Higher Educationand Skills Group

Induction - Welcome Kit

Last updated 31 Oct 2017

CONTENTS

CONTENTS...........................................................................................................................................1

Introduction.............................................................................................................................................1

Jargon Buster...........................................................................................................................................1

Higher Education & Skills Group..............................................................................................................2

Welcome from the Deputy Secretary.......................................................................................................2

HESG Organisational Structure.................................................................................................................4

A values based approach.........................................................................................................................5

Divisions...................................................................................................................................................5

VET Reform...........................................................................................................................................5

Training Market Quality........................................................................................................................6

TAFE and Participation..........................................................................................................................8

Tertiary Education Policy & Strategy.....................................................................................................9

Industry Engagement & VET Systems.................................................................................................10

Internal HESG Collaboration...................................................................................................................12

HESG Collaboration within the Department..........................................................................................13

Useful tips and reference guide links.....................................................................................................13

HESG Staff Contact List.......................................................................................................................13

Employee Assistance Program............................................................................................................13

VPS Values & Code of Conduct...........................................................................................................14

Performance and Development Plan (PDP)........................................................................................14

General...............................................................................................................................................14

INTRODUCTION

The purpose of this document is to provide the reader with information about the Higher Education & Skills Group. In it you will find; information about how our group works, our roles and responsibilities, our organisational structure, our divisions and about each division, collaborations within the Department, useful links and more.

General information for induction and onboarding new staff is also available at the HRWeb: Induction and Orientation - Public Service page. For new starters in the Higher Education and Skills Group, additional actions have been identified. These are listed in the document.

JARGON BUSTER

As common practice amongst most government organisations, acronyms are often used for stakeholders, systems and processes. Common acronyms and terms used within the Higher Education and Skills Group and the Department can be accessed here.

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Higher Education & Skills GroupWELCOME FROM THE DEPUTY SECRETARY

Victoria’s economy is shifting rapidly. There have been – and will continue to be – fundamental and game changing transitions that impact on the nature of work and the type of careers Victorians will have throughout their lives.

These forces as well as a strongly growing population, are shaping the market for jobs, and the industries that will dominate the economy in the years to come.

This movement, including from a traditional manufacturing base to knowledge and service-based industries, means the Victorian education and training system needs to change and adapt if it is to remain relevant to the State’s place in a globalised environment.

Victoria’s training system - TAFEs, community partners, private training providers and universities – are key to these challenges, to the State’s future success. We will succeed when we seize the opportunity to ensure the system provides the community with the skills, knowledge, creativity and adaptability central to the economy and the State’s future.

This year we are working on building our TAFE system in terms of both capacity and capability. We are working on reforming the Apprenticeship and Traineeship system – a crucial element of VET that needs to be brought into the 21st century and aligned with industry needs. We are looking at opportunities for our training system not only in key Government priorities, but abroad as well. We have the next wave of Skills First reforms, which will see more vocational outcomes, via quality training for Victorians. This is an exciting agenda that drives our work plan.

For us it means we all have to work together, to work across our Group, the Department and across Government to find common threads and connections. We will have to find different ways to tackle complex problems, develop clever policy reforms that will lead to real job outcomes for Victorian students.

So what does it really mean? Together, we first have to see where our teams fit, how our work connects to the Victorian Government’s priorities, and the DET strategic intent. Second, we support each other, and make sure we are all delivering on our goals.

As HESG, we are responsible – you and I together - for driving high performance in our Group.

We set a positive direction and clear expectations of what we can and have to achieve. And at the core of this lies a culture of collaboration and accountability.

This Group has already achieved so much. That’s why I am confident in our ability to seize the opportunities in front of us. It is rare to be given a chance to truly help shape the future of training and work. And yet that is what we can do.

David Latina

Deputy Secretary

Higher Education and Skills Group

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ABOUT US

The Higher Education and Skills Group (HESG) has an integrated, person-centred approach to post-secondary education. It is responsible for driving outcomes in the training system and facilitates participation and achievement in tertiary education and training by supporting partnerships between learners, providers, employers and advising on public funding and regulation.

It manages the Government-funded training market, public provider governance and accountability, and the apprenticeship system.

The Higher Education and Skills Group (HESG) is responsible for the oversight of, capacity and effectiveness of tertiary education, adult education and lifelong learning in Victoria. The purpose of the Group is to ensure that Victorians have access to quality and relevant post school education and training to enhance their skills and knowledge to be active participants in the Victorian economy and society. This includes a responsibility for the effectiveness and sustainability of Victoria’s TAFEs, Learn Locals and Adult Education Institutions. Effective tertiary education is central to the Victorian Government’s Education State objectives.

Divisions in this group

Training Market Quality Division

TAFE and Participation Division Tertiary Education Policy and Strategy Division

Industry Engagement and Vocational Education and Training (VET) Systems Division VET Reform Portfolio

Higher Education and Skills Group responsibilities

Market design, including information to the sector and encouraging participation in training.

Compliance and monitoring of VET sector. Contract and performance management of registered training organisations (RTOs).

Governance of TAFEs and Universities. Infrastructure management for TAFEs.

Management of VET business systems for compliance. Industry engagement, advice and support.

Implementation planning for VET and TAFE projects. Regional engagement and partnerships.

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HESG ORGANISATIONAL STRUCTURE

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Deputy SecretaryHigher Education and Skills

Executive DirectorTAFE and Participation

DirectorEducation Renewal

DirectorTAFE

DirectorParticipation

Executive DirectorTertiary Education Policy and

Strategy

DirectorTertiary Education Policy

Executive DirectorIndustry Engagement and

VET Systems

DirectorIndustry Engagement

Executive DirectorTraining Market Quality

DirectorFunding & Quality Assurance

Services

Assistant Deputy SecretaryVET Reform

DirectorMarket Design and

Implementation

Victorian Skills Commissioner

A VALUES BASED APPROACH

The group adheres to the DET values, which are drawn from the Code of Conduct for Victorian Public Sector Employees.

These seven values, illustrated in the schema below, guide the actions we take within our group, the decisions we make and the interactions we have in performing our public duties.

Responsiveness: We respond in a timely way with our best work

Integrity: We are honest, ethical and transparent

Impartiality: We behave in the best interests of the public by making fair and objective decisions

Accountability: We hold ourselves and others to account for the work that we do

Respect: We value others and accept their differences

Leadership: We are genuine, supportive and do the right thing

Human Rights: We uphold and respect the rights of others.

In working within the DET values, the group has the following processes and practices in place.

DIVISIONS

VET Reform

A well-functioning VET system that delivers the skills we need is fundamental to a strong and prosperous economy that delivers the jobs Australian families and industry want.

The Australian Government has embarked on a significant reform of the VET system. The objectives of reform are to improve the quality, job outcomes and status of VET which are necessary for the system to adapt to future skills need.

Reforms focus on enhancing industry leadership in the development of training products (to reflect emerging skills needs and support greater mobility between occupations), strengthening the apprenticeships system and supporting increased participation in high-quality training.

Four key themes reflect the key objectives of VET reform. These are:

industry responsiveness

quality and regulation funding and governance

Data and consumer information.The VET Reform Division (VRD) takes pride in participating in the Department’s vision, including the aspiration that Victorians are supported to reach their potential regardless of their background, postcode or circumstance, and develop the knowledge, skills and attributes they need to participate and thrive in a complex economy and society.

Division structure

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To understand VRD’s key objectives, risks and actions for the current financial year, read the TMQ Business Plan.

VET Reform is divided into 8 units. The Executive team and Business Unit Managers are listed below:

Assistant Deputy Secretary Executive Assistant Executive CoordinatorLee Watts Karyn Brenan Philippa Hastie

Business Unit Name Manager LocationPMO Level 3, 2 Treasury PlaceStakeholder Engagement Level 3, 2 Treasury Place

Branch Name(s) Director LocationMarket Design and Implementation Lee-Anne Fisher Level 3, 2 Treasury Place

Business Unit Name Manager LocationIndustry Skills Analysis Victoria Gell Level 3, 2 Treasury PlaceManaged Market Vacant Level 3, 2 Treasury PlaceRTO Performance Indicators Vacant Level 3, 2 Treasury PlacePricing Vacant Level 3, 2 Treasury PlaceSystem Performance Vacant Level 3, 2 Treasury PlaceBudget Forecasting Troy Wheatley Level 3, 2 Treasury Place

Training Market Quality

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Assistant Deputy Secretary

VET Reform

ManagerStakeholder Engagement

ManagerPMO

DirectorMarket Design and

Implementation

ManagerIndustry Skills Analysis

ManagerSystem Performance

ManagerRTO Performance

Indicators

ManagerPricing

ManagerManaged Market

ManagerBudget Forecasting

Executive AssistantVRD Executive

Support

Executive CoordinatorVRD Executive

Support

Program CoordinatorVRD Executive

Support

The Training Market Quality (TMQ) Division supports and ensures high levels of compliance amongst Government contracted Training Providers delivering Vocational Educational Training (VET) certifications so that:

• Government funds are used appropriately

• Providers are acting within the letter and intent of the Victorian Training Guarantee

• The public can have confidence in the quality of the Victorian Government subsidised training system.

VET certifications can be delivered by:

• Privately owned organisations

• Government owned TAFEs

• Learn Locals

• Some Schools.

TMQ Division structure

To understand TMQ’s key objectives, risks and actions for the current financial year, read the TMQ Business Plan.

TMQ is divided into eight core Business Units and one temporary Business Unit. The Executive team and Business Unit Managers are listed below:

Executive Director Director Executive Assistant Admin AssistantGreg Norton David Barron Fiona Youlten Lucy Holmes

Business Unit Name Manager Location

Analytics and Monitoring Lance Snell (Acting) Level 3, 2 Treasury PlaceEnforcement Patricia Athanasiadis Level 3, 2 Treasury PlaceOperational Policy and Standards Jane McInnis Level 3, 2 Treasury PlaceProvider Contracts Management Lillian Kassioras Level 3, 2 Treasury PlaceProvider Performance Assurance – Planned Fiona Maher Level 25, 80 Collins St

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Executive DirectorTraining Market

Quality

ManagerQuality Reform

Coordination Unit

ManagerOperations Policy &

Standards Unit

ManagerAnalytics &

Monitoring Unit

ManagerProvider Selection

(August 2017 to February 2018)

DirectorFunding and Quality Assurance Services

ManagerProvider Performance Assurance –Targeted

Audit Unit

ManagerProvider Performance Assurance –Planned

Audit Unit

ManagerProvider Contracts Management Unit

ManagerEnforcement Unit

ManagerSpecial Investigations

Unit

Executive AssistantTMQ Executive

Support

Provider Performance Assurance – Targeted Myra Purcell Level 25, 80 Collins StQuality Reform Coordination Ellen Kittson Level 3, 2 Treasury PlaceSpecial Investigations Glenn Sullivan Level 3, 2 Treasury Place*Provider Selection Larry Price Level 3, 2 Treasury Place

*Temporary team formed annually to conduct the Provider Selection Process

TAFE and Participation

The TAFE and Participation Division works to improve access, equity, education, training and employment outcomes for learners through the provision of quality training by efficient, responsive and sustainable TAFE institutes, Learn Local organisations, not-for profit and for-profit training providers.

The purpose of the TAFE and Participation Division is to support sustainable and responsive Learn Local and TAFE networks that provide quality training outcomes and strong pathways for students irrespective of circumstances.

We do this by:

providing expert program management and policy advice on the needs of learners, communities, regions, TAFE and Adult Community Education providers

managing the oversight and accountability of the TAFE and Learn Local sectors within a more managed market

leading the Department’s partnership approach with Learn Local and TAFE networks to build organisational capability and to support training provision responsive to community, regional and industry needs

improving access to vocational training outcomes for disadvantaged learners.

Division structure

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Executive DirectorTAFE and Participation

ManagerTertiary

Governance Unit

ManagerPerformance Monitoring

Unit

DirectorTAFE Branch

ManagerTAFE Policy and

Programs

ManagerTAFE Reforms

ManagerTAFE

Organisational Capability

ManagerTAFE Facilitation

DirectorParticipation

Branch

ManagerProgram

Management

ManagerStrategic Projects

and Research

ManagerACFE Planning

and Governance

ManagerTraining

Participation Regional Support

DirectorEducation Renewal

ManagerAsset Development

ManagerRenewal Projects

Executive Assistant Executive Coordinator

To understand TAP’s key objectives, risks and actions for the current financial year, read the TAP Business Plan.

TAP is divided into 12 core Business Units. The Executive team and Business Unit Managers are listed below:

Executive Director Executive Assistant Executive CoordinatorXavier Csar Emma Clark Emma McDonald

Business Unit Name Manager LocationGovernance Bronwyn Parker Level 3, 2 Treasury PlacePerformance Monitoring Rabia Hassan Level 3, 2 Treasury Place

Branch Name(s) Director LocationEducation Renewal Gabriel Solorzano-Torres 41 St Andrew Place

Business Unit Name Manager LocationAsset Development Aaron Hansford (Acting) 41 St Andrew PlaceRenewal Projects Bonnie O’Grady (Acting) 41 St Andrew Place

Branch Name(s) Director LocationTAFE Heather Whitaker (Acting) Level 3, 2 Treasury Place

Business Unit Name Manager LocationTAFE Policy and Programs Morven Smith Level 3, 2 Treasury PlaceTAFE Organisational Capability Development Unit

Anne Scott Level 3, 2 Treasury Place

TAFE Facilitation Michael Caputo Level 3, 2 Treasury PlaceTAFE Strategy Alannah Trembath Level 3, 2 Treasury Place

Branch Name(s) Director LocationParticipation Ryan Collins Level 3, 2 Treasury Place

Business Unit Name Manager LocationProgram Management Edu De Hue Level 3, 2 Treasury PlaceStrategic Projects and Research David Boothroyd Level 3, 2 Treasury PlaceACFE Planning and Governance Jane Dewildt Level 3, 2 Treasury PlaceTraining Participation Regional Support Teresa Durka Level 3, 2 Treasury Place

Tertiary Education Policy & Strategy

The Tertiary Education Policy and Strategy Division advises on current and future policy settings to promote the efficient and effective operation of the training market, including publicly funded training, and empower tertiary education and training providers to develop effective pathways and partnerships. It also provides oversight of public provider financial, educational and commercial performance and advises on public provider governance, including co-ordination of board appointments.

Division structure

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TEPS is divided into 6 core Business Units. The Executive team and Business Unit Managers are listed below:

Executive Director Executive Assistant Executive CoordinatorSimon Booth Aaron Clay Lauren Themor

Business Unit Name Manager LocationClient Information and Engagement Amber Cuthbert Level 3, 2 Treasury PlaceStrategy Policy Karen Taylor Level 3, 2 Treasury Place

Branch Name(s) Director LocationTertiary Education Policy Brett Michael Level 3, 2 Treasury Place

Business Unit Name Manager LocationBudget Coordination and Oversight Oanh Vindurampulle Level 3, 2 Treasury PlaceHigher Education Suzanne Lechte Level 3, 2 Treasury PlaceNational Reform Amy Barry-Macaulay Level 3, 2 Treasury PlaceVET Policy Conrad McDonald Level 3, 2 Treasury Place

Industry Engagement & VET Systems

Industry Engagement and VET Systems (IEVS) is a division within the Higher Education and Skills Group (HESG) of the Victorian Department of Education and Training (Department). HESG is charged with delivering a tertiary education system that meets the aspirations of the Education State.

Under HESG’s stewardship, Victoria will have a tertiary education system that delivers quality and work relevant skills that improve productivity, create jobs and support Victoria’s economic growth.

IEVS is the VET system’s channel into industry. It:

provides industry and regional intelligence;

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supports industry to navigate and engage with the VET system

delivers evidence-driven policy, products and programs; and acts as the custodian of the VET business system,

to enable the VET system to deliver quality and work relevant skills that improve productivity, create jobs and support Victoria’s economic growth.

Division structure

To understand IEVS’ key objectives, risks and actions for the current financial year, read the IEVS Business Plan.

IEVS is divided into 8 core Business Units. The Executive team and Business Unit Managers are listed below:

Executive Director Executive Assistant Executive CoordinatorJoe Burke Stella Arulanantham Kristen Houghton

Business Unit Name Manager LocationVET Systems Nikhil Police Level 3, 2 Treasury Place

Branch Name Manager LocationIndustry Engagement Warren Hill Level 3, 2 Treasury Place

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Business Unit Name Manager LocationApprenticeships and Traineeships

Mark Frankland Level 2, 23 St. Andrews

Industry and Initiatives Nick CondratoffBree Gauci

Level 2, 23 St. Andrews

Regional Strategy Maree Polglaise Level 3, 2 Treasury PlaceSkills and Jobs Centres Claire Lindsay Level 3, 2 Treasury PlaceStrategy Terissa Small Level 3, 2 Treasury PlaceTraining Products Lee Carter Level 3, 2 Treasury PlaceVictorian Training Awards Andrina Day Level 25, 80 Collins Street

INTERNAL HESG COLLABORATION

Higher Education and Skills Group Executive BoardWeekly meetings are held in the Deputy Secretary’s boardroom comprising of Executive Directors and Directors of the Higher Education and Skills Group, chaired by the Deputy Secretary. The purpose of the HESG Executive meetings are for Divisions to take ideas, projects and initiatives to the Executive for guidance and advice, when the items are in the planning stages. It is also an opportunity for Executives to reflect on the Group’s culture progress, involving a discussion regarding a value at each meeting.

HESG Project Teams The Group has a number of priority project teams to achieve HESG objectives, these include:

Apprenticeships International Education Program Coordination Group

People and Culture CommitteeThe Higher Education and Skills Group’s (HESG) People and Culture Committee (PCC) is a sub-committee of the HESG Executive Board. The PCC was implemented to further support and enhance positive and collaborative workplace culture within the Group by providing a clear communication channel from all staff directly to the Leadership Team.

It supports a vision for ‘a strong and collaborative workplace culture that is sustained and supported by an informed and engaged workforce’. The PCC offers a platform for all staff to propose new ways of thinking about our organisational culture and to drive positive change in how we share information and engage with one another.

The PCC comprises two staff representatives from each division in HESG. All VPS levels, included contract staff are represented within the PCC. It is the responsibility of the Executive Director to ensure that their division is represented at PCC. Two attending Executive Members who co-chair the meeting and ensure the views of the PCC are appropriately represented within the HESG Executive support the PCC. The HESG Secretariat supports the PPC by scheduling meetings and preparing the agenda in consultation with the chair and co-chairs.

Higher Education and Skills Group NewsletterA weekly newsletter is sent from the Deputy Secretary to the Group. The Newsletter contains information regarding what’s been happening that week in the Group, any Ministerial announcements, staffing updates, professional development, course opportunities and a message from the Deputy Secretary.

It is the Executive Assistants and/or Executive Coordinators in your division to add staff’s to the HESG News distribution list.

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Higher Education and Skills Group All Staff ForumsAll staff forums are held on a monthly basis to provide all HESG staff with an update from the Deputy Secretary with presentations from guest speakers and staff. This provides an opportunity for the Group to keep up to date on what is happening across the higher and further education in Victoria, nationally and internationally.

HESG COLLABORATION WITHIN THE DEPARTMENT

HESG Project Teams There are a number of priority project teams across the Department that HESG staff participate in, these include:

VET in Schools Tech Schools

USEFUL TIPS AND REFERENCE GUIDE LINKS

HESG Collaboration Site

The HESG Collaboraiton Site is via this link:https://edugate.eduweb.vic.gov.au/edrms/collaboration/HESG/Pages/Homepage.aspx

Example view of the the HESG Collaboration Site is below:

HESG Staff Contact List

The HESG Staff Contact list is located on the front page of the HESG Collaboration Site under the Key Documents.

On staff commencement, it is the Manager’s responsibility to add staff details in the HESG Staff Contact List.

Employee Assistance Program

The EAP is available to VPS employees to discuss personal or work-related issues. A dedicated Manager Assist advisory service is also available to provide support and coaching to managers

This service is provided by OPTUM and is completely confidential. For an appointment phone: 1300 361 008

Contractors working for the Department are encouraged to access the EAP as provided by their agency.

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For more information on Employee Health, Safety and Wellbeing Services, click here.

VPS Values & Code of Conduct

The Public Administration Act 2004 establishes values to guide conduct and performance in the Victorian Public Sector. The values and the Code of Conduct based on the values provide the foundation of the integrity and accountability framework for all public sector employees, including contractors working on behalf of the Department.

Values define what is important to an organisation and how things will be done. In the Victorian Public Sector, they underpin an employee’s interaction with the government, community, suppliers and other employees

Click here to learn more about Public Sector Values.

Performance and Development Plan (PDP)

It is DET policy for all VPS employees to create individual performance plans on an annual basis.

A PDP is essential for developing, monitoring, improving performance and to enable professional development and career planning to be undertaken. The PDP is also used for consideration towards salary progression.

The PDP is a 12 month cycle and is completed through eduPay. For more information, click here.

General

• Sensitive letters/correspondence, such as termination letters etc., should be sent out from the Director or Executive Director. Staff should not send these from their own email. This sort of correspondence should be forwarded to an Executive Assistant in the appropriate template, and they will be then sent via the Director or Executive Director’s email

• To help reduce the energy consumed by shredders, place your secure or confidential documents in your office’s Recall or Iron Mountain security bin

• To minimise waste and maximise security, staff are encouraged to create secure print set up

• HESG useful links (e.g. link to HESG Memo template, DET meeting template)

• HESG Staff Contact List

• DET phone directory

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