DFEEST Annual Report 2005

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The Annual Report represents an overview of DFEEST’s achievements, governance, workforce management and financial performance. It also outlines progress made towards achieving our objectives in South Australia’s Strategic Plan.

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DFEEST Annual Report 2005

  1. 1. DFEEST Annual Report 2005 - Section AHon Paul Caica MPMinister for Employment, Training and Further Education GPO Box 320Level 11, Zurich House Adelaide SA 500150 Grenfell Street T 08 8226 3821ADELAIDE SA 5000 F 08 8226 9533Hon Karlene Maywald MPMinister for Science and Information EconomyLevel 12211 Victoria SquareADELAIDE SA 500031 March 2006Dear MinistersI am pleased to present to you the 2005 Annual Report for the Department of FurtherEducation, Employment, Science and Technology.The report has been prepared in accordance with the requirements of the Technicaland Further Education Act 1975 and the Public Sector Management Act 1995.This annual report presents the department’s financial statement for the financialyear 2004–05 and an overview of the activities and achievements for the 2005calendar year reporting on progress made towards achieving the objectives in SouthAustralia’s Strategic Plan.Yours sincerelyBrian CunninghamCHIEF EXECUTIVE
  2. 2. DFEEST Annual Report 2005 - Section AFor further copies and enquiries please contact:Department of Further Education, Employment, Science and Technology (DFEEST)Office of the Chief ExecutiveGPO BOX 320ADELAIDE SA 5001Telephone: (08) 8226 3821Facsimile: (08) 8226 9533The 2005 Annual Report is available on the DFEEST website atwww.dfeest.sa.gov.au.ISSN 1449-6437 2
  3. 3. DFEEST Annual Report 2005 - Section ACONTENTSSECTION A HIGHLIGHTS 2005 5 CHIEF EXECUTIVE’S REPORT 7 MINISTERIAL LEGISLATIVE RESPONSIBILITIES 9 EMPLOYMENT, TRAINING AND FURTHER EDUCATION 9 SCIENCE AND INFORMATION ECONOMY 11 DEPARTMENTAL RESPONSIBILITIES 13 ORGANISATION CHART 14 STRATEGIC FRAMEWORK 16 CORPORATE GOVERNANCE 17 FINANCIAL OVERVIEW 18SECTION B WORKFORCE PROFILE 21 EXECUTIVE PROFILE 22 WORKFORCE DIVERSITY 23 LEAVE MANAGEMENT 24 PERFORMANCE MANAGEMENT 25 TRAINING AND DEVELOPMENT 25 EMPLOYEE ASSISTANCE PROGRAM 27 EQUAL OPPORTUNITY EMPLOYMENT PROGRAMS 28 OCCUPATIONAL HEALTH, SAFETY AND INJURY MANAGEMENT 29SECTION C 2005 PERFORMANCE REPORTS 31 STATE WORKFORCE DEVELOPMENT 31 QUALITY AND REGULATORY SERVICES 36 TRAINEESHIPS AND APPRENTICESHIPS 40 EMPLOYMENT DEVELOPMENT PROGRAMS 45 ADULT COMMUNITY EDUCATION 49 TAFE SA 51 INDIGENOUS TRAINING AND EMPLOYMENT 71 HIGHER EDUCATION 82 SCIENCE, TECHNOLOGY AND INNOVATION 89 3
  4. 4. DFEEST Annual Report 2005 - Section ACONTENTSSECTION D FEATURES DISABILITY ACTION PLAN 100 CONTRACTS 104 EXTERNAL CONSULTANCIES 107 ACCOUNT PAYMENT PERFORMANCE 108 RECONCILIATION 108 ENERGY EFFICIENCY ACTION PLAN 110 ASBESTOS MANAGEMENT 111 URBAN DESIGN CHARTER 113 OVERSEAS TRAVEL 114 FRAUD 116 FREEDOM OF INFORMATION 116SECTION E FINANCIAL INFORMATION 118 STATISTICAL APPENDICES 152 APPENDIX 1: VOCATIONAL EDUCATION AND TRAINING 152 APPENDIX 2: VET RECOGNITION DATA FOR 2004 AND 2005 163 APPENDIX 3: TAFE SA DATA 165 APPENDIX 4: GLOSSARY OF TERMS 168 4
  5. 5. DFEEST Annual Report 2005 - Section AHIGHLIGHTS 2005Employment Training and Further Education• Finalised and launched the State’s Workforce Development Strategy, Better Skills Better Work Better State: A Strategy for the Development of South Australia’s Workforce to 2010, the South Australian Skills Action Plan and the Workforce Development Action Plan.• Detailed workforce planning undertaken to map labour requirements and strategies for the Air Warfare Destroyer Project and expansion of Roxby Downs in conjunction with DTED, PIRSA and local industry.• Consumer Protection Strategy established to strengthen the protection of clients of registered training organisations. Developed a supporting brochure to advise on the rights of training clients and the information they should seek from RTOs.• Signed a new triennial Commonwealth / State Training Funding Agreement.• Established seventeen Employment and Skill Formation Networks across the State with representation from local, State and Commonwealth Governments, regional economic bodies, TAFE and other key employment and skill formation stakeholders. The networks are responsible for coordinating local employment and skill formation planning, including gathering and sharing information, as well as communicating and consulting with the local community.• Educating Cities Executive meeting explored options for Adelaide’s future which were further developed with the International Education Forum.• Customised assistance provided to over 2000 workers displaced from employment through industry closure or downsizing, particularly in the automotive and manufacturing industries.• Piloted program to prepare people for an apprenticeship with a particular focus on trades experiencing skills shortage.• Held highly successful Ministers TAFE SA Forum in November.• Established Carnegie Mellon University under South Australian legislation.• Established three TAFE SA Institutes to strengthen the operation of TAFE SA in South Australia.• Drafted and approved legislation by Parliament to give South Australian universities greater autonomy and access to growth funding from the Commonwealth Government.• Employed a record number of apprentices and trainees in training in South Australia (33, 800; an increase of 1800 or 5.6 per cent, on the June 2004 figure against a decline nationally).• TAFE SA performed better than other TAFE systems in Australia during 2005, with 91 per cent of graduates going on to employment or further study within three months of completing their studies.• Employed record number of people (742,700 people as at December 2005, compared to 655,000 a decade ago).• Increased by 60 per cent the number of international students studying in Adelaide, with more than 17,900 international students choosing Adelaide as their study destination in the first 11 months of 2005. 5
  6. 6. DFEEST Annual Report 2005 - Section AScience, Technology and Innovation• Committed $2.5 million in funding to the establishment of the new multi-million dollar Australian Minerals Science Research Institute (AMSRI) and its headquarters at Mawson Lakes. This seed funding has helped secure a further $28 million in Commonwealth and industry funds.• Invested a total of $5.2 million in state funds from the Premier’s Science & Research fund in 2004-05 to support projects worth $20.1 million.• Inaugurated the David Unaipon Innovation Award, a DFEEST reconciliation project to highlight and encourage the participation of Aboriginal young people in the fields of science and technology.• Formed the new Premier’s Science and Research Council and appointed Emeritus Professor Max Brennan AO as the state’s Chief Scientist.• South Australia invested $4.2 million which assisted in winning eight of the 16 successful bids funded from the Commonwealth’s CRC program. Flow-on investment of Commonwealth funds into the state is estimated to be more than $60 million over seven years.• Finalised the Information Economy Agenda for South Australia for launch in February 2006.• Supported Yorke Peninsula broadband services through the Broadband Development Fund launched mid-2005 and a further five regional projects funded in the Coorong District Council, Kangaroo Island, Port Lincoln, Eyre Peninsula and the Barossa and Light Districts.• SABRENet Limited executed an agreement with Amcom Telecommunications Pty Ltd to build, maintain and operate the SABRENet infrastructure. Under the terms of the agreement, Amcom will construct the network over 12 months from contract signing and will receive access to a limited number of fibres on the network for the provision of its own commercial broadband services.• Implemented Outback Connect, providing IT training and technical support for pastoral, Aboriginal and remote communities.• Bio Innovation SA continued development of the $9.5 million Thebarton Bioscience Precinct and bioscience incubator.• Playford Capital continued to attract follow-on investment from the private sector through early stage ICT start up companies. Playford’s investment portfolio companies have now raised more than $35 million in co-investment since 2001.Human Resources and People• Consolidated the Marketing and International team under the office of the CE, broadening the skill base of the team and enabling the development of strategic marketing plans for the agency.• Finalised the DFEEST Workforce Development Platform for building the department’s workforce into the future.• Finalised the DFEEST Aboriginal Employment Strategy, which aims for 2.1 per cent of the department’s workforce to comprise Aboriginal people by 2010.• Launched and rolled out Progressive FEEST, building stronger linkages across the department and a common sense of direction.• Introduced new Child Protection procedures throughout the TAFE system to ensure all reasonable steps are taken to protect students and children under 18.• DFEEST “Lettuce be Healthy” Health Fair promoted healthy living options to staff.• Held mock OH&S trial in conjunction with PIRSA to raise awareness of OH&S issues across the department, particularly with senior management. 6
  7. 7. DFEEST Annual Report 2005 - Section ACHIEF EXECUTIVE’S REPORTI am pleased to be able to present the 2005 Annual Report of the Department ofFurther Education, Employment, Science and Technology. The year has offeredmany challenges, yet brought significant rewards, particularly in delivering outcomesfor South Australia. This report demonstrates the valuable work the department hasundertaken over 2005.The department has made significant strides forward in further aligning its activities toensure that we are focussed on our major targets in South Australia’s Strategic Plan.To this end we have had excellent engagement with the Executive Committee ofCabinet and with other key agencies, with whom we are working closely to advancesignificant outcomes for the state. We hope to build on these strong workingrelationships to deliver a more seamless level of service over the coming 12 months.The state continues to contribute to improved results on the training and employmentfront, with a record number of people now in work (742,700 people in December2005 compared to 655 000 a decade ago) and undertaking an apprenticeship ortraineeship (now 33 800, a rise of 5.6 per cent from a year earlier). We are workingto place South Australia in a strong position over the coming years by ensuring thatwe have an internationally competitive workforce, able to support strategic industrygrowth.There are major challenges facing the state to develop a skilled worker base tosupport the significant expansion of our mining and defence industries planned forthe coming years. The state’s demographic profile will add to this challenge.The government released the State’s Workforce Development Strategy and ActionPlan, Better Skills. Better Work. Better State, in August. The strategy sets the firststate framework for government and industry to work collaboratively to deliverinitiatives targeting workforce needs and addressing recruitment, retention and theuse of labour. The Training and Skills Commission was the driving force behind thisstrategy and I would like to thank them for their hard work and valuable input indelivering this key document.I am also pleased with the progress made with the reformation of TAFE SA,beginning with the establishment of three new institutes in early 2005 and theappointment of three experienced executive directors for each institute. The TAFESA institutes have performed remarkably well in a difficult year and the systemcontinues to perform as the strongest in the nation. The most recent studentoutcomes survey indicates that 91 per cent of graduates go on to employment orfurther training within three months of completing their studies.The strength of our training system can be seen from the ongoing success that thestate is having in attracting international students. The number of overseas studentshas increased by 60 per cent over the last three years, with more than 17 900international students choosing Adelaide as their study destination in the first 11months of 2005.It is examples such as these that I am promoting to South Australian businesses todemonstrate the competitiveness of our system and to encourage them to build theirworkforces through training. 7
  8. 8. DFEEST Annual Report 2005 - Section AOn the science, technology and innovation front, we have progressed with theplanning for the development of five innovation precincts under Constellation SA,further implementing the initiatives set out in the state’s 10-year plan for Sciencetechnology and innovation – STI10.Once established, these will place the state in a stronger position to build itsreputation for internationally competitive scientific research and maximise the level ofCommonwealth Government and industry investment in research and development.It is essential that this connect business, education/training and government in orderthat research is applied to benefit both the community and industry.Significant progress has been realised in delivering the state’s Broadband Strategy,with a number of important regional telecommunication projects funded through theBroadband Development Fund over 2005 and the ongoing roll-out of the SouthAustralian Broadband Research and Education Network across Adelaide.Internally, a new departmental structure was implemented in mid-2005, with twoDeputy Chief Executives now supporting me in my management responsibilities.The new structure provides a more effective means through which the departmentcan work across its various functional areas, establishing a foundation for greatercustomer service to students, trainees/apprentices and industry and communityorganisations. The work of the Training Advocate, including new capability to assistinternational students, is a unique part of the state’s training system in helping peopleto navigate a complex training environment.The department also welcomed Tom Phillips, the former CEO of Mitsubishi Australia,who was appointed Chair of the Training and Skills Commission on 1 October 2005.The management team is working hard to build DFEEST as a high performingorganisation, through a focus on our people as our most significant asset. Aninternal workforce development platform has been developed and endorsed, and thedepartment’s Aboriginal Employment Strategy, finalised in late 2005, will ensure thatwe can provide opportunities to Aboriginal people, who have traditionally beendisadvantaged in the labour market.I would particularly like to take the opportunity to thank all staff from across DFEESTfor their excellent level of support and commitment. I look forward to continuing towork with my department to strengthen our role in employment, training, furthereducation, science, technology and innovation over coming years.Brian CunninghamCHIEF EXECUTIVE 8
  9. 9. DFEEST Annual Report 2005 - Section AMINISTERIAL LEGISLATIVE RESPONSIBILITIESPortfolio governance for further education, employment, science and technology ismanaged through a number of councils, boards and committees that work inconjunction with the department to provide the Minister for Employment, Training andFurther Education and the Minister for Science and Information Economy with advicein key strategic areas.MINISTERIAL LEGISLATIVE RESPONSIBILITIESEmployment, Training and Further EducationHon Stephanie Key MP took responsibility for this portfolio on 5 March 2004.AgencyThe Department of Further Education, Employment, Science and Technology.Acts AdministeredConstruction Industry Training Fund Act 1993Technical and Further Education Act 1975Flinders University of South Australia Act 1966University of Adelaide Act 1971University of South Australia Act 1990Training and Skills Development Act 2003Statutory Authorities and BoardsConstruction Industry Training BoardEducation AdelaideTraining and Skills CommissionGrievances and Disputes Mediation CommitteeRegulationsConstruction Industry Training Fund Regulations 1993Public Corporations (Education Adelaide) Regulations 1998Technical and Further Education Regulations 1999Technical and Further Education (Vehicles) Regulations 1998Training and Skills Development Regulations 2003Boards, Committees and Authorities within the Minister’s portfolioTraining and Skills CommissionThe Training and Skills Commission was established under the Training and SkillsDevelopment Act 2003. The Act gives authority to the industry-led commission inregulating vocational education and training and non-university higher education inthe state and in planning and policy advice on employment, vocational and adultcommunity education. The commission reports to the government through theMinister for Employment, Training and Further Education. 9
  10. 10. DFEEST Annual Report 2005 - Section AThe commission is formally advised by three reference groups in the areas of quality,adult community education and overseas qualifications recognition. The Act also setsup a Grievances and Disputes Mediation Committee to resolve formal disputesbetween apprentices/trainees and their employers under contracts of training.These groups are all convened by commission members, but draw on the widerresources of industry and the community for specialist advice through theirmembership and consultation strategies. The Training and Skills Commission reportsannually to Parliament on its operations and those of its committees and referencegroups.Higher Education CouncilThe Higher Education Council was established in 2002 to foster collaborativearrangements between industry and higher education institutions in South Australia.Areas of activity for the council include:• developing skills and knowledge for South Australian students and researchers• supporting cultural, environmental and professional exchanges• improving entrepreneurial skills for both industry and universities• attracting businesses for South Australia to engage the expertise of the state’s universities.Austraining InternationalAustraining International Pty Ltd is an international consulting and projectmanagement company of the South Australian Government. Its head office is inAdelaide and the company has a regional presence in Asia through its subsidiarycompany PT Austraining Nusantatra, which was established in 1993 in Jakarta,Indonesia. It has a registered company in Papua New Guinea, which maintains anoffice in Port Morseby. Austraining has a network of 18 agents in the Middle East,Asia and the Pacific and has ISO 9001 accreditation for the development andmanagement of international education and training projects.Education AdelaideEducation Adelaide is a subsidiary of the Minister for Employment, Training andFurther Education established by regulation under the Public Corporations Act 1993in 1998. It operates as a partnership between the City of Adelaide, the state’suniversities, the State Government and numerous private colleges and schools. Itsstrategic direction is to accelerate the growth of South Australia’s education exportindustry to benefit the state’s education providers, the local economy and communityand the City of Adelaide. Education Adelaide works closely with DFEEST to achievetargets in South Australia’s Strategic Plan. 10
  11. 11. DFEEST Annual Report 2005 - Section AMINISTERIAL LEGISLATIVE RESPONSIBILITIESScience and Information EconomyThe Hon Karlene Maywald MP took over responsibility for this portfolio on 23 March2005.AgencyThe Department of Further Education, Employment, Science and Technology.RegulationsPublic Corporations (Bio Innovation SA) Regulations 2001Public Corporations (Playford Centre) Regulations 1996Statutory AuthoritiesBio Innovation SAInformation Industries Development Centre (Playford Centre)Boards, Committees and Authorities within the Minister’s portfolioThe Premier’s Science and Research CouncilThe Premier’s Science and Research Council was established in June 2002 toadvise the government on strategies for boosting local science and researchcapabilities and improving levels of innovation. The council is co-chaired by thePremier and the state’s chief scientist Dr Max Brennan AO and supported by theDepartment of Further Education, Employment, Science and Technology.The Premiers Science and Research Council was responsible for establishing thePremier’s Science and Research Fund in 2003, to facilitate strategic investment inscience and research in South Australia and transfer of research outcomes to endusers, as a foundation for South Australia’s economic, social and environmentalfuture. Since then, the Premiers Science and Research Fund, through a competitiveprocess, has committed a total of over $8 million for collaborative science andresearch projects in South Australia.Information Economy Advisory BoardThe Information Economy Advisory Board provides advice to the Minister for Scienceand Information Economy on the potential benefits of the information economy for allSouth Australians and on how to maximise these benefits. The board’s membershipbrings together prominent individuals from the community, academia and, inparticular, industry. It is supported by, and works closely with, the Department ofFurther Education, Employment, Science and Technology to provide advice on thestate’s current capacity to benefit from the information economy.Bio Innovation SABio Innovation SA is a public corporation subsidiary of the Minister for Science andInformation Economy.Funded by the State Government, Bio Innovation SA provides grants to companiesand public research organisations to promote company development and enablecommercialisation of technologies. 11
  12. 12. DFEEST Annual Report 2005 - Section AThe organisation also provides mentoring, advice on business and productdevelopment, financial and marketing advice, as well as infrastructure developmentsupport for the local bioscience industry. Over the past five years, Bio Innovation SAhas established itself as the focal point for the local bioscience community andindustry development in South Australia.Adelaide has one of the fastest-growing biotechnology industry clusters in Australia –and its global position is growing by the day. The South Australian biotechnologysector contributes 14 per cent of the State’s total business research anddevelopment expenditure. The number of biotech companies has doubled since 2001with now more than 70 biotechnology companies in South Australia, employing about1000 people and generating more than $175 million in revenue.Investigator Science and Technology CentreThe Investigator Science and Technology Centre is an incorporated non-profitassociation that works closely with the state’s three universities, researchorganisations and industry to promote the importance of science and technology tothe community at large and targeted to children of schooling age.Playford CentrePlayford Centre was established by regulation under the Public Corporations (PlayfordCentre) Regulations 1996 as a subsidiary of the Minister for Science and InformationEconomy, to contribute to South Australia’s economic growth, exports, commercialisationof research and entrepreneurial activity, by facilitating the formation and development ofinnovative technology ventures.Playford CapitalIn 2001, Playford Centre formed a subsidiary Playford Capital Pty Ltd. PlayfordCapital uses funding provided by the Commonwealths Building on IT Strengths andICT Incubators Programs to invest in South Australian ICT firms which have thepotential and commitment to become high growth companies exporting interstate andoverseas. This has stimulated the inflow of private equity into South Australia andsupported ICT company growth.SABRENet LtdSABRENet Ltd is a not-for-profit tax-exempt public company limited by guarantee.Once constructed, SABRENet will own the multicore optical fibre network connectingmajor research and education sites in Adelaide. 12
  13. 13. DFEEST Annual Report 2005 - Section ADEPARTMENTAL RESPONSIBILITIESThe Department of Further Education, Employment Science and Technology plays akey role in creating an environment in which all South Australians prosper as a resultof having an opportunity to share in learning and to seek better jobs. The departmenthas lead responsibility for developing the scientific, research and innovative capacityof the state and developing the state such that it is widely recognised for its highlyskilled, educated and high performing workforce.The department undertakes the following range of functions to meet its objectives:• providing strategic policy advice for developing the state’s workforce• ensuring high-quality vocational education and training delivered by TAFE SA institutes, other registered training organisations and adult community education providers• providing a regulatory service for registered training organisations and higher education providers, including the regulation of apprenticeships and traineeships• managing state-funded employment and community development programs• facilitating the state’s interactions with the university sector• providing strategic policy advice for science, technology, information economy and innovation policy development that links government, business, industry and the state’s education sectors. 13
  14. 14. DFEEST Annual Report 2005 - Section A ORGANISATIONAL CHARTS As of 1 August 2005 DFEEST SENIOR MANAGEMENT STRUCTURE AND REPORTING ARRANGEMENTS OVERVIEW MINISTER FOR SCIENCE AND MINISTER FOR EMPLOYMENT INFORMATION ECONOMY TRAINING AND FURTHER EDUCATION OFFICE OF THE INTERNAL CHIEF CHIEF AUDIT EXECUTIVE EXECUTIVE EXECUTIVE ADVISER DEPUTY CHIEF DEPUTY CHIEF EXECUTIVE EXECUTIVE PLANNING POLICY & EMPLOYMENT & INNOVATION EXECUTIVE TRAINING SERVICES DIRECTOR, SHARED BUSINESS SERVICES DFEEST also has many important relationships with other organisations such as the Office of the Training Advocate, Education Adelaide, Playford Capital and Bio Innovation SA. These relationships are not shown here. DFEEST SENIOR MANAGEMENT STRUCTURE AND REPORTING ARRANGEMENTS PLANNING, POLICY AND INNOVATION MINISTER FOR SCIENCE AND MINISTER FOR EMPLOYMENT INFORMATION ECONOMY TRAINING AND FURTHER EDUCATION CHIEF EXECUTIVE DEPUTY CHIEF EXECUTIVE PLANNING POLICY & INNOVATION EXECUTIVE DIRECTOR EXECUTIVE DIRECTOR SCIENCE TECHNOLOGY & ABORIGINAL EDUCATION &TRAINING AND DIRECTOR, DIRECTOR, DIRECTOR, INNOVATION EMPLOYMENT STRATEGIES SKILLS STRATEGY QUALITY HIGHER COMMISSION EDUCATION EXECUTIVE 14
  15. 15. DFEEST Annual Report 2005 - Section A DFEEST SENIOR MANAGEMENT STRUCTURE AND REPORTING ARRANGEMENTS EMPLOYMENT AND TRAINING SERVICES MINISTER FOR SCIENCE AND MINISTER FOR EMPLOYMENT INFORMATION ECONOMY TRAINING AND FURTHER EDUCATION CHIEF EXECUTIVE DEPUTY CHIEF EXECUTIVE EMPLOYMENT & TRAINING SERVICES TAFE SA DIRECTOR, DIRECTOR, DIRECTOR, DIRECTOR, TRAINEESHIP & EMPLOYMENT EXECUTIVE DIRECTOR EDUCATION MARKETINGAPPRENTICESHIP PROGRAMS TAFE SA REGIONAL SERVICES AND AND SERVICES PROGRAMS INTERNATIONAL EXECUTIVE DIRECTOR TAFE SA ADELAIDE SOUTH EXECUTIVE DIRECTOR TAFE SA ADELAIDE NORTH 15
  16. 16. DFEEST Annual Report 2005 - Section A STRATEGIC FRAMEWORK The framework below illustrates the links between DFEEST’s strategic objectives, South Australia’s Strategic Plan targets and the status of implementations/actions taken. Building a High Performance SASP Targets Status Organisation T1.18 Cost effectiveness of DFEEST Workforce services Development Platform DFEEST will become a skilled, high performance organisation in order T1.19 Quick decision making EDRMS implementedto ensure that we have the capacity to T3.2a Reducing energy Energy use down by deliver our strategic objectives. consumption 5.44% Skilling South Australia Status DFEEST will lead the way in skilling SASP Targets Consumer protection South Australia by working with T6.15 Non-school strategyindustry and businesses to implement qualifications Three TAFE SA workforce planning and skill institutes established T6.16 University participation development programs, building a State Commonwealthquality and competitive training market T6.17 VET participation training agreement and strengthening the publicly owned T1.14 Overseas students Overseas student TAFE SA system. numbers up by 60% Employment and Workforce Status Development SASP Targets Workforce DFEEST will lead the way in Development Strategy supporting individuals and T1.1 Jobs Regional SA Workscommunities to make the right choices T1.2 Unemployment contracts in relation to careers and learning by T1.3 Youth unemployment providing high quality employment Workforce and workforce development Development Fund services and community education. SASP Targets An Innovative Community T1.14 Overseas students DFEEST is committed to the T4.2 Commercialisation of Statusstrategies endorsed by the Premier’s research Constellation SA Science and Research Council T4.6 Investment in research 10 commenced detailed in STI in conjunction with T4.7 Internet usage BDF projects the implementation of the State T4.8 CRCs and research Information Economy Broadband Strategy and the state’s centres Agendacurrent Information Economy Agenda T6.15 Non-school both endorsed by the Information qualifications Economy Advisory Board. T6.16 University participation 16
  17. 17. DFEEST Annual Report 2005 - Section ACORPORATE GOVERNANCEThe department’s principal corporate governance obligations are prescribed in the PublicSector Management Act 1995 and the Technical and Further Education Act 1975. TheseActs establish general management aims, personnel management and employee conductstandards. The Chief Executive is responsible for observance of these aims and standardswithin the department.The department operates within a framework that integrates strategic management andleadership, accountability, robust standards and processes, and the effective and efficientmanagement of people, resources and risk. A corporate executive leadership team hasresponsibility for maintaining the effectiveness of these corporate governance mechanisms.The department is committed to developing a culture that delivers best-practice services andencourages the involvement of all employees in a process of continuous improvement thatrecognises and values their contribution to departmental objectives.The allocation of funds across the department and TAFE institutes is based on the principle ofdelivering value for money and educational and training services linked to whole-of-government objectives. The corporate executive team oversees high-level corporate strategyand determines major internal resource allocation.Reports are provided monthly to the corporate executive team and the executive forum(senior management group) to enable monitoring and evaluation of performance. Thisincludes reporting in the areas of financial results, occupational health, safety and welfarestatistics, workforce details, project status, and results against other key performanceindicators, including the targets contained in South Australia’s Strategic Plan.The Executive Budget Committee conducts an independent review of departmentalprocesses and controls. It provides governance and risk management advice and additionalservices to assist management with the achievement and maintenance of the managementaims and standards in line with the department’s objectives and priorities. In line with thisadvice, the department has initiated a comprehensive review and revision of its financialgovernance practices.The department’s personnel management practices ensure the fair and consistent treatmentof employees. It has established policies and procedures that reflect its commitment to thepublic service code of conduct. 17
  18. 18. DFEEST Annual Report 2005 - Section A FINANCIAL OVERVIEW In 2004-05 the department’s financial resources amounted to $439.9 million comprising appropriations from the South Australian Government for recurrent and capital purposes together with student fees, Commonwealth grants and other revenues from external sources. Budget Allocation by Program 2004-05 Education & Skills Form ation - Vocational Education & Training $388m Education & Training - Higher Education $0.6m Education & Training - Regulatory Services $4.3m Em ploym ent & Skills Form ation - Em ploym ent Developm ent $24.1m Science, Technology & Innovation $22.9m Overview of Revenue Sources 2004-05 The resources available to the department have been allocated to the following programs in accordance with approved strategic priorities:• Education & Skills Formation – Vocational Education & Training. Provision of $388 million vocational education and training by TAFE institutes and other providers outside the school sector (including publicly funded Adult Community Education), including contestable and non-contestable sources of funding; policy advice and support for post-secondary education. Includes recurrent $376.2 million, investing $11.8 million• Employment & Skills Formation – Employment Development. Addressing $24.1 million disadvantage by providing opportunities to participate in employment, training, skills development, adult community education and assisting industry to meet current and future skills needs. Includes funding for SA Works.• Science, Technology & Innovation. Provides the government’s principal strategic $22.9 million focus for science, technology, information economy and innovation policy development and program delivery in South Australia that links the government, business, industry and education sectors. Includes funding for Bio Innovation SA, Premier’s Science and Research Fund, Broadband Development Program and Playford Capital.• Education & Training Formation – Regulatory Services. Provision of registration, $4.3 million accreditation and approval services for registered training organisations, and the regulation, administration and funding of apprenticeships and traineeships.• Education and Training Formation – Higher Education. Provision of advice to $0.6 million the Minister on higher education policy and planning. Total $439.9million 18
  19. 19. DFEEST Annual Report 2005 - Section AThe following table provides a summary of the actual results for the 2004-05 financialyear compared to the original budget. The detailed financial statements reflectingthese results for 2004-05 are presented under Financial Information (please refer toSection E of this report).Summary of Financial Information Actual Budget Actual 2003-04 2004-05 2004-05 $’000 $’000 $’000Financial Performance:Operating Expenses 416,441 428,068 434,440Operating Revenues 187,553 178,274 180,282Net cost of services 228,888 249,749 254,158Revenues from State Government 229,124 239,415 242,181Surplus (Deficit) for the year before 236 (10,379) (11,977)restructuringNet revenues from restructuring - -Surplus (Deficit) for the year 236 (10,379) (11,977)after restructuringTotal valuation adjustments 12,480 - 11,204recognised directly in equityTotal changes in equity other than 12,716 (10,379) (773)those resulting from transactionswith the State Government asownerOperating RevenuesActual operating revenues for 2004-05 were $422.5 million. The principal source offunding for the department is State Government appropriation which totalled $242.2million. Other operating revenues included Commonwealth grants of $91 million and$73.1 million from student and other fees and charges. State Government Funds $242.2m Commonwealth Grants $91m Sales/Fee For Service Revenue $37.8m Student Enrolment Fees and Charges $32.5m Other User Fees and Charges $2.8m Other Grant and Contributions $5.0m Interest Income $3.3m Other $7.9m 19
  20. 20. DFEEST Annual Report 2005 - Section AOperating ExpensesActual employee benefits of $230.8 million for 2004-05 constituted 53 percent of thetotal operating expenses of $434.4 million. Other major expenses included $18.9million for funding to non-TAFE providers for Vocational Education and Training,$24.8 million for information technology infrastructure and communication and $12.6million and $15.9 million for employment programs and science and technologyprograms respectively.Operating ResultThe actual deficit for 2004-05 was $12 million compared to the approved budgetdeficit of $10.4 million. Factors contributing to the change in operating result from asurplus of $236 000 in 2003-04 to a deficit of $12 million in 2004-05 were:• an increase in employee benefits of $14.8 million (after allowing for TVSPs of $11.8 million in 2003-04)• an increase in expenditure of $9.2 million on minor works, maintenance and equipment• the payment of $6.1 million for tertiary student transport concessions which were previously paid by another government agency.The additional expenditure was partly offset by increases in:• student and other fees and charges of $4.9 million• revenues from South Australian Government of $13.1 million. Actual Budget Actual 2003-04 2004-05 2004-05 $’000 $’000 $’000Financial Position:Total Assets 530 432 512 660 523 602Total Liabilities 89 119 81 726 83 062Net Assets 441 313 430 934 440 540The department’s net assets in 2004-05 decreased by $0.8 million. This wasprimarily due to a decrease in cash, current receivables and in the amount of landand improvements partly offset by lower liabilities relating to deposits held andunearned revenue. Actual Budget Actual 2003-04 2004-05 2004-05 $’000 $’000 $’000Capital Investing Activities:Investing Payments 6 549 11 833 2 951Investing Receipts 3 090 1 635 1 635Net Investing Payments 3 459 10 198 1 316The actual investing payments for 2004-05 were $3 million compared to theapproved budget of $11.8 million. The under expenditure reflects timing variationsapplicable to a budgeted loan advance of $7 million to Le Cordon Bleu and othercapital projects carried forward for completion in 2005-06. 20
  21. 21. DFEEST Annual Report 2005 - Section BWORKFORCE PROFILEDuring 2005 the department has made significant progress in meeting the objectivesof its Strategic Plan, which aims to build a sustainable workforce and demonstrateleadership in workforce development. This is vital given the role DFEEST hasprovided in industry, community and government policy as the agency responsiblefor the state’s Workforce Development Strategy.Building on the initiatives implemented during 2005, the department will continue tostrive to become a high-performance, learning organisation which attracts, developsand retains the most talented workforce available and enhances this agency’sworkforce profile.Workforce DataThe following data are based on records from the Human Resource informationsystem Empower for persons identified as being employed on 30 June 2005. Datamay vary from the 2004 report as the 2004 information was provided from anothersource no longer regarded as reliable for management reporting purposes.Hourly Paid Instructors (HPIs) are excluded from the data tables. HPIs arecovered separately as they are employed under totally different conditions andreported accordingly. To combine HPI data with regular staff information wouldresult in data distortion.EMPLOYEE NUMBERS, GENDER AND STATUS (EXCLUDING HPIS)Persons: 3669FTEs: 3356.57 Pe rce ntage of Em ploye e Num be rs by FTEs , Pe rs ons and Ge nde r % FTE Male Female % Pers ons 0.00% 20.00% 40.00% 60.00% 80.00% 100.00%Number of persons separated from the agency during the 2004-05 financial year(excluding HPIs): 401Number of persons recruited to the agency during the 2004-05 financial year(excluding HPIs): 542 21
  22. 22. DFEEST Annual Report 2005 - Section BNumber of persons employed (excluding HPIs)Act Permanent Temporary TotalPSM Act 1321 427 1748TAFE Act 1063 639 1702Weekly Paid 118 62 180Workers Comp 33 16 49Total 2535 1144 *3679*Some staff have been coded against more than one category and therefore counted once for each category, thusthe discrepancy in total numbers as compared to the previous heading.Hourly Paid InstructorsDFEEST augments its teaching force by employing casual hourly paid instructors(HPIs) to provide specialist and back up support. HPIs may be employed for as littleas one lecture per annum or may provide teaching services on a regular basis.Once an HPI’s annual hours reach a certain level they are offered ongoingemployment as a lecturer. In 2004-05, 2617 individual HPIs provided 284,763 hoursteaching at a cost of $13,185,429. The hours equated to 296.63 full-time equivalentlecturers.Number of employees by salary bracket (excluding HPIs) Num be r of Em ploye e s by Salar y Br ack e t (Excluding HPIs ) 1400 1200 1000 Staff Numbers 800 Male 600 Female 400 Total 200 0 0-38 000 38 001 - 49 000 49 001 – 64 000 64 001 - 83 000 83 001 plus Salar y Br ack e tsEmployment Status – Persons and FTEs (excluding HPIs) Persons FTEs Ongoing 2 527 2 354.42 Temporary 1 142 1 002.15 Total 3 669 3 356.57EXECUTIVE PROFILENumber of executives by status in current position, gender and classification Contract Contract Tenured Untenured Total Classification Male Female Male Female Male Female Male Female CD-3 1 1 EMC 8 9 8 9 EXECLA 5 7 4 1 9 8 EXECLB 3 1 3 1 EXECLC 1 2 3 2 4 EXECLD 1 1 0 EXECLE 1 1 0 MINAPP 2 1 2 1 22
  23. 23. DFEEST Annual Report 2005 - Section BWORKFORCE DIVERSITYThe department recognises the value of workforce diversity and the benefits inherentfrom a workforce that is representative of the broader community. The followingsection outlines the department’s current profile.Age ProfileNumber of employees by age bracket by gender (excluding HPIs)Age Bracket Female Male Total % of Total *SA Workforce (%)15-19 22 5 27 0.74 7.120-29 329 143 472 12.86 21.530-39 448 194 642 17.49 21.440-59 1349 966 2315 63.09 44.660 plus 102 111 213 5.81 5.4Total 2250 1419 3669 100 100*Australian Bureau of Statistics, Labour Force, Australia, Detailed - Electronic Delivery, Monthly – Supertable LM8 -Labour Force Status by Sex, State, Age, Catalogue Number 6291.0.55.001 (as at June 2005).As at September 2005, the median age of the department’s workforce is 47 years,which is higher by two years than that of the public sector workforce in SouthAustralia (45 years) 1 and significantly above the average for the total SouthAustralian workforce (39.5 years).Addressing the ageing of the department’s workforce is a pressing and significantchallenge. The department is identifying and creating opportunities to recruit youngSouth Australians into skilled jobs, create employment pathways for groupstraditionally disadvantaged in the labour market and explore how older workers canbe retained and recruited.In 2005 DFEEST’s Workforce Development Platform to 2010 was developed andapproved by the Executive for release in March 2006.Aboriginal Employment StrategyProviding sustainable and effective employment outcomes for Aboriginal peoplethrough the recruitment, retention and development of Aboriginal employees is ahigh priority for the department.In September 2005, the department launched and commenced implementation ofDFEEST’s Aboriginal Employment Strategy to 2010: Walking Together TowardsProsperity.As at the end of December 2005 the department employed 65 staff of Aboriginal orTorres Strait Islander descent, representing 1.8 per cent of the workforce.Compared to December 2004 this represents an increase of 0.4 per cent. By 2010,the department aims to have 2.1 per cent of its workforce comprised of Aboriginalpeople, with the Aboriginal workforce having:• a higher level of sustainable employment• a higher level of non-school qualifications• a higher level of representation in decision-making positions as compared to 2005.1 “Benchmark Data Drawn from the Public Sector both Internationally and Australia and New Zealand”, research byCorporate Leadership Council (CLC) commissioned by DTEI, November 2005. 23
  24. 24. DFEEST Annual Report 2005 - Section BInitiatives designed to further these ends included the following:• approval was given for release of staff to attend the NAIDOC week march• increased employment opportunities were created in a number of ‘mainstream’ business areas• places were sponsored for female Aboriginal staff to attend the ‘Women at the Board Table’ governance training provided by Office for Women• the new Enterprise Bargaining Agreement for TAFE Act staff includes provision for special leave up to 15 days for cultural leave.Among many new initiatives in 2006, a cultural respect program for all staff andscholarships for Aboriginal students undertaking degrees in skill shortage areas arebeing introduced.Cultural and Linguistic DiversityThe current HR information system does not have the capacity to reportcomprehensively on the number of employees born overseas and/or who speaklanguage(s) other than English at home. Work is currently underway to improve thisaspect of the HR data collection.Voluntary Flexible Working ArrangementsAs part of the department’s commitment to attracting and retaining the best possiblestaff and to assist employees to balance work and family life a number of voluntaryflexible working arrangements (VFWA) are available to its employees, in particular toPSM Act staff.Current VFWA arrangements include:• flexitime• purchased leave• compressed weeks• part-time and job-share• working from home• provision for special leave up to 15 days for cultural leave.LEAVE MANAGEMENTNumber of persons on Leave without Pay as at 30 June 2005 (excluding HPIs):131Total days leave taken – average days per FTE (excluding HPIs) Leave Type 2004-05 Sick Leave Taken 7.99 Family Carer’s Leave Taken * Special Leave with Pay 0.86*Note: Family Carer’s Leave may be taken as part of an employee’s entitlement to Sick Leave or Special Leave withPay. Thus it cannot currently be reported upon as a separate leave type. 24
  25. 25. DFEEST Annual Report 2005 - Section BPERFORMANCE MANAGEMENTPerformance management and development processes continued to be rolled outacross the department. In the last year there has been an emphasis on enhancingthe performance development culture within the organisation. The department is alsoinvestigating models for automating the system through adaptation of our ‘Empower’human resource management system and linking it to learning and developmentsystems to promote up to date information on progress with performancedevelopment.TRAINING AND DEVELOPMENTIndividual Staff DevelopmentIn the 2004-05 year, $1.72 million, or one per cent of total staff costs were recordedas being spent on staff development activities identified within individuals’ personaldevelopment plans 2 .Organisational Learning and DevelopmentProgressive FEEST offered a program of events to all staff and is designed to:• enable them to have a better grasp of the directions and work of the department• develop a greater sense of who we are and want to become as a department• harness and develop the professionalism, energy and commitment of staff.Approximately 30 per cent of staff participated in 2005.Progressive FEEST had six main programs: Crunch Time: Video-conference ‘live across the state’ address by the Chief Executive on building a culture of performance excellence in which he painted his future vision for DFEEST. Conversation Café: Executive Support Officers went on a half-day guided conversation and tour with key stakeholders on ‘Getting the bigger picture’ with regard to the machinery of government. Learning for Lunch: A couple of lunchtime events occurred to promote learning in the workplace: ‘Simply the best’: a conversation between the Chief Executive and Professor Daryll Hull on becoming a high performance workplace, with a staff question and answer session; and ‘Recognising your worth: RPL/RCC process’: a panel session on the RPL/RCC experience on ‘Learn @ Work day’ as part of Adult Learners Week. Let’s get Serial: Staff attended workshops on innovation styles, with participants then participating in follow-up action learning teams centred around mechanisms to systemise innovation. Beyond the Square Bistro: ‘Me and My Shadow’ taught both management and staff to experience different roles in the organisation, learn about what skills or knowledge is required to perform a job well through negotiated packages of ‘job shadowing’ within the department. This provided staff with ideas for possible career development and helped managers better understand the development requirements of their staff and business. ‘Lateral Thinking Tool Set’ workshops were held to introduce and equip staff with a range of lateral and creative thinking tools. Celebration Cocktails: ‘Open House!’ gave staff a chance to showcase their workplaces and connect with one another.2 Limitations within the tracking system mean that associated costs are not included in this figure; it should therefore be read asa minimum. 25
  26. 26. DFEEST Annual Report 2005 - Section BLeadership developmentResearch was undertaken into the potential features and components of aleadership development system within DFEEST, with the production of acomprehensive research report that recommended a range of key features andprinciples for such a system. This system is due to be implemented in 2006.Building capabilities of HR staffLate in 2005, a learning and development model called ‘HR SMART’ (Sustainable,Monitored, Accredited, Recognised and Training) was developed with TAFE SA toincrease the HR capability of our HR teams, particularly our strategic capability,whilst recognising and acknowledging staff competence and professionalism.Centred on the draft Office of Public Employment HR Capability competencyframework, it will include creative and SMART use of RPL with a focus on mappingwork/life performance and assessment of development against the draft HRcompetencies. This program will be delivered in the first half of 2006.Staff SurveyDFEEST piloted its first ‘whole of department’ staff survey during the two-weekperiod from Monday 7 November to Friday 18 November 2005.The purpose of the survey was to shed light on the extent to which staff perceive thatthe department is: becoming a family friendly workplace through the promotion and support of a balance between life and work providing healthy and safe workplaces and becoming an excellent place to work for and in.In addition the survey will provide important data to inform workforce planningactivities such as on aspects of workforce profile, mobility and commitment.The findings will inform a future work/life balance strategy, organisationalimprovement and development initiatives as well as a benchmark with which tocompare future performance.Work/Life BalanceDFEEST is the lead agency for the development and strategic leadership of thestate’s Workforce Development Strategy which will include a focus on flexibleworkplaces that help individuals balance life and work.During 2004-05 a Ministerial Committee on Work/Life Balance was formed toundertake a project to improve access to flexible working arrangements and createcultural change around this issue within DFEEST, with representation from the Officefor Women, DTED, OPE, Minister’s Office and appropriate unions.The project’s aim is to obtain and analyse detailed qualitative and quantitative dataand recommend potential strategies, programs and/or materials to improve accessto flexible working arrangements and create cultural change around this issue.The research component of the project was completed in 2005, involving aninvestigation and examination of best practice models/ initiatives and relevantsurveys, a literature review and a staff survey. A conceptual model has also beenestablished. 26
  27. 27. DFEEST Annual Report 2005 - Section BGiven the congruence in timing of the staff survey and the work/life balanceresearch, the work/life balance survey is included as part of the staff survey. Thesurvey results will inform the development of a Work/Life Balance Strategy in 2006as part of the department’s Workforce Development Platform.DFEEST Workforce Development Platform 2010Principally aimed at addressing the challenges presented by an ageing workforceand the projected labour supply shortage, an extensive process was undertaken todevelop the DFEEST Workforce Development Platform to 2010, which wasapproved by the Executive at the end of 2005 and is due for release in March 2006.The platform is derived from staff consultation, empirical analysis of workforceprofile, analysis of contemporary research and literature on both highperformance/learning organisations and workforce planning as well as assessmentof the environmental demands on our business and their likely impact on what wethe department’s customers need now and into the future.A new suite of performance indicators was established to evaluate the progress andsuccess of the platform and were incorporated into the Quarterly CorporateReporting Template.Whole-of-Government InitiativesState Demographic Strategy – the department is involved in the development andimplementation of this strategy with representation on the Senior ManagementCouncil’s Sub-Committee, the Strategy’s Think Tank and five of the project workingparties, namely:• irresistible offer – employment branding the state public sector• retaining staff – obtaining good data• flexible workplaces – work/life balance• build flexible retirement• youth group.Public Sector Workforce Development Plan – the department has been activelyinvolved in processes associated with the development of this plan.Retirement Intentions Survey – working in partnership with OPE, the departmentwas successful in securing in-principle funding from the Government AgenciesStatistical Committee to design and conduct a Retirement Intentions Survey acrossthe state public sector in 2006.EMPLOYEE ASSISTANCE PROGRAMAs part of its ongoing care for the wellbeing of employees and their familiesDFEEST established a single Employee Assistance Program program during 2005which offers confidential, impartial and culturally sensitive counselling support toemployees and their families 24 hours a day, seven days a week.In addition, the department established the EAP Manager Assistance Program, afree service offered to DFEEST management to deal with specific peoplemanagement issues. 27
  28. 28. DFEEST Annual Report 2005 - Section BEQUAL OPPORTUNITY EMPLOYMENT PROGRAMSDuring 2004-2005 the department employed seven graduates from the Office of theCommissioner for Public Employment graduate scheme and 44 trainees through theState Government Youth Traineeship Program.Child ProtectionThroughout 2005 DFEEST implemented child protection initiatives in line withmeeting the recommendations put forward by the external child protection expertengaged in 2004 to identify and assess child protection risks. The recommendationsare aimed at minimising risks for children and young people using DFEEST servicesand are also aimed at addressing the requirements outlined in the Children’sProtection (Miscellaneous) Amendment Bill 2005, previously called ‘Keeping ThemSafe’.The following initiatives were implemented in 2005:• development and promulgation of the DFEEST Child Protection Policy• implementation of compulsory Mandated Notification Training (MNT). 1450 DFEEST employees received MNT by the close of 2005. A total of 52 departmental staff have been trained as accredited Children, Youth & Family Services (CYFS) trainers• development of the DFEEST Guidelines and Procedures for the Assessment of Consented Police Checks (Child Related Offences) for Existing Employees• implementation of voluntary police checks for existing DFEEST employees.A four hour training package was designed and implemented in partnership with theChild Youth & Family Services (CYFS) for TAFE SA and DFEEST employees. 28
  29. 29. DFEEST Annual Report 2005 - Section BWORKFORCE PROFILEOccupational Health, Safety and Injury ManagementSignificant work in the area of Occupational Health Safety & Injury Management hasbeen undertaken in 2005 due to executive commitment to industry best practice.During 2005, 22 new procedures which manage identified high-risk and costly areasof OHS&W were implemented, and another six will be implemented by March 2006.The continued implementation of DFEEST’s OHS&IM strategic plan (Project Plan)has continued to highlight the importance of OHS&IM. Reports are provided to theMinister for Employment, Training and Further Education, the CE, Executive, Healthand Safety Committees and unions. This has ensured that the department retainsownership of OHS&IM outcomes and improvement strategies. As a result there wasa considerable reduction in new workplace injuries in 2005: 108 compared to 139 in2004.Executive level commitment to OHS&W was further strengthened through theholding of a mock prosecution trial in collaboration with Primary Industries andResources SA, which practically demonstrated what is required under legislation ofthe department in this area. All Executive Forum members participated in thisexercise and it will provide a catalyst for ongoing implementation of the department’sOHS&W procedures over 2006.The year 2005 saw a change to the senior OHS&IM Committee (CentralConsultative Committee). This resulted from a realignment of the business and thecommittee now aligns perfectly with the new accountability framework. Thecommittee consists of 12 employee representatives representing each of the areasof DFEEST and eight management representatives, including the CE and officerresponsible for OHS&IM. Together with local committees, the Central ConsultativeCommittee continues to drive OHS&IM. They are supported by the new OHS&IMNetwork, which comprises OHS&IM professionals and key departmental contacts.Employee welfare remains a priority of DFEEST and the implementation of systemsthat address psychological wellbeing, bullying and harassment and violence andsecurity in the workplace were introduced in 2005. This has received positivefeedback from staff and managers. The department’s Employee AssistanceProgram continued to contribute to positive outcomes through the seven-day-a-week, 52 weeks-a-year assistance that is available to staff and their immediatefamilies no matter where they are in Australia.TAFE SA OHS&IM practitioners led improvement strategies in 2005, contributing tothe long-term improvement in OHS&W and Injury Management in the TAFE area.Long term injured employees were actively engaged during 2005. DFEEST’s injurymanagement service provider continues to receive high praise from both injuredemployees and managers. 29
  30. 30. DFEEST Annual Report 2005 - Section BOccupational Health, Safety and Injury Management Data 2005 2005 2004 1 OHS Legislative Requirements (includes incidents with students not included in 2004 figures) Number of notifiable occurrences pursuant to OHS&W Regulations 4 2 Division 6.6 Number of notifiable injuries pursuant to OHS&W Regulations 6 1 Division 6.6 Number of notices served pursuant to OHS&W Act s35, s39 and s40 3 3 2 Injury Management Legislative Requirements Total number of new claimants who participated in the rehabilitation 35 52 program Total number of employees rehabilitated and reassigned to 7 2 alternative duties Total number of employees rehabilitated back to their original work 32 43 3 WorkCover Action Limits Number of open claims as at 31 December 2005 209 205 *Percentage of workers’ compensation expenditure over gross 0.016% 0.017% annual remuneration 4 Number of Injuries Number of new workers’ compensation claims in the calendar year 108 (4 139 withdrawn) Number of fatalities, lost time injuries, medical treatment only (F) 0 0 (LTI) 58 (3 87 withdrawn) 50 (1 (MTO) withdrawn) 52 Total number of whole working days lost 10,126 15,550 5 Cost of Workers’ Compensation Cost of new claims for calendar year $234 808 $570 655 Cost of all claims excluding lump sum payments $2 526 077 $2 476 378 Amount paid for lump sum payments (s42, s43, s44) $747 874 $458 683 Total claims expenditure $3,273,951 $2,935,061 Total amount recovered from external sources (s54) $20,004 $3,112 **Budget allocation for workers compensation $3,300,000 $3,000,000 6 Trends ***Injury frequency rate for new lost-time injury/disease for each 10.28 16.04 million hours worked Most frequent cause (mechanism) of injury Falls, Trips Body and Slips Stressing Most expensive cause (mechanism) of injury Falls, Trips Mental and Slips Stress* Calendar year costs divided by 04/05 fiscal year.** 04/05 fiscal year.*** Based on Lost Time Flag (i.e. ≥ 1day or shift) Improved process for recording hours worked 30
  31. 31. 2005 PERFORMANCE REPORTSThis section contains performance information for the 2005 calendar year relating to thefollowing reporting categories:• workforce development• quality and regulatory services• trainees and apprentices• employment development programs• adult community education• TAFE SA• indigenous training and employment• higher education• science technology and innovation.2005 PERFORMANCE REPORTSState Workforce DevelopmentDuring 2005 the Department commenced implementation of major strategies for workforcedevelopment across South Australia.Better Skills Better Work Better State: A Strategy for the Development of South Australia’sWorkforce to 2010 was developed under the leadership of the Training and SkillsCommission and approved by Cabinet.The South Australian Skills Action Plan and the Workforce Development Action Plan weredeveloped during 2005 to underpin the implementation of Better Skills Better Work BetterState. Both identify the workforce development initiatives by government, industry, regionsand the education and training systems in order to address immediate and longer-term skillshortages.The Workforce Information Service, incorporating the Regional Information Exchange,became operational in August 2005. The service provides high level, high quality informationand advice about the labour market, economic and demographic trends, regional andindustry workforce analysis, supply and demand information to support policy makers andpractitioners in better workforce planning and policy development. Further information canbe found at the website: workforceinfoservice@saugov.sa.gov.auNine new industry skills boards were established. Their objectives are to develop industryspecific workforce development action plans, identify workforce trends and emerging skillneeds and to consider issues relating to career advice and the attraction and retention of askilled workforce.A new triennial Commonwealth-State Training Funding Agreement was negotiated. 31
  32. 32. Better Skills Better Work Better State and Workforce Development Action PlanThe South Australian Government recently endorsed Better Skills, Better Work, Better State– A Strategy for the Development of South Australia’s Workforce to 2010. This planrecognises that workforce development requires a cross-government agency approach andis the shared responsibility of government, industry, the education sectors and thecommunity. Better Skills Better Work Better State takes workforce development beyondtraining and skills to incorporate work organisation, job design, industrial relations, humanresource management practices and employment conditions.The Workforce Development Strategy has three priority areas:• the creation of a high skill economy• access to quality employment• shaping our future through better workforce planning.Better Skills Better Work Better State is supported by the Workforce Development ActionPlan which showcases a wide variety of initiatives (past, present and planned) supportingworkforce development and planning across the state. This Action Plan outlines a range ofpast, present and planned initiatives which contribute to workforce development across theState and it highlights initiatives under 14 industry sectors.Some workforce development activities that have occurred in 2005 are discussed below.A HIGH SKILL ECONOMYIndustry Skills BoardsWith the support of DFEEST and government funding, South Australian industry leadersformed and established nine Industry Skills Boards to develop industry specific workforcedevelopment action plans, identify workforce trends and emerging skill needs and to considerissues relating to career advice and the attraction and retention of a skilled workforce.Overseas QualificationsA new policy was developed by the Overseas Qualifications Reference Group of the Trainingand Skills Commission to overcome barriers to the assessment and recognition of overseasqualifications in South Australia. Industry and community groups were fully involved in theformulation of new practices which will better meet the needs of newly arrived migrants andmeet skills shortages.Consequently DFEEST has established a new Trades Recognition Unit to facilitate theefficient assessment of people with trade skills and experience gained in Australia oroverseas. The unit will assist skilled migrants make a smooth and quick transition into thelocal workforce and community.Commonwealth FundingIn 2005, the department actively engaged to develop new national VET funding andaccountability arrangements, which attracts approximately $90 million of Commonwealthfunding annually to the State. The Commonwealth Department of Education, Science andTraining assumed responsibilities which were previously the domain of the AustralianNational Training Authority.DFEEST also facilitated the development of four successful funding submissions for nationalprojects in South Australia which included: 32
  33. 33. 1. A skill eco system supply chain demonstration project, Logistics and Export Assured Delivery (2005), which focused on maintaining a high, consistent standard through the supply and export of horticultural products to Asian markets. 2. Creating a Career Development Culture in VET which aimed to contribute to resolving the national issue of employment and skill shortages by increasing the capacity of the VET sector through a trial implementation of the Australian Blueprint for Career Development (ABCD). 3. Valuing Older Workers which aimed to inform employers and Registered Training Organisations (RTOs) about the impending demographic issues affecting the Australian workforce over the next 20 years and the strategies for addressing the issues identified in the products developed through a previous national project. 4. Reframing the Future which was a major initiative of the former Australian National Training Authority (ANTA). Reframing the Future’s mission is to assist VET practitioners to become highly skilled and VET organisations to perform better in order to enable Australian industry to thrive in the local and global economy.During 2005 the construction of 11 skill centres in South Australia was approved under theCommonwealth Infrastructure Program. These comprised four industry skill centres, threeschool-based skill centres and four Indigenous skill centres.QUALITY EMPLOYMENTCommunity LearningA draft Community Learning Statement that includes 12 action areas from Better Skills BetterWork Better State was released for consultation in the final quarter of 2005 on behalf of theAdult Community Education Reference Group of the Training and Skills Commission.Consultation forums held in metropolitan and regional areas were attended byrepresentatives from the business, community and government sectors. Input on effectivemethods of implementing the strategies in the draft Community Learning Statement in orderto ensure that relevant targets in South Australia’s Strategic Plan are achieved was receivedthrough forums, submissions and questionnaires representing a wide cross-section of thestate.QUALITY EMPLOYMENTResearch and Analysis of the Workforce Issues of Equity GroupsThe Department has conducted significant data analysis and research into the workforceissues for people experiencing barriers to their participation in learning and work, with aparticular focus on Indigenous people, older workers and people living with a disability. Thisresearch will inform and guide new and existing DFEEST activity and programs that areaimed at removing barriers for marginalised and disengaged to participate in learning andwork.Discussion Paper on Older WorkersThe Department led an inter-agency working group to prepare a discussion paper Openingthe Window on Existing Opportunities – Identifying Barriers to the Workforce Participation ofPeople Over 45 Years on the range of complex and multi-disciplinary issues faced by olderworkers in participating in learning and work.Client and Student Voice Action GroupThe Client and Student Voice Action Group is a national group chaired by the ChiefExecutive of DFEEST and charged with developing recommendations on new advisorymechanisms for people experiencing barriers to their participation in the vocational educationand training system – specifically Indigenous people, people living with a disability, and amechanism to provide advice on equity issues generally. 33
  34. 34. Commitment to Young PeopleThe department implemented strategies aimed at ensuring that all young South Australiansdevelop the skills and knowledge required to participate in productive work.Three principal areas were addressed by DFEEST.1. Enhanced Career Services for South AustraliansDFEEST worked with the three school sectors and the Australian Government Department ofEmployment and Workplace Relations to improve careers information and advice forsecondary school students by:• developing twice-yearly labour market information fact sheets for use by students and their advisors• sponsoring professional development for advisors• trialling the Australian Blueprint for Career Development in schools• establishing a web-based resource for career advisors• assisting Industry Skill Boards to develop strategies for informing young people about career and work opportunities in their respective industries.DFEEST also led a national project to promote a career development focus in the vocationaleducation and training sector.2. South Australian Youth Engagement StrategyDFEEST played a key role in developing the South Australian Youth Engagement Strategywhich aims to ensure that all 15-19 year olds are “learning or earning”, that is, are in full-timeschooling or further education and training, full-time employment, or an equivalentcombination of part-time study and part-time work.The ultimate aim of the strategy is to provide every young person with the opportunity andsupport to complete 12 years of schooling or an equivalent vocational qualification and gainmeaningful employment.The strategy will address the issue of youth engagement on several fronts. It will put in placeprocesses to help all secondary students think about their futures and make plans to achievetheir goals, and it will provide new learning and work opportunities to help young peopleachieve their goals.The strategy will also look at better ways of supporting young people as they negotiate thespace between compulsory schooling and further education and training and work.3. Youth CommitmentWhile the South Australian Youth Engagement Strategy (SAYES) focuses on the needs ofyoung people, the youth commitment targets young people to 24 years. A youth commitmentbuilds on learning from South Australia Works and SAYES. Its aim is to create a seamlesstransition system, at the statewide and local level to support all young people to achievesuccess in education, training and employment. In preparation for trials in 2006, DFEESTdeveloped the approach with a renewed focus on integrated policies, planning and programs(centrally and in the regions) to ensure young people are supported to effectively participatein work and learning. 34
  35. 35. BETTER WORKFORCE PLANNINGWorkforce Information and PlanningDetailed workforce planning in conjunction with industry and government agencies hasidentified the potential demand for workforce skills to meet forecast growth related to thecurrent positive economic climate. DFEEST, DTED and PIRSA worked collaboratively onthe workforce planning for the growth in the mineral resources sector and defence industries,as a result of the air warfare destroyer contract.The launch of the Workforce Information Service and Regional Information Exchange inDecember 2005 supports the implementation of the South Australian Governments BetterSkills Better Work Better State and its workforce planning priorities through provision ofuseful tools to assist policy makers and practitioners to assist in better workforce planning.The Workforce Information Service, WIS Online, consists of two web sites. The first focuseson workforce information and provides a primary access point for the service, whilst thesecond, a regional information exchange, operates as a companion page to provideinformation with a regional focus. A range of products including DFEEST Regional Profiles,DFEEST Industry Profiles, Feature Article series, e-Alert, South Australia: People, Jobs andSkills and Labour Force Brief form the basis of advice and information to government,industry and the community.Strong relationships with other state, Commonwealth and local government agencies bringtogether expertise on joint projects, particularly in food, wine, mining and defence sectors,while research excellence, labour market and demographic analysis is supported by links toworkforce development research being undertaken by South Australia’s universities throughthe Workforce Development Research Consortium.Key labour force trends for 2005 included the following highlights:• total employment rose during 2005 on a trend basis and at December 2005 stood at a new record level of 742 700 persons• full-time employment rose during 2005 by 1.6 per cent to 512 100• the number of unemployed persons fell during 2005 by 2300 and the unemployment rate fell by 0.4 per cent to 5.0 per cent• the youth full-time unemployment rate fell during 2005 from 26.3 per cent in January 2005 to 21.2 per cent in December 2005.DFEEST is engaged in a range of current and proposed activities in the area of workforcedevelopment research and practice and is committed to working collaboratively with otherorganisations in this field. 35

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