north coast tafe staff workshop
DESCRIPTION
Workshop presentation over viewing collaborative partnering with Industry for the TAFE sector, what works and what is on the horizonTRANSCRIPT
VET and Civil ConstructionIssues, strategies, experiences, future directions
and lessons learnt
Simon Elsy
ThemesSector Context
Skilling demands
L&D Stakeholders
Case studies
View towards the horizon
Civil Construction forecasts
(based on Construction Forecasting Council 2011 figures)
2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-190
100,000
200,000
300,000
400,000
500,000
600,000
700,000
800,000
900,000
1,000,000
0
20000
40000
60000
80000
100000
120000
140000
160000
Total Labour (National) Company XX Required (incl turnover) Total Work Projection ($M)
$M
Em
plo
yees
Nu
mb
ers
Occupations in Civil Construction
* SkillsDMC – CCF, Civil Construction Occupation Review Report, March 2010)
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
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
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)
Ideal Workforce Planning modelImpacts from
strategic business plans
Scenario planning and demand forecasting
Workforce analysis and supply forecasting
Gap analysis, strategy development & planning
Corporate Workforce Plan
Project Workforce Plan
Monitor, measure & Review
Typical Civil Contractor L&D PlanningTraining 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
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
Key Players
Employers
Staff
Suppliers
Skills Councils
ITABSERTO
AACASQA
• 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.
SkillsDMC
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
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
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
Collaborative Partnering
• Lead RTO• Verification of competence• Training and assessment
delivery and engagement• Certification• Traineeships liaison with
AAC/ISC
• Manage Funding agreements
• Enabling Skills Maximiser• Reference point support
• HR liaison with TAFE/AAC/ISC• Workplace Assessor support• SME• Standardised assessment Tools
• Procurement Policy• Internal SME(e.g. Concrete)• Workforce Planning Policies and
Support
Employer
ISC
Project
TAFE
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
Collaborative Partnering Plus
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
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
Enabler for Client Quality Strategy
Leighton
Project
N.Coast TAFE
ASCP SkillsDMC
What's 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
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
Future Focus Scenarios to 2025
Scenario based occupational employment growth (AWPA)
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
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
Stateless training
• Trainee• RPL• Mature• VOC
Global Learners
• TAFE• RTO• ERTO• ISC’s
Global Suppliers • Cafeteria
selection• Timetable free• iTunes U
Global Platform
• Qualification• Licence• Skill Set• SOA
Branding Agency
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
Connectivity, Architecture and Devices
Q & A