previous accounts receivable system to the new system had recently been completed, officers would have the opportunity to follow up outstanding debts and fine tune procedures if necessary;
debts recorded on the previous accounts receivable system that had been deemed to be irrecoverable would be written off;
source documentation would be held within the Accounts Receivable Section as evidence of transaction processing to the system.
A number of independent checks that ensure that only authorised data is processed were not being performed.
The Department advised that it would implement a number of changes to ensure that only authorised data is processed.
A review of the payment processes associated with these services indicated that there were inadequate controls associated with changes and additions made to the vendor masterfiles.
The Department advised that it would incorporate independent checking processes to current procedures for these services to ensure that all changes made to the vendor masterfiles were reviewed.
A review of the material areas of financial operation of the Adelaide Institute of TAFE was performed during the year.
The major findings of the audit were:
policies and procedures associated with costing, pricing, approving, accounting for and monitoring fee-for-service activities were not current and require updating, approval and adoption at all Institutes;
policies and procedures associated with enrolling and re-enrolling international students, invoicing of tuition fees and receipt and follow up of outstanding amounts had not been finalised. In addition, current procedures associated with the recording of enrolment fees and management of debtors were insufficient to ensure that all fees are raised, and subsequently received, and are adjusted, or written off and that outstanding fees are adequately followed up;
instances of non-compliance with Treasurer’s Instruction 12 and internal accounting policies which prescribe controls over the issuing of credit cards and procedures to ensure that all payment transactions are authorised, are for approved purchases, are supported by adequate documentation, and are adequately monitored by cardholders’ supervisors;
controls over the recording of sundry debtors over recent years did not ensure that balances of debts outstanding were correct. As a result, a review by the Institute of debts outstanding at June 1999 of $1.4 million resulted in adjustments, due to errors, unrecorded transactions, writing off of uncollected amounts to give a revised outstanding balance of $300 000. Audit found that controls over the recording of debtors in 1999-2000 were also inadequate and that policies and procedures covering the recording, management and follow up of debtors had not been formulated.
The Departmental response stated that:
Adelaide Institute had updated policies and procedures approved by management for fee for service activities.
Whilst it agreed with Audit’s recommendations concerning controls over raisings, receipts and adjustments to student fees, and the monitoring and follow up debtors, the Institute’s Budget and Audit Committee was awaiting the results of an Internal Audit Review of the International Students Unit that would also serve as the basis of a review of all policies and procedures.
It agreed with Audit’s recommendations regarding the implementation of internal controls associated with the issuing of credit cards, review and overall monitoring of credit card usage, and acquittal practices of transactional source and supporting documentation.
Policies and procedures for the new debtors system were in the process of being developed and refined. It further advised that investigation of all outstanding amounts in the old debtors system was continuing with the intention of the process being completed before the end of the calendar year.
I have previously reported on the progress made by the Department in the development and installation of EDSAS into schools and the cost of the project.
A review of the EDSAS project during 1999-2000 revealed the following developments.
EDSAS 98.1 was released to South Australian State Government schools in July 1998. Since this time, a number of EDSAS related issues have arisen that have required the development, acceptance testing and release to schools of an enhanced version. A modified version, EDSAS 2000, was released to 648 schools in June 2000.
The enhancements to the system include the following:
Greater stability and Windows compatibility;
Utilities module changes;
Y2K compliance;
A new module which enables data from EDSAS to be transferred to a data base developed and maintained by the Senior Secondary Assessment Board of South Australia (SSABSA).
Rollout of the EDSAS financial module commenced in October 1995. It was expected that the rollout would be complete by 30 June 1996, however problems experienced with the module resulted in implementation being stopped until such time when the module could be corrected and fully tested. Since this time the Finance Module has been tested under the Project Management of Coopers Lybrand and in 1999-2000, the Finance Module was implemented in 341 schools. The implementation of the Finance Module is now complete in all schools with the exception of the Anangu Schools. This will enable schools to record financial data in an accrual format. It is the Department’s intention to consolidate the accounts of schools and children’s services sites in due course in accordance with Australian Accounting Standard AAS 24 ‘Consolidated Financial Reports’.
The EDSAS project will be the subject of ongoing audit review during the 2000-01 year.
Past Reports have made comment with regard to a number of extended audit reviews. At the time of finalisation of this Report, follow up reviews are still in progress. Findings from these continuing reviews will be reported in Supplementary Reports which will be tabled during 2000-01.
The Department of Education, Training and Employment economic entity comprises the Corporate Department, TAFE Institutes, preschools, long day care centres (those referred to as ‘Bowen Funded Centres’ only), neighbourhood houses, toy libraries, government schools and child parent centres. As disclosed in Note 2(b) to the financial statements, the non-corporate entities, with the exception of TAFE Institutes, cannot provide reliable data on an accrual basis of accounting at this time. Accordingly, the financial statements do not include funds generated by the other non-corporate entities as required by Australian Accounting Standard AAS 24 ‘Consolidated Financial Reports’.
In addition, as disclosed in Note 2(j) to the financial statements, information including values in respect to the buildings and improvements controlled by the Department was obtained from the Building and Land Asset Management System (BLAMS) maintained by the Department for Administrative and Information Services. A sample verification of site assets to the BLAMS information confirmed a high degree of reliability in the data used. Buildings are currently valued on the basis that they are fully utilised. The Department is currently developing asset management plans for all sites. This process will identify under-utilised space at each site and will form the basis for revaluation of these assets.
Notwithstanding the results of the sample verification, I am unable to form an opinion on the reasonableness of the value of buildings and improvements brought to account in the Statement of Financial Position.
In my opinion, except for the effects on the financial report of the matters referred to in the qualification paragraphs, the financial report presents fairly in accordance with Treasurer’s Instructions promulgated under the provisions of the Public Finance and Audit Act 1987, applicable Australian Accounting Standards and other mandatory professional reporting requirements, the financial position of the Department of Education, Training and Employment as at 30 June 2000, the results of its operations and its cash flows for the year then ended.
As required by subsection 36(1)(a)(iii) of the Public Finance and Audit Act 1987, the audit of the Department of Education, Training and Employment included an assessment of the controls exercised in relation to the receipt, expenditure and investment of money, the acquisition and disposal of property and the incurring of liabilities. The assessment also considered whether those controls were consistent with the prescribed elements of the Financial Management Framework as required by Treasurer’s Instruction 2 ‘Financial Management Policies’.
Audit formed the opinion that the controls exercised by the Department of Education, Training and Employment in relation to the receipt, expenditure and investment of money; the acquisition and disposal of property; and the incurring of liabilities, except for the matters outlined under ‘Audit Findings and Comments’ were sufficient to provide reasonable assurance that the financial transactions of the organisation were conducted properly and in accordance with the law.
Employee expenses for the year were $1.2 billion, the same as last year, of which $1 billion related to the payment of salaries and wages. For a detailed breakdown of expenses, refer Note 4 to the financial statements.
Included in supplies and services expenditure, $314.3 million, is an amount of $79.7 million relating to minor works maintenance and equipment. The principal component of this amount relates to expenditure on schools.
Expenditure relating to grants and subsidies of $143.7 million, includes grants to primary and secondary schools of $77.9 million. The reduction in Schools Operating Support Grants from $24.5 million to $16 million is in part offset by payments associated with Partnerships 21.
This amount, $71.4 million, includes $26.4 million for student enrolment fees and charges of which $23.7 million relates to students attending TAFE Institutes.
This amount, $11.5 million, includes $8.9 million received from the Community Development Fund, a fund established to receive part of the revenues raised from gaming machine taxation.
The written down value of property, plant and equipment is $2 billion. Note 2(j) to the financial statements states how the valuation was derived with respect to buildings and improvements and recognises the limitations in arriving at a reliable figure.
The note also indicates the reasons for the non-inclusion of certain improvements.
Employee entitlements total $328 million, with the principal component being a provision of $231.8 million for long service leave.
Output costs for primary and secondary education accounted for 75.9 percent of the total cost of services. The output elements of the total cost of services are represented in the following diagram.
Output Classes - Expenses Expressed in Percentage Terms
Employee expenses accounted for 70.1 percent (70.5 percent) of total cost of services. The nature of expenses, as a percentage of the total cost of services, are represented in the following pie chart.
Nature of Expenses
An amount of $1.4 million ($1.9 million) was paid during the year for the repair and replacement of equipment which was vandalised or stolen from government schools and preschools. In addition, an amount of $2.5 million ($2.7 million) for repair costs to school buildings was included in the charges billed by the Department for Administrative and Information Services.
Fire losses paid for the same period were $2.6 million ($1.9 million) and the estimate of amounts for fire damage claims not yet finalised at 30 June was $1.8 million ($3.2 million)
Payment for security contracts, installation and maintenance of alarm systems, and other security costs for the year totalled $3.3 million ($3.1 million).
In preparing the financial statements, the Department has had difficulty in ensuring that all financial data has been included and that all assets have been identified and reliably measured.
While the Department has identified the entities within the economic entity, it has not been possible to include the financial transactions relating to all the entities. The Department has completed a significant part of the implementation of the EDSAS financial module in schools. This will enable the Department to collect schools financial data, thereby enabling this data to be incorporated into the financial statements. The Department anticipates that this will occur for 2000-2001.
The Department’s operations span approximately 1100 sites that include in the order of 7000 buildings. Buildings are currently valued on the basis that they are fully utilised Work is currently being undertaken to develop asset management plans for all sites. This process is expected to be completed by June 2001 and will identify under-utilised space at each site. This information will form the basis for revaluation of these sites. Note 2(j) to the financial statements provides additional information on the identification and measurement of these assets.
Until the aforementioned issues are addressed, Audit will have no recourse but to issue a qualified audit opinion.
The Financial Management Framework (FMF) became operative in July 1998 under the mandate of the Treasurer’s Instructions. The FMF requires agencies to implement and document policies, systems and processes that will assist the Chief Executive and responsible Minister to discharge accountability in relation to important matters, such as, financial management and reporting, internal control and risk management.
Last year’s Report commented on developments initiated by the Department that align with certain prescribed elements of the FMF. Those developments related to the introduction of a formalised Risk Management Policy and the endorsement of a control self assessment process to facilitate risk modelling.
During 1999-2000, the Department progressed the implemented processes for the preparation and maintenance of documentation of policies and procedures covering all major activities. In addition, during 2000-01 the current risk management and quality initiatives operating within the Department will be integrated to develop an overall Corporate Governance and Risk Management Framework.
The completion of these initiatives will provide the critical basis for the effective implementation of many of the prescribed elements of the FMF, including the establishment of an ongoing Risk Management Plan.
The new model for local management of school and children’s services, ‘Partnerships 21’ was introduced during the year.
Partnerships 21 aims to provide schools and preschools with greater responsibility, authority and accountability for making their own decisions on how best to deliver education, care and training through partnerships with their communities.
Take up of Partnerships 21 is voluntary. Those schools and preschools that elect to be part of the new model remain within the State system and are required to comply with legislative requirements and Departmental policies.
The central principles forming the foundation for Partnerships 21 are designed to:
optimise the use of resources to improve the educational outcomes for all students;
provide flexibility for local sites to make their own arrangements for teaching and learning within common curriculum framework and public system employment agreements;
allow sites to develop partnership agreements with their local communities, the central office and business and industry;
include the voices of parents, students, staff and local community in decision making at the local level;
make local decisions to optimise human, physical and financial resources;
strengthen accountability for improving educational outcomes within a common curriculum framework;
strengthen equity standards benchmarks to measure local and systemic improvement;
establish protocols for partnership agreements between the central office and other service providers, and the local site or cluster of sites;
provide a focus for the improvement of service responsiveness and delivery at the local site and central office.
Since the 1970’s, the Department has been increasingly devolving responsibility for the local management of schools and preschools to the sites themselves. However, whilst cash grants such as ‘Back to School Grants’, ‘DECStech 2001’ and ‘Replacement Furniture’ have been given to schools to enable them to make decisions about how these funds can best be used to meet their individual needs, the determination of each site’s annual funding arrangements and the management of certain expenditures have remained the responsibility of central office.
The global budget process commenced on 1 January 2000 for sites electing to take up the new model. From this date Partnerships 21 sites assumed responsibility for the financial management of activities covered by their global budget.
The global budget is comprised of the resources a school or preschool is allocated in order to manage its educational program. It is based on the number and type of students at each site, and incorporates all the funds/benefits that a school or preschool has previously received during the year. Its key components are:
An allocation based on the nature of the site, eg primary, area, preschool.
A base allocation for each student irrespective of age or background. The base is equivalent to the resources allocated to students in years 3 to 7. Included in this component are any resources that are based on enrolment (schools) or attendance (preschools) such as support grants, breakdown maintenance, and staff salaries.
An additional allocation for students in different year levels.
An allocation for students with special learning needs eg Aboriginal students, students with disabilities, English as a second language, socioeconomic disadvantage.
Increased funding for providing targeted improved learning outcomes for students with a socioeconomic disadvantage.
Special programs ie Vocational Education in Schools, Basic Skills Test grants, Early Literacy Grants, Special Interest Music School allocations.
Back to School, Centre Asset Management Plan and Minor Works grants.
A notional per-capita allocation of mandated State and district services including guidance, speech pathology, behaviour, social work and special education support, site property and financial services. Whilst these allocations are included in the global budget, the funds are retained by the central and district office so that services can be delivered across the system. It is intended that over time these resources will be increasingly allocated to local sites who will decide how best to use the services.
The net global budget is paid into each site’s South Australian Schools Investment Fund account on a monthly basis, once expenditure processed on behalf of the site by central office has been deducted from the instalment.
Any savings a site achieves with respect to its global budget will be retained by the site.
The Department has established a funding guarantee over a period of three years based on the difference between the agreed global budget and the site’s resources profile.
To support Partnerships 21 sites, the Department has increased its risk management fund of $8.7 million to $28.5 million to cover unexpected expenses for schools eg damage or losses associated with fires, theft, vandalism. A risk management board has been established to oversee the management of the risk management fund.
During 1999-2000, 386 sites were operating under a global budget. The following table shows the number and types of sites.
|
|
|
|
Number |
School Type |
|
|
|
of Schools |
Primary |
|
|
|
183 |
Pre-School |
|
|
|
142 |
Area |
|
|
|
31 |
High School |
|
|
|
21 |
Other |
|
|
|
9 |
|
|
|
|
386 |
The following table divides these sites by country/metropolitan location.
|
|
|
|
Number |
School Type |
|
|
|
of Schools |
Country |
|
|
|
220 |
Metropolitan |
|
|
|
16 |
|
|
|
|
386 |
At the date of preparation of this Report, an additional 45 sites had indicated that they would enter into Partnerships 21 local management at the beginning of January 2001.
Partnerships 21 net global budget grants for 1999-2000 totalled $19.9 million. Of this amount approximately $2.1 million related to cleaning expenses previously met by the central office, and $4.7 million related to a one off Start Up payment to sites when they opted into the new funding model.
For schools, the Start Up grant was allocated on the basis of $70 per student, and included compensation for the move to the monthly cash payments of the global budget, and to assist in the preparation and development of the site for local management. Schools which undertook a pioneering role in the development of the Partnerships 21 model received $80 per student to assist them with additional development tasks. For pre-schools the Start Up grant was allocated on the basis of $25 per full-time equivalent child to assist them in the preparation and development of the site for local management.
DECStech 2001 is a five year Information Technology Plan which will:
connect schools, units and administration sites through;
local area networks,
wide area networks at digital telecommunications network speed.
aim to achieve a ratio of one computer for every five students in schools;
provide computers to all pre-school sites for administrative purposes;
provide training and development in the administrative and curriculum uses of communications and information technologies.
This plan involves expending $75 million over the five years. The 2000 calendar year is the fourth year the project has been in operation.
An amount of $15 million was allocated to the DECStech 2001 project in 1999-2000. Total expenditure on the project since its inception is approximately $55.5 million. Expenditure in 1999-2000 totalled approximately $15.1 million. This included $4 million on the computer subsidy scheme established in early 1997 to assist schools in the acquisition of computers, $1.7 million on software products, $1.8 million on local area network router connections, and $2.5 million on internet access and services.
During the year 6 904 computers were purchased or leased by schools. The value of computers purchased was $1.9 million, whilst the value of leases entered into during 1999-2000 totalled $1.3 million. The value of existing leases for computers was approximately $3.1 million.
It should be noted that computers purchased under the subsidy scheme may be utilised for both curriculum and administration purposes.
An agreement was signed, in February 1997 with a consortium of three companies for the acquisition of computers. The agreement was planned to conclude on 31 March 1998. The agreement has been extended until a new Government Standard PC Contact has been finalised.
The number of licensed child care centres and licensed places at 30 June was:
|
|
2000 |
1999 |
1998 |
Number of licensed child care centres |
|
231 |
233 |
237 |
Number of licensed places |
|
10 903 |
10 852 |
10 765 |
At 30 June, the number of places and children registered for family day care and respite care was:
|
|
2000 |
1999 |
1998 |
Number of places |
|
5 314 |
5 134 |
5 134 |
Number of children registered |
|
12 911 |
14 431 |
14 521 |
The workforce of the Department has been reduced through the use of targeted separation packages (from 1993-94 to 1999-2000) and voluntary separation packages (prior to 1993-94). The following bar chart illustrates the number of packages taken and the cost since 1994-95. The total number of packages taken and the cost since their inception has been 3780 and $277.7 million respectively.
Total Number of Separation Packages Taken
Payment and financing arrangements relating to targeted separation packages are outlined in Note 25 of the financial statements.
State preschools and schools and TAFE campuses in South Australia at 30 June are illustrated below:
Number of Preschools, Schools and Campuses
Children and students in full-time equivalent terms enrolled in State preschools, primary and secondary schools, based on a mid-year census and individuals enrolled at TAFE Institutes for the academic year, are shown in the following graph:
Number of Children and Students
Total teaching, lecturing, educational managers, ancillary and public servant staff:
Number of Staff*
* Average full-time equivalents (excludes part time instructors employed on an hourly basis at TAFE Institutes).
Some of the major grants and subsidies included:
|
|
|
2000 |
1999 |
|
|
|
$’000 |
$’000 |
Partnerships 21 |
|
|
19 937 |
- |
Schools Operating Support Grant |
|
|
15 982 |
24 498 |
Non-Government vocational education and training providers |
|
|
26 156 |
20 061 |
Back to School Program |
|
|
9 011 |
12 076 |
DECStech 2001/Computer Plus |
|
|
4 951 |
11 082 |
Employment Programs |
|
|
23 867 |
9 329 |
The most prominent initiative is User Choice. Under this arrangement, apprentices and trainees and associated employers have more influence over their choice of provider, content of training programs and the mode of delivery. User Choice, grants and subsidies were $18.5 million ($12.1 million).
Employment programs include service to increase youth and adult employment levels to assist regions and groups in developing skills for employment. The main programs were Government Youth Traineeship Schemes $11 million ($2.5 million), and Assisting Regions, Business and People Schemes $10.9 million (nil).
Government schools (primary and secondary schools) are paid grants to support their educational programs which are also supplemented by school fees and fund raising. Grant expenditure associated with primary and secondary schools was $77.9 million and included:
reduced schools operating support grants $16 million ($24.5 million) which was offset in part by those entities participating in Partnerships 21, $19.9 million;
Back to School Grants $9 million ($12.1 million) to assist in addressing building maintenance needs on school sites. The grants have been calculated using the backlog and maintenance requirements identified in the Building and Land Asset Management System (BLAMS) maintained by the Department for Administrative and Information Services. Funds are not provided to schools until processes relating to acquittals and maintenance priorities have been completed;
DECStech 2001/Computers Plus $4.9 million ($11.1 million).
Government schools receive financial support principally from grants paid by the Department, school fees and funds raised by parents.
The financial operations of schools are conducted through one Consolidated Account or through a number of accounts. These include the School Fund Account under the control of the Principal which includes the South Australian Schools Investment Fund and the Accounts of the School Council and affiliated bodies. Where a school canteen is operated, a separate account is maintained.
The Education Regulations require all school accounts, which are based on a financial year ended 31 October, to be audited at least annually. Further, the Regulations stipulate that a copy of the audited statement shall be forwarded to the Chief Executive no later than 1 April of the following year. A government contribution is provided as part of the School Support Grant to assist in the engagement of a suitably qualified auditor.
As not all schools financial statements have been received at the time of preparing this Report, it is not possible to report all funds held by schools at 31 October 1999. At 30 June 2000 funds held by schools represented by the South Australian Schools Investment Fund was $110.7 million with the average monthly balance for 1999-2000 being $99.5 million. Interest credited to the Fund during 1999-2000 was $5.1 million.
Internal Audit has equivalent full-time staff of 8.4 (15).
During the year, Internal Audit undertook audits of all Institutes, a number of schools, and certain areas of State Office. In addition, a number of major reviews and investigations were conducted.
The operations of Internal Audit are taken into account when preparing the external audit program.
Some of the major capital works were:
|
|
|
|
Total |
|
|
Approved |
2000 |
to June |
|
|
Expenditure |
Payments |
2000 |
|
|
$’000 |
$’000 |
$’000 |
Regency Institute of TAFE - Stage 2 & 3 |
|
33 860 |
2 297 |
2 570 |
Centre for Performing and Visual Arts |
|
30 300 |
19 274 |
22 990 |
Seaford 6-12 school - Stages 1, 1B, 2A, 2B |
|
16 375 |
1 837 |
14 483 |
Urrbrae Education Centre |
|
10 800 |
1 119 |
8 819 |
Urrbrae Agricultural High School |
|
8 905 |
2 063 |
5 786 |
Education Development Centre |
|
6 435 |
4 697 |
6 187 |
Technology School of the Future |
|
6 115 |
5 946 |
5 946 |
Spencer Institute of TAFE - Kadina campus |
|
5 140 |
3 035 |
4 041 |
Playford Primary School - Stage 1 |
|
5 584 |
2 781 |
4 152 |
This project involves the construction of new facilities for the food schools and the upgrade of the existing accommodation. Existing facilities will be refurbished to accommodate the relocation of the Learning Resource Centre. This project will enable the school to expand the types of courses run and the number of students able to enrol.
The Centre will provide suitable integrated accommodation for performing and visual arts, replacing the existing functionally deficient and high maintenance campuses at Grote Street, Adelaide and Stanley Street, North Adelaide.
The Urrbrae Education Centre project is a joint project between the Urrbrae Agricultural High School and the Torrens Valley Institute of TAFE. The project involves the construction of new facilities for the Torrens Valley Institute of TAFE School of Horticulture and the upgrade and replacement of existing school accommodation.
Assistance from State funds totalling $76.6 million was paid to non-government schools during 1999-2000 compared with $75.7 million for 1998-99.
This amount includes $71.5 million ($70.5 million) comprising per capita grants and grants paid according to the needs of students and schools, determined by the Advisory Committee on Non-Government Schools.
A further amount of $2.8 million ($2.7 million) was provided to assist with the funding of non-government special schools. The balance of $2.3 million ($2.5 million) includes various grants and allowances payable on the same basis as for government schools. The major component was a payment of $1.8 million ($2.2 million) in respect of the School Card Scheme.
Payments are made by the Department, on behalf of the Minister for Education, Children’s Services and Training, and are recorded under ‘Transfer Payments’ in the Schedule of Administered Expenses and Revenues (also refer to Note 1(c) to the financial statements).
In addition to State funds provided for non-government schools, an amount of $203.1 million ($185.9 million) was paid for the period 1 July 1999 to 30 June 2000, from funds provided by the Commonwealth under various Commonwealth Acts:
|
|
|
2000 |
1999 |
|
|
|
$’000 |
$’000 |
General recurrent grants: |
|
|
|
|
Non-systemic |
|
|
57 688 |
54 850 |
Catholic systemic |
|
|
107 644 |
99 588 |
Other |
|
|
25 924 |
20 806 |
|
|
|
191 256 |
175 244 |
Capital grants |
|
|
6 450 |
6 245 |
National Equity program |
|
|
5 385 |
4 469 |
|
|
|
203 091 |
185 958 |
|
|
|