DFEEST Annual Report 2006


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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 2006

  1. 1. For 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 2006 Annual Report is available on the DFEEST website atwww.dfeest.sa.gov.auISSN 1449-6437
  4. 4. Section A DFEEST Annual Report 2006CHIEF EXECUTIVE’S OVERVIEWI am pleased to present the Annual Report for the Department of Further Education,Employment Science and Technology for 2006, which is my second full year in charge ofthis agency. I would like to acknowledge the leadership and direction offered by MinistersKey, Maywald and Caica.Many of the department’s activities continue to be undertaken in what is a very fluidenvironment of reform, driven internally but also through the Council of AustralianGovernments and in the context of significant workforce challenges facing the state’sindustries. It is vitally important that we continue to challenge how we support the SouthAustralian community and maintain a level of flexibility to be able to deliver on the economicand social and environmental directives of the government as outlined in South Australia’sStrategic Plan.South Australia’s apprenticeship and traineeship system continues to record successes,particularly among female, youth and traditional trades groups. The state had a 14 per centincrease in apprentices and trainees completing their training over the year ending 30 June2006 – nearly three times the national increase of just 5 per cent. The Training and SkillsCommission continued to play an important role in promoting quality, supporting apprenticesand trainees throughout their training, and providing industry and community advice togovernment about workforce development.In 2006 the number of South Australians in work rose to a new record high of 762 100 – thefourteenth consecutive rise in trend employment, with more South Australians in full-timework than ever before.The release in September of Skills for South Australia – Building on Strong Foundations wasthe precursor of a change agenda which will drive how we will deal with the challenges weface in future years. It also demonstrated the broad range of activity and significantinvestment that the government provides to support training and employment for the SouthAustralian community.DFEEST continues to play a significant role in supporting the economy in metropolitan andregional South Australia. It has developed collaborative training and development initiativessuch as the new air warfare destroyer program, defence industries and resource sectorworkforce development requirements and has been an integral player in the establishment ofthe Maritime Skills Centre and the Minerals, Resources and Heavy Engineering SkillsCentre. TAFE SA has continued to play a key role in skilling South Australia and hascontinued its critical role in supporting the training of disadvantaged groups to ensure thegovernment’s obligations to support all sections of the community are realised.Supportive and customised training packages have been developed specifically to addressthe individual requirements of industry and support current and future workforcedevelopment requirements. TAFE will be further taking on the challenge of engaging evenmore flexibly and effectively with industry over 2007 and we all look forward to the positiveoutcomes that this will bring to the South Australian economy.The South Australia Works initiative provided much needed assistance to South Australiansfacing difficulty in the labour market. Managed by the Employment Programs Directorate, 3
  5. 5. Section A DFEEST Annual Report 2006the initiative linked people with skills training and jobs and focussed especially on the needsof young, Indigenous, and mature aged people. An outstanding result with over 28 700people participating in learning and work programs and over 7300 people gainingemployment; a result which exceeded the participant target by 9400 (49 per cent) and theemployment target by 500 (8 per cent).International student numbers continue to increase in South Australia, highlighting the qualityof the training product delivered by our local training providers. During 2006, Adelaide waschosen by 20 580 overseas students as their study destination compared to 18 035 during2005. Further strengthening South Australia’s education reputation was the establishmentand first intake of students in the Adelaide based campus of Carnegie Mellon University,which DFEEST’s Quality Directorate worked to ensure was the first legally recognisedinternational university in Australia. The Quality Directorate continues to play a leading rolein a number of significant national quality and regulatory initiatives.DFEEST also secured infrastructure investment from the commonwealth government andthe private sector for nine nationally collaborative infrastructure research projects in SouthAustralia under the National Collaborative Research Infrastructure Strategy.In the area of the information economy, I was pleased to see the launch of broadbandservices, under the Broadband SA program, in the Coorong District Council and Barossaand Light regions. The establishment of the South Australian Broadband Research andEducation Network (SABRENet) continued to progress well with the completion of most ofthe connections to university campuses, teaching hospitals and research precincts. 2006also marked the release of the Information Economy Agenda for South Australia, as theoverarching strategy for guiding the state’s future investments and activities in this criticalarea for the future of South Australia.Following the 2006 South Australian General Election, we were pleased to welcome theOffice for Youth which joined the department. This shift provides us with opportunities tostrengthen our links with the youth sector, continue to build and enhance youth participationin decision making and improve our focus on achieving positive education and employmentoutcomes for young people.This year I undertook an organisational realignment to ensure a number of functions androles within the agency are better able to support key business drivers and enable us torespond to the challenges we face moving forward.The establishment of a new Workforce Development Directorate has enabled a strongerfocus on future workforce development needs of the state. This reflects the size of the taskfacing the department in leading the government’s response to current and future skillsshortages. A new Planning and Evaluation Directorate ensures whole of departmentstrategic planning and a focus on evaluation of the impacts of our programs drives thedepartment budget and resource allocation processes. Changes to the Shared BusinessServices Directorate will help to embed financial reform measures as well as creatingopportunity for business improvements particularly in transactional processing.I extend my thanks to all staff for their ongoing support, commitment and endeavour duringthe year. I look forward to us continuing to make further changes which will result in evenmore valuable contributions towards achieving improved educational, training andemployment outcomes for the South Australian community.Brian CunninghamChief Executive 4
  6. 6. Section A DFEEST Annual Report 2006VISION AND VALUESDepartment of Further Education, Employment, Science and TechnologyThe Department of Further Education, Employment, Science and Technology (DFEEST)reflects and supports the South Australian Governments priorities of sustaining a vibranteconomy and socially inclusive community by developing the states workforce, skills baseand life long learning opportunities.VisionDFEEST is integral to employment growth, wealth creation, innovation and economicdevelopment in South Australia by building the breadth and depth of workforce skills in thestate. Complementing this, DFEEST will lead science and technology development in SouthAustralia. DFEEST will also build community education and capacity, social inclusion andcontinuous learning in to the culture of the state.ValuesDFEEST is striving to become a high performance learning organisation, one which attracts,develops and retains the most talented workforce available. The department will onlyachieve its goals through a strong commitment to people. The department’s core valuesare: integrity respect responsiveness openness excellence courageDFEEST:• is committed to continuous learning at all levels and to high quality teaching services• believes that our goals will be achieved through innovation and a commitment to quality – we recognise that these values will flourish when stakeholders are free to challenge prevailing views in a climate of creative tension• is driven by a commitment to customer service for internal and external customers – we will be an out looking organisation which is sensitive and responsive to the environment in which we operate• recognises that every activity must contribute real value and an effective return on investment• strives for a high level of transparency and openness in a culture which values a ‘can-do’ approach• embraces the changes which are inherent in changing community demographics and in the changing demands of employers and employees in the state• values rewarding and safe jobs for its employees which allow personal growth and work/life balance• is committed to sustainable solutions which will preserve the natural environment and resources 5
  7. 7. Section A DFEEST Annual Report 2006• acknowledges superior performance and will continually strive to increase levels of productivity.DFEEST’s values contribute positively to our capacity to provide services which are ofbenefit to all stakeholders – industry and commerce, student, employees, traininginstitutions, the community and the government. DFEEST aspires to a positive reputation asa key contributor to the future of the state. DFEEST staff will have a cause to feel pride intheir work and in their agency.DFEEST Strategic Plan 2006-08, Skills for South Australia, http://in.dfeest.sa.gov.au/dfeest/pages/department/ HIGHLIGHTSEmployment Training and Further Education• Between 2004 and 2005, the number of VET students in South Australia increased by 2863 (or 2.3 per cent), from 122 356 to 125 219 1.• In 2005, South Australia generated 22 764 134 hours of VET delivery, an increase of 1.3 per cent (or 289 452 hours) on 2004 levels1.• A total of 11 149 people applied for a place at TAFE SA, an increase of 11 per cent (1000 additional people) on the number of applicants during 2005.• OneSteel announced a joint venture arrangement with TAFE SA Regional to train and employ an additional 25 apprentices in July 2006 and a further 25 apprentices in January 2007. The apprentices, while employed by OneSteel, will be trained from TAFE SA Whyalla Campus in their first year.• In May 2006, TAFE SA won a contract worth more than $250 000 to provide intensive laboratory training for up to 85 new BHP Billiton employees.• From 13 to 15 November 2006, South Australia hosted a national conference focussing on skills shortages and vocational education reform. The conference explored the new Australian VTE reform agenda; international business opportunities for VTE and workforce planning and development.• International student numbers continued to increase. Adelaide was chosen by 20 580 overseas students as their study destination compared to 18 035 during 2005.• The government launched the Community Learning Strategy which aims to develop a culture of learning in South Australia. Developed by the Adult Community Education Reference Group of the Training and Skills Commission and with the assistance of the department, the strategy was shaped by the views of more than 450 people representing the education, community, government and business sectors.• Minister Caica announced a review of the Training and Skills Development Act 2003 to ensure that the training sector has contemporary legislation in place that will lead the sector in meeting South Australia’s current and future skills needs. It will focus on the regulation of training provision and the apprenticeship and traineeship system. A broad consultation process commenced in September. Drafting instructions for revisions to the Act will be undertaken in 2007.• The department provided support through the Industry Skills Boards to identify industry and region-specific workforce issues and to address those issues through initiatives such as the Industry Skills Boards Cluster projects. In July 2006, at the Industry Skills Forum,1 Latest available information – Source: NCVER, 2001-05 Australian vocational education and training statistics-financialinformation 6
  8. 8. Section A DFEEST Annual Report 2006 Minister Caica announced the formation of three strategic clusters from the nine existing Industry Skills Boards and the provision of $150 000 for each cluster through the Workforce Development Fund budget to address skills shortages.• The number of trainees and apprentices reached a high of 34 100 in March 2006. This equals the previous record high achieved in September 2005.• The Trades Recognition Support Service began operation in February 2006. The Service enables people who have acquired trades skills or qualifications other than under the Australian Qualifications Framework to have their skills and experience recognised. Successful applicants are issued with a Certificate of Recognition.• The Pre-apprenticeship Program provided training to 90 jobseekers in trade areas experiencing skills shortage, such as roof plumbing, engineering (mechanical and fabrication), engineering (electrical and electronics), and carpentry/joinery. Of the jobseekers involved, 42 gained employment, including 37 in apprenticeships under a contract of training.• More than 28 700 people participated in learning and work programs with over 7300 participants gaining employment. Participant targets for 2005-06 were exceeded by over 9400 people (49 per cent) and the employment target was exceeded by over 500 people (eight per cent).• In March 2006, South Australia Works in the Public Sector successfully supported the variation of nine public sector awards through the Industrial Relations Commission to allow for the delivery of part-time traineeships, traineeships longer than 12 months in duration and school based new apprenticeships for government.• In the first national project of its kind, South Australia Works partnered with the Australian Government’s Department of Employment and Workplace Relations (DEWR), three other state governments and the Australian Manufacturing Technology Institute (AMTIL) to skill up and place job seekers into entry level positions within the precision engineering and manufacturing sector.• Higher Education Council Strategic Statement/Action Plan was approved for the next 12 months. The Plan will assist Council members better identify collaborative activities between universities and the state government to strengthen the higher education sector in South Australia.• Making Connections – Developing our Workforce was the theme of the annual DFEEST Training Sector Forum held in June in Adelaide. Over 320 delegates attended the forum which was one of several important strategies used by the department for the continuing development of high quality teaching and assessment in South Australia.• The Higher Education Directorate has collaborated across government, with universities, and with the professions, in reviewing medical student admission processes and to secure an additional 60 university places.Science and Innovation• The Premier’s Science Excellence Awards were initiated by the Premier’s Science Research Council to assist in raising the awareness of the importance of science, technology and innovation throughout the broader community.• In November 2006, the state government committed $22 million over five years for nine nationally collaborative infrastructure research projects in South Australia. This was matched by $28 million in commonwealth funding provided under National Collaborative Research Infrastructure Strategy (NCRIS) with further contributions from industry and research institutions.• A business case supporting the creation of the Mawson Institute for Advanced Manufacturing (MIAM) was developed. Government funding for the Institute was provided in 2005 totalling $8 million over four years. The first $2 million grant from the government was used to purchase scientific and engineering equipment. 7
  9. 9. Section A DFEEST Annual Report 2006Information Economy• The department launched broadband services, under the Broadband SA program, in Coorong District Council and Barossa and Light regions. Broadband SA program includes the Broadband Development Fund comprising $7 million (2003-08) for projects to enhance and extend the state’s broadband environment.• Completed the South Australian Broadband Research and Education Network (SABRENet), an optical-fibre telecommunications network constructed in metropolitan Adelaide to link the states major research and education sites, including university campuses, research precincts and teaching hospitals. By December 2006, the major backbones and most connections to participants’ sites were completed, making SABRENet one of Australias first and largest purpose-built customer owned fibre networks.• The department published an abridged version of the Information Economy Agenda for South Australia. This document develops a basis for responding to the profound change inherent in the information economy and presents a framework to recognise and pursue topics that demand priority attention and position the state to achieve present and future benefits. The priority areas identified are infrastructure, industry development, social inclusion, skills and online content and applications.Youth• The department contributed to a joint initiative between the Local Government Association of South Australia and the Office for State/Local Government Relations to increase young people’s participation as candidates and voters in the November local government elections.• A total of 3930 young people participated in volunteering activities through specific programs.• In June 2006 the directorate published the Celebrating Success report. This highlighted the achievements across government in implementing the South Australian Youth Action Plan.People• The department won the SA Public Sector Human Resource Excellence Award for developing and implementing the DFEEST Workforce Development Platform for building its workforce.• The department also implemented its Aboriginal Employment Strategy, which aims for 2.1 percent of its workforce to comprise Aboriginal people by 2010; implemented child protection procedures to protect students and children under 18; and introduced individual working agreements for TAFE Act staff. 8
  10. 10. Section A DFEEST Annual Report 2006MINISTERIAL LEGISLATIVE RESPONSIBILITIESPortfolio governance for further education, employment, science, technology and youth ismanaged through a number of councils, boards and committees that work in conjunctionwith the department to provide the Minister for Employment, Training and Further Education,the Minister for Science and Information Economy and the Minister for Youth with advice inkey strategic areas.EMPLOYMENT, TRAINING AND FURTHER EDUCATIONOn 23 March 2006 the Hon Paul Caica MP took responsibility for this portfolio, previouslyheld by the Hon Stephanie Key MP.AgencyThe Department of Further Education, Employment, Science and TechnologyActs 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 portfolioInstitute CouncilsInstitute councils are established by the Minister for each of the three institutes of TAFE SAunder the Technical and Further Education Act 1975. The councils advise, monitorperformance and provide supplementary funding for the institute’s operation.Training and Skills CommissionThe Training and Skills Commission was established under the Training and SkillsDevelopment Act 2003. The Act gives authority to the commission in regulating vocationaleducation and training and non-university higher education in the state and in planning andpolicy advice on employment, vocational training and adult community education. It gives a 9
  11. 11. Section A DFEEST Annual Report 2006strong leadership role to industry in workforce development for the state. The commissionhas nine members (plus deputies) appointed by the Governor, the majority from industry andthe balance representing the interest of employer associations and the United Trades andLabor Council.The commission is formally advised by two reference groups in the areas of quality, adultcommunity education. The Act also sets up a Grievances and Disputes MediationCommittee to adjudicate disputes between apprentices/trainees and their employers undercontracts of training.These groups are all convened by commission members, but draw on the wider resources ofindustry and the community for specialist advice through their membership and consultationstrategies. The Training and Skills Commission reports annually to Parliament on itsoperations and those of its committees and reference groups.Higher Education CouncilThe Higher Education Council was established in 2002 to foster collaborative arrangementsbetween 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 project managementcompany of the South Australian Government. Its head office is in Adelaide and thecompany has a regional presence in Asia through its subsidiary company PT AustrainingNusantatra, which was established in 1993 in Jakarta, Indonesia. It has a registeredcompany in Papua New Guinea which maintains an office in Port Morseby. Austraining hasa network of 18 agents in the Middle East, Asia and the Pacific and has ISO 9001accreditation for the development and management of international education and trainingprojects.Education AdelaideEducation Adelaide is a subsidiary of the Minister for Employment, Training and FurtherEducation established by the Public Corporations (Education Adelaide) Regulations 1998. Itoperates as a partnership between the City of Adelaide, the state’s universities, the stategovernment and numerous private colleges and schools. Its strategic direction is toaccelerate the growth of South Australia’s education export industry to benefit the state’seducation providers, the local economy and community and the City of Adelaide. EducationAdelaide works closely with DFEEST to achieve targets in South Australia’s Strategic Plan.SCIENCE AND INFORMATION ECONOMYThe Hon Karlene Maywald MP took responsibility for this portfolio from 23 March 2005.AgencyThe Department of Further Education, Employment, Science and Technology 10
  12. 12. Section A DFEEST Annual Report 2006RegulationsPublic Corporations (Bio Innovation SA) Regulations 2001Public Corporations (Playford Centre) Regulations 1996Statutory AuthoritiesBio Innovation SAPlayford CentreBoards, 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 to advise thegovernment on strategies for boosting local science and research capabilities and improvinglevels of innovation. The council is co-chaired by the Premier and the state’s chief scientistDr Max Brennan AO and is administratively supported by DFEEST.The council was responsible for establishing the Premier’s Science and Research Fund in2003, to facilitate strategic investment in science and research in South Australia and thetransfer of research outcomes to end users, as a foundation for South Australia’s economic,social and environmental future. Since then, the fund, through a competitive process, hascommitted a total of over $11 million for collaborative science and research projects in SouthAustralia.Information Economy Advisory BoardThe Information Economy Advisory Board provides advice to the Minister for Science andInformation Economy on potential benefits of the information economy for all SouthAustralians and on how to maximise these benefits. The board’s membership bringstogether prominent individuals from the community, academia and industry. It is supportedby, and works closely with DFEEST to provide advice on the state’s current capacity tobenefit from the information economy.Bio Innovation SABio Innovation SA is a subsidiary of the Minister for Science and Information Economyestablished by the Public Corporations (Bio Innovation SA) Regulations 2001.Funded by the state government, Bio Innovation SA provides grants to companies andpublic research organisations to promote company development and enablecommercialisation of technologies.The organisation also provides mentoring advice on business and product development,financial and marketing advice, as well as infrastructure development support for the localbioscience industry. Over the past five years, Bio Innovation SA has established itself as thefocal point for the local bioscience community and industry development in South Australia.Adelaide has one of the fastest-growing biotechnology industry clusters in Australia and itsglobal position is growing by the day. The biotechnology sector contributes 14 per cent ofthe state’s total business research and development expenditure. The number of biotechcompanies has doubled since 2001 with now more than 80 biotechnology companies inSouth Australia, employing about 1000 people and generating more than $175 million inrevenue. 11
  13. 13. Section A DFEEST Annual Report 2006Investigator Science and Technology CentreThe Investigator Science and Technology Centre was an incorporated non-profit associationthat worked closely with the state’s three universities, research organisations and industry topromote science and technology to the community at large and targeted school age children.In October 2006, the Investigator announced it would cease trading. DFEEST providedassistance to enable it to wind down its operations by the end of December 2006.Playford CentrePlayford Centre is a subsidiary of the Minister for Science and Information Economy establishedby the Public Corporations (Playford Centre) Regulations 1996, to contribute to South Australia’seconomic growth, exports, commercialisation of research and entrepreneurial activity, byfacilitating the formation and development of innovative technology ventures.Playford CapitalIn 2001, Playford Centre formed a subsidiary Playford Capital Pty Ltd. Playford Capital usesfunding provided by the Commonwealths Building on IT Strengths and ICT IncubatorsPrograms to invest in South Australian ICT firms which have the potential and commitmentto become high growth companies exporting interstate and overseas. This has stimulatedthe inflow of private equity into South Australia and supported ICT company growth.SABRENet LtdSABRENet Ltd is a not for profit tax-exempt public company limited by guarantee. Onceconstructed, SABRENet will own the multicore optical fibre network connecting majorresearch and education sites in Adelaide.YOUTHOn 23 March 2006 the Hon Paul Caica MP took responsibility for this portfolio, previouslyheld by the Hon Stephanie Key MP.AgencyThe Department of Further Education, Employment, Science and TechnologyBoards, Committees and Authorities within the Minister’s portfolioDuke of Edinburgh’s Award, State Award CommitteeThe Duke of Edinburgh’s Award is an international self-development program available toyoung people aged between 14 and 25. The Minister for Youth is the exclusive licenceholder to deliver the Award in South Australia, and appoints the State Award Committee tomaintain quality and support the delivery of the Award.Minister’s Youth CouncilThe Minister’s Youth Council comprises young people aged 12-25 who provide advice to theMinister for Youth on issues that affect young South Australians. The Office for Youthmanages the application process and recommends membership to the Minister who seeksto appoint a diverse membership of young people for 1-3 year terms. The Minister’s YouthCouncil consults and advises the Minister directly through monthly meetings.Dame Roma Mitchell Trust FundDame Roma Mitchell Trust Fund for Children and Young People Board (transferred toDepartment for Families and Communities on 24 April 2006). The Dame Roma MitchellTrust Fund for Children and Young People makes grants available to children and youngpeople who are, or have been, under the guardianship of the Minister for Families andCommunities. 12
  14. 14. Section A DFEEST Annual Report 2006CORPORATE 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. The corporate executive leadership team hasresponsibility for maintaining the effectiveness of these 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, including TAFE institutes, is based on theprinciple of delivering value for money and services that implement the department’s role ineducation, training and employment, science and innovation and link to whole-of-government objectives. The Corporate Executive Team oversees high-level corporatestrategy and determines major internal resource allocation.Reports are provided monthly to the Corporate Executive Team, the Budget and FinanceExecutive and the Executive Forum (senior management group) to enable monitoring andevaluation of performance. This includes reporting in the areas of financial results,occupational health, safety and welfare statistics, workforce details, project status, andresults against other key performance indicators, including the targets contained in SouthAustralia’s Strategic Plan.The Budget and Finance Executive Committee monitors the financial performance of thedepartment and the portfolio. In line with this role, a comprehensive review of departmentalfinancial practices and processes was completed. As a result, a number of reforms havebeen identified and are in the process of being implemented.An Audit and Risk Management Committee is being established to provide governance,audit and risk management advice and additional services to assist management with theachievement and maintenance of the management aims and standards in line with thedepartment’s objectives and priorities.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. 13
  15. 15. Section ADFEEST Annual Report 2006 14
  16. 16. Section A DFEEST Annual Report 2006DEPARTMENTAL RESPONSIBILITIESDFEEST plays a pivotal role in building the breadth and depth of workforce skills in SouthAustralia. This is complemented by leading science and technology development, andbuilding community education and capacity, social inclusion and continuous learning into theculture of the state.The portfolio plays a central role in achieving South Australia’s Strategic Plan objectivesGrowing Prosperity, Fostering Creativity, and Expanding Opportunity; and makes asubstantial contribution to Improving Wellbeing, Attaining Sustainability and BuildingCommunities.The department undertakes a range of functions in order to meet its objectives andcontribute to the achievement of South Australia’s Strategic Plan objectives and targetsincluding:• provision of strategic policy advice for developing the state’s workforce• provision of strategic advice for science, technology, information economy and innovation policy that links government with business, industry and education sectors• ensuring high quality vocational education and training (VET) delivered by TAFE institutes, private registered training organisations and adult community education providers• regulation of VET organisations, university and non-university higher education providers, and providers of English language intensive courses for overseas students• regulation, administration and funding of apprenticeships and traineeships• managing state funded employment and community development programs• supporting the government’s strategic direction in the higher education sector• initiating, advocating and facilitating policies and strategies, including appropriate programs and grants, that create opportunities for positive outcomes for all young people in South Australia• supporting the implementation of the Youth Action Plan• raising the profile of South Australia in the international education market place through its support of Education Adelaide.STRATEGIC OBJECTIVESThe strategic intent of DFEEST is to contribute to the development of a skilled workforce inSouth Australia; to assist individuals to maximise their workforce potential and to build oureducation and training capability through schools, TAFE, VET and higher educationproviders. In order to deliver on these objectives, DFEEST will develop as a highperformance learning organisation. 15
  17. 17. Section A DFEEST Annual Report 2006South Australia is a regional economy in a highly connected and interdependent globaleconomy. In order to prosper, South Australia must be globally competitive in key areas ofeconomic activity, many of which have achieved importance either through our naturalresources or as a result of our economic history.South Australia’s ageing workforce demands that a strong focus be placed on workforceplanning and workforce development in order to ensure that the skills demanded by thefuture are readily available. Furthermore, and economy which has focused on skilling theworkforce will be in a prime position to improve competitive advantage and to attract newinvestment to the region.DFEEST Strategic Objectives and South Australia’s Strategic PlanSouth Australia’s Strategic Plan, Creating Opportunity, identifies a number of targets ofdirect relevance to the business of DFEEST. These targets are specific in terms of theoutcomes to be achieved and the time frame in which this will occur. The targets from SouthAustralia’s Strategic Plan which DFEEST leads for the government provide a framework forDFEEST’s Strategic Objectives 1 to 4.Strategic Objective #1 Building a high performance organisationDFEEST will become a skilled, high performance organisation in order to ensure that wehave the capacity to deliver our strategic objectives. This involves developing DFEEST’speople, improving our business systems and processes and ensuring a high focus oncustomer service.Strategic Objective #2 Skilling South AustraliaDFEEST will lead the way in skilling South Australia by working with employeerepresentatives, industry, businesses, communities and regions to implement workforceplanning and skill development of programs, building a quality and competitive trainingmarket and strengthening the publicly owned TAFE SA system. At the same time DFEESTwill support the government’s social inclusion agenda regarding the skills needs of Aboriginalpeople, disadvantaged and marginalised groups.Strategic Objective #2 is directly relevant to achieving the following South Australia’sStrategic Plan targets with DFEEST as lead agency. Increase the proportion of the South Australian Non-school qualifications labour force with non-school qualification from T 6.15 2 50.7% in 2002 within 10 years University participation Exceed the national average within 10 years T 6.16 TAFE participation Continue to exceed the national average T 6.17 Double South Australia’s share of overseas Share of overseas students T 1.14 students within 10 yearsStrategic Objective #3 Employment and workforce developmentDFEEST will lead the way in supporting individuals and communities to make the rightchoices in relation to careers and learning by providing high quality employment andworkforce development services and community education.Strategic Objective #3 is directly relevant to achieving the following South Australia’sStrategic Plan targets with DFEEST as lead agency.2 Targets refer to South Australia’s Strategic Plan V.1 of March 2004 16
  18. 18. Section A DFEEST Annual Report 2006 Better the Australian average employment growth Jobs T 1.1 rate within 10 years Equal or better the Australian average within 5 Unemployment T 1.2 years Equal or better the Australian average within 5 Youth Unemployment T 1.3 yearsStrategic Objective #4 An innovative communityDFEEST is committed to the strategies endorsed by the Premier’s Science and ResearchCouncil detailed in the ten year vision for science technology and innovation in SouthAustralia (STI10), in conjunction with implementing the state Broadband Strategy and thestate’s current Information Economy Agenda, both endorsed by the Information EconomyAdvisory Board. This includes connectivity, content and capability in support of state skillsand e-learning objectives.Strategic Objective #4 is directly relevant to achieving the following South Australia’sStrategic Plan targets with DFEEST as lead agency. Double South Australia’s share of overseas Share of overseas students T 1.14 students within 10 years Increase patent applications to exceed our Commercialisation of population share of all Australian applications T 4.2 research within 5 years Exceed the national average of business Investment in science, expenditure on research and development (as a T 4.6 research and innovation percentage of GSP) and approach the OECD average within 10 years Increase the level of internet use in metropolitan Internet usage and regional South Australia by 20 per cent within T 4.7 10 years Increase the proportion of the South Australian labour force with non-school qualifications from Non-school qualifications T 6.15 50.7 per cent in 2002 to 55 per cent within 10 years University participation Exceed the national average within 10 years T 6.16 Have based in South Australia the headquaters of Cooperative research a major node of at least 40 per cent of all centres, centres of Cooperative Research Centres, Centres of T 4.8 excellence and major Excellence and Major National Research national research facilities Facilities within 5 yearsNote: the above tables contain targets from South Australia’s Strategic Plan V.1 of March 2004. South Australia’s Strategic PlanV.2 issued January 2007 provides revised targets http://www.stateplan.sa.gov.au/ 17
  19. 19. Section A DFEEST Annual Report 2006FINANCIAL OVERVIEWThe tables provided in this section set out a summary of the actual results for the 2005-06financial year. The detailed financial statements reflecting actual results for 2005-06 arepresented under Financial Information (refer to Section E of this report).Income Statement Summary Actual Actual 2005-06 2004-05 $’000 $’000 Expenses 461 307 433 688 Revenues 189 730 181 116 Net Cost of Providing Services 271 577 252 572 Revenues from Government 244 120 239 693 Net Result before Restructure (27 457) (12 879) Net Expenses from Restructuring (335) Net Result After Restructuring (27 792) (12 879)Net Result after RestructuringThe deterioration in the Net Result after Restructuring from 2004-05 to 2005-06 is principallydue to higher employee expenses as a result of an increase in the number of full-timeequivalents within the department during 2005-06. There was also increased demand forservices. The result for 2005-06 also includes a payment of $3.589 million for the return ofsurplus cash to treasury in accordance with the government’s cash alignment policy.Operating RevenuesActual operating revenues for 2005-06 were $437.4 million. The principal source of fundingfor the department is state government appropriation which totalled $247.7 million. Otheroperating revenues included commonwealth grants of $100.7 million and $69.7 million fromstudent and other fees and charges. 18
  20. 20. Section A DFEEST Annual Report 2006The table below depicts an overview of revenue sources 2005-06 State Government Funding $247.7m C/W Grants $100.7m Sales/fee for Service Revenue $39.4m Other $12.3m Student Enrolment Fees and Charges $27.8m Other Grants & Contributions $9.5mOperating ExpensesActual employee benefits of $254.7 million for 2005-06 constituted 55 per cent of the totaloperating expenses of $461.3 million. Grants and subsidies expenses totalled $58.4 millionincluding $17 million for employment programs, $12.1 million for science and technologyprograms, $9.9 million for vocational education and training programs and $6.7 million forTertiary Student Transport Concessions.The other major component of operating expenses (Supplies and Services) amounted to$133.9 million. Included in this category were $20.7 million for funding to non-TAFE providersfor Vocational Education and Training, $19.6 million for information technology infrastructureand communication, $17.6 million for fees for contracted services, $16.7 million for minor works,maintenance and equipment, $15.1 million for printing and consumables. A further $14.3 millionwas charged to depreciation expense.The table below depicts an overview of operating expenses 2005-06 Employee Expenses $254.7m Supplies & Services $133.9m Grants & Subsidies $58.4m Depreciation $14.3m 19
  21. 21. Section A DFEEST Annual Report 2006Overview of Operating Expenses 2005-06The following table depicts how expenditure was applied to the following programs inaccordance with approved strategic priorities. Overview of Operating Expenses 2005-06 Actual 2005-06 $’000 Employment and Skills Formation – Vocational Education and Training. Provision of $401.4m 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 $0.6m Employment and Skills Formation – Higher Education. Provision of advice to Minister Caica on higher education policy and planning $6.0m Employment and Skills Formation – Regulatory Services. Provision of registration, accreditation and approval services for registered training organisations, and the regulation, administration and funding of apprenticeships and traineeships Employment and Skills Formation – Employment Development. Addressing $26.4m 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 and Innovation. Provides the Government’s principal strategic $25.3m 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, Playford Capital) Youth Programs. Development of innovative policies and proactive strategies to further $1.4m promote youth development and youth engagement within the community Youth Policy and Resource Management. Implementation of efficient and effective $0.2m client service and resource management practices which optimise positive outcomes for young people Total $461.3m 20
  22. 22. Section A DFEEST Annual Report 2006The table below depicts a summary of program expenditure for 05-06 Employment & Skills Formation - VET $401.4m Employment & Skills Formation - Employment Development $26.4m Science, Technology & Innovation $25.3m Employment & Skills Formation - Regulatory Services $6m Youth - Youth Programs $1.4m Employment & Skills Formation - Higher Education $0.6m Youth - Policy & Resource Management $0.2mSummary of Financial Position Actual Actual 2005-06 2004-05 $’000 $’000 Financial Position: Total Assets 514 432 523 602 Total Liabilities 102 587 83 965 Net Assets 411 845 439 637In 2005-06 the department’s net assets decreased by $27.8 million. This was primarily dueto decreases in cash, receivables and property, plant and equipment, together withincreases in accounts payable and employee benefits liabilities.Summary of Capital Investing Activities Actual Actual 2005-06 2004-05 $’000 $’000 Capital Investing Activities: Investing Payments 12 924 2951 Investing Receipts 2 013 1635 Net Investing Payments 10 911 1316The actual investing payments for 2005-06 were $12.9 million. This primarily reflectsexpenditure incurred against the veterinary and applied science capital project at GillesPlains Campus of TAFE SA. 21
  23. 23. Section B DFEEST Annual Report 2006WORKFORCE DEVELOPMENTA key focus for the department was meeting the objectives of its strategic plan including theaim of building a sustainable workforce and demonstrating leadership in workforcedevelopment.By building on the initiatives implemented during the year, the department continues to striveto become an increasingly high performance learning organisation which attracts, developsand retains the most talented workforce available with a workforce profile that supports thesustainability of the organisation into the future.Workforce DataThe following data are based on records from the human resource information systemEmpower for persons identified as being employed on 31 December. Hourly PaidInstructors (HPIs) are excluded from the data tables and reported separately below to avoiddata distortion.EMPLOYEE NUMBERS, GENDER AND STATUS (EXCLUDING HPIs)The following table depicts the total number of employees including persons and full timeequivalent employees (FTEs).Total Number ofEmployeesPersons 3799.00FTEs 3481.21The following table depicts the total staff and gender composition of departmentalemployees. A person is the head count and FTE is the full time equivalent of full time andpart time staff.Gender Persons % Persons FTEs %FTEsMale 1456 38.32 2057.60 40.89Female 2343 61.68 1423.61 59.11Totals 3799 100.00 3481.21 100.00Number of persons separated from the agency (excluding HPIs): 375Number of persons recruited to the agency (excluding HPIs): 479Number of persons on Leave Without Pay (excluding HPIs): 279In addition, 192 people started and completed the term of their employment during 2006.This group was comprised of temporary employees (approx 60 per cent PSM Act and 40 percent TAFE Act) and a very small percentage of weekly paid employees.Hourly Paid InstructorsDFEEST augments its teaching force by employing casual Hourly Paid Instructors (HPIs) toprovide specialist and back up support to lecturers. In total, 2297 individual HPIs provided269 383 hours teaching at a cost of $13 553 266. 22
  24. 24. Section B DFEEST Annual Report 2006Number of employees by salary bracket (excluding HPIs)This table depicts the total staff by gender under the salary brackets determined Salary Bracket Males Females Total $0-40 399 188 855 1043 $40 400-54 999 224 465 689 $55 000-67 999 559 656 215 $68 000-88 999 417 313 730 $89 000 + 68 54 122 Total 1456 2343 3799Employment status of persons (excluding HPIs)The following two tables depict the total staff and the full time equivalent staff by theiremployment status in their current position. Short term contracts are under two years; longterm contracts are over two years. Persons Ongoing Short-Term Long-Term Total Other Total Contract Contract (Casuals) with CasualsMale 1095 307 55 1457 48 1505Female 1731 560 51 2342 38 2380Total 2826 867 106 3799 86 3885Employment Status of FTEs (excluding HPIs) FTEs Ongoing Short-Term Long-Term Total Other Total Contract Contract (Casuals) with CasualsMale 1076.10 294.11 54.40 1424.61 0.16 1424.77Female 1545.53 466.74 44.33 2056.60 0.95 2057.55Total 2621.63 760.85 98.73 3481.21 1.11 3482.32EXECUTIVE PROFILEThe table below depicts the number of executives by status in current position, gender andclassification. Contract Contract Total Tenured Untenured Classification Male Female Male Female Male Female CD 3 1 1 EMC 12 14 12 14 Exec A 2 2 5 3 7 5 Exec B 2 2 5 4 5 Exec C 1 2 2 2 3 Exec D 1 1 1 1 Exec E 1 1 MINAPP 1 1 1 2 1 23
  25. 25. Section B DFEEST Annual Report 2006WORKFORCE DIVERSITYThe department recognises the value of workforce diversity and the benefits inherent in aworkforce that is representative of the broader community. The following section outlinesthe department’s profile.Age ProfileThe following table and bar graph depict the total staff by gender under their age bracket,and includes age bracket total as a percentage of the total staff and the SA WorkforceBenchmark. SA Workforce Age Bracket Female Male Total % of Total Benchmark% 15 - 19 years 16 5 21 0.55 7.90 20 - 24 years 102 35 137 3.61 10.70 25 - 29 years 197 65 262 6.90 9.80 30 - 34 years 216 110 326 8.58 10.50 35 - 39 years 263 108 371 9.77 11.40 40 - 44 years 276 138 414 10.90 12.40 45 - 49 years 394 245 639 16.82 12.40 50 - 54 years 421 264 685 18.03 10.90 55 - 59 years 287 292 579 15.24 8.30 60 - 64 years 156 159 315 8.29 4.40 Over 65 Years 15 35 50 1.32 1.30 2343 1456 3799 100.00 100.00Australian 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 2006) Em ployees by Age Bracket Over 65 Years 55 - 59 years Age Brackets 45 - 49 years Male 35 - 39 years Female 25 - 29 years 15 - 19 years 0 50 100 150 200 250 300 350 400 450 Num ber of Em ployeesCultural and Linguistic DiversityThe following table depicts the number of staff who reported being born overseas or whospeak another language other than English at home. % of % of SA Male Female Total Agency Community Number of employees born 168 247 415 10.5 20.3 overseas Number of employees who speak language(s) other than English at 70 77 147 3.7 15.5 home*Benchmarks from ABS Publication Basic Community Profile (SA) Cat No. 2001.0. 24
  26. 26. Section B DFEEST Annual Report 2006The following table depicts the number of employees with ongoing disabilities. Number of Employees with Ongoing Disabilities Male Female Total % of Agency 37 37 74 1.87Aboriginal EmploymentThe Aboriginal Employment Strategy to 2010: Walking Together Towards Prosperity waslaunched in September 2005.By 2010 the department aims to have:• 2.1 per cent of its workforce comprising of Aboriginal people• a higher level of sustainable employment for Aboriginal staff• a high level of non-school qualifications held by Aboriginal staff• a high level of representation in decision-making positions held by Aboriginal staff.The following represents progress against the intended outcome:A total of 2.1 per cent of DFEEST’s workforce comprising of Aboriginal people at a higherlevel of sustainable employment for Aboriginal staff. This exceeds the target set in SouthAustralia’s Strategic Plan.The following table demonstrates there has been a steady increase in the number ofAboriginal people employed and in particular an increase in the number of Aboriginal staff inpermanent positions. COMPARATIVE DATA SEPTEMBER 2004 – DECEMBER 2006 Total Number of % of Total DFEEST Date Permanent Temporary HPI Staff (incl HPIs) Workforce Sept 20 11 N/A 31 N/A 2004 Dec 22 32 10 64 1.4 2004 (33.4%) (52%) (15.6%) June 44 29 15 88 2.35 2006 (50%) (33%) (17%) Dec 47 24 10 81 2.1 2006 (58%) (30%) (12%)The Aboriginal Employment Strategy recognises that in achieving the above outcomes thedepartment needs to focus on the following areas of activity:• Raising staff awareness, respect and support for Aboriginal culture and peopleExecutive Forum members, a group of their direct reports and an Institute managementgroup have undertaken a cultural respect program. TAFE SA has developed and launchedan online cultural awareness program called Interactive Ochre.The department’s on-line induction program now includes the Statement of Reconciliationand the Aboriginal Employment Strategy. A specific session ensuring the providers of theEmployee Assistance Program deliver culturally appropriate support was provided as part ofthe induction program. 25
  27. 27. Section B DFEEST Annual Report 2006• Improving recruitment and selection processes for Aboriginal peopleRecruitment models have been developed to include procedures around Expression ofInterest positions. The use of the Aboriginal Employment Register to fill some of thesevacancies has been investigated, as have policies and procedures. This will see informationrelating to Aboriginal Employment in the Selection Practice Package being updated.Five undergraduate degree/advanced diploma scholarships in skills shortage areas wereawarded.• Improving the retention of and security for Aboriginal employeesThe inaugural Aboriginal Staff Convention was held in June and provided approximately 45staff the opportunity to engage with Executive Forum members and other Aboriginal staff.One important element of this focus area was the recognition of prior learning. A staffprofiling exercise was conducted with all Aboriginal employees. Information gained from thisexercise assists in the retention and progression of staff within the department.Options are being investigated to provide Aboriginal staff with opportunities to act in higherlevel positions and to gain knowledge and skills to increase the potential to win positionsbased on merit.• Improving recognition of success and celebration of Aboriginal eventsStaff were encouraged to participate in National Aboriginal and Torres Strait Islander DayObservance Committee celebrations. Widespread acknowledgement of the David UnaiponAwards occurred across the department and articles profiling Aboriginal staff have featuredwithin editions of InsideDFEEST.Six Aboriginal staff members were nominated for the David Unaipon Awards. They areparticipating in the DFEEST Leadership Development Program.The Premier’s Council for Women offered Aboriginal female staff sponsored places toparticipate in Governance Training. Two staff members are participating in the programwhich will see them develop leadership skills within their community.To underpin the Aboriginal Employment Strategy, activity included:• dissemination and communication of the strategy across the department and public sector forums• incorporation of the strategy into DFEEST’s Strategic Plan and Workforce Development Platform as well as institute plans• support of the development and delivery by Institutes of Aboriginal employment strategies• development of auditing and improvement of systems and processes to capture reliable and accurate data of our Aboriginal workforce• provision of individual support and advice to Aboriginal staff and their managers• establishment of an advisory committee and its input into planning and evaluation• discussions with work areas regarding the employment of Aboriginal people and increased sustainability of all employment for existing Aboriginal staff. 26
  28. 28. Section B DFEEST Annual Report 2006VOLUNTARY FELXIBLE WORKING ARRANGEMENTSAs part of the department’s commitment to attracting and retaining the best possible staffand to assist employees to balance work and family life, a number of voluntary flexibleworking arrangements (VFWA) were made available to DFEEST employees. Someemployees use a combination of VFWAs.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 MANAGMENTThe number of persons on Leave without Pay as at 31 December 2006 (excluding HPIs) is279.The following table depicts the average days taken per FTE (excluding HPIs) Leave Type 2006 Sick Leave 9.18 Family Carers Leave * Special Leave with Pay 1.94 *Note: Family Carers Leave may be taken as part of an employees entitlement to Sick Leave or Special Leave with Pay. It cannot currently be reported upon as a separate leave type.Workforce DevelopmentAs the department responsible for developing and driving the state’s WorkforceDevelopment Strategy Better Skills. Better Work. Better State, DFEEST has an imperative toprovide leadership in the development of its workforce.DFEEST’s Workforce Development Platform to 2010 (WDP) was released in April 2006 toaddress a number of critical business challenges and included:• ageing of DFEEST workforce• the gap between the current and required capability profile and capacity of staff• the prevailing ‘industrial’ model of management.The WDP is designed to achieve DFEEST’s strategic objective of becoming a skilled, high-performing learning organisation. The core purpose of the initiative is to ensure DFEEST isequipped with the right capability mix, and profile in its workforce supported by appropriateworkplace systems. The WDP is underpinned by the development and delivery ofDFEEST’s workforce planning toolkit. A high level Workforce Development SteeringCommittee has been established to guide and drive the implementation of the WDPthroughout the department. The WDP was awarded the 2006 Commissioner for PublicEmployment’s Award for HR Achievement. 27
  29. 29. Section B DFEEST Annual Report 2006Since the launch of the WDP a range of activities commenced:Leadership and Management Development• An inaugural DFEEST Leadership Development Program was undertaken with 46 participants from across the department in a range of classifications.• The Office of the Chief Executive Leadership Development Program was established with the first placement being a three-month appointment in the Office of the Chief Executive.• The DFEEST Executive Leadership Program entered its second year with plans for rolling it out to the next level of leaders in the department in 2007.• HRSMART piloted a streamlined approach to recognition of prior learning focusing on 12 staff from both metropolitan and regional areas. Three participants achieved full qualifications and others achieved units of competency.• The AdminSMART initiative was implemented using a new innovative RPL SMART methodology, developed within TAFE SA Business Services. It provided the opportunity to expand the workforce development initiatives in building the capability of 12 ASO 1 – ASO 3 corporate and program administration staff within TAFE Institutes. Following the research and development of the online RPL SMART tool it will be placed on the DFEEST Induction website for all corporate and administration staff to access.• An intensive 12 month management program called BusinessSMART was instituted as a pilot with 20 staff from across three TAFE institutes. It is aimed at building the personal and professional leadership and business management and business generation skills of new and emerging leaders within TAFE SA.Workforce Planning• The DFEEST Workforce Planning Toolkit was produced.• As part of the Skills Reform agenda for South Australia, DFEEST established a working party and commenced development work on TAFE workforce flexibility initiatives.• A DFEEST research project concerning work/life balance and use/effectiveness of flexible work arrangements has been completed. A departmental policy will be developed and implemented in 2007.People and Cultural Development• TAFE Act Workforce Development (WD) Policy recognises, encourages and supports professional development for all workers. A workforce development skills framework for all staff based on the DFEEST values and attributes has been developed.• Extensive work concerning employee performance and retention with a fresh framework/model was drafted. This system will incorporate strategies and guidelines for rewarding good performance.• DFEEST has increased its effort to recognise and celebrate achievements of staff and volunteers through the introduction of the Australia Day Awards, widespread publication of public service and educational staff awards and by celebrating our achievements against our Strategic Plan and in the community.• The result of the whole-of-department annual staff survey (BULB: shedding light on staff perspectives) was released to staff in May with each institute and directorate implementing activities in response to their particular results. A working party will design the March 2007 survey.• A departmental Customer Service Charter was developed and approved in December. 28
  30. 30. Section B DFEEST Annual Report 2006• DFEEST is party to the Premier’s Memorandum on Youth Participation, which formalises DFEEST’s commitment to widening opportunities for young people in government decision making.Systems Development• Significant headway was made in the automation of human resources forms through the Employee Self-Service system.• DFEEST’s Online Induction program was created and implemented.• Online training packages were instituted for managers in OHSW&IM.• A major review of HR data systems and reporting requirements was undertaken leading to a recommendation report to guide further work in the development of workforce management systems.Employee Assistance Program• This program, established in 2005, continues to be available to staff. It offers confidential, impartial and culturally sensitive counselling support to employees and their families 24 hours a day, seven days a week.• A total of 242 new referrals were made to the service which provided 490 hours of counselling. Ninety six per cent of time was dedicated to new referrals and four per cent was for ongoing cases.• Trauma services for the period consisted of four new clients totalling 10.75 hours. A total of 11.25 hours of additional services were provided covering manager assistance, mediation and rehabilitation.• Of all clients 90.6 per cent were employees and 7.4 per cent were family members.Equal Employment Opportunity Programs• DFEEST recruited 12 graduates from the Office of the Commissioner for Public Employment Graduate Scheme and 39 trainees through the State Government Youth Traineeship Program.Child Protection• DFEEST implemented child protection initiatives in line with the pending amendments to the Children’s Protection Act 1993, which was proclaimed on 31 December 2006. These amendments are aimed at minimising risks for children and young people using government and non-government services across South Australia.• Mandated notification training was undertaken by 2300 employees.• Voluntary police checks were undertaken by 2336 employees and volunteers. 29
  31. 31. Section B DFEEST Annual Report 2006OCCUPATIONAL HEALTH, SAFETY ANDINJURY MANAGEMENTThe minister and the chief executive signed off the DFEEST Occupational Health, Safety andInjury Management (OHS&IM) Policy.Commitment by executive, senior managers, OHS&IM Committee members and practitionerswas further highlighted with a mock trial training session. Mock judge Ms Michelle Paterson(Executive Director WorkSafe SA and person responsible for South Australian OHS&Wprosecutions) effectively communicated what may happen if a prosecution occurred under theOccupational Health, Safety and Welfare (OHS&W) Act to officers of a governmentdepartment. The training proved highly successful based on participant feedback.A holistic approach to OHS&W has been adopted. It saw the Lettuce be Healthy programimplemented. DFEEST staff and TAFE SA students had the opportunity to undertake healthchecks, learn about common diseases, healthy life-styles, taste healthy food and undertakevarious activities.A new and improved injury management contract was signed in late 2006 with theDepartment of Premier and Cabinet that will see the service extended for another two years.In November, WorkCover commenced a gap analysis of DFEEST’s OHS&IM managementsystem in a partnership arrangement which included DFEEST and the relevant unions. TheWorkCover report and its recommendations will become part of DFEEST’s new OHS&IMstrategic plan.The department’s Employee Assistance Program has continued to contribute to positiveoutcomes for employees and this is complemented by DFEEST’s Minor Incident InterventionProgram. Both programs have been well received by employees and managers.Into the future OHS&IM is committed to:• introduce the government’s new safety strategy• participate in a review of the OHS&IM management system• see a continuing focus on the remaining workers’ compensation cases• achieve DFEEST cultural change. 30
  32. 32. Section B DFEEST Annual Report 2006The table below depicts Occupational Health, Safety and Injury Management statistics 2005 - 06^ 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 (1 from student) 4 2 Division 6.6 Number of notifiable injuries pursuant to OHS&W Regulations 7 (2 from students) 6 1 Division 6.6 Number of notices served pursuant to OHS&W Act s35, s39 and 2 3 3 s40 2 Injury Management Legislative Requirements Total number of new claimants who participated in the rehabilitation 41 35 52 program Total number of employees rehabilitated and reassigned to 3 7 2 alternative duties Total number of employees rehabilitated back to their original work 33 32 43 3 WorkCover Action Limits ^Number of open claims as at 30 June 2006 181 209 205 Percentage of workers’ compensation expenditure over gross 0.0159 0.016* 0.017* annual remuneration 4 Number of Injuries ^Number of new workers’ compensation claims in the financial year 105 (4 withdrawn) 108 (4 139 withdrawn) Number of fatalities, lost time injuries, medical treatment only (F) 0 0 0 (LTI) 69 (2 withdrawn) 58 (3 87 36 (2 withdrawn) withdrawn) (MTO) 50 (1 52 withdrawn) Total number of whole working days lost 9659 10 126 15 550 5 Cost of Workers’ Compensation ^Cost of new claims for the financial year $377 798 $234 808 $570 655 Cost of all claims excluding lump sum payments $2 357 033 $2 526 077 $2 476 378 Amount paid for lump sum payments (s42, s43, s44) $1 308 079 $747 874 $458 683 Total claims expenditure $3 665 113 $3 273 951 $2 935 061 Total amount recovered from external sources (s54) $8 391 $20 004 $3 112 Budget allocation for workers compensation $3 750 000 $3 300 000 $3 000 000 6 Trends **Injury frequency rate for new lost-time injury/disease for each 11.50 10.28 16.04 million hours worked Most frequent cause (mechanism) of injury Falls, Trips and Slips Falls, Trips Body and Slips Stressing Most expensive cause (mechanism) of injury Mental Stress Falls, Trips Mental and Slips Stress^ From 2006 all OHS&IM reporting will be based on financial year as determined by the Australian Standard. Previous reportingwas based on calendar year as determined by the Technical and Further Education Act, 1975* Calendar year costs divided by fiscal year** Based on lost time flag (i.e. ≥ 1day or shift) 31
  33. 33. Section C DFEEST Annual Report 2006PERFORMANCE REPORTSTAFE SATAFE SA is the public provider of vocational education and training (VET) in South Australia.It plays a critical role in delivering the government’s objectives to improve economic andsocial development, the skill base and employment opportunities for all South Australians.TAFE SA places an emphasis on delivering training to the individual, rural and remoteregions, business, community and industry.QUALITY EDUCATION AND TRAINING DELIVERYTAFE SA is delivering nationally endorsed training packages and accredited curricula tosupport the workforce development needs of the state. All TAFE SA training products arequality endorsed and meet the protocols identified within the Australian QualificationsFramework (AQF).TAFE SA offers 1063 qualifications from 87 training packages and 176 curriculum courses in53 campuses across the state. Two hundred and thirty three out of date qualifications werede-activated to ensure currency and responsiveness to industry needs. There were 185 newtraining package qualifications implemented and 13 new courses were accredited in TAFESA.Quality assurance and compliance with national quality VET standards is a prime focus ofTAFE SA. Its state wide quality network ensures that mechanisms are in place to regulateand support the delegation to self-accredit courses.TAFE SA Strategic Program DevelopmentTAFE SA is committed to reviewing and refining its training and development productofferings to assist industries and businesses in building their workforce capacity. Theseactions directly support the objectives in South Australia’s and DFEEST’s strategic plans.TAFE SA has developed collaborative training and development initiatives to support the AirWarfare Destroyer Program, defence industries and resource sector workforce developmentrequirements. These initiatives have been supported by the customisation andcontextualisation of TAFE SA training and development products to address the specificrequirements of industry and support the current and future workforce developmentrequirements.RESPONSIVE STATE-WIDE PROGRAMSDevelopment of TAFE SA training programs and training package implementation prioritiesare targeted to address areas of skills shortage and the needs of emerging industries withinSouth Australia. The diversity of courses being offered by TAFE SA continues to grow andclose links and partnerships with industry help broaden the state’s skills base.The following are program outcomes are based on state training priorities, needs andidentified skills shortages. 32