Three Year Strategic Plan 2008-2011

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Three Year Strategic Plan 2008-2011


Overview
Described as the artery of the Australian economy, the Transport and Logistics Industry
provides a range of services that are critical to the maintenance of Australia’s advanced
economy and to the operation of all industries and enterprises. The industry provides the
vital service of moving freight and passengers locally, regionally, nationally and
internationally across a variety of modes including rail, road, maritime and aviation. The
industry influences our everyday lives and enables economic activity, mobility and social
interaction.

The role of the industry is as a key enabler and pivotal for achieving substantial
improvements in productivity and growth within the economy. Most of the industry is
exposed to competition at a national and international level and is sensitive to changes in
the level of economic activity both overall, and to merchandise trade in particular. There is
clear recognition in Australia that economic success is based as much on the cost, quality
and efficiency of supply chains, networks and relationships – including transport and
distribution systems and not just on the competitiveness of individual enterprises. These
factors influence the competitive position of countries and regions.

The industries overall effect on the Australian economy is significant, both in terms of its
contribution to domestic and overseas trade arrangements, its development of regional
and national transport infrastructures and its contribution towards the employment of
Australian workers.

In summary the industry:

         generates 14.5% of GDP
         employs 468,000 people nationally
         encompasses 165,000 businesses
         will show strong business and employment growth over the next five years.

Recent Industry estimates point to a doubling of the Australian freight task by 2020 with
major road, rail and port infrastructure projects projected to meet the needs of this
expanding industry sector (ALC 2007).

As a service industry, the Transport and Logistics Industry has been required to respond
to the demands of the growing Australian economy. It has had to meet customer demands
for cost effective, faster, reliable intact delivery, in a period of very rapid growth in the
overall freight task. This has also corresponded with a period where the workforce is
ageing and where there is growing concern within the Australian community regarding the
impact of different transport modalities on the environment.

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Like other industries, the Transport and Logistics Industry is beset with challenges, which
increasingly require a highly skilled workforce. Meeting these challenges will form a critical
element of the Skills Councils activities over the next three years. A strong emphasis will
be required to ensure that an adequately skilled workforce is available to the industry by
facilitating industry involvement in the identification of skill requirements for their existing
and future workforce. Further work will also be required in improving the alignment of
workplace training, through public and private RTOs, within the national training system
and the aspirations of a highly mobile workforce.

The Skills Council Responding to Industry needs

The Transport and Logistics sector in Australia is multifaceted. Across the multiple roles
and functions that make up the supply-chain task, there exist significant industrial and
human resource challenges. The attraction and retention of workers, an ageing workforce
demographic and a striving towards the further engagement with the National Training
System make up just some of the challenges that industry seeks Skills Council support
around.

As has been reported broadly by industry peak bodies in 2007, a major limitation to
business growth and development in Australia is a chronic shortage of skilled labour. The
impact of these phenomena is currently emerging throughout the Transport and Logistics
sector in Australia. Research undertaken by the Skills Council and Government in 2007
indicates there will be an exacerbation of this situation in the coming years and that this
will have a negative effect on the movement and supply of freight and passengers
throughout Australia.

The Role of the Transport and Logistics Skills Council

The Skills Council has a critical role to play in supporting industry led initiatives that are
designed to maximise the effect of the national training system in the work place. The
Skills Council clearly identifies a need in industry for the provision of qualified and expert
advice on issues of workforce planning and in particular around skills and training needs
analysis. This advice, provided as an element of a broader workforce planning initiate, will
form a significant platform through which industry can develop and deploy targeted
employment and training initiatives underpinned by on-going support and leadership from
Skills Council personnel. These services will be promoted broadly across all sectors of the
industry and will be integrated with other federally funded skills and employment
strategies.

The Skills Council will provide targeted actions where required around skill shortages and
industry growth areas and, in consultation with industry, will provide highly experienced
personnel to targeted sectors to develop and deploy workforce development plans to
ensure that industry can meet its workforce skill requirements into the future.

In integrating this new service capacity of the Skills Council a targeted initiate will be
planned to provide industry with a seamless service that is designed to tightly align training
and development needs with the strategic operations of the business. Critical to the
success of this process will be the linking of employers with appropriate RTO’s.



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 This significant new element, in the role of the Skills Council, will be integral and pivotal in
 providing employers with skills and knowledge training in a mode and structure that meets
 the operational and development needs of the business and its employees.

 As part of the deployment of these skills development initiatives, the Skills Council will
 provide staff to work with industry, to assist in the selection of RTO’s, and thereby
 assisting industry to address one of its key challenges. This strategy will ensure that
 industry is provided with targeted training outcomes at a location, and in a mode that is
 consistent with their operational expectations.


                                        SKILLS AUSTRALIA


 Targeted National Industry
Skills Development Initiative


                                                              Selected RTO
    National Transport                                     delivers services to
   and Logistics Sector                                     industry based on
                                                           workforce planning
                                                           and business needs
    Individual
   Enterprises
       Individual
      Enterprises
          Individual                ISC engage in        ISC advice around           ISC monitors
         Enterprises
             Individual               Workforce        training needs, RTO,        outcomes/process
            Enterprises            Planning/identify      Training Package        and collates data for
                                  current skills/TNA       Implementation           national reports


 Another key role of the Skills Council will be the provision of advice to Skills Australia,
 Government and enterprises on Employment and Training Arrangements for the sector as
 part of a focused Skills Council activity. This initiative will provide the cornerstone for the
 development of industry/Skills Council capability within the Skills Council which will focus
 on the analysis and reporting of complex workforce planning and labour issues.

 The Skills Council Board will build on its existing research capability to direct analysis and
 research projects based on existing identified gaps in industry intelligence and will provide
 ongoing concise and meaningful reports to Skills Australia, Government and other key
 stakeholders.

 This research element will draw together the key findings from all Transport and Logistics
 Skills Council operations and will provide the industry with targeted short and longer-term
 workforce development data.

 The development and continuous improvement of Training Packages will remain a core
 focus of the Skills Councils activities over the contract period. Moving from the base of the
 recently upgraded T&L Training Packages the Skills Council will undertake to maximise
 the utility and relevance of its packages in industry.


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Supported by the Skills Council Training Package Continuous Improvement Plan a
structured and prioritised approach will be taken in modifications to existing training
packages and in new training package development initiatives designed to meet regulatory
and industry needs. A focus on the rationalisation of training packages and units of
competency will remain as a key principle in this process.

Feedback from industry over recent years has indicated that major challenges exist within
the T&L industry in the alignment of training package qualifications to licensed road
transport occupations. The Skills Council recognises this as a major impediment to the
uptake of training packages and an area where concerted effort and resources will be
applied.

Support for industry in implementation will be provided both through the provision of
training advice and through targeted industry professional development programs. The
development of implementation advice and other learning and assessment resources will
also be provided as part of an integrated program designed to improve the adoption of
training packages and the alignment of vocational skills and knowledge with the National
Training System. The Skills Council will set specific targets around improved outcomes in
this area.

In integrating the new service capacity of the Skills Council a targeted initiate will be
planned to provide industry with a seamless service that is designed to tightly align training
and development needs with the strategic operations of the business. Critical to the
success of this process will be the linking of employers with appropriate RTO’s.

Through a linking of the business objectives within organisations with their business and
workforce development plans support will be provided in selecting and managing
appropriate RTOs to deliver skill training needs required at the workplace. This significant
new element in the role of the Skills Council will be integral and pivotal in providing
employers with skills and knowledge training in a mode and structure that meets the
operational and development needs of the business and its employees.




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Strategic Objectives

Short-term objective                                                                   S
Medium-term objective                                                                  M
Longer-term objective                                                                  L

Key Strategy Area 1- Providing integrated industry intelligence and advice.

Rationale for focus

The Skills Council requires high level industry advice and intelligence in order to maximise
its service provision to industry and government. Pivotal in meeting the objectives of this
plan will be high-level and continuous engagement with large, medium and small business
enterprises, unions, RTOs, government and other key stakeholders.


What part of the broader Skills Council role will this initiative support?

    •    provide integrated industry intelligence and advice to Skills Australia, government
         and enterprises on workforce development and skills needs;
    •    actively support the development, implementation and continuous improvement of
         high quality training and workforce development products and services including
         training packages;
    •    provide independent skills and training advice to enterprises, including matching
         identified training needs with appropriate training solutions; and
    •    working with enterprises, employment service providers, training providers and
         government to allocate training places.

Strategy for implementation                                                       S    M       L

(a) Actively engage with widespread industry networks in relation to workforce
    development issues and skill needs.


         The Skills Council will work closely with industry and other key
         stakeholder groups to maximise its provision of workforce
         development services. Engagement will focus on utilising and
         expanding existing industry advisory networks and industry advisory
         committees. During the previous Skills Council contract periods the
         Skills Council has developed significant and broad communication
         links with industry including organisations in the small to medium
         sized sector.     The Skills Council has also established formal
         relationships with industry associations, unions and with RTOs who
         specialise in services to the Transport and Logistics sector.




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         A Key Stakeholder Engagement Plan will be developed by the Skills
         Council to support the active engagement with its sector Committees,
         Technical Reference Groups and other key stakeholders. The plan
         will outline the nature of the engagement, face to face/teleconference,
         and will schedule strategic meetings throughout the year.

         Meetings with key stakeholders will be structured and focused around
         Training Package Continuous Improvement Plans, training and
         workforce planning policy discussions and targeted issues relating to
         the National Training System and its supports.

         The Skills Council engages in broad and substantial engagement with
         industry and related stakeholders. Planning for the new contract
         period is undertaken on the basis that its current industry sector and
         advisory groups will be maintained. In addition to these groups the
         Skills Council strategically engages with other peak industry
         organisations and associations, government agencies and national
         industry bodies (see Engagement Strategy attachment).


         Broad communication of the Skills Council’s Workforce Planning
         services will be provided through its extensive industry networks, its
         formal and informal links with relevant organisations and via
         newsletters to its 5000 member data base. Products will be
         developed that will assist industry in assessing the capability of the
         Skills Council to provide expert workforce planning strategies.
         Promotional products developed will clearly explain the processes
         through which highly accurate workforce planning strategies can be
         undertaken including an outline of the benefits that can be brought to
         individual organisations. The Skills Council views the development
         of these resources, both paper based and multi-media driven, as
         primary tools through which industry can be engaged in the process.
         Resources developed and designed to inform and engage industry
         will provide advice on the role of the Skills Council in supporting
         industry through extended services including the provision of funding
         to support training initiatives that result from structured workforce
         planning projects.


         Engagement with other Skills Councils will form a key aspect in the
         provision of advice around workforce development and skill needs.
         Through a coordinated cross-sector approach to information
         dissemination the Skills Council will endeavour to link employers
         across the various Skills Council organisations in order to maximise
         the effects they may have in providing advice to industry. Similarly
         the Skills Council will develop formal referral mechanisms with other
         Skills Councils to identify the best “fit” for employers in terms of the
         specific Skills Council skills expertise that is required to provide the
         best possible workplace planning outcomes for the employer.



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(b) Engage in formal and informal research into the workforce development and
    skills needs of specific industry sectors, regions and enterprises.



         Using data gathered from the Skills Council research, state and
         federal statistics and through grass roots research gathered in the
         workplace, the Skills Council will develop highly informative industry
         environmental scans. The scans will accurately determine where
         workforce planning can have its highest effect at an employer,
         regional and sectoral level. The scans will be developed to provide
         industry and government with contemporary advice and information
         on skill formation matters and will also be used to direct future Skills
         Council workforce planning activities. The Skills Council anticipates
         that its skills reports will be developed twice annually and will be
         made publicly available via the Skills Council web site.


         Skills Council sector advisory groups will be encouraged to engage in
         research and policy programs where industry data is required to
         validate assumptions around training and labour needs. The Skills
         Council will undertake this initiative on the basis that there are
         significant gaps in existing industry data in the area of workforce
         planning and skills acquisition. Outcomes of the research will be
         provided to the Skills Council Workforce Planning and Training Places
         teams as a means of ensuring that their knowledge of industry needs
         in these areas are both extensive and accurate.


         Targets for industry research may include:

           •      currently identified skill and labour shortage areas
           •      regional and rural areas where specific impacts are limiting
                  industries capacity to attract, recruit and train staff
           •      areas where economic factors are resulting in poor industry
                  engagement with and employment from the local community
           •      aspects of the industry where licensing or regulatory
                  arrangements are adversely impacting on workforce
                  development and growth capacity
           •      a focus on areas where new or projected changes in
                  technology or work practices will impact on existing industry
                  arrangements
           •      a focus on the capacity for training packages to meet industry
                  needs and recommendations for their modification where it is
                  required
           •      analysis of the capacity for training providers to appropriately
                  meet industry needs in respect to skill and knowledge
                  development
           •      specific projects as directed by industry, employer
                  associations, unions or government.

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         Concise summary data from research projects will be provided to
         Skills Australia as a means of providing first hand and highly accurate
         information on the state of the industry. Amongst other data the
         reports will focus on key workforce planning initiatives that are being
         undertaken in industry, issues that have the capacity to significantly
         effect industry innovation and growth and projected skill and labour
         shortage concerns. The research reports will not only report on
         current issues facing the industry but will also signal where the Skills
         Council can provide interventions and other supports to help meet
         industry workforce planning and labour forecasts.


(c) Engage with appropriate government committees, industry and research
    organisations.


         Planning and implementation for core Skills Council roles will be
         underpinned by a broader engagement with government committees,
         relevant university and TAFE research faculties, community and
         employee interest groups, industry associations and industry based
         research organisations. Whilst current Skills Council engagement
         activities have focused on government and industry organisations a
         greater commitment to engaging industry research and associated
         bodies will be a feature of the new contract period. Typically
         engagement with research and related bodies may include, but will
         not be limited to:

             •    Rail
                  Australasian Railways Association (Rail Research Australia)
                  National Rail Tram and Bus Union
                  Australian Logistics Council
                  National Transport Commission
                  Light Railway Research Society of Australia
                  Rail Innovation Australia
                  Relevant Universities and VET providers
                  State Rail regulators

             •    Road Transport
                  National Transport Commission
                  Australian Trucking Association
                  Institute of Applied Logistics
                  Transport Workers Union
                  Australian Logistics Council
                  Defence/Army
                  National Union of Workers
                  Relevant Universities and VET providers
                  Skills for Logistics (UK)
                  State Road regulators




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             •    Maritime
                  Ship Owners Association
                  National Maritime Union of Australia
                  Transport Workers Union
                  National Union of Workers
                  Relevant Universities and VET providers
                  Australian Maritime Safety Authority
                  National Maritime Safety Council
                  Navy/Australian and commercial
                  Australian Customs Service
                  Chartered Vessels Association
                  State Maritime regulators

             •    Aviation
                  CASA
                  Air services Australia
                  Australian Logistics Council
                  National Transport Commission
                  Transport Workers Union
                  National Union of Workers
                  Relevant Universities and VET providers
                  Australian Air force
                  Australian Customs Service
                  State Aviation regulators
                  Australian Airports Association
                  RAAF

             •    Organisations undertaking VET research
                  NCVER
                  AIgroup
                  TAFE Directors Association
                  VOCED
                  ACPET
                  AVETRA
                  National Teachers Union
                  Relevant Universities and TAFE Institutes
                  Dusseldorp Skills Forum
                  State Training Authorities

             •    Other government agencies
                  Bureau of Transport and Regional Economics
                  DEEWR
                  Dep. Transport and Infra.
                  Skills Councils




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         Skills Council engagement with government committees, research
         organisation, and industry research bodies will be tightly focused on
         Transport and Logistics related projects. Industry benefits and
         benefits to the broader VET community will be driven through a Skills
         Council involvement in evaluating available data and connecting
         research and related agencies around projects related to the Skills
         Council’s Strategic Plan and to the strategies of Skills Australia. It is
         anticipated that the Skills Council will quickly develop high level
         capability in this area including providing significant benefits to
         DEEWR and its affiliate government departments. The Skills Council
         will endeavour to collect information from its workforce planning
         activities and to extrapolate specific data to indicate changes and
         trends in industry. This information will provide significant insights to
         DEEWR, Skills Australia; STA’s and will form part of an early warning
         system that will alert the national training system to emerging skills
         deficiencies.


(d) Provide an early warning mechanism for workforce skills development needs
    through, for example, the Environmental Scan.


         The Skills Council will deploy highly skilled staff into the workplace to
         undertake targeted workforce planning projects. A key element of
         these activities will be the collection and compilation of industry
         intelligence around factors impacting on skills development. The
         Skills Council will develop industry reports and data bulletins that will
         provide clear indications of workforce development trends and major
         issues impacting on skills acquisition. Reports and data bulletins,
         whilst analysing nationally available data, will predominantly draw
         data from Skills Council activities at a grass roots level. In the
         process of providing industry workforce development services the
         Skills Council will construct data collection tools and reporting
         mechanisms that will enable the Skills Council to draw down industry
         data into data tables and reporting templates.              Through the
         compilation of this industry data and via electronic communication
         with key stakeholders the Skills Council will be able to project industry
         requirements and disseminate critical data to signal where target
         initiatives are required to support ongoing industry growth and
         development.


         Whilst environmental scans, developed by the Skills Council, will
         provide indications of where workforce development needs are
         required, a further and finely granulated data analysis will further
         enhance this capability. The Skills Council will undertake regular
         scans of industry workforce development issues and will integrate the
         findings of this work into its environmental scans, industry bulletins
         and other research work directed through the Skills Council Advisory
         Groups.

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e) Provide advice to government, Skills Australia, the National Quality Council and
   other stakeholders as required, including through the annual Environmental
   Scan.


         The Skills Council will provide regular data and information reports to
         Skills Australia, the NQC and other key stakeholders. Reports will
         take the form of environmental scans (six monthly) industry workforce
         development bulletins (bi-monthly) and other industry workforce
         development plans as directed. The Skills Council will also undertake
         additional industry research based on industry workplace
         development priorities. This additional work will be driven through
         advice from Skills Australia, the Skills Council Board and its sector
         advisory groups.




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Key Strategy Area 2- Developing and maintaining high quality training packages.

Rationale for focus

Developing and maintaining high quality training packages will remain a core and
fundamental objective of the Skills Council. The development of industry workforce
development plans and the creation of viable job and career paths for workers, based on
industry endorsed qualifications within the national training system will form a critical
component of Australia’s technical capability. The development of high quality training
packages coupled with accurate and consistent workforce planning advice will provide
industry with significant advantages and new strategies for business growth and
sustainability.


What part of the broader Skill Council role will this initiative support?

    •    provide integrated industry intelligence and advice to Skills Australia, government
         and enterprises on workforce development and skills needs;
    •    actively support the development, implementation and continuous improvement of
         high quality training and workforce development products and services including
         training packages;

    •    provide independent skills and training advice to enterprises, including matching
         identified training needs with appropriate training solutions
    •    working with enterprises, employment service providers, training providers and
         government to allocate training places.

Strategy for implementation                                                           S   M    L

  (a) Develop relevant and appropriate units of competency, qualifications and skill
      sets for industry, in accordance with agreed policy and guidelines.


         The Skills Councils Training Package Continuous Improvement Plan
         clearly identifies targeted areas for the improvement and upgrading of
         units of competency, qualifications and skill sets.           Progress
         milestones to achieve the desired outcomes for this initiative are
         outlined in the plan and contingencies for further or related
         development have been provided to cover staffing and other budget
         requirements to ensure completion of this important initiative. Whilst
         Skills sets have been embedded in the Transport and Logistics
         Training package further work will be undertaken in this area in the
         contract period. Specifically Skill Set activities will focus around:

           •      conversion of embedded Maritime Skill Sets into discreet
                  Skills Sets meeting DEEWR Training Package template
                  requirements



           •      validating already identified Transport and Logistics Skills Sets

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                  (see Skill Set identification report on the Skills Council web
                  site) and building on Skills Sets already provided in the
                  Transport and Logistics Training Package
           •      the continuing engagement with national rail providers to
                  confirm nationally consistent job roles and relevant Skill Sets
           •      continuing to develop further Skill Sets for the aviation sector
                  (four skills sets included in the January 2008 Aviation Training
                  Package case for endorsement).


         The Training Package Continuous Improvement Plan has been
         largely formulated as a result of activities undertaken by the Skills
         Council in 2007. Many issues raised in the Plan relate to the recent
         review and re endorsement of the Skills Council Training Packages.
         The Skills Council anticipate significant growth in the items placed on
         the Training Package Continuous Improvement Register borne out of
         the following:

           •      the Skills Council having a higher visibility in industry due to
                  the identification of new roles by government and improved
                  funding arrangements to support these new roles
           •      higher levels of industry engagement being achieved through
                  a broadening of key stakeholder groups, including research
                  bodies
           •      improved data being received by the Skills Council as a direct
                  outcome of industry based workforce planning activities
           •      increased data provided to the Skills Council around Training
                  Package implementation issues as a result of Skills Council
                  involvement with RTOs and the coordination of Training
                  Places.


         During 2007 the Skills Council undertook research around the
         structure of its Training Packages and in particular their alignment
         with actual job roles. An outcome of this work was the development
         of a Training Package Structure report that signalled where
         improvements to existing Skills Council Training Packages could be
         made. This work will continue in the next contract period with a plan
         to amend the current packaging arrangements in the Transport and
         Logistics Training Package to achieve a closer link between
         qualifications and actual job roles.




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(b) Develop, review, continuously improve and maintain training packages, in
    accordance with Model 2008 Training Package processes.


         The Skills Council’s strategic management structure for the new
         contract period has been developed to maximise the capacity for
         compliance around Training Package processes. Staff development
         resources are currently being developed to ensure that all new and
         existing Training Package development staff have clear protocols and
         procedures through which compliance can be assured. The Skills
         Council has committed to regular staff briefings and professional
         development programs designed to maintain staff awareness of new
         processes and to limit the risk for non-compliant Training Package
         and related products to be developed.


(c) Conduct research that engages relevant stakeholders in the review process and
    includes:


         Rationalisation of units of competency, qualifications and
         training packages where these advance workforce development
         needs of industry.

         Continued effort will be put into the rationalisation of units of
         competency and qualifications within Training Packages based on
         valid research from industry and based on industry needs. Particular
         rationalisation will be pursued where it leads to simplified methods
         through which units of competency and qualifications can be achieved
         and where clearer pathways between training packages can be
         established.
         The Skills Council will continue to work collectively with other Skills
         Councils on this initiative and in particular where the use of generic
         cross-industry competencies can be achieved.


         Integration of employability skills in the Training Packages.

         Employability Skills statements have been fully embedded in all of the
         Skills Council units of competency and Training Packages. The
         inclusion of Employability Skills Statements in all new and revised
         units of competency will, as a matter of process, be skills included.


         Maintain a training package design improvement register on the
         Skills Council website.

         During 2006-07 the Skills Council maintained an active design
         improvement register on its web site www.tlisc.com.au.



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         This register has been actively accessed by industry and has
         provided additional capacity for industry to engage in providing advice
         to the Skills Council on issues relating to Training Package design
         and improvement. The Skills Council recognises that improvements
         can be made to the existing online register and plans to upgrade this
         register will be included in the Skills Councils IT strategy for 2008.


(d) Convene project groups, reference groups and advisory committees with
    industry, training providers, government, industry regulators and others to
    support the development and maintenance of units of competency, qualifications,
    skill sets and training packages.


         The Skills Councils Key Stakeholder Engagement Plan clearly
         identifies key stakeholders who will be encouraged to continue their
         involvement through Industry Sector Committees and Technical
         Working Groups. The Plan also identifies anticipated meeting cycles
         which can be modified based on changing industry needs. To date
         the Skills Council has provided dedicated administrative support to
         the management of this important initiative. During this contract
         phase the Skills Council will continue to dedicate specific resources to
         this activity as a means of maximising the degree to which industry
         and other key stakeholders can engage with the Skills Council and its
         varied range of project activities (see organisational structure
         attachment). The Skills Council will organise and develop new
         Technical Working groups where they are required to meet the needs
         of the strategic plan, or where new needs are identified as an
         outcome of the Skills Councils engagement with industry, regulators
         or other key stakeholders.


(e) Ensure training materials have the appropriate licence to reflect the Intellectual
    Property Rights of the Commonwealth.


         As part of the development of implementation advice to industry the
         Skills Council will engage in the development of professional,
         development resources, and where appropriate the development of
         learning and assessment resources. Resources developed for
         professional development programs and learning resources will
         clearly display Commonwealth intellectual property rights statements.
         Where the Skills Councils engages consultants to assist with the
         development of materials and resources their contractual instruments
         will clearly identify where intellectual property rights remain with the
         Commonwealth.




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Key Strategy Area 3- To support the implementation of training packages

Rationale for focus

Implementation advice and resources to assist employers in this process will lead to
significant improvements in the uptake of national qualifications, skill sets and the
development of individuals in the workplace. This strategy will be supported through
resources and support being provided across a number of Skills Council functions including
those related to training package development, workforce planning advisory services and,
in some cases, through the provision of training places.


What part of the broader Skills Council role will this initiative support?

    •    provide integrated industry intelligence and advice to Skills Australia, government
         and enterprises on workforce development and skills needs;
    •    actively support the development, implementation and continuous improvement of
         high quality training and workforce development products and services including
         training packages;
    •    provide independent skills and training advice to enterprises, including matching
         identified training needs with appropriate training solutions
    •    working with enterprises, employment service providers, training providers and
         government to allocate training places.

Strategy for implementation                                                          S   M    L

(a) Provide advice to enterprises and training providers on the implementation of
    training packages.


         Advice on Training Packages will be provided to enterprises and will
         be made available to key stakeholders in a variety of methods
         depending on the needs of the client group. Advice to industry may
         be integrated with advice to support workforce planning projects or
         provided to support other learning and development initiatives being
         undertaken in the workplace. Where workforce planning advisory
         services, and information around the implementation of the national
         training system, are provided to industry they will be highly tailored to
         meet the specific stakeholder needs. These advisory services will
         include the following engagement:


         For Industry

         Advice to industry, on the use and implementation of Training
         Packages, will be highly contextualised to the local work environment.
         Advice will be provided by Skills Council personnel who have high
         level capacity to undertake workforce planning projects in an industry
         context.



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         Industry engagement may be provided through a number of face to
         face meetings and/or through close engagement with HR personnel,
         staff responsible for workplace training and development, unions and
         other relevant personnel in a particular business. Other engagements
         will be provided through tailored presentations to industry groups,
         employer associations and unions. The Skills Council will develop
         specific resources designed to assist employers on the
         implementation of Training Packages with template qualification
         structures and industry best practice studies that highlight the benefits
         of engaging with the National Training System. Key Skills Council
         staff with expertise in specific Training Packages will be made
         available to discuss implementation issues with all key stakeholders.
         The identification of these staff will be provided via the Skills Council
         website.


         RTOs, trainers and assessors

         Professional development programs will be developed for RTOs in
         both metro and rural areas. RTOs will be advised that the Skills
         Council is available to provide professional development programs
         and a calendar of professional development events will be created
         and posted on the Skills Council web site. Advice to RTOs will
         include clear guidance on implementation issues and will signal key
         Skills Council staff that can be drawn upon to assist RTOs where
         questions around implementation are raised by their clients. Paper
         based resources for the implementation of Training Packages, and
         links to electronic copies on the Skills Council web site, will be
         created to assist RTOs in providing accurate and consistent advice on
         implementation issues.
         The Skills Council will draw on existing DEEWR publications on
         implementation and will include these resources in any advice to
         RTOs.


         STA’s and other government agencies

         Structured professional development workshops will be made
         available to STA’s and other government agencies. Advice to STA’s
         will be provided as an element of existing professional development
         programs or as stand alone events. Advice to STA’s will provide
         significant information on industry needs and on technical/work
         culture/industrial issues that may impact on the implementation
         process. Information resources will be provided to STA’s both as a
         form as advice and as a means of sharing that advice with RTOs and
         other government agency staff.          Where STA’s or government
         agencies have specific requirements the Skills Council will target
         advice around these and tailor presentations to include advice where
         it relates to the implementation of Training Packages.




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         Individuals

         The Skills Council will provide information to individuals on the
         implementation of Training Packages. Information to individuals will
         be focused on specific needs and may be related to career planning
         and advancement advice. Where further support is required in this
         service the Skills Council will seek the assistance of the National
         Industry Careers Advisor resources for the Transport and Logistics
         sector and its regional counterparts. Web-based resources will be
         made available to individuals as will access to an identified Skills
         Council advisor.


(b) Develop and maintain implementation resources


         Tools for industry to identify training needs and development
         training programmes

         The Skills Council will develop nationally consistent resources to
         assist industry in implementing training packages. The resources will
         be designed to provide links between training packages and the
         development of workforce training plans and methods through which
         training and assessment can be deployed in industry. The resources
         will seek to break down the complexity found in training packages into
         workable examples that industry can use as best practice guidelines
         for the implementation of training in their workplace. Resources
         developed will be advisory in nature and will provide links to other
         training and employment resources that are available.

         Resources will be developed in hard copy and will also be made
         available on the Skills Council web site. The resources will not be
         voluminous in nature, instead they will be provided in fold out form
         that will encourage their preservation, easy access and their durability
         in the workplace. Paper based resources, also produced in electronic
         format on the TLISC web site, will be developed to assist employers
         in gaining sector specific examples of where structured analysis and
         competency standards alignment can bring benefits to organisations
         and individuals.


         Assessment tools and workshops

         The Skills Council recognise that gaps currently exist in relation to
         the appropriate assessment of workers, particularly in the workplace
         context.   Significant requests have been made to the Skills
         Council for the development of competency assessment banks.




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         As an integral component of providing advice to industry on
         competency based training and the implementation of training
         packages the Skills Council will undertake to build competency
         assessment banks for use in industry. To support this initiative the
         Skills Council will engage in wide promulgation of this industry
         resource and will also include the application of the resources in its
         planned professional development activities.




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Key Strategy Area 4- To develop, maintain and disseminate other training and
                    workforce development resources.

Rationale for focus

The development of training and workforce development resources will provide essential
tools to support the implementation of Training Packages and workforce planning initiatives
in industry. Tools developed to assist employers, RTO’s and Skills Councils to make
accurate and uniform assessment around workplace competency will provide the
foundations for highly effective Workforce Planning actions.



What part of the broader Skills Council role will this initiative support?

    •    provide integrated industry intelligence and advice to Skills Australia, government
         and enterprises on workforce development and skills needs;
    •    actively support the development, implementation and continuous improvement of
         high quality training and workforce development products and services including
         training packages;
    •    provide independent skills and training advice to enterprises, including matching
         identified training needs with appropriate training solutions;
    •    working with enterprises, employment service providers, training providers and
         government to allocate training places.

Strategy for implementation                                                         S   M    L

(a) Develop and maintain appropriate and tailored support materials


         IT based workforce planning tools

         The Skills Council will develop IT based templates to assist
         employers in undertaking training needs analysis and workforce
         planning projects. These resources will be used by Skills Council
         workforce planning personnel and will also be made available to
         industry via the Skills Council web site. Templates will include:

         Training Needs Analysis templates.

         Competency built tools that allow employers to quickly identify units of
         competency and the required elements.

         Resource finders that quickly and accurately locate online resources
         and Training Package information that may assist the employer in
         their workforce planning projects.




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         Employer information packs

         Employer information packs will be developed to assist in the
         provision of information about the National Training System, Training
         Packages and their implementation. Information packs will support a
         consistency of information and interpretation in the use of Training
         Packages across the industry. Information packs would provide case
         studies of where employers have engaged in workforce planning
         projects and will highlight the benefits for employers and workers
         involved in this process. Scenarios used in the information packs
         would be tailored to suit different sectors of the Transport ad Logistics
         industry.

         Information packs would be developed for the following industry
         sectors:

         •      Road Transport
         •      Warehousing
         •      Maritime (near coastal and off shore)
         •      Aviation
         •      Rail
         •      Stevedoring

         Information packs would be made available in hard copy and online
         via the Skills Council web site. Distribution of the resources would be
         provided via the Transport and Logistics National Industry Careers
         Service.


         Online recognition kits for industry to gather evidence as part of
         the recognition process.

         The Skills Council will develop assessment and recognition resources
         to assist employers making assessments of existing skills and
         knowledge held by employees in the workplace. Recognition of
         Current Competency (RCC) templates will be developed and will
         include advice on methodology and the collection of evidence to meet
         the requirements of relevant standards. Resources will be made
         available via the Skills Council website and employers will be
         encouraged to download and modify the resources to suit their
         specific workplace needs. The Skills Council will also utilise the same
         resources whilst undertaking workforce planning activities within
         industry and the resources will be continually refined and updated
         based on the continued gathering of workplace recognition data.
         Priority areas for RCC template development include:

         •      The National Rail Sector
         •      Warehousing
         •      Stevedores


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         Piloting of resources in workplaces

         The development of all resources will be underpinned through piloting
         processes. The Skills Council will also draw upon the expertise of its
         Sector Advisory and Technical Committees in the development and
         trailing of resources. All resources will be made available online and
         capacity for industry to provide feedback on the resources will be
         provided. Print runs of all paper based resources will be limited to
         encourage regular updating and redistribution of materials and a
         general shift to the use of an on line format.




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Key Strategy Area 5- To offer independent workforce development advice to
                    enterprises.

Justification for focus

Independent workforce development advice will support strategic industry led business and
personnel development strategies.        These strategies will be of benefit to specific
enterprises through the accessing of professional and impartial Skills Council advice on
workforce planning needs and will also provide a platform through which negotiation with
RTO’s can be based. This much needed brokering and advisory role, to be provided by the
Skills Council, will lead to a streamlining of processes required by employers to receive
RTO services in a form that is targeted to meet industry needs.


What part of the broader Skills Council role will this initiative support?

    •    provide integrated industry intelligence and advice to Skills Australia, government
         and enterprises on workforce development and skills needs;
    •    actively support the development, implementation and continuous improvement of
         high quality training and workforce development products and services including
         training packages;
    •    provide independent skills and training advice to enterprises, including matching
         identified training needs with appropriate training solutions
    •    working with enterprises, employment service providers, training providers and
         government to allocate training places.

Strategy for implementation                                                         S   M    L

(a) Develop and make available fit-for-purpose or customised industry workforce
    assessment tools.


         See Key Strategy Area 4.


(b) Assist enterprises to analyse workforce skills needs.


         Assistance to employers undertaking an analysis of their workforce
         skill needs will be provided through three primary functions, including:

             •    Web based and hard copy information and templates

                  Employers may wish to guide their own workforce planning
                  activities and may only seek tools and direction through which
                  this can be undertaken. Where this is the case the Skills
                  Council will have step by step information and templates
                  available on its web site.




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                  Employers may also require paper based resources for
                  distribution to their internal HR and management teams, and
                  where this is the case information down loads will be available
                  from the web site or hard copy resources will be available from
                  the Skills Council.


             •    Contact within Skills Council staff

                  Specialist Skills Council staff will be available for employers to
                  engage with. Core staff will be employed directly by the Skills
                  Council and where the requirement for permanent staff in a
                  region is not feasible, support will be provided through
                  strategic alliances with appropriate organisations or through
                  the contracting of highly experienced workforce analysts.

                  All Skills Council staff associated with this function will be
                  encouraged to utilise the resources and expertise across all
                  functions in the Skills Council. Through a fully integrated
                  service employers will be able to access highly competent
                  advice on workforce planning, have assessment instruments
                  developed to assist the process of RCC and have advice
                  provided around the use of training packages and
                  implementation provided by Skills Council training package
                  developers.


             •    Provision of Workforce Planning projects

                  Where employers request the Skills Council to engage directly
                  with their business, to analyse their workforce development
                  needs, a specialist Skills Council staff member will be
                  assigned to the employer. The provision of skilled staff to
                  support a particular workforce planning project will include
                  observations around business models, the organisations
                  strategic and business plans, current staff skills and skill gaps
                  factors and factors that will impact on the development of the
                  business in the future. Workforce planning projects will take
                  into account the needs of employees and the degree to which
                  structured training plans can assist them in undertaking their
                  work duties and preparing them for future developments in the
                  business. Advice to employees engaged in the planning
                  process will include discussions on the national training
                  system, the acquisition of national qualifications and potential
                  career extension programs that may link to their training.
                  Workforce planning projects will be undertaken in the
                  workplace and will result in a report that will indicate to the
                  employer where skill gaps exist and where nationally
                  endorsed training and assessment strategies can assist the
                  employer in meeting their medium and longer term business
                  objectives.


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(c) Work with enterprises to address workforce development needs and increase
    skill levels of workers.



      Providing advice on priority skill sets and critical units of
      competency

             •    The Skills Council will provide highly stratified data to assist
                  employers in determining the different types and levels of
                  training that are identified as needed as a result of a workforce
                  planning project.

                  To ensure close alignment to the employer’s business plan the
                  Skills Council analyst will identify those skill sets or
                  competency clusters that are most pertinent to the employer
                  and the development of their skill capability. The analyst will
                  work with the employer to ascertain how recognition and
                  training programs can be structured and managed to
                  recognise current skills and to up-skill staff with minimal
                  disruption to the business environment. Directed through the
                  employer the Skills Council will engage with all groups
                  engaged in the workforce planning project with a view to
                  offering clear and unambiguous advice around workforce
                  planning activities, the role of the Skills Council and RTO's in
                  the national system and the capacity for industry and personal
                  advancement through the application of national qualifications.


             •    Working with employers to identify professional
                  development needs at an organisational and individual
                  level

                  Outcomes of workforce planning projects will provide
                  employers with structures solutions for recognition of current
                  competencies, training and professional development
                  programs. The Skills Council will link with RTO’s as a means
                  of validating the capacity for training and professional
                  development services to be provided within the parameters
                  required by the employer. Training plans for individuals will be
                  developed with a mindset of being achievable and will align
                  strongly both the organisation’s business goals and individual
                  career development opportunities as a result of training. .
                  Linkages to RTO’s, to deliver the required recognition training
                  and assessment services, will be dependant on the RTO
                  having the capacity to work collaboratively with the employer
                  and Skills Council towards the achievement of
                  recommendations provided as an outcome of the workforce
                  planning project.




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             •    Providing individual skills assessments.

                  The provision of individual skills assessments may be required
                  as a key function of the workforce planning process. The
                  Skills Council will engage closely with the specific business
                  organisation to meet this objective. Whilst the Skills Council
                  will     provide     a     broad       assessment      of       an
                  individuals/organisations skills capacity, and likely gaps, its
                  inclusion of RTO’s in the evaluation process will enable
                  assessment and competency recognition to take place at an
                  individual and highly granulated level.
                  This engagement with RTO’s will be critical to the overall
                  success of the service and will be predicated on the notion
                  that only RTO’s can provide assessment and recognition of
                  national qualifications and units of competency. The Skills
                  Councils role in this process will be to coordinate the activities
                  of the RTO, in making individual skills and knowledge
                  assessments, and to ensure that highly targeted and
                  responsive support and advice is provided to industry
                  personnel around the purpose and process of skills
                  assessments. This advice will include linkages to support
                  services where they may be required including those relating
                  to literacy and language services.


(d) Match identified training needs with appropriate training solutions and RTO’s.


         Appropriate training solutions will be provided by RTO’s based on the
         advice of the Skills Council. This advice will derive from the Skills
         Councils engagement with industry and in most cases the advice will
         reflect the outcomes of the workforce planning process. Training
         solutions will take into consideration the needs of the employer and
         the workplace and will include considerations around but not limited
         to:
             •    the skills of the current workforce

             •    preferred location for training and assessment services

             •    contemporary and available technological methods through
                  which the training and assessment processes will be provided

             •    time frames and delivery schedules that meet the employers
                  and employees requirements

             •    the provision of competent and sector specific training and
                  assessment personnel

             •    any special learning, language, literacy or other supports that
                  are required by the workforce to support the provision of the
                  services

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         Potential training solutions will be stated in the workforce planning
         documentation developed by the Skills Council. The Workforce
         Planning report and potential training solutions, stated in the
         document will require support and sign-off from the employer prior to
         the engagement of an RTO.

         Stringent and nationally consistent selection processes will be
         developed by the National ISC Forum as a means of establishing
         uniform and consistent approaches to Skills Council RTO selection.
         The selection process will be designed to encapsulate best practice
         business ethics and will provide a series of selection sieves through
         which the best possible employer/RTO match can be established.
         The ISC Forum will also work collectively in the establishment of an
         appeals process (and panel) through which conflicts relating to the
         selection of RTO’s can be raised. Central to the process of RTO
         selection will be the needs of the employer and their workforce. The
         Skills Council will provide clear advice and leadership to employers in
         the section of relevant RTO’s and will work closely with employers in
         identifying the most appropriate RTO through which the required
         services can be delivered; on time and within budget.


(e) Offer independent advice about the skills an enterprise may require, now and into
    the future

         The workforce planning process will offer impartial advice to the
         employer. At the point of engaging with the employer in the analysis
         there will be no obligation on the employer to commit to a specific
         quantum or duration of related training. In making its assessments
         around the requirements of the workplace the Skills Council will apply
         local and national data that may impact on the business. This advice
         would include but would not be limited to:
             •    Current and projected labour and skills shortages
             •    Changes in technology that may impact on the business,
                  where they are known to the Skills Council
             •    Impacts on changes to regulations, where they are known
             •    Impacts of new or changing government incentives for
                  workforce development and training initiatives
             •    Information from reports developed by the Skills Council for
                  government and the broader industry community.
         Advice to employers will not include any confidential/operational
         information relating to any other business. Advice relating to a
         business or regional sector may be provided in aggregated data only
         and only where that information has been make freely available in the
         public domain.




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Key Strategy Area 6- To allocate training places as set out in ‘Skilling Australia for
                    the Future’.

Rationale for focus

The Skills Council needs to engage in this key strategy initiative as a primary aspect of its
three year strategic plan. A commitment to the targeted allocation of training places for
existing, new and re-entrant workers is a pivotal element in supporting the transport and
logistics industries capacity to access required skilled labour force requirements to meet
existing and future business needs.


What part of the broader Skills Council role will this initiative support?

    •    provide integrated industry intelligence and advice to Skills Australia, government
         and enterprises on workforce development and skills needs;
    •    actively support the development, implementation and continuous improvement of
         high quality training and workforce development products and services including
         training packages;
    •    provide independent skills and training advice to enterprises, including matching
         identified training needs with appropriate training solutions;
    •    working with enterprises, employment service providers, training providers and
         government to allocate training places.

Strategy for implementation                                                        S   M    L

(a) Work with the Department of Education, Employment and Workplace Relations,
    Skills Australia, employment service providers and other stakeholders to allocate
    training places for existing workers and re-entrants, in accordance with agreed
    processes and guidelines


         Training places will be allocated to industry in accordance with agreed
         DEEWR processes. Specific allocation of training places will be
         underpinned either by standard Skills Council workplace planning
         analysis or though Training Needs Analysis (TNA) and other
         appropriate analysis undertaken in the workplace. Through the
         accessing of the Skills Councils standard templates for workforce
         planning processes (from the Skills Council website) RTO’s and other
         organisations seeking training places will be advised to use the
         templates as a standard audit and planning tool for skills gap and
         workforce analysis. The provision of training places will be ostensibly
         driven by industry need. Where RTO’s apply to have training places
         provided for industry there will be a requirement to provide the Skills
         Council with unambiguous evidence that skills gaps exist in the
         workplace and the employer has entered into a process of analysis to
         accurately identify where training and assessment inputs should be
         provided.



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         Submissions to the Skills Council for Training Places will require
         employer endorsement in the form of a signed recognition that the
         workplace planning process and the resultant request for training
         places is both accurate and valid.


         The up-skilling of existing Skills Council staff will form one of the key
         elements of the Skills Councils approach to this initiative. Following
         advice from DEEWR, on the number and type of allocated training
         places being provided to the Skills Council, the Skills Council will use
         its industry intelligence, environmental scans and other industry
         workforce data to identify where the best targeted outcomes for
         industry can be achieved. Advice will be provided to RTO’s and
         industry on industry sectors where the use of training places are a
         priority. Advice on targeted areas will be provided on the Skills
         Council website and a notification bulletin will be provided to all
         recipients of the Skills Councils contact data-base. Typical target
         areas will include:

           •      currently identified industries or organisations where skill
                  deficits have been identified as limiting workplace capability
           •      small to medium sized business operations
           •      industries identified as being in skills shortage
           •      where advice has been received from unions or industry
                  associations that skill development requirements have been
                  identified in a workplace or industry
           •      training places being identified as required as a direct result of
                  a structured workforce planning project
           •      where licensing or regulatory arrangements aspects of an
                  industry require up-skilling to occur in the workplace
           •      a focus on areas where new or projected changes in
                  technology or work practices will impact on existing industry
                  skill requirements
           •      where validated advice from RTO’s on a need for targeted
                  training places is provided
           •      where direction from industry, employer associations, unions
                  or Government is received


         The allocation of training places to new and re-entrant workers will
         also be targeted through industry research and data gathering
         exercises. Information relating to identified areas of need to will be
         promoted to employment and careers providers, Australian
         Apprenticeship Centres and other agencies that have the capacity to
         locate and place new and re-entrant workers in industry. Advice to
         employers, RTO’s, industry and other key stakeholders on targeted
         areas for the allocation of training places for existing and re-entrant
         workers will be provided on the Skills Council website.




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Key Strategy Area 7- To work cooperatively as a network with other Skills Councils
                    on cross-industry issues.

Rationale for focus

The Skills Council and the network of Industry Skills Councils have achieved significant
outcomes through collaborative arrangements and in particularly through the ISC CEO’s
Forum. A continued focus and support for this activity will be provided as a means of
maintaining work around joint policy development and strategic alliances that provides
significant benefits to the national training system. Primary focus areas will be the
development of common processes and procedures for the introduction and implementation
of the new elements of Industry Skills Council contracts, including workforce planning
activities and the provision of training places to industry.


What part of the broader Skills Council role will this initiative support?

      •provide integrated industry intelligence and advice to Skills Australia, government
       and enterprises on workforce development and skills needs;
   • actively support the development, implementation and continuous improvement of
       high quality training and workforce development products and services including
       training packages;
   • provide independent skills and training advice to enterprises, including matching
       identified training needs with appropriate training solutions
   • working with enterprises, employment service providers, training providers and
       government to allocate training places.
Strategy for implementation                                                       S M L

(a)       Engage in the ISC Forum of Chairs and Chief Executives.


           The Skills Council will continue to work constructively with the Skills
           Council Forum of Chairs and CEO’s and will work collaboratively to
           strengthen cross-industry relations designed to maximise the effect of
           a national effort on key employment, education and training initiatives.

           The Skills Council will continue to provide budget allocations for the
           maintenance of the secretariat function of the Forum and will provide
           other financial and human resource supports around agreed and
           specific cross industry/ISC projects. Engagement will be typically
           provided via:

              •   Attendance at bi-monthly CEO Forums
              •   Attendance at quarterly Chairpersons forums
              •   Regular ISC CEO and Chairs teleconferences
              •   Providing information and policy advice on new and emerging
                  national training issues and initiatives
              •   Negotiation of nationally consistent ISC policies/procedures



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(b)   Engage collectively with government and other stakeholders in the development
      of national training system policy, guidelines and priorities.


         Continued engagement with government and key stakeholders, for
         the development of national training system policy, guidelines and
         priority will be an embedded component of the ISC’s Forum activities,
         its research and data collection priorities and its key stakeholder
         engagement strategy. Through its budget commitments, to fund a full
         time research and policy position, the Skills Council will be ideally
         placed to support government and other stakeholders in the
         development of policies relating to the national training system. More
         specifically the Skills Council will provide targeted policy research and
         advice in the areas of but not limited to:

             •    National workforce planning for the transport and logistics
                  sector
             •    Labour/skill shortages for specific and related sectors
             •    Industry culture, perceptions and issues facing the attraction
                  and retention of employees
             •    Women in a non-traditional workforce
             •    The application of training packages in the workplace
                  including design and implementation issues
             •    National strategies for skills development.

         Outcomes from these research activities will form concise and
         targeted research reports which will include recommendations for
         changes in national training policy, national VET arrangements, and
         Training Package design and implementation issues. Project reports
         will not be voluminous in nature but will be constructed in a way that
         engages industry and encourages their evaluation and feedback.
         Specific research activities will be linked to the Skills Councils
         environmental scans and will inform the development of future scans.


(c)   Engage in cross-ISC projects


          The Workplace English Language and Literacy Network on
          literacy and numeracy projects

         The Skills Council will continue to engage in WELL projects and with
         the WELL Network. In a sector that has on-going challenges around
         issues of workplace literacy and numeracy continued efforts to
         support workers requiring assistance in this area are of vital
         importance.
         The Skills Council will make recommendations to government on
         improved allocations of WELL arrangements including the direct
         employment of specialist WELL personnel in Industry Skills Councils.

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         The Skills Council will provide opportunities for improving the
         outcomes of current WELL projects with a view to engaging in more
         closely targeted industry priority areas based an Skills Council data
         collection and industry intelligence.


          The rationalisation of training packages

         Supported through work in other key strategy areas the Skills Council
         will continue to work collectively with other Skills Councils on issues
         relating to the rationalisation of Training Packages.


          The identification of cross ISC skills needs

         Often skill needs required for specific job roles are found across more
         than one Training Package. In some cases workers undertaking Skill
         Sets to meet a workplace outcome may combine competencies from
         across a number of packages to meet highly specialised work needs.
         Where cross ISC skills needs are identified, and particularly around
         the formation of Skill Sets the Skills Council will establish formal
         alliances with the relevant ISC to provide Training Package
         development that meet the need of the workplace. Anticipated areas
         where cross ISC skill need projects will be found include:

             •    Transport and Logistics and Automotive
             •    Transport and Logistics and Mining
             •    Transport and Logistics and Hospitality
             •    Transport and Logistics and Manufacturing (packaging)
             •    Aviation and Aeroskills
             •    T&L and Construction
             •    Aviation and Public Safety




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Key Strategy Area 8- To actively engage and communicate with a wide range of
                    stakeholders.

Rationale for focus

Continued communication with key stakeholder groups will form the foundation upon which
valuable industry inputs and feedback will be received. This strategy area will be
embedded across a range of ISC functions and will dovetail with coordination processes
relating to the key stakeholder engagement plan. The importance of this strategy area
should not be underestimated as it will form a critical information pathway through which the
Skills Council can evaluate its strategies and continue, shift or modify these as required.


What part of the broader ISC role will this initiative support?

    •    provide integrated industry intelligence and advice to Skills Australia, government
         and enterprises on workforce development and skills needs;
    •    actively support the development, implementation and continuous improvement of
         high quality training and workforce development products and services including
         training packages;
    •    provide independent skills and training advice to enterprises, including matching
         identified training needs with appropriate training solutions
    •    working with enterprises, employment service providers, training providers and
         government to allocate training places.

Strategy for implementation                                                        S    M    L

(a) Develop a stakeholder map that identifies industry leaders in the industry sectors
    covered by the Skills Council.


        The Skills Council Key Stakeholder Engagement Plan identifies key
        industry leaders and leading industry organisations. The Skills Council,
        through its close affiliation with the Australian Logistics Council and
        other industry associations, will have the capacity to engage with
        industry leaders through forums, presentations, advisory sessions and
        the provision of training policy advice for the Transport and Logistics
        sector. Direct contact will also be made where the Skills Council CEO,
        Chair, Directors and Skills Council project staff have direct contact
        around specific workplace planning or advisory initiatives.


(b) Develop a stakeholder strategy that encourages engagement with unions, peak
    bodies and industry associations.

   • The Skills Council will continue to provide opportunities for unions, peak bodies and
     associations to engage with the Council through a range of processes. Engagement
     approaches, outlined in the Stakeholder Engagement Plan, will take into consideration
     the contribution that the individual/organisation has to provide and will identify the most
     effective engagement strategies that are likely to bring results to the organisation.

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      Whilst engagement via sector and advisory committee will be encouraged it is also
      anticipated that planned and structured engagement on a one-to one basis will be
      provided. Methods of engagement will be detailed in the key stakeholder engagement
      plan and will be reported against as part of the Skills Council report and evaluation
      process. This strategy will include, but will not be limited to:

      •             ACCI
      •             AIgroup
      •             Logistics Association of Australia
      •             Chartered Institute of Logistics & Transport
      •             Australasian Railways Association
      •             Australian Airports Association
      •             National Rail Tram and Bus Union
      •             Australian Logistics Council
      •             National Union of Workers
      •             Ship Owners Association
      •             National Maritime Union of Australia
      •             Transport Workers Union
      •             TAFE Directors Association
      •             Regulators
      •             ACPET
      •             ERTOA
      •             Group Training Australia

(c) Increase the engagement of small to medium sized enterprises (SMEs)


          Increased engagement of small to medium sized enterprises will be
          facilitated through a closer dialogue between Skills Council field staff
          and industry. This increased rate of engagement will be facilitated
          trough a number of strategies including:

                •    Targeted marketing initiatives designed to inform SMEs on
                     the benefits of engaging with the national training system.

                •    Higher level contact being made between Skills Council staff
                     and SMEs through specific staffing arrangements within the
                     Skills Council.

                •    The development of relationships between SMEs and staff
                     undertaking Training Package review and redevelopment
                     work.

                •    Highly informative website communications that will provide
                     SMEs with tools to assist in the provision of workforce
                     planning activities.

          A key strategy underpinning the Skills Council workforce planning
          projects will be a focus and a marketing effort specifically designed to
          engage employers in the SME sector.


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(d) Develop and maintain a Skills Council website to support communication with
    stakeholders.


         Upgrades to improve the Skills Council website will be commissioned
         during this contract period.     Whilst the website has provided
         significantly improved communications to industry in more recent
         times there are many aspects of the site that could be further
         improved to expand on its current arrangements. Planning for
         website upgrades include, but are not limited to:

                  •    Improved navigational processes on the website

                  •    Up graded Issues Register (have your say) that provides a
                       more streamline method through which industry can
                       indicate where changes need to be made to Training
                       Packages

                  •    The provision of electronic tools for workforce planning
                       projects

                  •    Provision of recognition and assessment resources for use
                       by industry.

                  •    Proving addition back-end functionality.


(e) Engage in whole of industry advocacy by supporting state/territory, industry and
    training provider networks for each of the industry sector groupings, including
    maintenance of RTO reference groups.


         The Skills Council has established close links and formal advisory
         mechanisms with State Training Authorities and RTOs. These
         mechanisms will remain as a key element in the Stakeholder
         Engagement Plan and will be expanded where additional
         representatives seek to join or are specifically targeted to join
         advisory groups. Sector Committees are established and will remain
         in place for all sectors relating to Transport and Logistics. Where
         required, Sector Committees will establish Technical Advisory
         Committees where specific sectoral or technical inputs are required.
         The Skills Council has, and will continue to arrange both individual
         and group meetings with STA’s for the purposes of sharing inputs
         around Training Package development, implementation issues and
         issues associated with the provision of training places to Industry.
         Group meetings with STA’s will occur at least annually but it is
         expected that contact with STA’s on a state by state basis will occur
         at least monthly and will normally be centred around the review and
         re-endorsement of Training Packages.



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(f) Hold an annual or biannual conference.


         Dependant on whether Automotive ISC amalgamates with TLISC.


(g) Participate in various industry events such as forums, conferences, launches and
    trade shows.


    •    The Skills Council will continue its current engagement strategy at
         industry forums, conferences, launches and trade shows. The
         primary objectives of this activity will be the broad promulgation of
         information relating to the national training system, advice about the
         services and expertise available to industry via the Skills Council and
         the encouragement of industry and other key stakeholders in
         engaging with Skills Council activities. The Skills Council will use its
         expanded resources to increase this level of participation particularly
         where targeted events have the capacity to maximise other Skills
         Council key strategy outcomes. The Skills Council would expect to
         provide at least 20 presentations to industry annually, would support
         at least 30 industry career events (including NICS capacity) and
         would attend launches and trade shows on request.


(h) Support enterprises in implementing training based on training packages.


    •    Integrated into other key strategy areas (see above)


(i) Maintain relationships with appropriate state and territory bodies, such as
    Industry Training Advisory Boards.


    •    Relationships with Industry Training Advisory Bodies will be
         maintained where they have the capacity to work collectively and
         positively with the Skills Council. Where joint capacity between the
         Skills Council and the ITAB can lead to improved strategic outcomes
         the Skills Council may seek to establish formal relationships around
         specific projects/initiatives. The Skills Council will provide support to
         ITAB/s in the provision of advice and information relating to the
         national training system and will include communication with them
         where the provision of training places or workforce planning services
         may impact on their state initiatives.




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Key Strategy Area 9- To provide information and policy advice on the National
                    Training System.

Rationale for focus

Providing information to and policy advice on the national training system is a critical
component of the Skills Council activities to ensure that the Transport and Logistics industry
is being properly served and supported by the national system. Resources required to
provide information to the national system will be provided through the Skills Councils
research function. The provision of advice to government will provide a valuable conduit
through which industry feedback and opinion can influence the future national training
system and the allocation of training places for the Transport and Logistics industry sector.

Central in this activity will be methods through which industry data is collected and the
means through which industry is engaged. The Skills Council will use its existing and
extensive industry networks to facilitate this process.


What part of the broader Skills Council role will this initiative support?

      •    provide integrated industry intelligence and advice to Skills Australia, government
           and enterprises on workforce development and skills needs;
      •    actively support the development, implementation and continuous improvement of
           high quality training and workforce development products and services including
           training packages;
      •    provide independent skills and training advice to enterprises, including matching
           identified training needs with appropriate training solutions
      •    working with enterprises, employment service providers, training providers and
           government to allocate training places.

Strategy for implementation                                                             S   M    L

(a)       Provide advice on request on issues, including future directions for the National
          Training System.


      •    The Skills Council will collect industry information and opinion through
           its provision of industry services and through targeted industry
           research projects. Data and feedback from these activities will assist
           in the compilation of advice to DEEWR in respect to the national
           training system. The Skills Council will engage in advisory projects
           with government and will dovetail its own research projects with
           government initiatives where practicable. The Skills Council views its
           research capability as a primary tool through which validated industry
           opinion can inform and influence government policy around national
           training initiatives. Results of Skills Council industry research projects
           will assist in advising the national training agenda by but limited to:




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           Providing validated industry opinion on workplace planning and
           training issues

           Consolidating grass roots data from workforce planning initiatives and
           extrapolating findings into primary areas for further analysis or action

           Linking Skills Council research activities with other local and national
           data

           Advising on the utilisation, design and implementation of Training
           Packages and implementation resources.


(b)       Where benchmarking/equivalence between qualifications is required by
          international agreements, engage in projects to benchmark or compare
          qualifications and units of competency with international standards.


      •    The evaluation of qualifications and units of competency, for the
           purposes of benchmarking or comparison to international standards
           will be undertaken by the Skills Council. These activities will be
           undertaken as a collaborative arrangement between the Council and
           the relevant organisation for which the analysis is related.




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10 Other Strategy Areas                                                             S   M    L

Justification for focus

Industry has benefited significantly from the activities of the Skills Council and its former
entities since 1995. During this time the organisation has engaged in a wide and diverse
range of projects centred on industry skills development, workforce planning initiatives and
training package products and services. Projects have been both funded and commercial
in nature and have primarily been undertaken to provide industry with enhanced and/or
additional training packages and related services. These outcomes along with those
provided through federally funded projects have sustained the organisation for over 20
years as an important and valued service provider in the industry. The business of the
organisation, whilst unambiguously centred on the functions of its contract with the federal
government, can continue to bring enhancements and additional service to industry through
additional and related projects. These projects, forming an integrated component of the
organisations strategic plan, will be sought on the basis that they do not weaken the
provision of its primary service contract nor that they dilute the intentions and effect of the
Skills Council.

What part of the broader Skills Council’s role will this initiative
support?

    •    provide integrated industry intelligence and advice to Skills Australia,
         government and enterprises on workforce development and skills
         needs;
    •    actively support the development, implementation and continuous
         improvement of high quality training and workforce development
         products and services including training packages;
    •    provide independent skills and training advice to enterprises,
         including matching identified training needs with appropriate training
         solutions
    •    working with enterprises, employment service providers, training
         providers and government to allocate training places.


Strategy for implementation                                                         S   M    L


    (a) Engage in career advice and development projects

    •    The Skills Council undertakes to maintain its provision of services
         under Careers Advice Australia in the capacity as the National
         Industry Careers Specialist for the Transport and Logistics Sector.
         This function provides a valuable and highly integrated Skills Council
         service to industry and has provided significantly positive outcomes
         since its inception.




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    (b) Other government funded initiatives relevant to Skills Council core
        business

    •    The Skills Council will continue to seek projects where they add value
         to its primary Skills Council contract and where they do not detract
         from those services. The Skills Council has established rigorous
         processes for the tracking of projects, income and expenditure
         allocations and the proper dispersal of organisational costs across all
         Skills Council projects. The Skills Council will closely monitor the
         weighting of additional projects in respect to its overall business
         activities of the Skills Council and will limit these projects to maintain
         the Skills Council contract as the primary and substantial project in
         the organisation.




    (c) Work collaboratively with TVET Australia in the development and
        dissemination of training and related products

    •    During 2007 the Skills Council established a strategic alliance with
         TVET Australia for the marketing and distribution of learning and
         assessment resources. The Skills Council anticipated this alliance
         continuing with the potential for an increase in collaborative projects
         to occur around the development of learning and assessment
         resources.




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