North coast tafe staff workshop

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Workshop presentation over viewing collaborative partnering with Industry for the TAFE sector, what works and what is on the horizon

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North coast tafe staff workshop

  1. 1. VET and Civil ConstructionIssues, strategies, experiences, future directions and lessons learnt Simon Elsy
  2. 2. ThemesSector ContextSkilling demandsL&D StakeholdersCase studiesView towards the horizon
  3. 3. Civil Construction forecasts 1,000,000 160000 900,000 140000 800,000 120000 700,000 100000 600,000Employees Numbers 500,000 80000 400,000 $M 60000 300,000 40000 200,000 20000 100,000 0 0 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 Total Labour (National) Company X X Required (incl turnover) Total Work Projection ($M) (based on Construction Forecasting Council 2011 figures)
  4. 4. Occupations in Civil Construction* SkillsDMC – CCF, Civil Construction Occupation Review Report, March 2010)
  5. 5. Background Issues 1• Reasonably buoyant projected work load (CFC) – Regional, Remote, Cyclical• Skills required cover minimum of 3 Training Packages. – SkillsDMC, Manufacturing, Construction, Business, Electical – Funding in civil construction bound by full qualifications for workers** – Complexity of VET system recognised a challenge for industry***• Qualification based skill shortages (e.g. 49% plant operators are qualified)* – Mixed history of L&D for many blue collar workers – Completion rates for training low (25-30% nationally*) * SkillsDMC – CCF, Civil Construction Occupation Review Report, March 2010) ** South Australia DFEEST submission, Skills for prosperity – a roadmap for VET, Skills Australia, 2011 ***Skills for prosperity – a roadmap for VET, Skills Australia, 2011
  6. 6. Background Issues 2• Industry values “work experience” as measure for employability over “competence”• Training concerns relate to quality of providers, availability and capacity to deliver to current industry standards – Experience of external supplier and flexibility in delivery*** – Industry led outcomes requirements especially in contextualisation * Mark,K & Karmel, T (2000) The likelihood of completing a VET qualification; a model – based approach, NCVER ** South Australia DFEEST submission, Skills for prosperity – a roadmap for VET, Skills Australia, 2011 ***Skills for prosperity – a roadmap for VET, Skills Australia, 2011
  7. 7. Fact vs. fiction• Civil Construction Contracting realities – Remote & dispersed contracts, project life cycles (av. 2 to 3 yrs) – Workforce demographics (Age, Gender, Ethnicity, Subcontractors)• Demands for next 5/10 years – Recruiting suitable local labour, and obligations for govt projects – Subcontractor quality: “experience overrides competence” – Projected works (rail, roads, utilities etc..) & recruitment gaps• L&D & Skills shortage – Retaining talent especially at later stages of projects – Mobility of talent to relocate to new projects – Updating skills currency to new construction techniques – Training landscape (Funding, ISC, RTO’s, VET & suitability)
  8. 8. Ideal Workforce Planning model Impacts from strategic business plans Monitor, measure & Scenario planning and Review demand forecasting Workforce analysis and Project Workforce Plan supply forecasting Corporate Workforce Gap analysis, strategy Plan development & planning
  9. 9. Typical Civil Contractor L&D Planning Training Management Plans / Workforce Planning –Tiered approach from Group, through Divisions, Businesses and projects Training Matrices –Identify Competency and skills required for roles –Classified as mandatory, optional etc Adapted to State/Territory variances –Licences –Compliance –Legislation
  10. 10. Project Based Challenges• Context – Average life 2 to 3 years – Most are subcontractors/temporary• Training constraints – Time limitations to complete focuses on RPL – Workforce available for training• Candidates – Recruited locally with variable experience of civil disciplines – Qualifications levels low or non- existent – Apprehensive to sign up for training
  11. 11. Key Players ERTOITABS Employers Skills StaffCouncils SuppliersASQA AAC
  12. 12. SkillsDMC• 11 national Industry Skills Councils funded by Federal Government since 2003.• Develop and manage training packages RII09 covering drilling, mining, civils and quarrying.• Recommend approach or process to meet industry’s needs through annual environmental scan.• Managing Funding recent role.• Managing LMS systems (Skills Maximiser) linked to acceptance of funding• Seek employer data regarding staffing, training, etc..for government reports.
  13. 13. Employers and ISC• Industry engagement in training package expert group• Modifying package for flexibility RII10 – Skills sets for employee progression & retention – New format with stricter guidance for RTO’s• SME in supporting development of Training & Assessment tools• Funding (rationale for ISC?) – Suitability for ISC or TAFE/RTO’s• Tier 2 engagement• Developing International scope
  14. 14. Training Suppliers• Projects traditionally local sourced influenced by local staff (HR)• Over 3000 training suppliers of one type or another in NSW• Supplier key abilities are: – consistent quality – ability to meet project needs and contexts, – Understand client quality needs (e.g.. RMS) – Funding support• Use Procurement approaches• Maybe partnering if part of employer process
  15. 15. Employees• Engineer – full time, graduates in-house scheme – Possibly liked to EA• Specialist contracted (surveyors, drillers) – Qualified and have current tickets• Supervisory – full time payroll – Formal qualifications possible – Will have tickets if needed for work area specialism• Manual – Likely to be unqualified – Temporary – Options to train mixed and may need coercion• Apprentices/traineeships – may occur pending contract type – NSW Training guidelines for govt contracts
  16. 16. Collaborative Partnering• Procurement Policy• Internal SME(e.g. Concrete) • HR liaison with TAFE/AAC/ISC• Workforce Planning Policies and • Workplace Assessor support Support • SME • Standardised assessment Tools Employer Project ISC TAFE • Lead RTO • Verification of competence• Manage Funding • Training and assessment agreements delivery and engagement• Enabling Skills Maximiser • Certification• Reference point support • Traineeships liaison with AAC/ISC
  17. 17. Key attributes• 70 registrations for various Cert III’s• 64 completions (80% vs. National c.30%)• 20% trainees female• Indigenous comprised 6% trainees• Embedded assessors comprising supervisory staff• TAFE Trainers attended in-house training e.g. concrete, GPS systems for CPD• Finalist in NSW Training Awards
  18. 18. Collaborative Partnering Plus
  19. 19. Partnering Plus?• Where collaboration enables working in collaboration exploring synergies and seeking common aim in areas where there has been little existing information – Attain excellence in skilling – Break new ground in developing resources – Sharing expertises – Mutual skilling
  20. 20. Case Study 2 Partnering Plus• Preferred supplier basis• Training via Partnering – Integrating in-house assessing – 26 Cert III Civil Construction related certifications – 100% completion• Piloting new units – 15 Concrete paving SOA• Developing new resources – ASCP technical training subcommittee
  21. 21. Enabler for Client Quality Strategy ASCP SkillsDMC N.Coast TAFE Project Leighton
  22. 22. Whats next?• Australian Workforce & Productivity Agency (Skills Australia) – 4 scenario planning models• Future of Work will change irreversibly• Global competition will increase• Funding to be simplified• Recognise and develop approaches for Gen Y
  23. 23. Participation issues• To 2025 industry need of higher skill levels will continue• Productivity needs essential to survive global competitiveness, through enhanced skills• Labour mobility is an issue• Skills and workforce development tailored to meet specific industry and regional needs• Education and training system to be forward looking to meet industry skills need• Increase participation in learning and work, maybe new learning paradigm
  24. 24. Future Focus Scenarios to 2025
  25. 25. Scenario based occupationalemployment growth (AWPA)
  26. 26. Challenges for projects• Mentoring and skill transference better developed• Sourcing reputable and consistent training suppliers state-wide/nationally/internationally• Skills need is immediate which is not enough time to train to full competence• Locations not where unemployed and skilled are• Competition from mining• Workforce mobility needed between projects and areas if work was more regular and predictable
  27. 27. The future in high tech world• Challenges and opportunities – Re-skilling, continual CPD• Traditional roles will disappear – Become more highly skilled – up-skilling of existing workforce• Technology will – open up new labour markets – attract non-traditional skills into the industry
  28. 28. Stateless training Global Branding Suppliers • Cafeteria Agency• Trainee• RPL selection • TAFE • Timetable free • Qualification• Mature • RTO • iTunes U • Licence• VOC • ERTO • Skill Set Global • ISC’s Global • SOA Learners Platform
  29. 29. Summary• Share best L&D practices• Encourage learning organisations• Tier 2’s need support• Open collaboration IP is history its already out there• Think global• Assessment and certification brand is USP• Less time dependant and attendance based approaches• Funding less complicated• Regional workforce development planning in need hotspots• Role of Skills Councils in to meet future needs
  30. 30. Connectivity, Architecture and Devices
  31. 31. Q&A

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