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.

2. 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 2006 Annual Report is available on the DFEEST website at
www.dfeest.sa.gov.au
ISSN 1449-6437

3. Section A
DFEEST Annual Report 2006
CONTENTS
SECTION A
CHIEF EXECUTIVE’S OVERVIEW 3
VISION AND VALUES 5
HIGHLIGHTS 6
MINISTERIAL LEGISLATIVE RESPONSIBILITIES 9
EMPLOYMENT, TRAINING AND FURTHER EDUCATION 9
SCIENCE AND INFORMATION ECONOMY 10
YOUTH 12
CORPORATE GOVERNANCE 13
ORGANISATION CHART 14
DEPARTMENTAL RESPONSIBILITIES 15
STRATEGIC OBJECTIVES 15
FINANCIAL OVERVIEW 18
SECTION B
WORKFORCE PROFILE 22
EXECUTIVE PROFILE 23
WORKFORCE DIVERSITY 24
VOLUNTARY FLEXIBLE WORKING ARRANGEMENTS 27
LEAVE MANAGEMENT 29
EQUAL OPPORTUNITY EMPLOYMENT PROGRAMS 29
OCCUPATIONAL HEALTH, SAFETY 30
AND INJURY MANAGEMENT
SECTION C
PERFORMANCE REPORTS
TAFE SA 32
QUALITY 51
TRAINEESHIPS AND APPRENTICESHIPS 55
EMPLOYMENT PROGRAMS 62
WORKFORCE DEVELOPMENT 68
INDIGENOUS TRAINING AND EMPLOYMENT 72
HIGHER EDUCATION 75
SCIENCE AND INNOVATION 77
INFORMATION ECONOMY 82
OFFICE FOR YOUTH 88
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CONTENTS
SECTION D
FEATURES
DISABILITY ACTION PLAN 91
RECONCILIATION 94
ENERGY EFFICIENCY ACTION PLAN 95
CONTRACTS 97
EXTERNAL CONSULTANCIES 98
ASBESTOS MANAGEMENT IN GOVERNMENT BUILDINGS 99
ACCOUNT PAYMENT PERFORMANCE 100
FRAUD 100
OVERSEAS TRAVEL 101
URBAN DESIGN CHARTER 103
FREEDOM OF INFORMATION 103
ICT 105
SECTION E
FINANCIAL INFORMATION 109
STATISTICAL APPENDICES
APPENDIX 1: VOCATIONAL EDUCATION AND TRAINING 135
APPENDIX 2: VET RECOGNITION DATA FOR 2005 AND 2006 142
APPENDIX 3: TAFE SA DATA 145
APPENDIX 4: GLOSSARY OF TERMS 147
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5. Section A
DFEEST Annual Report 2006
CHIEF EXECUTIVE’S OVERVIEW
I 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 of
this agency. I would like to acknowledge the leadership and direction offered by Ministers
Key, Maywald and Caica.
Many of the department’s activities continue to be undertaken in what is a very fluid
environment of reform, driven internally but also through the Council of Australian
Governments and in the context of significant workforce challenges facing the state’s
industries. It is vitally important that we continue to challenge how we support the South
Australian community and maintain a level of flexibility to be able to deliver on the economic
and social and environmental directives of the government as outlined in South Australia’s
Strategic 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 cent
increase in apprentices and trainees completing their training over the year ending 30 June
2006 – nearly three times the national increase of just 5 per cent. The Training and Skills
Commission continued to play an important role in promoting quality, supporting apprentices
and trainees throughout their training, and providing industry and community advice to
government about workforce development.
In 2006 the number of South Australians in work rose to a new record high of 762 100 – the
fourteenth consecutive rise in trend employment, with more South Australians in full-time
work than ever before.
The release in September of Skills for South Australia – Building on Strong Foundations was
the precursor of a change agenda which will drive how we will deal with the challenges we
face in future years. It also demonstrated the broad range of activity and significant
investment that the government provides to support training and employment for the South
Australian community.
DFEEST continues to play a significant role in supporting the economy in metropolitan and
regional South Australia. It has developed collaborative training and development initiatives
such as the new air warfare destroyer program, defence industries and resource sector
workforce development requirements and has been an integral player in the establishment of
the Maritime Skills Centre and the Minerals, Resources and Heavy Engineering Skills
Centre. TAFE SA has continued to play a key role in skilling South Australia and has
continued its critical role in supporting the training of disadvantaged groups to ensure the
government’s obligations to support all sections of the community are realised.
Supportive and customised training packages have been developed specifically to address
the individual requirements of industry and support current and future workforce
development requirements. TAFE will be further taking on the challenge of engaging even
more flexibly and effectively with industry over 2007 and we all look forward to the positive
outcomes that this will bring to the South Australian economy.
The South Australia Works initiative provided much needed assistance to South Australians
facing difficulty in the labour market. Managed by the Employment Programs Directorate,
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6. Section A
DFEEST Annual Report 2006
the initiative linked people with skills training and jobs and focussed especially on the needs
of young, Indigenous, and mature aged people. An outstanding result with over 28 700
people participating in learning and work programs and over 7300 people gaining
employment; a result which exceeded the participant target by 9400 (49 per cent) and the
employment target by 500 (8 per cent).
International student numbers continue to increase in South Australia, highlighting the quality
of the training product delivered by our local training providers. During 2006, Adelaide was
chosen by 20 580 overseas students as their study destination compared to 18 035 during
2005. Further strengthening South Australia’s education reputation was the establishment
and 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 recognised
international university in Australia. The Quality Directorate continues to play a leading role
in a number of significant national quality and regulatory initiatives.
DFEEST also secured infrastructure investment from the commonwealth government and
the private sector for nine nationally collaborative infrastructure research projects in South
Australia under the National Collaborative Research Infrastructure Strategy.
In the area of the information economy, I was pleased to see the launch of broadband
services, under the Broadband SA program, in the Coorong District Council and Barossa
and Light regions. The establishment of the South Australian Broadband Research and
Education Network (SABRENet) continued to progress well with the completion of most of
the connections to university campuses, teaching hospitals and research precincts. 2006
also marked the release of the Information Economy Agenda for South Australia, as the
overarching strategy for guiding the state’s future investments and activities in this critical
area for the future of South Australia.
Following the 2006 South Australian General Election, we were pleased to welcome the
Office for Youth which joined the department. This shift provides us with opportunities to
strengthen our links with the youth sector, continue to build and enhance youth participation
in decision making and improve our focus on achieving positive education and employment
outcomes for young people.
This year I undertook an organisational realignment to ensure a number of functions and
roles within the agency are better able to support key business drivers and enable us to
respond to the challenges we face moving forward.
The establishment of a new Workforce Development Directorate has enabled a stronger
focus on future workforce development needs of the state. This reflects the size of the task
facing the department in leading the government’s response to current and future skills
shortages. A new Planning and Evaluation Directorate ensures whole of department
strategic planning and a focus on evaluation of the impacts of our programs drives the
department budget and resource allocation processes. Changes to the Shared Business
Services Directorate will help to embed financial reform measures as well as creating
opportunity for business improvements particularly in transactional processing.
I extend my thanks to all staff for their ongoing support, commitment and endeavour during
the year. I look forward to us continuing to make further changes which will result in even
more valuable contributions towards achieving improved educational, training and
employment outcomes for the South Australian community.
Brian Cunningham
Chief Executive
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7. Section A
DFEEST Annual Report 2006
VISION AND VALUES
Department of Further Education, Employment, Science and Technology
The Department of Further Education, Employment, Science and Technology (DFEEST)
reflects and supports the South Australian Government's priorities of sustaining a vibrant
economy and socially inclusive community by developing the state's workforce, skills base
and life long learning opportunities.
Vision
DFEEST is integral to employment growth, wealth creation, innovation and economic
development in South Australia by building the breadth and depth of workforce skills in the
state. Complementing this, DFEEST will lead science and technology development in South
Australia. DFEEST will also build community education and capacity, social inclusion and
continuous learning in to the culture of the state.
Values
DFEEST is striving to become a high performance learning organisation, one which attracts,
develops and retains the most talented workforce available. The department will only
achieve its goals through a strong commitment to people. The department’s core values
are:
integrity
respect
responsiveness
openness
excellence
courage
DFEEST:
• 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
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8. 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 of
benefit to all stakeholders – industry and commerce, student, employees, training
institutions, the community and the government. DFEEST aspires to a positive reputation as
a key contributor to the future of the state. DFEEST staff will have a cause to feel pride in
their work and in their agency.
DFEEST Strategic Plan 2006-08, Skills for South Australia, http://in.dfeest.sa.gov.au/dfeest/pages/department/
HIGHLIGHTS
Employment 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-financial
information
6

9. 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.
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10. Section A
DFEEST Annual Report 2006
Information 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 state's 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 Australia's 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.
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DFEEST Annual Report 2006
MINISTERIAL LEGISLATIVE RESPONSIBILITIES
Portfolio governance for further education, employment, science, technology and youth 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,
the Minister for Science and Information Economy and the Minister for Youth with advice in
key strategic areas.
EMPLOYMENT, TRAINING AND FURTHER EDUCATION
On 23 March 2006 the Hon Paul Caica MP took responsibility for this portfolio, previously
held by the Hon Stephanie Key MP.
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
Institute Councils
Institute councils are established by the Minister for each of the three institutes of TAFE SA
under the Technical and Further Education Act 1975. The councils advise, monitor
performance and provide supplementary funding for the institute’s operation.
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 commission in regulating vocational
education and training and non-university higher education in the state and in planning and
policy advice on employment, vocational training and adult community education. It gives a
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strong leadership role to industry in workforce development for the state. The commission
has nine members (plus deputies) appointed by the Governor, the majority from industry and
the balance representing the interest of employer associations and the United Trades and
Labor Council.
The commission is formally advised by two reference groups in the areas of quality, adult
community education. The Act also sets up a Grievances and Disputes Mediation
Committee to adjudicate 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 the Public Corporations (Education Adelaide) Regulations 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.
SCIENCE AND INFORMATION ECONOMY
The Hon Karlene Maywald MP took responsibility for this portfolio from 23 March 2005.
Agency
The Department of Further Education, Employment, Science and Technology
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Regulations
Public Corporations (Bio Innovation SA) Regulations 2001
Public Corporations (Playford Centre) Regulations 1996
Statutory Authorities
Bio Innovation SA
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 is administratively supported by DFEEST.
The 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 the
transfer 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, has
committed a total of over $11 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 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 industry. It is supported
by, and works closely with DFEEST to provide advice on the state’s current capacity to
benefit from the information economy.
Bio Innovation SA
Bio Innovation SA is a subsidiary of the Minister for Science and Information Economy
established by the Public Corporations (Bio Innovation SA) Regulations 2001.
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.
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 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 80 biotechnology companies in
South Australia, employing about 1000 people and generating more than $175 million in
revenue.
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DFEEST Annual Report 2006
Investigator Science and Technology Centre
The Investigator Science and Technology Centre was an incorporated non-profit association
that worked closely with the state’s three universities, research organisations and industry to
promote science and technology to the community at large and targeted school age children.
In October 2006, the Investigator announced it would cease trading. DFEEST provided
assistance to enable it to wind down its operations by the end of December 2006.
Playford Centre
Playford Centre is a subsidiary of the Minister for Science and Information Economy established
by the Public Corporations (Playford Centre) Regulations 1996, 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.
YOUTH
On 23 March 2006 the Hon Paul Caica MP took responsibility for this portfolio, previously
held by the Hon Stephanie Key MP.
Agency
The Department of Further Education, Employment, Science and Technology
Boards, Committees and Authorities within the Minister’s portfolio
Duke of Edinburgh’s Award, State Award Committee
The Duke of Edinburgh’s Award is an international self-development program available to
young people aged between 14 and 25. The Minister for Youth is the exclusive licence
holder to deliver the Award in South Australia, and appoints the State Award Committee to
maintain quality and support the delivery of the Award.
Minister’s Youth Council
The Minister’s Youth Council comprises young people aged 12-25 who provide advice to the
Minister for Youth on issues that affect young South Australians. The Office for Youth
manages the application process and recommends membership to the Minister who seeks
to appoint a diverse membership of young people for 1-3 year terms. The Minister’s Youth
Council consults and advises the Minister directly through monthly meetings.
Dame Roma Mitchell Trust Fund
Dame Roma Mitchell Trust Fund for Children and Young People Board (transferred to
Department for Families and Communities on 24 April 2006). The Dame Roma Mitchell
Trust Fund for Children and Young People makes grants available to children and young
people who are, or have been, under the guardianship of the Minister for Families and
Communities.
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DFEEST Annual Report 2006
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. The corporate executive leadership team has
responsibility for maintaining the effectiveness of these 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, including TAFE institutes, is based on the
principle of delivering value for money and services that implement the department’s role in
education, training and employment, science and innovation and link 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, the Budget and Finance
Executive 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 Budget and Finance Executive Committee monitors the financial performance of the
department and the portfolio. In line with this role, a comprehensive review of departmental
financial practices and processes was completed. As a result, a number of reforms have
been 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 the
achievement and maintenance of the management aims and standards in line with the
department’s objectives and priorities.
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.
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DEPARTMENTAL RESPONSIBILITIES
DFEEST plays a pivotal role in building the breadth and depth of workforce skills in South
Australia. This is complemented by leading science and technology development, and
building community education and capacity, social inclusion and continuous learning into the
culture of the state.
The portfolio plays a central role in achieving South Australia’s Strategic Plan objectives
Growing Prosperity, Fostering Creativity, and Expanding Opportunity; and makes a
substantial contribution to Improving Wellbeing, Attaining Sustainability and Building
Communities.
The department undertakes a range of functions in order to meet its objectives and
contribute to the achievement of South Australia’s Strategic Plan objectives and targets
including:
• 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 OBJECTIVES
The strategic intent of DFEEST is to contribute to the development of a skilled workforce in
South Australia; to assist individuals to maximise their workforce potential and to build our
education and training capability through schools, TAFE, VET and higher education
providers. In order to deliver on these objectives, DFEEST will develop as a high
performance learning organisation.
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18. Section A
DFEEST Annual Report 2006
South Australia is a regional economy in a highly connected and interdependent global
economy. In order to prosper, South Australia must be globally competitive in key areas of
economic activity, many of which have achieved importance either through our natural
resources or as a result of our economic history.
South Australia’s ageing workforce demands that a strong focus be placed on workforce
planning and workforce development in order to ensure that the skills demanded by the
future are readily available. Furthermore, and economy which has focused on skilling the
workforce will be in a prime position to improve competitive advantage and to attract new
investment to the region.
DFEEST Strategic Objectives and South Australia’s Strategic Plan
South Australia’s Strategic Plan, Creating Opportunity, identifies a number of targets of
direct relevance to the business of DFEEST. These targets are specific in terms of the
outcomes to be achieved and the time frame in which this will occur. The targets from South
Australia’s Strategic Plan which DFEEST leads for the government provide a framework for
DFEEST’s Strategic Objectives 1 to 4.
Strategic Objective #1 Building a high performance organisation
DFEEST will become a skilled, high performance organisation in order to ensure that we
have the capacity to deliver our strategic objectives. This involves developing DFEEST’s
people, improving our business systems and processes and ensuring a high focus on
customer service.
Strategic Objective #2 Skilling South Australia
DFEEST will lead the way in skilling South Australia by working with employee
representatives, industry, businesses, communities and regions to implement workforce
planning and skill development of programs, building a quality and competitive training
market and strengthening the publicly owned TAFE SA system. At the same time DFEEST
will support the government’s social inclusion agenda regarding the skills needs of Aboriginal
people, disadvantaged and marginalised groups.
Strategic Objective #2 is directly relevant to achieving the following South Australia’s
Strategic 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 years
Strategic Objective #3 Employment and workforce development
DFEEST will lead the way in supporting individuals and communities to make the right
choices in relation to careers and learning by providing high quality employment and
workforce development services and community education.
Strategic Objective #3 is directly relevant to achieving the following South Australia’s
Strategic Plan targets with DFEEST as lead agency.
2
Targets refer to South Australia’s Strategic Plan V.1 of March 2004
16

19. 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
years
Strategic Objective #4 An innovative community
DFEEST is committed to the strategies endorsed by the Premier’s Science and Research
Council detailed in the ten year vision for science technology and innovation in South
Australia (STI10), in conjunction with implementing the state Broadband Strategy and the
state’s current Information Economy Agenda, both endorsed by the Information Economy
Advisory Board. This includes connectivity, content and capability in support of state skills
and e-learning objectives.
Strategic Objective #4 is directly relevant to achieving the following South Australia’s
Strategic 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 years
Note: the above tables contain targets from South Australia’s Strategic Plan V.1 of March 2004. South Australia’s Strategic Plan
V.2 issued January 2007 provides revised targets http://www.stateplan.sa.gov.au/
17

20. Section A
DFEEST Annual Report 2006
FINANCIAL OVERVIEW
The tables provided in this section set out a summary of the actual results for the 2005-06
financial year. The detailed financial statements reflecting actual results for 2005-06 are
presented 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 Restructuring
The deterioration in the Net Result after Restructuring from 2004-05 to 2005-06 is principally
due to higher employee expenses as a result of an increase in the number of full-time
equivalents within the department during 2005-06. There was also increased demand for
services. The result for 2005-06 also includes a payment of $3.589 million for the return of
surplus cash to treasury in accordance with the government’s cash alignment policy.
Operating Revenues
Actual operating revenues for 2005-06 were $437.4 million. The principal source of funding
for the department is state government appropriation which totalled $247.7 million. Other
operating revenues included commonwealth grants of $100.7 million and $69.7 million from
student and other fees and charges.
18

21. Section A
DFEEST Annual Report 2006
The 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
$9.5m
Operating Expenses
Actual employee benefits of $254.7 million for 2005-06 constituted 55 per cent of the total
operating expenses of $461.3 million. Grants and subsidies expenses totalled $58.4 million
including $17 million for employment programs, $12.1 million for science and technology
programs, $9.9 million for vocational education and training programs and $6.7 million for
Tertiary 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 providers
for Vocational Education and Training, $19.6 million for information technology infrastructure
and 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 million
was 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

22. Section A
DFEEST Annual Report 2006
Overview of Operating Expenses 2005-06
The following table depicts how expenditure was applied to the following programs in
accordance 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

23. Section A
DFEEST Annual Report 2006
The 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 $0.2m
Summary 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 411 845 439 637
In 2005-06 the department’s net assets decreased by $27.8 million. This was primarily due
to decreases in cash, receivables and property, plant and equipment, together with
increases 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 1316
The actual investing payments for 2005-06 were $12.9 million. This primarily reflects
expenditure incurred against the veterinary and applied science capital project at Gilles
Plains Campus of TAFE SA.
21

24. Section B
DFEEST Annual Report 2006
WORKFORCE DEVELOPMENT
A key focus for the department was meeting the objectives of its strategic plan including the
aim of building a sustainable workforce and demonstrating leadership in workforce
development.
By building on the initiatives implemented during the year, the department continues to strive
to become an increasingly high performance learning organisation which attracts, develops
and retains the most talented workforce available with a workforce profile that supports the
sustainability of the organisation into the future.
Workforce Data
The following data are based on records from the human resource information system
Empower for persons identified as being employed on 31 December. Hourly Paid
Instructors (HPIs) are excluded from the data tables and reported separately below to avoid
data distortion.
EMPLOYEE NUMBERS, GENDER AND STATUS (EXCLUDING HPIs)
The following table depicts the total number of employees including persons and full time
equivalent employees (FTEs).
Total Number of
Employees
Persons 3799.00
FTEs 3481.21
The following table depicts the total staff and gender composition of departmental
employees. A person is the head count and FTE is the full time equivalent of full time and
part time staff.
Gender Persons % Persons FTEs %FTEs
Male 1456 38.32 2057.60 40.89
Female 2343 61.68 1423.61 59.11
Totals 3799 100.00 3481.21 100.00
Number of persons separated from the agency (excluding HPIs): 375
Number of persons recruited to the agency (excluding HPIs): 479
Number of persons on Leave Without Pay (excluding HPIs): 279
In 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 per
cent TAFE Act) and a very small percentage of weekly paid employees.
Hourly Paid Instructors
DFEEST augments its teaching force by employing casual Hourly Paid Instructors (HPIs) to
provide specialist and back up support to lecturers. In total, 2297 individual HPIs provided
269 383 hours teaching at a cost of $13 553 266.
22

25. Section B
DFEEST Annual Report 2006
Number 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 3799
Employment status of persons (excluding HPIs)
The following two tables depict the total staff and the full time equivalent staff by their
employment status in their current position. Short term contracts are under two years; long
term contracts are over two years.
Persons Ongoing Short-Term Long-Term Total Other Total
Contract Contract (Casuals) with
Casuals
Male 1095 307 55 1457 48 1505
Female 1731 560 51 2342 38 2380
Total 2826 867 106 3799 86 3885
Employment Status of FTEs (excluding HPIs)
FTEs Ongoing Short-Term Long-Term Total Other Total
Contract Contract (Casuals) with
Casuals
Male 1076.10 294.11 54.40 1424.61 0.16 1424.77
Female 1545.53 466.74 44.33 2056.60 0.95 2057.55
Total 2621.63 760.85 98.73 3481.21 1.11 3482.32
EXECUTIVE PROFILE
The table below depicts the number of executives by status in current position, gender and
classification.
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

26. Section B
DFEEST Annual Report 2006
WORKFORCE DIVERSITY
The department recognises the value of workforce diversity and the benefits inherent in a
workforce that is representative of the broader community. The following section outlines
the department’s profile.
Age Profile
The 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 Workforce
Benchmark.
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 100.00 100.00
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 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 ployees
Cultural and Linguistic Diversity
The following table depicts the number of staff who reported being born overseas or who
speak 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

27. Section B
DFEEST Annual Report 2006
The following table depicts the number of employees with ongoing disabilities.
Number of Employees with Ongoing Disabilities
Male Female Total % of Agency
37 37 74 1.87
Aboriginal Employment
The Aboriginal Employment Strategy to 2010: Walking Together Towards Prosperity was
launched 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 higher
level of sustainable employment for Aboriginal staff. This exceeds the target set in South
Australia’s Strategic Plan.
The following table demonstrates there has been a steady increase in the number of
Aboriginal people employed and in particular an increase in the number of Aboriginal staff in
permanent 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 the
department needs to focus on the following areas of activity:
• Raising staff awareness, respect and support for Aboriginal culture and people
Executive Forum members, a group of their direct reports and an Institute management
group have undertaken a cultural respect program. TAFE SA has developed and launched
an online cultural awareness program called Interactive Ochre.
The department’s on-line induction program now includes the Statement of Reconciliation
and the Aboriginal Employment Strategy. A specific session ensuring the providers of the
Employee Assistance Program deliver culturally appropriate support was provided as part of
the induction program.
25

28. Section B
DFEEST Annual Report 2006
• Improving recruitment and selection processes for Aboriginal people
Recruitment models have been developed to include procedures around Expression of
Interest positions. The use of the Aboriginal Employment Register to fill some of these
vacancies has been investigated, as have policies and procedures. This will see information
relating to Aboriginal Employment in the Selection Practice Package being updated.
Five undergraduate degree/advanced diploma scholarships in skills shortage areas were
awarded.
• Improving the retention of and security for Aboriginal employees
The inaugural Aboriginal Staff Convention was held in June and provided approximately 45
staff 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 staff
profiling exercise was conducted with all Aboriginal employees. Information gained from this
exercise assists in the retention and progression of staff within the department.
Options are being investigated to provide Aboriginal staff with opportunities to act in higher
level positions and to gain knowledge and skills to increase the potential to win positions
based on merit.
• Improving recognition of success and celebration of Aboriginal events
Staff were encouraged to participate in National Aboriginal and Torres Strait Islander Day
Observance Committee celebrations. Widespread acknowledgement of the David Unaipon
Awards occurred across the department and articles profiling Aboriginal staff have featured
within editions of InsideDFEEST.
Six Aboriginal staff members were nominated for the David Unaipon Awards. They are
participating in the DFEEST Leadership Development Program.
The Premier’s Council for Women offered Aboriginal female staff sponsored places to
participate in Governance Training. Two staff members are participating in the program
which 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

29. Section B
DFEEST Annual Report 2006
VOLUNTARY FELXIBLE 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) were made available to DFEEST employees. Some
employees 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 MANAGMENT
The number of persons on Leave without Pay as at 31 December 2006 (excluding HPIs) is
279.
The following table depicts the average days taken per FTE (excluding HPIs)
Leave Type 2006
Sick Leave 9.18
Family Carer's Leave *
Special Leave with Pay 1.94
*Note: Family Carer's Leave may be taken as part of an employee's entitlement to Sick
Leave or Special Leave with Pay. It cannot currently be reported upon as a separate leave
type.
Workforce Development
As the department responsible for developing and driving the state’s Workforce
Development Strategy Better Skills. Better Work. Better State, DFEEST has an imperative to
provide leadership in the development of its workforce.
DFEEST’s Workforce Development Platform to 2010 (WDP) was released in April 2006 to
address 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 is
equipped with the right capability mix, and profile in its workforce supported by appropriate
workplace systems. The WDP is underpinned by the development and delivery of
DFEEST’s workforce planning toolkit. A high level Workforce Development Steering
Committee has been established to guide and drive the implementation of the WDP
throughout the department. The WDP was awarded the 2006 Commissioner for Public
Employment’s Award for HR Achievement.
27

30. Section B
DFEEST Annual Report 2006
Since 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

31. 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

32. Section B
DFEEST Annual Report 2006
OCCUPATIONAL HEALTH, SAFETY AND
INJURY MANAGEMENT
The minister and the chief executive signed off the DFEEST Occupational Health, Safety and
Injury Management (OHS&IM) Policy.
Commitment by executive, senior managers, OHS&IM Committee members and practitioners
was further highlighted with a mock trial training session. Mock judge Ms Michelle Paterson
(Executive Director WorkSafe SA and person responsible for South Australian OHS&W
prosecutions) effectively communicated what may happen if a prosecution occurred under the
Occupational Health, Safety and Welfare (OHS&W) Act to officers of a government
department. The training proved highly successful based on participant feedback.
A holistic approach to OHS&W has been adopted. It saw the Lettuce be Healthy program
implemented. DFEEST staff and TAFE SA students had the opportunity to undertake health
checks, learn about common diseases, healthy life-styles, taste healthy food and undertake
various activities.
A new and improved injury management contract was signed in late 2006 with the
Department 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 management
system in a partnership arrangement which included DFEEST and the relevant unions. The
WorkCover report and its recommendations will become part of DFEEST’s new OHS&IM
strategic plan.
The department’s Employee Assistance Program has continued to contribute to positive
outcomes for employees and this is complemented by DFEEST’s Minor Incident Intervention
Program. 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

33. Section B
DFEEST Annual Report 2006
The 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 reporting
was 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)
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34. Section C
DFEEST Annual Report 2006
PERFORMANCE REPORTS
TAFE SA
TAFE 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 and
social development, the skill base and employment opportunities for all South Australians.
TAFE SA places an emphasis on delivering training to the individual, rural and remote
regions, business, community and industry.
QUALITY EDUCATION AND TRAINING DELIVERY
TAFE SA is delivering nationally endorsed training packages and accredited curricula to
support the workforce development needs of the state. All TAFE SA training products are
quality endorsed and meet the protocols identified within the Australian Qualifications
Framework (AQF).
TAFE SA offers 1063 qualifications from 87 training packages and 176 curriculum courses in
53 campuses across the state. Two hundred and thirty three out of date qualifications were
de-activated to ensure currency and responsiveness to industry needs. There were 185 new
training package qualifications implemented and 13 new courses were accredited in TAFE
SA.
Quality assurance and compliance with national quality VET standards is a prime focus of
TAFE SA. Its state wide quality network ensures that mechanisms are in place to regulate
and support the delegation to self-accredit courses.
TAFE SA Strategic Program Development
TAFE SA is committed to reviewing and refining its training and development product
offerings to assist industries and businesses in building their workforce capacity. These
actions 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 Air
Warfare Destroyer Program, defence industries and resource sector workforce development
requirements. These initiatives have been supported by the customisation and
contextualisation of TAFE SA training and development products to address the specific
requirements of industry and support the current and future workforce development
requirements.
RESPONSIVE STATE-WIDE PROGRAMS
Development of TAFE SA training programs and training package implementation priorities
are targeted to address areas of skills shortage and the needs of emerging industries within
South Australia. The diversity of courses being offered by TAFE SA continues to grow and
close links and partnerships with industry help broaden the state’s skills base.
The following are program outcomes are based on state training priorities, needs and
identified skills shortages.
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