Home > Contents > Chapter 8 - Enabling Our Business

Chapter 8 - Enabling Our Business

• Open for Business
• Whole of Government-Management Advisory Committee report-Connecting Government
• State Office Network
• People management
  • Rewarding Excellence
  • CASE STUDY: DEST's 'Get It Right' Recruitment and Selection Kit
  • Workforce planning
  • Learning and development
  • CASE STUDY: Training for the Indigenous Education Network (TIEN)
  • Competitive remuneration and conditions
  • Safe and equitable workplace
• Information and communications technology
• Research and evaluation

Achievement of the department’s outcomes and key deliverables is supported by the work of enabling areas in the department. Enabling areas and cross-policy groups include the Corporate Strategy Group, Information Services Group, the Strategic Analysis and Evaluation Group, the Procurement, Assurance and Legal Group, Audit and Investigations, and Finance Branch. Details of the work carried out by these areas can be found in Chapter 7 and Chapter 8.

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‘Open for Business’

In 2002, the department gave a commitment to have an Open for Business approach to achieve the vision of a better future for all Australians through learning, science and innovation.

Stakeholder relationships

The Open for Business Stakeholder Charter explains the department’s commitment to key external stakeholders.

In 2003-04, the department supported its ongoing commitment to stakeholder relationships by:

• starting to redevelop its external web site in consultation with stakeholders to make the site more accessible and user friendly;

• developing a database to facilitate regular communication with stakeholders; and

• promoting Open for Business approaches to group and business plans.

These strategies address the results of benchmark research into stakeholder relationships, which the department commissioned in 2002. That research showed that, overall, stakeholders are satisfied with their relationship with the department, particularly in relation to interpersonal areas of service such as listening with understanding and being approachable and enthusiastic. According to the research, attributes relating to consultation on policy development are areas for improvement. As this year’s Annual Report demonstrates (Part 2 Report on Performance), in 2003-04 wide consultation with stakeholders was undertaken on a range of policy development activities across all sectors of education, science and training.

Service charter

The department’s Service Charter explains service commitments and standards. The charter, reviewed periodically, aims to:

• promote a strong client focus within the department;

• establish clear service commitments to and standards for clients; and

• increase accountability for the way the department delivers its programmes and services.

Performance information (see Table 8.1) on the department’s programme delivery and services is made possible through its dedicated service charter telephone line and the service charter feedback form which is available on the department’s website.

Table 8.1: Service charter performance information

Source: Department of Education, Science and Training.

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Whole of Government-Management Advisory Committee report-Connecting Government

The Open for Business philosophy has prepared the department well for its growing role in working with other government agencies.

Increasingly, government is working across agencies to achieve better approaches to developing and implementing policy. This was the focus of the recent Management Advisory Committee⁽³¹⁾ (MAC) report Connecting Government: Whole of Government Responses to Australia’s Priority Challenges. This multi-agency project was strongly supported by the department.

The department’s Deputy Secretary, Ms Lisa Paul, chaired a group of Deputy Secretaries who coordinated and developed the MAC report. A project team of staff from across 10 government agencies was led by DEST. The final report was launched on 20 April 2004.

Services to our Ministers and Parliament

In 2003-04 the department changed its approach to ministerial and parliamentary services by creating a new Ministerial Briefing Unit. There was a large increase in business for the department compared to the previous year. Ministerial correspondence finalised in 2003-04 was 22 per cent higher than 2002-03 and the number of ministerial briefings rose 20 per cent (see Figure 8.1).

Figure 8.1: Services to the Ministers

Source: Department of Education, Science and Training.

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While the number of ministerial briefings provided by the department increased, the level of satisfaction remained high, with the department exceeding its targets in the three key areas of presentation, quality and timeliness (see Table 8.2).

Table 8.2: Ministerial satisfaction with briefings (total for department)

Source: Department of Education, Science and Training.

The number of parliamentary and Senate Estimates questions in 2003-04 rose by 45 per cent and 19 per cent respectively (see Figure 8.2). The department continued to meet its target for timeliness in preparing ministerial correspondence and responding to parliamentary and Senate Estimates questions, despite the significant increase in volume (see Table 8.3).

Table 8.3: Ministerial and parliamentary services (total for department)

Source: Department of Education, Science and Training.

Figure 8.2: Parliamentary and Senate Estimate questions

Source: Department of Education, Science and Training.

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State Office Network

The State Office Network consists of metropolitan offices in all state capitals along with a further 41 district and regional offices around the country. There are in excess of 300 staff in the Network, including a significant proportion of Indigenous staff. The Network is involved predominantly in delivering Indigenous Education (a case study on the Training for Indigenous Education Network is presented later in this Chapter) and vocational education and training programmes, through direct interaction with clients and through a range of service providers.

The department’s State Office Network also plays a role in providing National Office with information about state government activities in education, science and training and contributes to policy and programme development by ensuring issues impacting on local operations are known to National Office. The Network has links with stakeholders, such as state government agencies and other Australian Government agencies represented outside Canberra.

The work of the State Office Network is integrated into business planning processes through the Network Management Committee, which is a senior management committee (see Figure 7.1).

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People management

Effective people management is crucial to the achievement of the department’s business. The People and Leadership Committee (see Figure 7.1) provides advice and support on the direction of people management strategies in the department.

A number of fundamental human resource services underpin the department’s people management strategies. These include payroll, recruitment, accommodation and security services. A number of strategies and initiatives to develop and support DEST staff are in place so people can achieve their potential and the department is able to deliver its business outcomes.

People management strategies are built on evidence and analysis drawn from a number of sources including workforce planning, the staff survey, the Manager one Removed⁽³²⁾ programme, and internal and external benchmarking of key performance indicators. This information allows the department to identify areas of best practice or of concern and to develop and implement strategies accordingly.

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Workforce planning

Workforce planning aims to identify and understand the key business drivers and demographic trends that affect the organisation’s workforce capability and its ability to deliver its business now and in the future. Workforce planning is an integral part of the department’s broader business planning process.

Senior managers hold discussions around future scenarios and the impact of these on skill requirements. They also consider demographic and benchmarking data to help identify potential capability gaps. The outcomes of the discussions are captured centrally and used to develop corporate and local human resource interventions.

Table 8.4 shows that at 30 June 2004, the department had 1823 employees. Tables 8.4 to 8.8 do not include Questacon. Information for Questacon is provided in Chapter 6.

Key features of the department’s workforce in 2003-04 include:

• the DEST Level 2 (APS Level 4-5) classification was the most common with 27 per cent of employees at this level (see Table 8.4);

• 61 per cent of employees were women which is a small increase on 2002-03 (60 per cent) (see Table 8.4);

• female employees constituted 54 per cent and 57 per cent of Executive and Senior Executive Levels respectively. This represents an increase from 2002-03 where 52 per cent of Executive Level and 49 per cent of the Senior Executive Service (SES) employees were women (see Table 8.4);

• the proportion of part-time employees has stayed the same as the previous year at around 7.8 per cent (see Table 8.5);

• 91 per cent (1661) of employees were ongoing (see Table 8.5); and

• 20 per cent (369) of employees were based interstate with 13 employees based overseas (see Table 8.6).

Table 8.4 shows that the department’s employee numbers increased by around 12.7 per cent during 2003-04 (from 1617 employees at 30 June 2003).

Table 8.4: DEST employees by classification

Notes: 1 Employee numbers are based on actual data as at 30 June 2004. People temporarily performing duties at a higher level (higher duties) on that date (for example to cover short-term absences due to leave or temporarily filling vacancies) are counted at that temporary level rather than at their substantive classification level. Inoperative employees are counted in the figures (for example people on leave without pay).

2 Staffing figures reported in the Financial Statements and Outcome Resource Tables reflect the Full Time Equivalent (FTE) rather than actual headcount.
3 The SES Band 3 total includes one employee temporarily performing duties at this level.
4 The SES Band 2 total includes three employees temporarily performing duties at this level.
5 The SES Band 1 figure includes 12 Executive Level 2 employees temporarily performing duties in the Senior Executive Service.
Source: Department of Education, Science and Training.

Table 8.5: DEST employees by employment status

Source: Department of Education, Science and Training.

Table 8.6: DEST employees by location

Source: Department of Education, Science and Training.

Table 8.7 shows that 291 people separated from DEST between 1 July 2003 and 30 June 2004. This represents a reduction from 2002-03 when 315 people separated. Of the people who separated in 2003-04, 132 were non-ongoing employees whose contracts ceased before the end date, 49 transferred to another agency, 12 retired and 98 left for a variety of other reasons.

Table 8.7: Separations by level

Notes: Employee numbers are based on actual data. People who were temporarily performing duties at a higher level (higher duties) at the time of separation are counted in their temporary performance rather than their substantive classification level.
Source: Department of Education, Science and Training.

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Learning and development

During 2003-04 the department’s learning and development priorities were reviewed using workforce planning outcomes; and a strategic review was undertaken in the second half of 2003. The review indicated that key elements of the revised learning and development strategy should focus on leadership at all levels and capability development to support future succession planning.

Key priorities in this strategy include:

• corporate learning priorities, including financial management, policy development, communications skills, and creativity and innovation;

• entry level development, through the graduate and new apprenticeship programmes;

• Indigenous development, through the Indigenous cadet and DEST Indigenous Study Awards Programme;

• internal leadership development programmes supporting the development of behaviour consistent with the department’s leadership protocol and Open for Business principles including:

• SES and Executive Level 2 conferences designed to improve communication across peer groups and to develop shared understandings of, and commitment to, organisational priorities; and

• participation in a number of external leadership programmes providing opportunities for organisational renewal through the introduction of new concepts by participants and enhancing the organisation’s links with other government agencies and external stakeholders.

Initiatives implemented during the year include:

• the Building High Performing Teams programme, 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;

• the Australian and New Zealand School of Government Executive Fellows Programme;

• the Australian Public Service Commission Leading Australia’s Future in Asia study tour;

• the Australian Indigenous Leadership Council Diploma in Indigenous Leadership; and

• the development programme for staff employed in the Indigenous Education Network Training for the Indigenous Education Network Programme.(33)

Indigenous Australian Recruitment and Career Development Strategy

DEST is committed to attracting, developing and retaining Indigenous Australians. Approximately 11 per cent of staff identify as Indigenous Australians. The Indigenous Australian Recruitment and Career Development Strategy, known as Yarrangi⁽³⁴⁾ was established in 1993 as the department’s Indigenous Australian recruitment and career development strategy. The National Yarrangi Steering Committee is co-chaired by the department’s Indigenous Education Leader and the Group Manager, Corporate Strategy Group, and has representation from National Office and each state and territory.

The committee’s roles are to contribute to developing Yarrangi plans and strategies to ensure relevance, impact and meaning; distribute information to and seek views from Indigenous Australian employees and provide feedback through the Steering Committee; and identify new issues affecting Indigenous Australians working in DEST and help develop strategies to address these.

In 2003-04 the key priorities for Yarrangi were recruitment, induction and learning and development. Key outcomes included:

• an increase in the number of applications for the 2005 graduate intake from Indigenous Australians;

• identification of issues relating to recruitment to ‘identified’ positions in DEST;

• consideration of the administrative guidelines for the DEST Indigenous Study Awards Programme;

• support for the review of DEST induction and orientation programmes; and

• monitoring of the progress of the Training for the Indigenous Education Network training strategy.

The department actively supports NAIDOC week. NAIDOC means National Aboriginal and Islander Day Observance Committee. NAIDOC week is celebrated annually and provides an opportunity for Australia’s Indigenous people to display the richness of their culture and heritage to the rest of the Australian community. The Secretary’s NAIDOC Excellence Awards are made to individuals and teams who demonstrate commitment and achievement for Indigenous clients and staff.

Two recipients of the Secretary’s NAIDOC Excellence Award, which recognises the important work performed by DEST staff for Aboriginal and Torres Strait Islander clients: Allen Rooney (Questacon) (left) and Shane Hoffman (DEST) (right), pictured with Dr Jeff Harmer, Secretary (centre).

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Competitive remuneration and conditions

Industrial agreements (Certified Agreements and Australian Workplace Agreements) underpin the department’s workplace relations framework and support the department’s goal of making DEST an attractive place to work for current and future employees by providing competitive remuneration and working conditions.

The Stay Here and Grow: DEST Certified Agreement 2002-2005 was certified on 13 December 2002. The Certified Agreement, which covers 82 per cent of employees, will nominally expire on 12 December 2005.

Australian Workplace Agreements provide a flexible platform through which remuneration and terms and conditions of employment can be adapted to suit individual circumstances.

The department’s 2004 graduates were offered Australian Workplace Agreements that provide for accelerated advancement based on performance after completion of the graduate year.

Senior Executive Service (SES) and Executive Level 2 Australian Workplace Agreements provide for remuneration increases based on business outcomes, leadership behaviours (see Leadership Protocol in Chapter 7) and organisational performance.

At 30 June 2004, the department had 326 Australian Workplace Agreements in place, of which 46 were at SES level, 172 at Executive Level 2, and 108 at other non-SES levels. The remaining employees are covered by the department’s Certified Agreement.

Table 8.8 provides salary ranges for SES (notional only) and non-SES employees.

Table 8.8: DEST salary ranges

SES-Senior Executive Service; APS-Australian Public Service
* Notional salary range.
** An APS 1 salary reduces on a pro rata basis for employees below 21 years of age.
Source: Department of Education, Science and Training.

The range of non-salary benefits provided to employees during 2003-04 include:

• access to performance pay for SES employees;

• access to an executive vehicle for SES employees;

• access to School Holiday Care Allowance for non-SES employees (limited to $100 per family per week);

• access to a Transition Bonus of $1500 for New Apprentices who successfully complete their work-based training programme;

• studies assistance-reimbursement of up to half of study related costs (limited to $1200 per semester);

• access to a Health Related Allowance of $200 for health related activities or items; and

• First Aid allowance of $20 per fortnight.

Performance pay

Forty-four SES employees received performance pay during 2003-04, based on assessments relating to the 2002-03 performance cycle. Payments totalling $409 433 were made comprising $286 067 for SES Band 1 and $123 366 for SES Band 2 and 3. Individual payments ranged between 2.5 per cent and 15 per cent of salary.

A total of 181 Executive Level 2 employees received performance pay during 2003-04, based on assessments relating to the 2002-03 performance cycle. This number includes people acting at Executive Level 2 for more than three months, who received pro rata payments. Payments totalling $1 165 616 were made, with individual payments ranging between 5 and 15 per cent of salary.

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Safe and equitable workplace

The department has in place policies and strategies to ensure a safe and equitable workplace for all. These include the Occupational Health and Safety Policy and the Disability Strategy, detailed information of which can be found in the Appendices.

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Information and communications technology

In 2003-04 the Information Services Group implemented a major restructuring and strengthening of key functions to support its primary role of managing delivery of information and communications technology infrastructure, application development and support and information management services for the department. This included implementation of new hardware and software supplier agreements, successful negotiation of the voice and mobile contracts with telecommunications suppliers, an upgrade to the Regional Network, transfer of the Enterprise and Career Education Foundation (ECEF) information technology support to the department and an increased focus on infrastructure service management, security, governance and quality management.

With guidance from the Corporate Information Technology Committee, a new Information Technology Strategic Plan for 2004-07 is being developed and major improvements were made to the governance of business technology investment and portfolio and project management. The aim of these improvements is to increase value realisation from the significant investment in business systems and business process improvement. A comprehensive project management framework and toolset has been adopted incorporating enhancements to the department’s system development methodology.

Developments in business technology continued to make a major contribution to the department’s programme performance by increasing the access and quality of services and information provided to DEST’s clients and online business partners. Major achievements in 2003-04 included:

• design and development of system architecture and business processes for the new Higher Education Information Management System (HEIMS) in close collaboration with higher education providers, tertiary admission centres and other stakeholders;

• support for international promotion of Australian education and training through enhanced e-business capability of AEI Online and improvements in access and quality of the Study in Australia web site; and

• implementation of online services for the Cooperative Research Centres programme supporting electronic lodgement of applications and online assessment for the 2004 contract round.

Major system developments in 2003-04 to improve internal business processes included:

• development of a new procurement management information and workflow system (BUYiT); and

• progress towards implementation in national office of a new electronic document and records management system (DiRECt) that provides a platform for progressive improvements in the capture, storage, retrieval, sharing and presentation of information.

Following the transfer, in March 2003, of information technology infrastructure services in-house, the Group has begun implementing improved information technology service delivery and support arrangements based on the Information Technology Infrastructure Library. The 2003-04 survey of the Group’s internal customers reflected a high and continuing improvement in the level of satisfaction with services and quality.

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Research and evaluation

The Strategic Analysis and Evaluation Group supports policy and programme development in the department. The Group plays a key role in supporting and carrying out research, analysis and evaluation.

During 2003-04, the Strategic Analysis and Evaluation Group undertook substantial research and analysis activity relating to young people, transitions, university graduates, parents and teachers and made a contribution to a number of international studies. The Group is also responsible for a range of cross-sectoral policy matters including welfare reform and income support, lifelong learning, demographic and mature age issues and regional issues, and they undertake major evaluations.

The department’s Triennial Research Plan identifies the research work of the department within the context of the government’s overall strategic and operational priorities and is reviewed annually. The Group is responsible for the administration of research funds, communicating information about the results of research, evaluation and analysis activities and providing a library service to the department.

Specific research, analysis and evaluation activity is reported on in Part 2. Research and evaluation publications, published during 2003-04, are listed at Appendix 8.

31 MAC is a forum of Secretaries and Agency Heads that advises government on matters relating to management of the Australian Public Service.

32 The Manager one Removed (MoR) programme provides the opportunity for DEST people to meet with their manager's manager to discuss their future potential and career path options.  Manager one Removed enables dialogue about a broad range of career development options and choices.  The programme forms part of the Performance Management System and is an important part of succession planning.

33 The Training for the Indigenous Education Network, based on the Public Service Training Package Certificate IV in Government qualification, was designed to develop the capabilities of staff who deliver the DEST Indigenous Education Direct Assistance (IEDA) programmes to meet the changed work practices following the Indigenous Education Direct Assistance Review. This programme has positioned the Indigenous Education Network staff well to respond to the challenges of working across organisational boundaries with other Australian Government and state and local government agencies.

34 Yarrangi means ‘belonging to us’ and is from the Gooniyandi language which is spoken in the Fitzroy Crossing area of Western Australia.

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For more information please email:

annualreport@dest.gov.au

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