DFEEST Annual Report 2005 Highlights

DFEEST Annual Report 2005 - Section A

Hon Paul Caica MP
Minister for Employment, Training and Further Education GPO Box 320
Level 11, Zurich House Adelaide SA 5001
50 Grenfell Street
T 08 8226 3821
ADELAIDE SA 5000
F 08 8226 9533

Hon Karlene Maywald MP
Minister for Science and Information Economy
Level 12
211 Victoria Square
ADELAIDE SA 5000

31 March 2006

Dear Ministers

I am pleased to present to you the 2005 Annual Report for the Department of Further
Education, Employment, Science and Technology.

The report has been prepared in accordance with the requirements of the Technical
and Further Education Act 1975 and the Public Sector Management Act 1995.

This annual report presents the department’s financial statement for the financial
year 2004–05 and an overview of the activities and achievements for the 2005
calendar year reporting on progress made towards achieving the objectives in South
Australia’s Strategic Plan.

Yours sincerely

Brian Cunningham
CHIEF EXECUTIVE


For further copies and enquiries please contact:

Department of Further Education, Employment, Science and Technology (DFEEST)
Office of the Chief Executive
GPO BOX 320
ADELAIDE SA 5001

Telephone: (08) 8226 3821
Facsimile: (08) 8226 9533

The 2005 Annual Report is available on the DFEEST website at
www.dfeest.sa.gov.au.

ISSN 1449-6437

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CONTENTS

SECTION 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 18
SECTION 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 29
SECTION 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

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CONTENTS

SECTION 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 116
SECTION 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

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HIGHLIGHTS 2005

Employment 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.

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Science, 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


CHIEF EXECUTIVE’S REPORT

I am pleased to be able to present the 2005 Annual Report of the Department of
Further Education, Employment, Science and Technology. The year has offered
many challenges, yet brought significant rewards, particularly in delivering outcomes
for South Australia. This report demonstrates the valuable work the department has
undertaken over 2005.

The department has made significant strides forward in further aligning its activities to
ensure 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 of
Cabinet and with other key agencies, with whom we are working closely to advance
significant outcomes for the state. We hope to build on these strong working
relationships 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 employment
front, with a record number of people now in work (742,700 people in December
2005 compared to 655 000 a decade ago) and undertaking an apprenticeship or
traineeship (now 33 800, a rise of 5.6 per cent from a year earlier). We are working
to place South Australia in a strong position over the coming years by ensuring that
we have an internationally competitive workforce, able to support strategic industry
growth.

There are major challenges facing the state to develop a skilled worker base to
support the significant expansion of our mining and defence industries planned for
the coming years. The state’s demographic profile will add to this challenge.

The government released the State’s Workforce Development Strategy and Action
Plan, Better Skills. Better Work. Better State, in August. The strategy sets the first
state framework for government and industry to work collaboratively to deliver
initiatives targeting workforce needs and addressing recruitment, retention and the
use of labour. The Training and Skills Commission was the driving force behind this
strategy and I would like to thank them for their hard work and valuable input in
delivering 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 the
appointment of three experienced executive directors for each institute. The TAFE
SA institutes have performed remarkably well in a difficult year and the system
continues to perform as the strongest in the nation. The most recent student
outcomes survey indicates that 91 per cent of graduates go on to employment or
further training within three months of completing their studies.

The strength of our training system can be seen from the ongoing success that the
state is having in attracting international students. The number of overseas students
has increased by 60 per cent over the last three years, with more than 17 900
international students choosing Adelaide as their study destination in the first 11
months of 2005.

It is examples such as these that I am promoting to South Australian businesses to
demonstrate the competitiveness of our system and to encourage them to build their
workforces through training.
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On the science, technology and innovation front, we have progressed with the
planning for the development of five innovation precincts under Constellation SA,
further implementing the initiatives set out in the state’s 10-year plan for Science
technology and innovation – STI10.

Once established, these will place the state in a stronger position to build its
reputation for internationally competitive scientific research and maximise the level of
Commonwealth Government and industry investment in research and development.
It is essential that this connect business, education/training and government in order
that 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 the
Broadband Development Fund over 2005 and the ongoing roll-out of the South
Australian Broadband Research and Education Network across Adelaide.

Internally, a new departmental structure was implemented in mid-2005, with two
Deputy Chief Executives now supporting me in my management responsibilities.
The new structure provides a more effective means through which the department
can work across its various functional areas, establishing a foundation for greater
customer service to students, trainees/apprentices and industry and community
organisations. The work of the Training Advocate, including new capability to assist
international students, is a unique part of the state’s training system in helping people
to 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 performing
organisation, through a focus on our people as our most significant asset. An
internal workforce development platform has been developed and endorsed, and the
department’s Aboriginal Employment Strategy, finalised in late 2005, will ensure that
we can provide opportunities to Aboriginal people, who have traditionally been
disadvantaged in the labour market.

I would particularly like to take the opportunity to thank all staff from across DFEEST
for their excellent level of support and commitment. I look forward to continuing to
work with my department to strengthen our role in employment, training, further
education, science, technology and innovation over coming years.

Brian Cunningham
CHIEF EXECUTIVE

8


MINISTERIAL LEGISLATIVE RESPONSIBILITIES

Portfolio governance for further education, employment, science and technology is
managed through a number of councils, boards and committees that work in
conjunction with the department to provide the Minister for Employment, Training and
Further Education and the Minister for Science and Information Economy with advice
in key strategic areas.

Employment, Training and Further Education

Hon Stephanie Key MP took responsibility for this portfolio on 5 March 2004.

Agency
The Department of Further Education, Employment, Science and Technology.

Acts Administered
Construction Industry Training Fund Act 1993
Technical and Further Education Act 1975
Flinders University of South Australia Act 1966
University of Adelaide Act 1971
University of South Australia Act 1990
Training and Skills Development Act 2003

Statutory Authorities and Boards
Construction Industry Training Board
Education Adelaide
Training and Skills Commission
Grievances and Disputes Mediation Committee

Regulations
Construction Industry Training Fund Regulations 1993
Public Corporations (Education Adelaide) Regulations 1998
Technical and Further Education Regulations 1999
Technical and Further Education (Vehicles) Regulations 1998
Training and Skills Development Regulations 2003

Boards, Committees and Authorities within the Minister’s portfolio
Training and Skills Commission
The Training and Skills Commission was established under the Training and Skills
Development Act 2003. The Act gives authority to the industry-led commission in
regulating vocational education and training and non-university higher education in
the state and in planning and policy advice on employment, vocational and adult
community education. The commission reports to the government through the
Minister for Employment, Training and Further Education.

9


The commission is formally advised by three reference groups in the areas of quality,
adult community education and overseas qualifications recognition. The Act also sets
up a Grievances and Disputes Mediation Committee to resolve formal disputes
between apprentices/trainees and their employers under contracts of training.
These groups are all convened by commission members, but draw on the wider
resources of industry and the community for specialist advice through their
membership and consultation strategies. The Training and Skills Commission reports
annually to Parliament on its operations and those of its committees and reference
groups.

Higher Education Council
The Higher Education Council was established in 2002 to foster collaborative
arrangements 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 International
Austraining International Pty Ltd is an international consulting and project
management company of the South Australian Government. Its head office is in
Adelaide and the company has a regional presence in Asia through its subsidiary
company PT Austraining Nusantatra, which was established in 1993 in Jakarta,
Indonesia. It has a registered company in Papua New Guinea, which maintains an
office 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 and
management of international education and training projects.

Education Adelaide
Education Adelaide is a subsidiary of the Minister for Employment, Training and
Further Education established by regulation under the Public Corporations Act 1993
in 1998. It operates as a partnership between the City of Adelaide, the state’s
universities, the State Government and numerous private colleges and schools. Its
strategic direction is to accelerate the growth of South Australia’s education export
industry to benefit the state’s education providers, the local economy and community
and the City of Adelaide. Education Adelaide works closely with DFEEST to achieve
targets in South Australia’s Strategic Plan.

10


Science and Information Economy

The Hon Karlene Maywald MP took over responsibility for this portfolio on 23 March
2005.

Agency
The Department of Further Education, Employment, Science and Technology.

Regulations
Public Corporations (Bio Innovation SA) Regulations 2001
Public Corporations (Playford Centre) Regulations 1996

Statutory Authorities
Bio Innovation SA
Information Industries Development Centre (Playford Centre)

Boards, Committees and Authorities within the Minister’s portfolio

The Premier’s Science and Research Council
The Premier’s Science and Research Council was established in June 2002 to
advise the government on strategies for boosting local science and research
capabilities and improving levels of innovation. The council is co-chaired by the
Premier and the state’s chief scientist Dr Max Brennan AO and supported by the
Department of Further Education, Employment, Science and Technology.

The Premier's Science and Research Council was responsible for establishing the
Premier’s Science and Research Fund in 2003, to facilitate strategic investment in
science and research in South Australia and transfer of research outcomes to end
users, as a foundation for South Australia’s economic, social and environmental
future. Since then, the Premier's Science and Research Fund, through a competitive
process, has committed a total of over $8 million for collaborative science and
research projects in South Australia.

Information Economy Advisory Board
The Information Economy Advisory Board provides advice to the Minister for Science
and Information Economy on the potential benefits of the information economy for all
South Australians and on how to maximise these benefits. The board’s membership
brings together prominent individuals from the community, academia and, in
particular, industry. It is supported by, and works closely with, the Department of
Further Education, Employment, Science and Technology to provide advice on the
state’s current capacity to benefit from the information economy.

Bio Innovation SA
Bio Innovation SA is a public corporation subsidiary of the Minister for Science and
Information Economy.

Funded by the State Government, Bio Innovation SA provides grants to companies
and public research organisations to promote company development and enable
commercialisation of technologies.
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The organisation also provides mentoring, advice on business and product
development, financial and marketing advice, as well as infrastructure development
support for the local bioscience industry. Over the past five years, Bio Innovation SA
has established itself as the focal 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 its global position is growing by the day. The South Australian biotechnology
sector contributes 14 per cent of the State’s total business research and
development expenditure. The number of biotech companies has doubled since 2001
with now more than 70 biotechnology companies in South Australia, employing about
1000 people and generating more than $175 million in revenue.

Investigator Science and Technology Centre
The Investigator Science and Technology Centre is an incorporated non-profit
association that works closely with the state’s three universities, research
organisations and industry to promote the importance of science and technology to
the community at large and targeted to children of schooling age.

Playford Centre
Playford Centre was established by regulation under the Public Corporations (Playford
Centre) Regulations 1996 as a subsidiary of the Minister for Science and Information
Economy, to contribute to South Australia’s economic growth, exports, commercialisation
of research and entrepreneurial activity, by facilitating the formation and development of
innovative technology ventures.

Playford Capital
In 2001, Playford Centre formed a subsidiary Playford Capital Pty Ltd. Playford
Capital uses funding provided by the Commonwealth's Building on IT Strengths and
ICT Incubators Programs to invest in South Australian ICT firms which have the
potential and commitment to become high growth companies exporting interstate and
overseas. This has stimulated the inflow of private equity into South Australia and
supported ICT company growth.

SABRENet Ltd

SABRENet Ltd is a not-for-profit tax-exempt public company limited by guarantee.
Once constructed, SABRENet will own the multicore optical fibre network connecting
major research and education sites in Adelaide.

12


DEPARTMENTAL RESPONSIBILITIES

The Department of Further Education, Employment Science and Technology plays a
key role in creating an environment in which all South Australians prosper as a result
of having an opportunity to share in learning and to seek better jobs. The department
has lead responsibility for developing the scientific, research and innovative capacity
of the state and developing the state such that it is widely recognised for its highly
skilled, 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


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

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


DFEEST SENIOR MANAGEMENT STRUCTURE AND
REPORTING ARRANGEMENTS
EMPLOYMENT AND TRAINING SERVICES

EDUCATION

CHIEF
EXECUTIVE

DEPUTY CHIEF
EXECUTIVE
EMPLOYMENT &
TRAINING SERVICES

TAFE SA
DIRECTOR, DIRECTOR, DIRECTOR, DIRECTOR,
TRAINEESHIP & EMPLOYMENT EXECUTIVE DIRECTOR EDUCATION MARKETING
APPRENTICESHIP PROGRAMS TAFE SA REGIONAL SERVICES AND AND
SERVICES PROGRAMS INTERNATIONAL
EXECUTIVE DIRECTOR
TAFE SA ADELAIDE
SOUTH
EXECUTIVE DIRECTOR
TAFE SA ADELAIDE
NORTH

15


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 implemented
to 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 strategy
industry and businesses to implement qualifications Three TAFE SA
workforce planning and skill institutes established
T6.16 University participation
development programs, building a State Commonwealth
quality 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 Works
communities 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 Status
strategies 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 Agenda
current Information Economy Agenda T6.15 Non-school
both endorsed by the Information qualifications
Economy Advisory Board.
T6.16 University participation

16


CORPORATE GOVERNANCE

The department’s principal corporate governance obligations are prescribed in the Public
Sector Management Act 1995 and the Technical and Further Education Act 1975. These
Acts establish general management aims, personnel management and employee conduct
standards. The Chief Executive is responsible for observance of these aims and standards
within the department.

The department operates within a framework that integrates strategic management and
leadership, accountability, robust standards and processes, and the effective and efficient
management of people, resources and risk. A corporate executive leadership team has
responsibility for maintaining the effectiveness of these corporate governance mechanisms.

The department is committed to developing a culture that delivers best-practice services and
encourages the involvement of all employees in a process of continuous improvement that
recognises and values their contribution to departmental objectives.

The allocation of funds across the department and TAFE institutes is based on the principle of
delivering value for money and educational and training services linked to whole-of-
government objectives. The corporate executive team oversees high-level corporate strategy
and 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. This
includes reporting in the areas of financial results, occupational health, safety and welfare
statistics, workforce details, project status, and results against other key performance
indicators, including the targets contained in South Australia’s Strategic Plan.

The Executive Budget Committee conducts an independent review of departmental
processes and controls. It provides governance and risk management advice and additional
services to assist management with the achievement and maintenance of the management
aims and standards in line with the department’s objectives and priorities. In line with this
advice, the department has initiated a comprehensive review and revision of its financial
governance practices.

The department’s personnel management practices ensure the fair and consistent treatment
of employees. It has established policies and procedures that reflect its commitment to the
public service code of conduct.

17


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
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The following table provides a summary of the actual results for the 2004-05 financial
year compared to the original budget. The detailed financial statements reflecting
these results for 2004-05 are presented under Financial Information (please refer to
Section E of this report).

Summary of Financial Information

Actual Budget Actual
2003-04 2004-05 2004-05
$’000 $’000 $’000
Financial Performance:
Operating Expenses 416,441 428,068 434,440
Operating Revenues 187,553 178,274 180,282
Net cost of services 228,888 249,749 254,158
Revenues from State Government 229,124 239,415 242,181
Surplus (Deficit) for the year before 236 (10,379) (11,977)
restructuring
Net revenues from restructuring - -
Surplus (Deficit) for the year 236 (10,379) (11,977)
after restructuring
Total valuation adjustments 12,480 - 11,204
recognised directly in equity
Total changes in equity other than 12,716 (10,379) (773)
those resulting from transactions
with the State Government as
owner

Operating Revenues
Actual operating revenues for 2004-05 were $422.5 million. The principal source of
funding for the department is State Government appropriation which totalled $242.2
million. 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


Operating Expenses
Actual employee benefits of $230.8 million for 2004-05 constituted 53 percent of the
total operating expenses of $434.4 million. Other major expenses included $18.9
million for funding to non-TAFE providers for Vocational Education and Training,
$24.8 million for information technology infrastructure and communication and $12.6
million and $15.9 million for employment programs and science and technology
programs respectively.

Operating Result
The actual deficit for 2004-05 was $12 million compared to the approved budget
deficit of $10.4 million. Factors contributing to the change in operating result from a
surplus 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.

2003-04 2004-05 2004-05
$’000 $’000 $’000
Financial Position:
Total Assets 530 432 512 660 523 602
Total Liabilities 89 119 81 726 83 062
Net Assets 441 313 430 934 440 540

The department’s net assets in 2004-05 decreased by $0.8 million. This was
primarily due to a decrease in cash, current receivables and in the amount of land
and improvements partly offset by lower liabilities relating to deposits held and
unearned revenue.

2003-04 2004-05 2004-05
$’000 $’000 $’000
Capital Investing Activities:
Investing Payments 6 549 11 833 2 951
Investing Receipts 3 090 1 635 1 635
Net Investing Payments 3 459 10 198 1 316

The actual investing payments for 2004-05 were $3 million compared to the
approved budget of $11.8 million. The under expenditure reflects timing variations
applicable to a budgeted loan advance of $7 million to Le Cordon Bleu and other
capital projects carried forward for completion in 2005-06.

20

DFEEST Annual Report 2005 - Section B

WORKFORCE PROFILE

During 2005 the department has made significant progress in meeting the objectives
of its Strategic Plan, which aims to build a sustainable workforce and demonstrate
leadership in workforce development. This is vital given the role DFEEST has
provided in industry, community and government policy as the agency responsible
for the state’s Workforce Development Strategy.

Building on the initiatives implemented during 2005, the department will continue to
strive to become a high-performance, learning organisation which attracts, develops
and retains the most talented workforce available and enhances this agency’s
workforce profile.

Workforce Data
The following data are based on records from the Human Resource information
system Empower for persons identified as being employed on 30 June 2005. Data
may vary from the 2004 report as the 2004 information was provided from another
source no longer regarded as reliable for management reporting purposes.

Hourly Paid Instructors (HPIs) are excluded from the data tables. HPIs are
covered separately as they are employed under totally different conditions and
reported accordingly. To combine HPI data with regular staff information would
result in data distortion.

EMPLOYEE NUMBERS, GENDER AND STATUS (EXCLUDING HPIS)

Persons: 3669
FTEs: 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): 401

Number of persons recruited to the agency during the 2004-05 financial year
(excluding HPIs): 542

21


Number of persons employed (excluding HPIs)
Act Permanent Temporary Total
PSM Act 1321 427 1748
TAFE Act 1063 639 1702
Weekly Paid 118 62 180
Workers Comp 33 16 49
Total 2535 1144 *3679
*Some staff have been coded against more than one category and therefore counted once for each category, thus
the discrepancy in total numbers as compared to the previous heading.

Hourly Paid Instructors
DFEEST augments its teaching force by employing casual hourly paid instructors
(HPIs) to provide specialist and back up support. HPIs may be employed for as little
as 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 ongoing
employment as a lecturer. In 2004-05, 2617 individual HPIs provided 284,763 hours
teaching at a cost of $13,185,429. The hours equated to 296.63 full-time equivalent
lecturers.

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 ts

Employment Status – Persons and FTEs (excluding HPIs)
Persons FTEs
Ongoing 2 527 2 354.42
Temporary 1 142 1 002.15
Total 3 669 3 356.57

EXECUTIVE PROFILE
Number 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


WORKFORCE DIVERSITY
The department recognises the value of workforce diversity and the benefits inherent
from a workforce that is representative of the broader community. The following
section outlines the department’s current profile.

Age Profile
Number 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 7.1
20-29 329 143 472 12.86 21.5
30-39 448 194 642 17.49 21.4
40-59 1349 966 2315 63.09 44.6
60 plus 102 111 213 5.81 5.4
Total 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 South
Australia (45 years) 1 and significantly above the average for the total South
Australian workforce (39.5 years).

Addressing the ageing of the department’s workforce is a pressing and significant
challenge. The department is identifying and creating opportunities to recruit young
South Australians into skilled jobs, create employment pathways for groups
traditionally disadvantaged in the labour market and explore how older workers can
be retained and recruited.

In 2005 DFEEST’s Workforce Development Platform to 2010 was developed and
approved by the Executive for release in March 2006.

Aboriginal Employment Strategy
Providing sustainable and effective employment outcomes for Aboriginal people
through the recruitment, retention and development of Aboriginal employees is a
high priority for the department.

In September 2005, the department launched and commenced implementation of
DFEEST’s Aboriginal Employment Strategy to 2010: Walking Together Towards
Prosperity.

As at the end of December 2005 the department employed 65 staff of Aboriginal or
Torres 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 Aboriginal
people, 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 by
Corporate Leadership Council (CLC) commissioned by DTEI, November 2005.
23


Initiatives 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 and
scholarships for Aboriginal students undertaking degrees in skill shortage areas are
being introduced.

Cultural and Linguistic Diversity
The current HR information system does not have the capacity to report
comprehensively on the number of employees born overseas and/or who speak
language(s) other than English at home. Work is currently underway to improve this
aspect of the HR data collection.

Voluntary Flexible Working Arrangements
As part of the department’s commitment to attracting and retaining the best possible
staff and to assist employees to balance work and family life a number of voluntary
flexible working arrangements (VFWA) are available to its employees, in particular to
PSM 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 MANAGEMENT

Number of persons on Leave without Pay as at 30 June 2005 (excluding HPIs):
131

Total 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 with
Pay. Thus it cannot currently be reported upon as a separate leave type.

24


PERFORMANCE MANAGEMENT
Performance management and development processes continued to be rolled out
across the department. In the last year there has been an emphasis on enhancing
the performance development culture within the organisation. The department is also
investigating models for automating the system through adaptation of our ‘Empower’
human resource management system and linking it to learning and development
systems to promote up to date information on progress with performance
development.

TRAINING AND DEVELOPMENT

Individual Staff Development
In the 2004-05 year, $1.72 million, or one per cent of total staff costs were recorded
as being spent on staff development activities identified within individuals’ personal
development plans 2 .

Organisational Learning and Development
Progressive 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 as
a minimum.
25


Leadership development
Research was undertaken into the potential features and components of a
leadership development system within DFEEST, with the production of a
comprehensive research report that recommended a range of key features and
principles for such a system. This system is due to be implemented in 2006.

Building capabilities of HR staff
Late in 2005, a learning and development model called ‘HR SMART’ (Sustainable,
Monitored, Accredited, Recognised and Training) was developed with TAFE SA to
increase 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 competency
framework, it will include creative and SMART use of RPL with a focus on mapping
work/life performance and assessment of development against the draft HR
competencies. This program will be delivered in the first half of 2006.

Staff Survey
DFEEST piloted its first ‘whole of department’ staff survey during the two-week
period 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 that
the 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 planning
activities such as on aspects of workforce profile, mobility and commitment.

The findings will inform a future work/life balance strategy, organisational
improvement and development initiatives as well as a benchmark with which to
compare future performance.

Work/Life Balance
DFEEST is the lead agency for the development and strategic leadership of the
state’s Workforce Development Strategy which will include a focus on flexible
workplaces that help individuals balance life and work.
During 2004-05 a Ministerial Committee on Work/Life Balance was formed to
undertake a project to improve access to flexible working arrangements and create
cultural change around this issue within DFEEST, with representation from the Office
for Women, DTED, OPE, Minister’s Office and appropriate unions.
The project’s aim is to obtain and analyse detailed qualitative and quantitative data
and recommend potential strategies, programs and/or materials to improve access
to flexible working arrangements and create cultural change around this issue.
The research component of the project was completed in 2005, involving an
investigation and examination of best practice models/ initiatives and relevant
surveys, a literature review and a staff survey. A conceptual model has also been
established.

26


Given the congruence in timing of the staff survey and the work/life balance
research, the work/life balance survey is included as part of the staff survey. The
survey results will inform the development of a Work/Life Balance Strategy in 2006
as part of the department’s Workforce Development Platform.

DFEEST Workforce Development Platform 2010
Principally aimed at addressing the challenges presented by an ageing workforce
and the projected labour supply shortage, an extensive process was undertaken to
develop the DFEEST Workforce Development Platform to 2010, which was
approved 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 workforce
profile, analysis of contemporary research and literature on both high
performance/learning organisations and workforce planning as well as assessment
of the environmental demands on our business and their likely impact on what we
the department’s customers need now and into the future.

A new suite of performance indicators was established to evaluate the progress and
success of the platform and were incorporated into the Quarterly Corporate
Reporting Template.

Whole-of-Government Initiatives
State Demographic Strategy – the department is involved in the development and
implementation of this strategy with representation on the Senior Management
Council’s Sub-Committee, the Strategy’s Think Tank and five of the project working
parties, 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 actively
involved in processes associated with the development of this plan.
Retirement Intentions Survey – working in partnership with OPE, the department
was successful in securing in-principle funding from the Government Agencies
Statistical Committee to design and conduct a Retirement Intentions Survey across
the state public sector in 2006.

EMPLOYEE ASSISTANCE PROGRAM
As part of its ongoing care for the wellbeing of employees and their families
DFEEST established a single Employee Assistance Program program during 2005
which offers confidential, impartial and culturally sensitive counselling support to
employees and their families 24 hours a day, seven days a week.

In addition, the department established the EAP Manager Assistance Program, a
free service offered to DFEEST management to deal with specific people
management issues.

27


EQUAL OPPORTUNITY EMPLOYMENT PROGRAMS
During 2004-2005 the department employed seven graduates from the Office of the
Commissioner for Public Employment graduate scheme and 44 trainees through the
State Government Youth Traineeship Program.

Child Protection
Throughout 2005 DFEEST implemented child protection initiatives in line with
meeting the recommendations put forward by the external child protection expert
engaged in 2004 to identify and assess child protection risks. The recommendations
are aimed at minimising risks for children and young people using DFEEST services
and are also aimed at addressing the requirements outlined in the Children’s
Protection (Miscellaneous) Amendment Bill 2005, previously called ‘Keeping Them
Safe’.

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 the
Child Youth & Family Services (CYFS) for TAFE SA and DFEEST employees.

28


WORKFORCE PROFILE
Occupational Health, Safety and Injury Management

Significant work in the area of Occupational Health Safety & Injury Management has
been undertaken in 2005 due to executive commitment to industry best practice.

During 2005, 22 new procedures which manage identified high-risk and costly areas
of 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 the
Minister for Employment, Training and Further Education, the CE, Executive, Health
and Safety Committees and unions. This has ensured that the department retains
ownership of OHS&IM outcomes and improvement strategies. As a result there was
a considerable reduction in new workplace injuries in 2005: 108 compared to 139 in
2004.

Executive level commitment to OHS&W was further strengthened through the
holding of a mock prosecution trial in collaboration with Primary Industries and
Resources SA, which practically demonstrated what is required under legislation of
the department in this area. All Executive Forum members participated in this
exercise and it will provide a catalyst for ongoing implementation of the department’s
OHS&W procedures over 2006.

The year 2005 saw a change to the senior OHS&IM Committee (Central
Consultative Committee). This resulted from a realignment of the business and the
committee now aligns perfectly with the new accountability framework. The
committee consists of 12 employee representatives representing each of the areas
of DFEEST and eight management representatives, including the CE and officer
responsible for OHS&IM. Together with local committees, the Central Consultative
Committee continues to drive OHS&IM. They are supported by the new OHS&IM
Network, which comprises OHS&IM professionals and key departmental contacts.

Employee welfare remains a priority of DFEEST and the implementation of systems
that address psychological wellbeing, bullying and harassment and violence and
security in the workplace were introduced in 2005. This has received positive
feedback from staff and managers. The department’s Employee Assistance
Program continued to contribute to positive outcomes through the seven-day-a-
week, 52 weeks-a-year assistance that is available to staff and their immediate
families no matter where they are in Australia.

TAFE SA OHS&IM practitioners led improvement strategies in 2005, contributing to
the long-term improvement in OHS&W and Injury Management in the TAFE area.

Long term injured employees were actively engaged during 2005. DFEEST’s injury
management service provider continues to receive high praise from both injured
employees and managers.

29


Occupational 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

2005 PERFORMANCE REPORTS

This section contains performance information for the 2005 calendar year relating to the
following 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 REPORTS
State Workforce Development

During 2005 the Department commenced implementation of major strategies for workforce
development across South Australia.

Better Skills Better Work Better State: A Strategy for the Development of South Australia’s
Workforce to 2010 was developed under the leadership of the Training and Skills
Commission and approved by Cabinet.

The South Australian Skills Action Plan and the Workforce Development Action Plan were
developed during 2005 to underpin the implementation of Better Skills Better Work Better
State. Both identify the workforce development initiatives by government, industry, regions
and the education and training systems in order to address immediate and longer-term skill
shortages.

The Workforce Information Service, incorporating the Regional Information Exchange,
became operational in August 2005. The service provides high level, high quality information
and advice about the labour market, economic and demographic trends, regional and
industry workforce analysis, supply and demand information to support policy makers and
practitioners in better workforce planning and policy development. Further information can
be found at the website: workforceinfoservice@saugov.sa.gov.au

Nine new industry skills boards were established. Their objectives are to develop industry
specific workforce development action plans, identify workforce trends and emerging skill
needs and to consider issues relating to career advice and the attraction and retention of a
skilled workforce.

A new triennial Commonwealth-State Training Funding Agreement was negotiated.

31

Better Skills Better Work Better State and Workforce Development Action Plan

The South Australian Government recently endorsed Better Skills, Better Work, Better State
– A Strategy for the Development of South Australia’s Workforce to 2010. This plan
recognises that workforce development requires a cross-government agency approach and
is the shared responsibility of government, industry, the education sectors and the
community. Better Skills Better Work Better State takes workforce development beyond
training and skills to incorporate work organisation, job design, industrial relations, human
resource 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 Action
Plan which showcases a wide variety of initiatives (past, present and planned) supporting
workforce development and planning across the state. This Action Plan outlines a range of
past, present and planned initiatives which contribute to workforce development across the
State and it highlights initiatives under 14 industry sectors.

Some workforce development activities that have occurred in 2005 are discussed below.

A HIGH SKILL ECONOMY

Industry Skills Boards

With the support of DFEEST and government funding, South Australian industry leaders
formed and established nine Industry Skills Boards to develop industry specific workforce
development action plans, identify workforce trends and emerging skill needs and to consider
issues relating to career advice and the attraction and retention of a skilled workforce.

Overseas Qualifications
A new policy was developed by the Overseas Qualifications Reference Group of the Training
and Skills Commission to overcome barriers to the assessment and recognition of overseas
qualifications in South Australia. Industry and community groups were fully involved in the
formulation of new practices which will better meet the needs of newly arrived migrants and
meet skills shortages.

Consequently DFEEST has established a new Trades Recognition Unit to facilitate the
efficient assessment of people with trade skills and experience gained in Australia or
overseas. The unit will assist skilled migrants make a smooth and quick transition into the
local workforce and community.

Commonwealth Funding

In 2005, the department actively engaged to develop new national VET funding and
accountability arrangements, which attracts approximately $90 million of Commonwealth
funding annually to the State. The Commonwealth Department of Education, Science and
Training assumed responsibilities which were previously the domain of the Australian
National Training Authority.
DFEEST also facilitated the development of four successful funding submissions for national
projects in South Australia which included:

32

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 the
Commonwealth Infrastructure Program. These comprised four industry skill centres, three
school-based skill centres and four Indigenous skill centres.

QUALITY EMPLOYMENT

Community Learning
A draft Community Learning Statement that includes 12 action areas from Better Skills Better
Work Better State was released for consultation in the final quarter of 2005 on behalf of the
Adult Community Education Reference Group of the Training and Skills Commission.
Consultation forums held in metropolitan and regional areas were attended by
representatives from the business, community and government sectors. Input on effective
methods of implementing the strategies in the draft Community Learning Statement in order
to ensure that relevant targets in South Australia’s Strategic Plan are achieved was received
through forums, submissions and questionnaires representing a wide cross-section of the
state.

QUALITY EMPLOYMENT

Research and Analysis of the Workforce Issues of Equity Groups
The Department has conducted significant data analysis and research into the workforce
issues for people experiencing barriers to their participation in learning and work, with a
particular focus on Indigenous people, older workers and people living with a disability. This
research will inform and guide new and existing DFEEST activity and programs that are
aimed at removing barriers for marginalised and disengaged to participate in learning and
work.

Discussion Paper on Older Workers
The Department led an inter-agency working group to prepare a discussion paper Opening
the Window on Existing Opportunities – Identifying Barriers to the Workforce Participation of
People Over 45 Years on the range of complex and multi-disciplinary issues faced by older
workers in participating in learning and work.

Client and Student Voice Action Group
The Client and Student Voice Action Group is a national group chaired by the Chief
Executive of DFEEST and charged with developing recommendations on new advisory
mechanisms for people experiencing barriers to their participation in the vocational education
and training system – specifically Indigenous people, people living with a disability, and a
mechanism to provide advice on equity issues generally.

33

Commitment to Young People
The department implemented strategies aimed at ensuring that all young South Australians
develop the skills and knowledge required to participate in productive work.
Three principal areas were addressed by DFEEST.
1. Enhanced Career Services for South Australians
DFEEST worked with the three school sectors and the Australian Government Department of
Employment and Workplace Relations to improve careers information and advice for
secondary 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 vocational
education and training sector.

2. South Australian Youth Engagement Strategy
DFEEST played a key role in developing the South Australian Youth Engagement Strategy
which aims to ensure that all 15-19 year olds are “learning or earning”, that is, are in full-time
schooling or further education and training, full-time employment, or an equivalent
combination of part-time study and part-time work.
The ultimate aim of the strategy is to provide every young person with the opportunity and
support to complete 12 years of schooling or an equivalent vocational qualification and gain
meaningful employment.

The strategy will address the issue of youth engagement on several fronts. It will put in place
processes to help all secondary students think about their futures and make plans to achieve
their goals, and it will provide new learning and work opportunities to help young people
achieve their goals.
The strategy will also look at better ways of supporting young people as they negotiate the
space between compulsory schooling and further education and training and work.

3. Youth Commitment
While the South Australian Youth Engagement Strategy (SAYES) focuses on the needs of
young people, the youth commitment targets young people to 24 years. A youth commitment
builds on learning from South Australia Works and SAYES. Its aim is to create a seamless
transition system, at the statewide and local level to support all young people to achieve
success in education, training and employment. In preparation for trials in 2006, DFEEST
developed 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 participate
in work and learning.

34

BETTER WORKFORCE PLANNING
Workforce Information and Planning
Detailed workforce planning in conjunction with industry and government agencies has
identified the potential demand for workforce skills to meet forecast growth related to the
current positive economic climate. DFEEST, DTED and PIRSA worked collaboratively on
the 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 in
December 2005 supports the implementation of the South Australian Government's Better
Skills Better Work Better State and its workforce planning priorities through provision of
useful 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 focuses
on workforce information and provides a primary access point for the service, whilst the
second, a regional information exchange, operates as a companion page to provide
information with a regional focus. A range of products including DFEEST Regional Profiles,
DFEEST Industry Profiles, Feature Article series, e-Alert, South Australia: People, Jobs and
Skills 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 bring
together expertise on joint projects, particularly in food, wine, mining and defence sectors,
while research excellence, labour market and demographic analysis is supported by links to
workforce development research being undertaken by South Australia’s universities through
the 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 workforce
development research and practice and is committed to working collaboratively with other
organisations in this field.

35

DFEEST Annual Report 2005 Highlights

DFEEST Annual Report 2005 Highlights

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DFEEST Annual Report 2005 Highlights