Australian Government - Department of Education, Science and Training

 Annual Report 2003 - 2004

 

Home > Contents > Chapter 1 - The Secretary's Overview

Chapter 1 - The Secretary's Overview

Dr Jeff Harmer, Secretary of the Department of Education, Science and Training.

 

 

 

 

 

 

 

Dr Jeff Harmer, Secretary of the Department of Education, Science and Training.

Australia’s economic and social success is dependent on strong performance in education, science and training. There has, and continues to be, a commitment to developing and strengthening our education, science and training capacity by the Australian Government.

In the delivery of policy and programmes, DEST staff focus on achieving a single vision:

A better future for all Australians through learning, science and innovation.

The people in DEST are professional, committed, focused and talented. Around 1800 staff work in Canberra, metropolitan and regional offices across Australia and we have 90 people in our international network across the world.

The issues faced and the solutions sought are often challenging—but achieving the best results motivates us and drives our effort.

The focus on results has led to enormous advances in 2003-04. Much of my Overview, for this past year, is based on my comments to all DEST staff made at a DEST Corporate Event on 31 May 2004. At that time I emphasised the significant implementation task stemming from last year’s and this year’s Australian Government Budgets.

As this Annual Report demonstrates, the department’s achievements in 2003-04 have been substantial, strengthening foundations and positioning the department to continue to build a better future for all Australians.

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Building better relationships

Through a commitment to collaboration, DEST has continued to establish effective relationships with people and organisations important to us, across many areas of endeavour in Australia.

In 2003-04, the department continued and expanded our ‘Open for Business’ approach. The Open for Business philosophy has permeated all aspects of our work and is evident in our culture and our staff. We recognise that good policy advice cannot be developed unless we consult with people outside government: the partners, the clients and citizens who are going to be touched by what we do.

Open for Business means our relationships and behaviours with each other and our stakeholders are professional and are characterised by five principles: pursue mutual benefits, cooperate and collaborate, be outcome oriented, share information and knowledge, and be interdependent (that is, both have something to gain or lose should the partnership succeed or fail).

The Open for Business philosophy has prepared DEST well for the broader push to adopt whole of government approaches to developing policy and delivering programmes. DEST has made a strong contribution to working across organisational boundaries on major policy issues.

I was pleased to establish a secretariat in DEST to coordinate and develop the Management Advisory Committee report Connecting Government: Whole of Government Responses to Australia’s Priority Challenges. The Management Advisory Committee is a forum of Secretaries and Agency Heads who advise Government on matters relating to the management of the Australian Public Service. Working together, to deliver Australian Government services, is the way the Australian Public Service is increasingly doing business—DEST continues to take this agenda forward.

We have a strong track record in a range of whole of government work, including in the eight Council of Australian Governments whole of government Indigenous assistance trial sites and in Murdi Paaki in particular. The Murdi Paaki region covers a large part of north western New South Wales.

As the Secretary responsible for the Council of Australian Governments Murdi Paaki trial site, I was pleased when the Murdi Paaki Regional Shared Responsibility Agreement, between the Australian Government, the New Sought Wales Government and the Murdi Paaki Regional Council, was signed on 22 August 2003. The signatories have agreed to work in partnership to address key priorities identified with community representatives, focusing on: improving the health and wellbeing of children and young people; improving educational attainment and school retention; helping families to raise healthy children; and strengthening community and regional governance structures.

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Building on strong foundations

There have been many achievements in DEST in 2003-04, across the whole range of  policy areas.

School education

Australia’s future depends on quality education provided by schools. The department consulted widely on the Australian Government’s proposals for education arrangements to apply to the schools funding quadrennium for 2005-2008.

The Australian Schools Agenda was announced by the Prime Minister and the Minister for Education, Science and Training on 22 June 2004. The Agenda provides a vision for all schools, government and non-government, for the next four years. Priorities include:

  • pursuing national consistency in curriculum and starting ages of students;

  • improving the quality of information parents receive from schools about their children; and

  • improving accountability for performance by schools.

These issues really resonate with the department’s stakeholders. We acknowledge that the best schools in Australia are those where there are partnerships between the students, teachers and parents.

The Review of Teaching and Teacher Education was a great step towards identifying ways to attract talented people into teaching and keep them there, and to promote a culture of innovation in Australia’s schools. The Review’s final report, Australia’s Teachers: Australia’s Future—Advancing Innovation, Science, Technology and Mathematics, was launched by the Minister on 9 October 2003 and was well received.

The National Framework for Education Taskforce consultation process with parents and communities on school issues commenced early in 2004 with the release of a consultation kit, Taking Schools to the Next Level—the National Education Framework for Schools. Parents, in particular, expressed appreciation for the opportunity to have their say.

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Education for Indigenous Australians

It is imperative that Indigenous education outcomes improve—they are still lower than those of non-Indigenous Australians, particularly in rural and remote areas, and this must not continue. On 5 April 2004 the Minister announced significant reforms to Indigenous education to address these issues and improve results. There is a redirected effort with a focus on those programmes which work. In particular, after consultation, the Indigenous Education Direct Assistance programme has been reshaped to provide better targeted tuition assistance for Indigenous students and to introduce a whole-of-school intervention strategy.

The reforms culminated in new legislation for the Indigenous education quadrennium.

To support staff to implement the changes, the Training for the Indigenous Education Network programme was developed and implemented during the year.

On 15 April 2004 new arrangements for the Government’s policy coordination for Indigenous Australians were announced. From 1 July 2004, Indigenous Coordination Centres began replacing Aboriginal and Torres Strait Islander Commission and Aboriginal and Torres Strait Islander Services offices and the Australian Institute of Aboriginal and Torres Strait Islander Studies joined the portfolio. DEST is committed to working with other agencies to improve outcomes for Indigenous Australians. Indigenous Coordination Centres provide a real opportunity to better integrate education and training initiatives with employment programmes, health and family and community services. An important focus for the department will be on developing whole-of-community and whole-of-school strategies across these areas.

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Transition from school to work

The transition of young people from school to work is a critical time in their lives—they need good information and advice, support and options. During the year the responsibilities of the former Enterprise and Career Education Foundation were successfully transferred to the department.

The department is working on a national transition system to make sure there is a better integrated framework for young people leaving school. The network of over 200 Local Community Partnerships across Australia will play a key role.

The development of future career and transition arrangements will be informed by our evaluation of the successful and continuing Partnership Outreach Education Model pilots and Career and Transition pilots which help young Australians with sound career advice and guidance, and help those disengaged from education to return to education, training or work.

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Vocational education and training

The New Apprenticeships programme has been highly successful as shown by the increasing number of Australians participating. Around 416 800 New Apprentices were in training at 31 March 2004—an increase of 6 per cent in 12 months.

In 2003, negotiation of a new Australian National Training Authority (ANTA) Agreement was conducted between the department and the states and territories. Although agreement was not reached, the negotiations were constructive and enabled the department to develop strong links and to achieve progress on a number of other reforms. The previous ANTA Agreement, which expired on 31 December 2003, was rolled over. Work continued on negotiating a new Agreement during 2004.

In April 2004 the Minister agreed to the National Skills Shortages Strategy which will target areas of skill shortage throughout Australia and include innovative, practical projects to address these. The Strategy is the next phase of the government’s work in partnership with industry and local communities to address current and future skills needs and to help those who do not go directly from school to university. It is important for Australian industry to have a workforce with the right skills to ensure continued competitiveness.

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Higher education

The 2003-04 Australian Government Budget announced a range of reforms for the higher education sector under the Our Universities: Backing Australia’s Future package. During this year, the department prepared the higher education legislation which the reforms necessitated and subsequently implemented that legislation—an extremely complex task and a huge achievement. The reforms are based on the principles of sustainability, quality, equity and diversity. They endeavour to improve the resources available to universities, and ensure that those who benefit individually from university education make a contribution to the cost of that education. The department undertook extensive consultation with stakeholders, and this consultation continues to underpin progress of the reforms.

For the first time, the department has been negotiating with individual universities. We’ve looked at how to provide a way for universities to be diverse and differentiate themselves through their course composition and their focus on research. We have implemented the government’s recognition of the need for university places in the priority areas of nursing and teaching.

The reforms will be supported by a new Higher Education Management Information System. Significant work was undertaken with higher education providers during 2003-04 to design and develop this new system.

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International education

International education is a very important area for DEST and for Australia. Education export is the sixth largest export earner, behind tourism and iron ore. It is a greater earner than aluminium, wool, and beef and meat exports.

Australia is now the third most popular English-speaking destination for international students after the United States and the United Kingdom. Using the top quality education system that Australia has in place, the department seeks to maximise benefits from Australia’s engagement in international education.

On 14 October 2003, the Minister released a statement on the policy framework for Australia’s engagement in international education over the next decade and beyond, Engaging the World through Education. The statement provides the basis for expanding the international education experience for students, developing education cooperation with other countries, and supporting sustainable growth in our trade in education services.

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Science and innovation

Science and innovation have continued to take a prominent position in the work of the department. On 6 May 2004 the Prime Minister announced a new package, Backing Australia’s Ability—Building our Future through Science and Innovation, which builds on the initial 2001 package Backing Australia’s Ability.

During 2003 the department worked closely with research communities in the social sciences and humanities to enhance and refine the National Research Priorities framework. A review of the Cooperative Research Centres resulted in an expanded programme, with Cooperative Research Centres contributing to industrial, commercial and economic growth.

The department took carriage of a major initiative to map Australia’s science and innovation activities across the public and private sectors. The initiative was a comprehensive, whole of government exercise involving extensive consultation. The Mapping Australian Science and Innovation Report was published in November 2003. The report identified strengths in Australia’s science, innovation and research system and outlined challenges which need to be met in planning the future strategic direction of Australia’s science and innovation activities.

On 24 March 2004, the Minister released three significant reports related to publicly funded research and research training. The reviews involved extensive consultations with stakeholders across the research community, business and interested organisations to ensure key issues were identified and considered. The Evaluation of the Knowledge and Innovation Reforms provided an assessment of the arrangements by which block research funding is provided to Australia’s universities. A National Research Infrastructure Taskforce considered a nationally integrated research infrastructure strategy for university and publicly funded research agencies’ investments in large-scale research infrastructure. The Research Collaboration Review examined the scope for closer collaboration between universities and publicly funded research agencies.

Questacon, the National Science and Technology Centre, joined the department on 1 July 2003. Questacon celebrated its fifteenth year of operation and its education and exhibition programmes continue to expand.

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Enabling our business

The significant achievements of 2003-04 in the department’s policies and programmes have been made possible with the very effective support of ‘enabling areas’: Corporate Strategy; Information and Communications Technology; Audit; Finance; Procurement, Assurance and Legal; and Research, Analysis and Evaluation. Though there are many examples I could use, three key achievements illustrate some ‘enabling’ work done during the year.

We have developed a wider health, safety and wellbeing strategy and signed with Comcare a Statement of Commitment to targets outlined in the National Occupational Health and Safety Commission Strategy 2002-2012.

We have made significant advances in information technology areas. This includes transfer of the infrastructure services from the Department of Employment and Workplace Relations and introducing BUYiT, the new procurement management system.

The department’s Internet and intranet sites have also been redeveloped.

The highly professional and efficient contribution of DEST enabling areas is fundamental in supporting the work the department does in our key programme delivery and policy development areas.

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Building a stronger departmental workforce

The diversity of DEST staff is one of the organisation’s great strengths. It is pleasing to note that we have quite a high proportion (around 11 per cent) of Indigenous people working in the department and a high proportion of women at Executive and Senior Executive Service levels.

Human resources was an area of great attention in DEST in 2003-04. A new Human Resource Strategy 2003-2005 was put in place to ensure DEST is an employer of choice and has the capabilities it needs to achieve its outcomes.

DEST continued its role as an organisation that is characterised by professionalism, integrity and honesty—one that actively embraces the Australian Public Service Values and Code of Conduct.

DEST has made a conscious decision to support the continued learning of our staff. Our Learn and Grow Together philosophy is the next phase of Stay Here and Grow, as reflected in the 2002-2005 Certified Agreement. We want people to stay in DEST and continue to learn and develop as they do.

We in DEST place a very high value on good leadership. We have a strong belief that high levels of productivity result from high morale, and high morale is generated by good leadership. Our annual leadership conferences for Senior Executive Service and Executive Level 2 staff are designed to improve communication across peer groups and to develop shared understanding of, and commitment to, organisational priorities.

It is vital that we enable our people to expand their skills and knowledge beyond their current job. Devolution and delegation, which require trust, have a clear role here. Increasingly, DEST leaders are focusing on providing the motivation, direction and tools required for teams to work more effectively and efficiently. I believe this approach will pay huge dividends across the entire department. It means staff feel valued and motivated, leading to long-term learning and staff retention.

In early 2004, 16 people started our Leadership Imperative for Tomorrow programme for high potential Executive Level 1 staff. This is the second group to undertake the programme.

Implementation of the High Performing Teams programme pilot during 2004 is designed to provide staff with the skills to support a more flexible and adaptable organisation, to encourage growth of shared leadership, and to improve team performance and job satisfaction.

It is important to recognise the need for staff to contribute to the ‘social capital’ of the department. This is important for the wellbeing of the organisation. ClubDEST, the department’s social club, helps ensure this through a range of special events for staff. ClubDEST profits primarily go to sponsor four Learning for Life Smith Family scholarships. ClubDEST also supports a number of community fundraising causes and sponsors staff sporting teams.

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Building greater recognition

In 2003-04, a number of DEST activities and individuals received public recognition for excellence. It is part of DEST’s culture to try to ensure that successes—big and small—are duly recognised and celebrated.

myfuture, the national and international best practice careers exploration system, was highly commended in the 2003 Prime Minister’s Public Sector Management Excellence Awards, organised by the Institute of Public Administration Australia. International recognition came from the Organisation for Economic Co-operation and Development, which stated that myfuture is a good example of the bringing together of labour market information, education information and a diagnostic tool that allows individuals to input their characteristics and preferences, and be guided to appropriate opportunities.

Questacon won the national award for Canberra and Capital Region Significant Tourist Attraction for 2003. In addition, Questacon’s website won the South Australian Premier’s Award for Children’s and Youth Educational Software, and received international recognition for Burarra Gathering online, which was a finalist in the ‘Museums and the Web’ Conference’s prestigious Best of the Web Awards.

A Gold Award was won in the sixteenth Government Technology Awards for the Electronic Interface between DEST and the State Training Authorities. The interface enables the automated exchange of data between DEST, New Apprenticeships Centres and State Training Authorities.

DEST was recognised for the high quality of its risk management when we received an honourable mention in the Comcover Awards for Excellence in Risk Management.

In the Australia Day Honours Lists, Dr Carol Nicoll was awarded a Public Service Medal in recognition of her outstanding contribution to the Government’s Review of Higher Education. Carol’s achievements, recognised as ‘best practice’, contributed to a significant set of reforms in a key area of public administration.

Ms Lisa Paul received a Public Service Medal in the Bali Honours List for her outstanding public service in supporting the victims of the Bali bombings and their families. Lisa was Deputy Secretary in the Department of Family and Community Services when she was asked to chair the Commonwealth Bali Interagency Taskforce in the development of the Australian Government’s response to support the victims of the 12 October 2002 Bali bombings.

Dr Evan Arthur and Mr George Kriz were recipients of the Australia Day Achievement Medallion in recognition of their outstanding service and excellent contribution to DEST and through their work to the Australian community.

During the year the achievements of a number of individuals and teams in the department were recognised as part of the Annual Secretary’s Awards for Excellence. These awards acknowledge the contributions made by staff across DEST levels and work areas and allows all staff to share in the celebration and success. The efforts of all, not just those recognised publicly for their achievements, are important in achieving results.

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Building improved financial performance

In 2003-04, DEST managed $14.9 billion in Administered funding and $258.4 million in Departmental funding.

Administered Expenses, most of them for grants to the schools, vocational education and training and higher education sectors, increased by 11.7 per cent or $1.6 billion. This was mainly due to a $1.0 billion increase in grants to the states and territories for schools, and an increase in the write-down of the Higher Education Contribution Scheme (HECS) receivable ($0.4 billion) following an updated actuarial assessment.

For Departmental Expenses, the department reported an operating deficit of $2.7 million for 2003-04, representing 1.1 per cent of revenues from government for the year. The deficit is due to the Government’s increased focus on education, science and training, leading to the setting up of a number of taskforces and reviews in 2003-04 and implementation costs of the higher education reforms. The department met these expenses internally.

Sound financial management is due in no small part to the great job done by managers in business planning and the associated financial planning, leaving the department in an excellent position at the end of the financial year.

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Building stronger solutions for the future

DEST’s current agenda for what we need to achieve in the year ahead is significant. In particular, our agenda will include new directions for schools and Indigenous education. There will also be a continuing focus on reforming higher education, setting future directions for vocational education and training through the ANTA Agreement, and supporting science, research and international education.

To illustrate the department’s commitment to improving its policy implementation practices and processes, DEST has been working closely with the new Cabinet Implementation Unit, established in the Department of the Prime Minister and Cabinet, to ensure the implementation plans for the Backing Australia’s Ability—Building Our Future through Science and Innovation initiative are scoped and adequately resourced. This new process, which is supported by the Cabinet Implementation Unit, is consistent with good project management principles.

A focus on key whole of government issues will continue to be a high priority for DEST. The department will continue to show leadership, embrace the whole of government theme as a way of doing business across organisational boundaries, and put forward innovative solutions for whole of government policy development and delivery of services.

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Conclusion

DEST has a lot to be proud of in 2003-04. Government initiatives across a range of our programmes meant it was a big year for the department and the portfolio. The department met legislative requirements, served its stakeholders well, and delivered excellence in policy development and programme administration.

The role of Secretary of the department is very much about leading the organisation and making sure the climate is right for individuals to achieve their best. The results for 2003-04 are testament to the quality, professionalism and calibre of DEST staff. The dedication and creativity of the people in DEST is impressive, as is their commitment to the vision of a better future for all Australians through learning, science and innovation.

On behalf of my colleagues, I am proud to commend our 2003-04 Annual Report to you.

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For more information please email:

annualreport@dest.gov.au

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