Government Skills Australia 2010 Environmental Scan

1Government Skills Australia | Environmental Scan 2010

This Environmental Scan has been produced with the assistance of funding provided by

the Commonwealth Government through the Department of Education, Employment and

Workplace Relations.

Developed by Government Skills Australia, the Government and Community Safety Industry Skills Council.

Level 2, 47-49 Waymouth Street Adelaide, South Australia, 5000

T +61 8 8410 3455F +61 8 8410 2842

E [email protected]

IndexIntroductIon 4

What the GSA 2010 Environmental Scan is 4

What the GSA 2010 Environmental Scan is not 4

Period of coverage 4

objectives of Environmental Scan 5

Key messages emerging from process 5

corrEctIonS 6

SEctIon 1. Latest industry intelligence 6

SEctIon 2. Identified workforce development needs 8

SEctIon 3. current impact of training packages 9

SEctIon 4. Future direction for endorsed components of training packages 9

LocAL GovErnmEnt 11



SEctIon 3. current impact of training package 15


PubLIc SAFEty 17





PubLIc SEctor 23





WAtEr 30





mEtHodoLoGy & bIbLIoGrAPHy 36

2 Government Skills Australia | Environmental Scan 2010

3

In its role as an Industry Skills Council (ISC), Government Skills Australia (GSA) identifies and responds to the skills needs of the government and community safety sectors. To achieve this we must remain well connected with our stakeholders, develop training packages that accurately reflect industry needs, and provide leadership in workforce development that is based on the latest industry intelligence.

The government and community safety workforce consists of a huge number of employees and is geographically represented in all corners of this vast country. Yet it remains in many ways an invisible sector when it comes to the gathering of workforce intelligence; the issues of its workforce and the challenges it faces to ensure the continuance of a quality service are often overlooked or understated. However against this backdrop, Australians are aware of the far reaching impact the sector has on shaping their everyday life, and indeed the security and economic sustainability of Australia.

Executive Summary


IntroductionWHAt tHE GSA 2010 EnvIronmEntAL ScAn IS

WHAt tHE GSA 2010 EnvIronmEntAL ScAn IS not

The purpose of the GSA 2010 Environmental Scan is to provide readers with a clear strategic understanding of existing and emerging skills shortages, and the context and driving force behind the continuous improvement of GSA’s training packages for the coming year. The scan will review factors currently impacting on workforce development within the government and community safety industry, and consider the responsiveness of training packages and the broader system.

The shaping of policy to build the capacity of vocational education and training (VET) systems to respond with timely, practical solutions to the identification of emerging trends is fundamental to realising the goals of the Australian Government. What sets this scan apart from other reports in the VET system is its capacity to operate as an early warning system to alert policy makers to potentially significant issues at a grass roots level, enabling early identification of those trends. Based on real-time industry views and intelligence gathered from across Australia, the scan is a concise, readable document with a level of insight and predictive capabilities to inform the consideration of future directions in the VET system.

This scan does not reproduce existing data analysis or economic analysis found in a wide range of sources elsewhere. It is increasingly recognised by policy makers that historical data and analysis of past trends are not the most effective manner of predicting the future skill needs of the nation. The GSA 2010 Environmental Scan is not a strategic plan.

PErIod oF covErAGEThe GSA 2010 Environmental Scan draws on industry

intelligence gathered during the period February 2009 to December 2009.


objEctIvES oF EnvIronmEntAL ScAn

GSA’s 2010 Environmental Scan focused on its sectors of government and community safety, seeking to:

provide advice on existing and emerging • skills shortages and industry needs

define the factors currently shaping • workforce development

comment on how training packages and the • VET system are responding to industry demands

provide the context behind the changes • that need to be made to training packages and training products to meet emerging skill needs.

The processes used to develop the scan are detailed in the methodology section at the end of this document.

KEy mESSAGES EmErGInG From ProcESS

Consistent themes appear across the industry sectors. They include:

the flow-on effect of economic policy • on training expenditure in response to the global financial crisis

green skills, sustainability issues and climate • change as catalysts for change

imperatives for the sector to respond to • legislative and regulatory changes, and their impact on the workforce, including training implications

challenges in training provision in thin markets, • rural and remote areas, and areas with limited access to and use of public-funded training

achieving productivity improvement with • current staffing levels and skills base

Australia’s ageing population and its effect • on the workforce.


SEctIon 1. LAtESt InduStry IntELLIGEncE

InduStry ovErvIEW

The correctional services industry is a key service provider to the justice system in Australia, responsible for managing the supervision of offenders in secure care and community-based environments. Approximately 30,000 people are currently employed within the industry nationally.

In general, correctional services are the responsibility of state and territory governments and there is a Correctional Services Department in every State and Territory. In addition, in several States some services are contracted to private service providers with the state departments operating in a contract management capacity. There are custodial centres in all capital cities and in many regional centres. Community corrections offices in metropolitan and regional centres are based on the concentrations of corrections clients. Correctional staff members also travel to remote and Indigenous communities to supervise and monitor the progress of offenders in meeting their sentence obligations.

market Factors: CSC07 Correctional Services Training Package is a good example of an industry-led training package. Due to the thin training market, its delivery and assessment in Australia are predominantly limited to enterprise registered training organisations (RTOs).

The only non-enterprise delivery is conducted in two States through partnership agreements between Correctional Services Departments and local TAFEs. In these instances the TAFEs act as the RTO for the administration of enrolments and issuing of qualifications. The training delivery and assessment are conducted predominantly by the partner corrections enterprise.

As the Certificate III in Correctional Services (Custodial) is a mandatory qualification for full appointment as a qualified custodial officer in all but one state (Victoria), it is the primary focus of delivery and assessment. This training has traditionally been supported in most States and Territories through the use of commonwealth and state-based incentives, with a large percentage of entry level custodial staff employed through traineeships. The removal of access by government departments to incentive funding has had a significant effect on the training budgets of government Correctional Services Departments. Funding from other training has had to be diverted to the core business training of Certificate III in Correctional Practice (Custodial) to offset this shortfall, which has had a significant effect on the industry’s capacity to further develop staff skills beyond this entry level.

Industry Factors: Increases in the number of detained people and subsequent demands on the correctional services infrastructure have resulted in many jurisdictions investing in new facilities and establishing new community programs. A number of initiatives will be introduced to meet the demands of this growing industry, including additional staff being recruited and skilled, and new technology and methods of supervision being introduced.

Being such a demanding work environment, correctional services has traditionally recruited mature staff and has not promoted itself to youth as a future career option. As an industry, it will continue to experience shortages in professional areas, such as psychology and health, and will have difficulty in retaining skilled staff. It also needs to address the difficulties it is experiencing in meeting staff recruitment targets for women and Indigenous.

macro-environment Factors: There have been a number of effects of the global financial crisis (GFC) on the corrections industry. Reviews of state budgets to reduce expenditure in response to forecast deficits have resulted in the cancellation or postponement of several major infrastructure programs, such as the deferred construction of a major new prison complex in South Australia. Several alternative short-term solutions with smaller economic impact have been implemented to address overcrowding and bed space management,

Corrections


but the flow-on effect in terms of training additional staff and up skilling for new technologies will impact on training budgets.

Corrections, like most sectors of the Australian workforce, suffers from an ageing workforce. Maturity and life experience are considered desirable in new employees, and as a result the percentage of mature workers is higher than in other industry sectors. This poses an issue in terms of the long-term sustainability of the workforce and the capacity of some older workers to cope with the physical requirements of the role. While the physical demands may be considered infrequent, they are often significant which leads in many cases to high workforce injury numbers. Extensive use of job redesign principles as well as technology will be required to address employees’ individual needs, thereby aiding retention.

How well training packages and the vEt system are meeting current and emerging needs: CSC07 Correctional Services Training Package was endorsed in May 2007 and made publicly available on the National Training Information Service (NTIS) in late August. The training package is perceived as relevant, well structured and easy to use. Implementation varied from State to State, with first enrolments commencing in early 2008. The nominal completion time for the most commonly used qualification, Certificate III in Correctional Practice (Custodial), is 9 to 12 months so most jurisdictions began issuing the qualification in early 2009.

The training package is an important resource for the development and recognition of skills in this sector and is used in every State and Territory in Australia. In most States the Certificate III is a minimum mandatory entry requirement for prison officers. In 2008, approximately 2,300 people enrolled in CSC07 qualifications.

This sector has a strong training culture and commitment to ensuring that training products and resources meet its needs. A report commissioned by GSA in 2009 found that overall the sector is satisfied with the training package, believing that it goes a long way to meeting its needs. Most functions of most job roles are well covered and the changes that were made to the training package as a result of the 2007 review have had a positive effect on training in the sector.

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yIn late 2007 the Department for Correctional Services in South Australia introduced the role of supervisor operations in seven of the state’s eight publicly-run prisons. This initiative was the outcome of two to three years of planning aimed at introducing supervision in the prison’s accommodation units.

CSC07 Correctional Services Training Package, and specifically the Certificate IV in Correctional Practice, were invaluable in facilitating this organisational change. Even before the learning commenced, the training package was used to assist in the design of activities used as part of the recruitment process.

The training package also informed the development of a comprehensive learning strategy, which included the design of recognition of prior learning (RPL) tools, an interactive learning methodology involving experiential learning and reflective practice, group work, a case study, and a range of assessment approaches used both during workshops as well as on the job.

The strategy is continuously reviewed to ensure that it remains closely aligned to workplace needs. Evaluation and feedback on CSC07 Correctional Services Training Package have been outstanding, validating the commendation received in the recent state training awards ceremony.

SuPErvISor oPErAtIonS , A SoutH AuStrALIAn ExPErIEncE


SEctIon 2. IdEntIFIEd WorKForcE dEvELoPmEnt nEEdS

ProFILE

It is estimated that correctional services employs around 30,000 people nationally. Male employees make up approximately 60% of the workforce (18,000) with females comprising 40% (12,000). Employees aged 15 to 24 represent 3% of the workforce, with the 25-45 and 45-65 age groups representing 44% and 53% respectively. The sector employs approximately 930 Indigenous workers (3.1%) compared with the whole of industry national average of 1.35%.

currEnt SKILLS And LAbour SHortAGES

Changes in prison infrastructure and management regimes have seen an increase in the use of specialised technology, which places additional demands on the skills of correctional staff.

The corrections area has traditionally experienced difficulty attracting quality applicants to its core occupational roles of custodial officer and community corrections workers, due in part to the perceived nature of the work and the image of the sector portrayed through popular media. In addition, the level of remuneration available is not high. These factors make recruiting in a tight labour market difficult and most corrections organisations report shortfalls against recruiting targets. While the recent softening of the labour market brought on by the GFC has not seen any change in the calibre of job applicants, there has been an increase in applicant numbers.

In addition to shortages in its core roles, the industry is also experiencing skills shortages across a wide range of other non-core occupations, including:

• psychologists• socialworkers• nurses• seniormanagers• educationstaff.

Correctional organisations are undertaking a number of initiatives to address image, attraction and retention, as the sector experiences a high turnover of staff, due in part to the nature of the work and working environment.

CorrectionsInduStry EvIdEncE

The annual Environmental Scan revisits and reviews key issues and trends identified in the preceding two years’ scans, particularly in light of changing macro-environment factors. As such it has been guided by previous content, while ensuring that new and emerging trends and issues are identified.

A range of methodologies was employed to ensure all intelligence and anecdotal evidence gained through research was valid. This included literature reviews, engagement with professional bodies, website feedback, findings gathered via ISC workforce development activities, focus groups and surveys.

SoLutIonS And PotEntIAL SourcES oF LAbour

A range of solutions to skills shortages has been identified previously and remains relevant. The solutions have all been implemented by some stakeholder organisations to varying degrees. GSA promotes these solutions through its workforce development work and seeks to promote initiatives in this area to industry networks through reports and case studies.

Some skill shortage solutions applicable to the corrections operating environment include:

increasing the skill levels of existing workers•improving the understanding and provision •

of career pathwaysrecruiting mature age and return to work •

applicantsrunning targeted overseas recruitment •

campaignsproviding mentoring opportunities•providing leadership development programs•providing Indigenous development •

programssuccession planning and management.•

bArrIErS to ovErcomInG SKILLS And LAbour SHortAGES

The following barriers to overcoming skills and labour shortages within the corrections industry have been identified:

Reductions in training budgets in response • to economic pressures

Reductions in access to external training • funding

Ageing Australian population•Image of the industry and its occupations•Conflicting demands affecting training •

priorities


SEctIon 3. currEnt ImPAct oF trAInInG PAcKAGES

uPtAKE oF trAInInG PAcKAGE

The uptake of CSC07 Correctional Services Training Package is extremely good. While the enrolment and completion numbers are small compared to other packages, the proportion of the industry it reaches is significant. The number of employees in the correctional services industry with a VET qualification at certificate three level or higher is significantly higher than the national cross-industry average.

One hundred percent of enterprises in Australia (both public and private) that manage offenders or detainees as their core business use the CSC07 Correctional Services Training Package. Of the 11 service providers (8 public and 3 private) operating nationally, nine have their own enterprise RTOs, while the remaining two operate partnership arrangements with TAFEs.

Due to industrial awards, the majority of delivery occurs at the Certificate III level in the Certificate III in Correctional Services (Custodial). However over the past two years, and since the development of CSC07, delivery and assessment at the Certificate IV level have also grown.

Enrolments between 2006 and 2007 increased by approximately 50%; growth consistent with industry’s desire during the previous training package review to increase focus on skilling the existing workforce to build capacity. This focus has seen the introduction of more specialised training programs in areas such as supervision and community-based corrections. 2008 enrolment figures have dropped off slightly but this is due in part to the tightening of training budgets in response to economic factors and the loss of access to incentives.

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The NSW Department of Corrective Services is toughening its stance on serious offenders in the community through the roll-out of the Community Compliance Group (CCG).

The CCG closely monitors serious offenders on parole and serious sex offenders on extended supervision orders to help ensure the safety of the community. It is armed with intensive case management strategies, such as 24-hour surveillance and search powers, electronic monitoring, and the authority to conduct urinalysis and breath tests. Compliance and monitoring officers carry out unannounced checks and home visits on serious offenders to strictly supervise their compliance.

Offender Programs Training Unit at Brush Farm Corrective Services Academy facilitates an intensive three-week training course for all CCG staff members. The course provides participants with the operational knowledge and skills to perform the duties of their unique role. Successful completion of this face-to-face training, coupled with a portfolio completed in the workplace within twelve months from the commencement of training, allow participants to successfully achieve the Diploma of Correctional Administration.

tHE trAInInG PAcKAGE AddrESSES EmErGInG nEEdS

SEctIon 4. FuturE dIrEctIon For EndorSEd comPonEntS oF trAInInG PAcKAGES

rESPonSIvEnESS to InduStry

CSC07 Correctional Services Training Package has strong support and ownership from industry and is


Correctionsconsidered to be very responsive to industry needs. The small size of the industry means the industry representation through the ISC has direct coverage of a far higher percentage of the workforce than is the case in other industries.

2009 was the first full calendar year of delivery and assessment against the training package, and feedback from industry regarding the changes was positive. In mid 2009, GSA commissioned a scoping report on the training package to gather industry feedback and inform 2010 continuous improvement.

The current training package has a review date of May 2010. Due to documented industry support for the current package, GSA intends seeking an extension of this date. A number of imported units will be updated, a small number of identified typographical errors rectified, and an accidently omitted unit replaced via an interim submission. Further work identified will be progressed through normal continuous improvement activity. The work to be conducted in 2010 to ensure the package remains responsive to industry includes:

audit of imported units for currency and • continued relevance

increase in imported units to cover emerging • needs in first aid, intelligence gathering and risk management

consideration of skill set development•enhancing a number of existing units •

to address emerging areas and changes in legislation, and to incorporate green skills

developing approximately four new units of • competency to address emerging areas

reviewing the existing qualification • framework and packaging rules.

bArrIErS In tHE vEt SyStEm tHAt nEEd to bE ovErcomE

The overlap between occupational roles across industries means corrections also makes direct and significant use of a number of other training packages, as well as importing a number of units into its own qualifications. The pace of change in training packages as a result of continuous improvement has made the monitoring and reviewing of these imported units a significant task. Often changes to a unit or the dropping of a unit by a parent ISC results in a unit that is no longer applicable to the needs it was imported to address. Consultation with users of imported units often does not occur and changes are only discovered after endorsement. A better system of cooperation between ISCs with a view to imported units is necessary for their continued use. Industry becomes frustrated with the extent of resources required to maintain currency and default to the simplified stance of reducing imported

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yThe revised award for Senior Assistant Superintendent (SAS) and Assistant Superintendent (AS), coupled with Way Forward reforms led to a Statement of Duties which covered the diverse responsibilities for both ranks. The Statement of Duties was a major step away from traditional job descriptions, and ensured that the roles of SAS and AS were recognised as those of key functional managers.

Whilst many substantive SAS and AS had a wealth of managerial experience, it was identified that there was a need to formalise this experience with a specific managerial course. It was also evident that prospective applicants for the ranks of SAS and AS would be better equipped if they had relevant managerial qualifications.

This led to the Commissioner and the Commissioned Officers Vocational Branch (COVB) agreeing to a 12-month project where a relevant course could be developed covering all aspects of the SAS and AS roles, and aligned to a formal qualification. The course will be nationally accredited with completion resulting in the award of a Diploma of Correctional Administration. It is hoped that in due course completion of the course will form some part of the selection criteria for future SAS and AS positions.

Meetings between stakeholders will be held every quarter for the first 12 months of the program to evaluate and review course content.

units. This is detrimental to the concepts of rationalisation and flexibility.

Delays in implementation and differences of interpretation between regulating bodies has also been a cause for concern as the industry strives for a nationally consistent standard for delivery and assessment to ensure a workforce with transferable skills.

corrEctIonAL mAnAGErS’ courSE – nSW ExPErIEncE


Local GovernmentSEctIon 1. LAtESt InduStry IntELLIGEncE

InduStry ovErvIEW

Local government is one of the three tiers of government in Australia and plays an essential role in the development and maintenance of the local community infrastructure and services. The sector provides services that complement those provided by other tiers of government. Currently, there are around 700 local government bodies in Australia accountable to diverse metropolitan, regional, rural, remote and Indigenous communities. This includes 560 local government councils with statutory responsibilities.

The local government sector employs approximately 178,000 people nationally. There are about 6,600 elected councillors in Australia with an average of just under 10 councillors per council. Councils largely operate autonomously and are primarily accountable to their local communities. They are generally not subject to Ministerial direction by either state or federal governments. Sometimes, such as in the area of planning and development, councils work jointly with the state government, and their decisions may be subject to advice and direction from state government.

market Factors: Local government employees traditionally have restricted access to VET. Despite sector demand for training, local government is considered a niche market. With comparatively low enrolments signalling a thin market, RTOs are reluctant to invest in training delivery and assessment. The situation is compounded in regional and remote areas where councils may span large geographic areas, making it difficult to assemble a critical mass for training delivery.

The demand for training in local government is not solely for qualifications from LGA04 Local Government Training Package, as local government employees undertake work that spans a range of job roles represented across several training packages. Locating an RTO with all the required qualifications on its scope of registration adds further difficulties in accessing training, and so councils may have to deal with several RTOs in order to meet their training needs.

Industry Factors: Local governments’ roles are evolving to incorporate increasing responsibility in the areas of emergency management, community safety, and community services. Last year’s Black Saturday bushfires in Victoria are an example of the importance of local government involvement in disaster planning and management. Councils increasingly require employees with emergency management and disaster planning skills.

Local government structural reforms also continue to impact on the sector. In 2008, Queensland undertook major reforms of their local government system, significantly reducing the number of councils from 157 to 73 and the number of councillors from 1286 to 553. In the Northern Territory from 1 July 2008 the number of local governing bodies was reduced from 61 to 16. These changes in structure often lead to new ways of working and therefore impact on training needs, particularly within managerial roles.

New industry stakeholders have recently emerged and have the potential to significantly influence developments in the local government sector. The Australian Council of Local Government (ACLG) was formed in late 2008, establishing a direct engagement between local governments and the Australian Government. An Australian Centre of Excellence for Local Government (ACELG) was established and launched in 2009. The ACELG 2009―14 project plan highlights key deliverables that will have an effect on local government over this period. (ACELG 2009)


Local Governmentmacro-environment Factors: Anecdotal evidence suggests that the GFC has had an initial positive effect for local governments as skilled workers from industries that have suffered as a result of the GFC, such as mining, turn to employment in local councils. However economic recovery may reverse this trend in the near future. Furthermore the federal government’s economic stimulus package has benefited local government. Conversely, the GFC has resulted in less rate-based income for councils, which has the potential to impact negatively on training budgets within local government.

As with many other industries, there are implications for local government of Australia’s ageing population. Its direct impact on the local government workforce, as well as the changes required in service provision to cater for an ageing community, both represent workforce development challenges for the sector. Local government has a high number of mature age workers compared to the national average for industries. As workers approach retirement, local government must obviously attract new workers; however the sector is not generally viewed as an attractive career option for young workers.

Climate change is a major factor for local government as the effects of rising sea levels, bushfires, storms, droughts and heatwaves influence council services to communities. Consideration of sustainable planning and development is pertinent across all areas of local government. Councils increasingly seek workers skilled in environment management and sustainability in order to deliver sustainable services, such as waste and recycling management, public works maintenance and construction, and management of water resources.

The Council of Australian Governments (COAG) reform agenda has major implications for local government. Licensing reforms tied to VET, and the establishment of a national licensing system, will have training implications for some local government employees. Priority trades to be reformed that will affect local government include building occupations and land transport occupations, including passenger vehicle drivers.

How well training packages and the vEt system are meeting current and emerging needs: Version 2 of LGA04 Local Government Training Package was released in August 2009.

The new version includes revised Certificate III, Certificate IV and Diploma qualifications in Local Government (Health and Environment) and revised Certificate IV and Diploma qualifications in Local Government (Planning). The enhancement of environmental health and planning units and qualifications is in response to the sector’s need to encourage the training of para-professionals to

overcome critical skills shortages in these areas.Imported units have been used to provide access to a

wider range of electives, thereby enhancing flexibility.A Vocational Graduate Certificate in Local

Government Management has been introduced to meet the needs of senior managers within Australia’s local government councils.

Skills sets were added for:

• newentrants’induction• localgovernmentcompliancemanagement• buildingcertifiersandassessors.

The VET system’s ability to provide targeted training options through skill sets, and flexible training options through the use of electives and imported units, is valuable in meeting local government’s training needs.

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Lisa graduated from high school after Year 10 and attended a secretarial college to develop her typing, shorthand and book keeping skills. She then started work as a clerk with local government. After spending time in various administration and customer service roles in the council, Lisa gained a keen interest in planning matters.

Progressing to personal assistant positions at Wyong Shire Council, Lisa commenced a Certificate IV in Local Government. As her children matured she found she had the time to commit to study, and found it enjoyable and rewarding. She then went on to complete a Certificate IV in Local Government (Planning) which was a sponsored traineeship due to a skills shortage in the planning industry.

With her qualifications and experience, Lisa was seconded to a 12-month role as a Development Planner with the Shire’s Planning Department, in line with the council’s career development and workforce planning policy. With these 12 months nearing completion, the options are endless for Lisa who is now working towards a Bachelor of Urban and Regional Planning and intends to pursue a career in planning.

LISA’S Story – PLAnnInG



ProFILE

In June 2009, it was estimated that the local government sector employed around 178,000 people nationally. Male employees make up approximately 57% of the workforce (101,500) with females comprising 43% (76,500). Employees aged 15 to 24 represent 9% of the workforce, with the 25-45 and 45-65 age groups representing 45% and 46% respectively.

Local government employs approximately 14,900 Indigenous workers (8.37%) compared with the whole of industry national average of 1.35%.

currEnt SKILL And LAbour SHortAGES

The following occupations are included on the Productivity Places Program Priority Occupation list and represent the job roles in which local government is experiencing skills and labour shortages:

civil engineering associate•civil engineering technician•environmental health officer•surveyor•urban and regional planner. •

The above job roles are catered for in LGA04 Local Government Training Package.

Skills and labour shortages also exist in job roles that are covered by other ISCs’ training packages, such as:

Aboriginal and Torres Strait Islander health • worker

accountant•building associate•child care coordinator and children’s care worker•fitness instructor and related worker•general clerk•receptionist•recycler•surveyor•tree surgeon (arborist)•welfare worker and special care worker. •

InduStry EvIdEncE

This Environmental Scan attempts to revisit and review key issues and trends identified in the preceding

two years’ Environmental Scans, particularly in light of changing macro-environment factors. As such it has been guided by previous content whilst ensuring any new or emerging trends and issues are identified.

Diverse methodologies were employed to ensure all intelligence gained through research and anecdotal evidence was valid. These included literature reviews, engagement with professional bodies, website feedback, findings gathered via ISC workforce development activities, focus groups and surveys.


The local government industry has recently introduced a number of strategies to overcome skills and labour shortages. Following a National Skills Forum in 2006, a National Skills Shortage Steering Committee was formed in 2007. The Committee produced a National Skills Shortage Strategy for Local Government which was reviewed at a 2009 National Skills Forum. In June 2009 the Committee went on to change its name to the Local Government Workforce Development Steering Committee to reflect its broad workforce development focus. The March 2010 National Skills Forum will be co-hosted by GSA and the Australian Centre of Excellence for Local Government, in association with Local Government Managers Australia and the Department of Infrastructure, Transport, Regional Development and Local Government. The forum will be an opportunity to discuss and determine new ways forward for the local government sector in overcoming skills and labour shortages.

ACELG will provide leadership for the local government sector across several areas, including workforce development. The Centre has set out to ‘support a wide range of activities to enhance skills, employment diversity (including gender and age equity) and career paths; facilitate provision of professional development opportunities; improve the public image of local government; and showcase the sector as an employer of choice.’ (ACELG, 2009)

2010 is the Year of Women in local government; a campaign that aims to raise awareness of the importance of women in local government, particularly in senior management and leadership roles. The campaign sets out objectives for the year, recognising the importance of women in workforce development for the sector. The campaign website reports that women ‘account for less than 30% of councillors, 20% or senior managers and only 5% of CEOs in local government’. (www.lgwomen2010.org.au, 2009)


Local Government

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yThis year the 11 councils of the Hunter region in New South Wales (NSW) will celebrate a decade of collaboration on a regional approach to training. The initiative, piloted in 1999 and 2000 and formalised through the establishment of a non-profit RTO in 2001, has now become a highly successful business operating from purpose-built headquarters; with programs operating throughout NSW, interstate and internationally.

The Local Government Training Institute (LGTI), as it is now known, initially had as its sole focus the delivery of consistent cost-effective legislative compliance training to member councils. Such training remains a priority for the Institute. It was also acknowledged that the suite of qualifications available under the Local Government Training Package could not be resourced and delivered adequately by existing public and private RTOs, so a decision was taken to specialise in offering these qualifications to member councils.

Since commencing their traineeship program in 2002, participation has grown with currently over 500 council employees from NSW and interstate enrolled in qualifications from Certificate III to Diploma level. The organisation is also poised to commence delivery in March of the new Vocational Graduate Certificate in Local Government Management to council managers.

‘Since we moved into our new purpose-built training facilities in 2008, we have grown our full-time staff numbers to 17, supplemented by a group of experienced local government trainers working part-time,’ said LGTI’s Director, Bob Wiltshire. ‘The growth over the last two years has been phenomenal and I believe this is a reflection of local government’s desire to invest in building the capacity of existing staff, to address skills shortages.’

rEGIonAL coLLAborAtIon mAKES Good (buSInESS) SEnSE


Young people do not see the local government sector as a desirable career option. The fact that local government wages are not competitive when compared with the private sector further compounds the problem of attracting new workers. Addressing the image of local government is imperative if the sector is to overcome skills and labour shortages.

In addition, the following barriers to overcoming skills and labour shortages within local government have been identified:

Reduced training budgets in response to • economic pressures

Ageing Australian population •Training provision in a thin market •Competition with the private sector.•


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SEctIon 3. currEnt ImPAct oF trAInInG PAcKAGE


The uptake of LGA04 Local Government Training Package is relatively low due to the limited availability of RTOs prepared to provide training delivery and assessment against the training package, as well as low levels of publicly-subsidised offerings. A number of other training packages are drawn on for qualifications due to the range of work undertaken in local government.

Key training packages relevant to the sector include:

AHC10 Agriculture, Horticulture and • Conservation

CHC08 Community Services•HLT07 Health•CPC08 Construction and Plumbing Services•PRM04 Asset Maintenance•PSP04 Public Sector•PUA00 Public Safety•BSB07 Business Services•CUL04 Museum and Library/Information •

ServicesSIS09 Sport and Recreation•SIT07 Tourism, Hospitality and Events.•

Due to this range of work undertaken in local government and the applicability of qualifications from other training packages, undertaking individual units of competency from LGA04 may be more desirable than

Wyndham City Council participated in a partnership program with Victoria University to enable them to build an understanding of jobs in local government. Leigh Edwards, Program Manager with Victoria University, came into council on an industry release program to delve into jobs and learn as much as she could about them. Leigh soon discovered that most staff members had no formal qualifications but tremendous amounts of experience.

Wyndham City Council is an outer city council, made up predominantly of people who live locally. Generally, staff choose to work there as it’s convenient, close to home and allows them to meet their children and family needs. Many of these staff members entered the council straight from high school, not having had the opportunity, funds, or inclination to go onto further education.

Recent state initiatives were offering incentives to local councils to encourage people to study in and enter local government. This sparked an idea for an alliance. Wyndham has a strong learning culture and is constantly promoting study, learning, and training in a number of areas. Victoria University proved extremely flexible, fitting in with constant changes, work commitments, staff who worked part time and staff with various issues.

The response was overwhelming. 38 staff members signed up to complete qualifications. The use of the RPL process was also successful in that staff were able to confirm that the work they had done over the years was indeed of value and this validation of everything they had done provided them with a great sense of achievement.

Many have gone on to complete diplomas, and some have aspirations to finally go on to do a degree; something they would never have dreamed of previously.

WyndHAm cIty councIL – A vIctorIAn ExPErIEncE

completing entire LGA04 qualifications. Such use of the training package is not reflected in the enrolments and completions data recorded for the training package.




The changes to the Training Package Development Handbook in December 2009 to make qualifications more flexible may provide further options for local government employees to complete full qualifications that can be tailored to their skill development needs, combining a selection of local government and technical skills. The true impact of these changes will be seen later in 2010 when ISCs have made the necessary modifications to qualifications.

The bedding down of sustainability skills in units of competency will be undertaken in 2010 in response to the Australian Government’s green skills agenda. Units of competency with green skills will reflect the importance of sustainable development in the local government sector.

Continuous improvement of the training • package will occur in 2010 and will include:

consideration of the development of a diploma • level qualification covering environmental health and building assessment, based on the accredited course 91337 NSW Diploma of Local Government (Environmental Health and Building Assessment)

revision of regulatory services qualifications • (LGA30404, LGA50504 and LGA50604) to address the occupational needs of local government ocean lifeguards

development of additional skill sets covering • areas such as:

– elected council officers – rates and revenue clerks – emergency management.


Local government uses training standards from across a broad range of training packages outside of GSA’s management to cater for the variety of occupations represented within the sector. This requires a seamless VET system. However the national VET system’s structure (i.e. ISCs, funding models, etc.) approaches VET by sector rather than by occupation, which puts

Local Governmentlocal government at risk of being overlooked in consultations on developments. It is important that ISCs maintain communication and work together to make it simple for end users to access training and to ensure that local government’s needs are catered for across training packages.

The thin market for training for local government employees has proved detrimental to training delivery in the sector. Approaches such as multi-council collaborations and council-RTO partnership programs can assist in overcoming this barrier.

17Government Skills Australia | Environmental Scan 201017 Government Skills Australia | Environmental Scan 2010

Public Safety

SEctIon 1. LAtESt InduStry IntELLIGEncE

InduStry ovErvIEW

The public safety industry works to prevent natural and man-made threats and to provide the community with protection from those threats; seeking to ensure the security and safety of all Australians. It represents a significant number of volunteers.

Public safety industry coverage includes:Defence •Australian Police Forces •Fire Services and Land Management Agencies•State/Territory Emergency Services•Emergency Management •Aquatic Search and Rescue.•

The public safety industry requires a sustainable workforce of competent and capable career and volunteer personnel, trained to safely fulfil their roles. The industry needs a pool of highly trained operational personnel who are committed to teamwork and safe work practices, and capable of working across multiple

hazards, using advanced technology, and applying risk management principles and processes.

For security reasons or because of the political implications, it is not always appropriate to identify specific areas of skills shortage in this industry.

market Factors: The sector has a well developed learning culture with a demonstrated commitment to competency-based training. The primary role of PUA00 Public Safety Training Package is to represent the diversity of work undertaken within the industry and to identify areas of commonality. The principal impact of the package has not been to increase the skills at entry level, where a high level of training already existed, but to achieve commonality of training standards across States, Territories and sectors. PUA00 supports the establishment of cross-sector recognition arrangements and inter-operability by promoting opportunities for work to occur across sectors. The training package also provides a number of specialist qualifications which contribute to developing the skills of the workforce.

The highly individual nature of many of its occupational roles and the nature of the industry itself, require that most of the training delivered and assessed is undertaken in an enterprise environment. Consequently, many public safety organisations are RTOs. Much of this delivery and assessment is industry-funded and therefore the gathering of enrolment and completion data is not as comprehensive as that gathered through publicly-funded training sources. This often impacts on the recognition given to the industry, as AVETMISS information and Australian apprenticeship training are not part of industry training arrangements.

The establishment and growth of Australian apprenticeships and other funding incentives in recent years has had a flow-on effect for the public safety industry. As a result, the Defence Force which is traditionally a significant recruiter of trade apprentices is now facing a more competitive labour market when attracting entrants from trade pathways.

Industry Factors: The public safety industry encompasses a large number of occupational roles that directly relate to work undertaken in a high risk environment, which as a consequence can result in injury or loss of life. The public safety industry requires personnel to work in environments where other people are told to leave.

The public safety industry covers occupational outcomes for about 450,000 volunteers. Addressing the needs of volunteers requires careful consideration and planning to ensure that they are fully engaged in review, development and validation processes. The attraction, recruitment and retention of volunteers are integral to effective service delivery and represent an


Public Safetyongoing challenge for public safety organisations.

Economic factors impact on rural communities, and changes to rural socio-demographics then impact on the availability of labour within the industry. The increase in the frequency, duration and intensity of emergency incidents, such as bushfires, places stresses on both human and physical resources as well as on organisations’ operating budgets. This increased demand impacts also on the employers of volunteers, and can result is less time and resources being made available for training activities, even while at the same time it is imperative for skills to be maintained and enhanced. The effective balancing and managing of this issue signifies another substantial challenge for industry.

macro-environment Factors: The ageing Australian population has a significant impact on the workforce planning activities of the public safety industry. In some of the occupational pathways in the industry the average retirement age is often less than the national average due to the nature of the work. For example in Defence and Police, the trend for earlier retirement and transition to an alternative career in the 45-55 year age bracket remains strong. While this provides a pool of experienced and highly skilled mature age workers available to other related occupations, it does drain public safety organisations of those workers’ experience, and multiplies the effect of the ageing demographic.

Changes to the ethnic composition of the Australian population need to be better reflected in the public safety sector. Recruitment and retention strategies that engage and embrace different cultural groups within Australia’s diverse population are required.

The public safety industry reports an increased likelihood of the following factors impacting on organisations.

The economic climate has had an effect on • the operating budgets of the industry. Efficiency reviews are ongoing to ensure the ability to achieve service and productivity outcomes within current staffing levels and budgets, which are maintained and improved while remaining responsive to the continual changes to the operating environment that arise as a result of legislative, policy and regulatory requirements.

Asset protection in rural and urban fringe regions • of Australia are particular factors of concern to some organisations, such as those in areas where bushfires, floods and other hazards are a major seasonal threat to life and property. The present bushfire and floods crises significantly impact on a number of public safety industry sectors. These events have the potential to drive significant

changes in legislation, policies and procedures.Climate change is another major issue, as it •

results in an increase in the frequency, intensity and duration of natural disasters. A sustainable and resilient workforce, capable of meeting these ongoing challenges and demands, is required.

How well training packages and the vEt system are meeting current and emerging needs

All sectors of the public safety industry have actively contributed to the review, development and endorsement of new units of competency, qualifications and skill sets as part of the ongoing updating of PUA00 Public Safety Training Package. This has resulted in competencies and qualifications that reflect the current job and task roles of people working in and supervising public safety activities.

The effects of severe weather events and the recent devastating effects of major bushfires continue to reinforce the need to develop a coordinated approach across sectors to prepare for, respond to, and work with communities in recovering from these natural disasters and emergency situations. Fire and emergency service agencies have identified both community and environmental protection strategies within their training requirements.

Units of competency relating to command, control and coordination, as well as related operational units that have been developed for inclusion in PUA00, support inter-operability and contribute to improved incident management within the industry. An example of this are the search and rescue units of competency that have been reviewed and the new units that have been developed which meet industry-identified gaps matched to the skill and knowledge requirements for personnel working in high risk search and rescue environments and contexts. The new units for urban search and rescue also support international guidelines for the deployment of personnel in this sector.

Along with the developments detailed above, the Australasian Fire and Emergency Service Authorities Council (AFAC) and the United Firefighters Union of Australia (UFU of A) have coordinated the development of new qualifications for emergency communications centre operators and supervisors who provide a vital response role.


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ProFILE

The public safety industry is estimated to employ around 142,820 people nationally, supported by more than 476,000 emergency volunteers. Male employees make up approximately 72% of the workforce (102,800) with females comprising 28% (40,000). Employees aged 15 to 24 represent 7% of the workforce, with the 25-45 and 45-65 age groups representing 53% and 40% respectively.

defence: Defence is a complex organisation, comprising approximately 50,600 permanent members of the Australian Defence Force (ADF), 41,000 Reserve ADF members (active 21,000 and standby 20,000) and around 20,600 Defence Australian Public Service (APS) members. Additionally, there are some 24,000 youths and adult staff involved in ADF cadets.

Males make up approximately 81% (90,500) and females 19% (20,400) of the total workforce.

Within the Defence APS, only 12% of employees are in the 17 to 29 age range and 34% are aged 40 to 49. This contrasts with ADF personnel, 52% of whom are between the ages of 17 and 29. The implications are that a large proportion of the Defence APS workforce will be reaching retirement age within the next 10 to 15 years.


As may be seen below, the public safety industry identifies a number of critical skills and labour shortages across its component sectors. Even traditionally attractive career pathways such as Police and Fire have experienced some difficulty attracting quality applicants and achieving recruiting targets due to the tight labour market experienced over the last five years. Reports suggest this has softened somewhat in the last 12 months.

The Defence Force Environmental Scan 2025 indicates a number of critical skills shortage areas.

These include:project managers•linguists•engineers•IT professionals •

Resources to support the national, agreed State Emergency Services (SES) skill sets in PUA00 Version 7 are key outcomes of the SES Skill Set: Training Resource Kit project. These holistic resources aimed at skill development across agencies nationally, were developed using existing jurisdictional collaboration and increasing interoperability.

A three-way partnership between SES National Education and Training Committee, DEEWR and GSA enabled the project, which started at the direction of the Australia Council of State Emergency Services (ACSES), to successfully achieve its outcomes.

The two SES skill sets for which resources were developed included SES Induction and Basic Rescue. A number of development and validation workshops were held with subject matter experts from each of the state/territory emergency services agencies, which enabled relevant learning materials to be identified, collected, included and validated for use in the national training resource kits.

The kits titled ‘SES Core Skills’ and ‘SES Rescue Operations’ will be available in 2010.

finance managers•health professionals. •

Many Defence critical trades and professions are unlikely to recover to full strength in the short or medium term due to high global and national skill demand in those areas.

Volunteers constitute a significant proportion of the public safety industry workforce. This area has been experiencing a steady decline in numbers over recent years, with a number of factors being consistently reported as barriers to volunteering across all sectors. A report commissioned by the NSW Rural Fire Department found these barriers to be:

lack of time•other priorities•sick, disabled or too old•fears or concerns for safety•childcare.•

A coLLAborAtIvE APProAcH to rESourcE dEvELoPmEnt


InduStry EvIdEncE

This Environmental Scan attempts to revisit and review key issues and trends identified in the preceding two years’ Environmental Scans, particularly in light of changing macro-environment factors. As such it has been guided by previous content whilst ensuring any new or emerging trends and issues are identified.

A range of methodologies was employed to ensure all intelligence gained through research and anecdotal evidence was valid. This included literature reviews, engagement with professional bodies, website feedback, findings gathered via ISC workforce development activities, focus groups and surveys.


Various solutions to skills shortages have been identified previously and remain relevant. The solutions have all been implemented by some stakeholder organisations to varying degrees.

Some skill shortage solutions applicable to the public safety operating environment could include:

skills development of existing workers to meet • new or emerging job requirements

improving the understanding and provision of • career pathways

recruiting mature age and return to work • applicants

running targeted overseas recruitment • campaigns

youth attraction and retention strategies•providing leadership development programs•providing Indigenous development programs•providing more flexible workplace arrangements•promoting volunteering to females and youth.•

GSA promotes these solutions through its workforce development work, and seeks to promote initiatives in this area to industry networks through reports and case studies.


In recent years the image of the industry, which previously was one of the strongest factors in attracting youth, has emerged as a barrier in some sectors. Generational changes in attitudes and ideals have led to different career triggers for youth, and the sector has had to adjust its image to remain competitive in a tight labour market. The changing focus of the recruitment campaigns within mainstream media for Defence and Police in particular are evidence of this.

Attracting volunteers at a time when people consider themselves busier than ever before is a significant challenge. The promotion of work-life balance as a lifestyle choice places greater emphasis on free time, and there is a growing reluctance to encroach on that time. This has brought about a significant shift in focus to reinforcing the benefits of volunteering from a personal and skills development perspective, as well as from a social interaction perspective. Many public safety organisations that rely heavily on volunteer participation are embracing this changed approach. However the challenge for the industry lies in balancing the need to provide flexibility for volunteers, with the need to provide high levels of skills maintenance through frequent training within a high risk environment.

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Public Safety

South Australia Police’s (SAPOL) decision to recruit overseas trained police officers from the United Kingdom (UK) to supplement local recruiting was a first for Australia. As the occupation of police officer is not on the Skilled Occupation List administered by the Department of Immigration and Multicultural Affairs (DIMA), skilled migration visa options were limited.

The Regional Sponsored Migration Scheme (RSMS) appeared to provide an option. Immigration SA worked closely with SAPOL and DIMA to ensure that the nominations met the requirements of certification.

The success of the UK recruit exercise demonstrates the State's capacity to recruit overseas skilled labour. Not only has the process contributed to meeting SAPOL’s commitments to recruiting, but it has also brought a wealth of policing knowledge, experience and new ideas that can be adapted to local policing services.

The UK recruits complete an abridged training program at the Police Academy before taking their collective wealth of policing skills, knowledge and experience to communities throughout South Australia.

A total of 342 serving officers have commenced with SAPOL through its UK recruiting program. The government has committed to sourcing recruits from the UK until mid 2010, as part of the Recruit 400 Program.

ovErSEAS rEcruItmEnt – A SKILLS SHortAGE SoLutIon


SEctIon 3. currEnt ImPAct oF trAInInG PAcKAGES


The public safety industry provides various services to the Australian community, from risk mitigation (such as education and public awareness campaigns) to planning and preparing for, responding to, and recovering from a range of emergencies, including those related to:

law enforcement•fire, including both fire agencies and land •

management agenciessearch and rescue •emergency responses to storms and floods•defence of Australia’s interests within the region. •

The public safety industry includes representatives from international agencies, through their membership of fire sector and police sector peak bodies. The industry utilises minimal commonwealth or state/territory funding for the delivery and assessment of training as almost all public safety agencies are RTOs.

PUA00 Public Safety Training Package material encompasses the qualifications for the four sectors – Defence, Fire, Police, State/Territory Emergency Services – and an industry wide area, which covers emergency risk management, aquatic rescue (including surf lifesaving), operations (incident) management, search and rescue, community safety, workplace emergency response, and common areas relating to occupational health and safety, management, team and other technical activities.



There have been seven versions of PUA00 Public Safety Training Package, each primarily involving new material and compliance with policy changes. Review of material has been extensive and has focused on addressing sector-specific needs and areas where significant workplace changes have taken place.

The full review of PUA00 Public Safety Training Package has proved to be a substantial task requiring extensive consultation, as well as development and review by industry practitioners. As it was evident that the level of available resourcing would mean that the training package review would take several years to complete, an approach of staged implementation has been adopted. This makes for greater speed to market of the outcomes.

The public safety industry has already made extensive contribution to project resourcing such as:

providing operational experts and learning • and development staff to develop new units of competency, review existing units and validate material prepared

self funding of travel costs for staff to attend • workshops

direct resourcing of occupational reviews; for • example, Defence totally resourced and managed the review of the Defence explosive ordnance material, where Defence engaged a consultant to conduct workshops and gather stakeholder input (including civilian industry input); almost all of the Defence sector review has been funded by Defence and more than 50% of the Fire sector review has been funded by Fire [Note: this contribution is not applicable for volunteers or areas where the occupational outcomes are not ‘core’ business]

contributing project management to review • industry-wide material; for example, the Fire sector has managed the review of search and rescue, and operations (incident) management units with GSA providing administrative support.

GSA anticipates that the full review of PUA00 will be completed in the next 12 to 18 months. While ideally


the next iteration of the training package would be the complete review, it is unreasonable for stakeholders to place material on hold for 12 to 18 months and so a Version 8 of the package will be submitted during 2010.

bArrIErS In vEt SyStEm tHAt nEEd to bE ovErcomE

In the public safety industry, qualification pathways depend on a range of issues specific to each sector, such as agency structure, promotional structure and rank structure. Where qualifications are used outside of public safety agencies, then qualification pathways will depend on the organisation and the structure of the organisation.

Defence qualifications have been developed for Defence personnel, therefore qualification pathways depend on organisational policies. A candidate will

In 2009 a pilot course was developed and run to introduce emergency services to youth. The course gave participants an insight into career and volunteer opportunities in emergency services, while providing them with an opportunity to learn new skills and gain practical experience in firefighting and other emergency services activities.

The result of a three-way collaboration between the South Australia Country Fire Service (CFS), Career Advice Australia, and School and Beyond (an Adelaide and Murrylands organisation that assists students in the school to work transition), the week-long course gave school students a rare taste of what it is like to work in emergency services and promoted informed entry into careers in public safety.

Students lived-in at the training centre and engaged in basic firefighting, first aid and other emergency response activities developed by the CFS in collaboration with SA Police, SA Ambulance and the State Emergency Services. At the end of the course students had successfully completed units of competency from PUA00 Public Safety Training Package.

Some of the students have since become volunteers with their local CFS brigades.

AttrActInG youtH

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join Defence to complete a specific role (such as infantry soldier, explosive ordnance worker, pilot, etc.). Consequently, the candidate will receive training in military skills alongside training in their trade skills. They will receive career-long training to develop these skills and will also receive management and leadership training as their career progresses (in areas such as procurement, contracting, risk management, planning, policy development and OHS).

In instances where qualification pathways can be articulated, they will be provided in the actual qualification. For example, it is anticipated that qualification pathways advice will be able to be provided for the majority of new qualifications developed across the public safety sectors.

Public Safety

23Government Skills Australia | Environmental Scan 201023 Government Skills Australia | Environmental Scan 2010

Public SectorSEctIon 1. LAtESt InduStry IntELLIGEncE

InduStry ovErvIEW

The public sector consists of the governments of the Commonwealth, States and Territories, statutory bodies and state-owned corporations. The sector delivers diverse economic and administrative services in cities as well as rural and regional areas. The sector represents 18% of the total Australian workforce. Its employees develop, review and implement policies on behalf of the government of the day and for the good of the community.

The public sector offers variety, opportunity and challenge and tends to recruit a high proportion of graduates as it requires people who can think and analyse. Development and training are on offer to those willing to improve themselves. The sector has a tradition of promoting from within, and encourages employees to take on short-term roles in their departments or other agencies as a means of growing capability. Women are well represented, and in the flexibility of work practices the sector is a leader.

market Factors: The impact of the removal of commonwealth employer incentives for apprentices and trainees is now apparent. In some instances commonwealth incentives were previously accessed to support core function training and the cost of that training now needs to be absorbed within existing (and often reduced) training budgets. The flow-on effect for these organisations is that discretionary and developmental training activities that were previously supported by these budgets are now shelved to ensure core and mandatory compliance training can continue. This provides for immediate needs but has a negative impact on future capacity and capability growth.

The proportion of the public sector holding degree or higher level qualifications is well above the national average due in part to a high reliance on graduate programs as a recruitment strategy. However the uptake of VET qualifications is generally less. Whilst this is difficult to quantify, as much of the training is enterprise-funded and thus not fully represented in national publicly-funded training data, evidence suggests most vocational training results in statement of attainment outcomes relevant to specific job roles rather than full qualifications. The ability to complete full qualifications is often marketed, and while candidates may enrol in full qualifications they frequently do not complete them once the occupational outcomes have been realised.

This situation is likely to be even more prevalent with the current tightening of training budgets, as focus is on specific skill development or regulatory/licensing compliance. A lack of training providers operating in this thin market is often cited as a factor affecting take up of full qualifications. Work is underway to encourage increased use of the training package. For example the Australian Public Service Commission has recently aligned its programs to VET qualifications in an effort to increase awareness and uptake of PSP04 Public Sector Training Package.

Industry Factors: The public sector has a presence in urban and rural areas. The workforce is widely dispersed and a wide range of occupations exists, largely mirroring occupations in private sector enterprises. While these occupational roles may be similar in nature to their private sector counterparts, the responsibilities and accountabilities often differ; it is in the context of the work and environment where the difference is significant.

Though a large portion of public sector employees are degree qualified, vocational qualifications have a significant role because they provide employees with the skills and knowledge needed to perform effectively in the public sector work environment. The need for vocational training is increasingly recognised for staff operating within occupational streams that require specific skills, and has led to industry adopting proactive cross-organisational training and development initiatives to build capability. There appears to be greater recognition of the benefits to the public sector of this approach, leading to more collaborative programs.


Occupational groups in short supply tend to be over-represented in public sector employment. The public sector has experienced difficulty competing on a remuneration basis with the private sector for equivalent occupations (for example engineers or ICT professionals). Features of public sector employment that have traditionally insulated the sector from the external market are disappearing. For example, there are fewer staff members being offered defined benefit superannuation schemes. However the effects of the GFC have reduced the impact of this factor in the last year, as job security regains focus as an attractive feature of public sector employment. Evidence also suggests that many mature age workers have elected to remain in the workforce longer than they may have previously planned, due to the impact of the GFC on superannuation returns. However given that many superannuation schemes are already showing significant signs of recovery, this is likely to have only a short term-effect on the labour market of 2 to 3 years.

macro-environment Factors: Due to its role in developing and implementing policy, the public sector has a significant role in shaping Australia’s responses at both a national and international level to emerging macro-environment factors that will impact on the future capability and capacity of Australia’s workforce. As such, it must lead in the implementation of these responses within its own workforce.

The effects of the GFC and the programs implemented to strengthen Australia’s economy and encourage recovery have had a direct impact on the skills needs of the public service. Focus has shifted in the last 12-18 months; significantly increasing in areas such as infrastructure development, financial management, regulatory compliance and education.

These programs at both the federal and state level have led to considerable internal restructure and role redesign within many government departments. For example, a significant increase in infrastructure development has placed additional demands on the public sector in occupational areas such as procurement, contract management, engineering, planning, project management and financial management. These changes have had a flow-on effect on training needs, as staff move from areas of familiarity to new roles. This has highlighted the need for ongoing development and skilling of the existing workforce, as well as proactive and innovative recruitment strategies to meet organisations’ skill needs. This ongoing development has been difficult in many public sector areas, as often the increased skill needs are in areas that were already suffering severe shortages prior to the GFC.

Increased demand has been partially offset by the

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Public Sector

The South Australian State Procurement Board identified a need to gather quantifiable data on the status of procurement capability in the South Australian Public Sector. In March 2009, Mr Jim Wright, Under Treasurer, SA Department of Treasury and Finance engaged GSA to undertake a skills audit of procurement personnel across multiple agencies.

The key objectives were to:

provide supporting data for a business • case to have procurement recognised as a priority occupation/qualification to ensure that those wishing to undertake training in this field are eligible for funding assistance through the Productivity Places Program

set a benchmark of capability within • procurement in the South Australian public sector

quantify the size and nature of the gap • between work levels and the qualifications that support that work. GSA adopted a multi-stage approach, using site visits and interactive online tools. Surveys were completed by procurement personnel with responses aggregated to provide an analysis of the current qualifications held and the existing operational levels and relative performance of personnel, to assess whether a skill gap exists. Site visits to each agency included interviews with senior procurement management.Each of the participating agencies received its own status report, including a comparison to where they sit against the other agencies participating in the audit. The State Procurement Board received its own report that presented aggregated data from all agencies. Results of the audit confirmed the Board’s understanding of procurement capability issues, and offered them quantitative data to support and inform future planning, including the need for greater investment in training.

The Board will continue to develop attraction, recruitment and development strategies and ensure that resources are sustainably applied to the professional development of its workforce.

WorKInG coLLAborAtIvELy


retention of mature age employees who have deferred retirement due to poorer than expected superannuation returns. The lack of job security and uncertainty in areas such as resources and manufacturing has also made the public sector an attractive option to professionals in the short term. Many organisations report the quality and number of applicants for vacancies has increased in the last year. However recent anecdotal evidence suggest that this trend may have already peaked and is not sustainable post recovery, and that the public sector’s ability to compete in a thin labour market will again become an issue.

Australia’s ageing population remains a significant issue for the public sector workforce. Statistics show that the median age of employees in the public sector is around 45 and that 44% of the workforce is older than 45 years of age. A number of recent profiles of state public sector workforces predict between 18 and 25% of the workforce will exit within the next 5 to 10 years. Deferred retirement due to effects of the GFC and the increase of pension age from 2017 will have an impact on this by shifting timelines sideways by 18 to 24 months. The public sector needs to act proactively now to gain the maximum benefit that extra time will provide.

How well training packages and the vEt system are meeting current and emerging needs:

The VET system:provides flexible training options•contributes to the growth of public service •

capabilitymirrors Australia’s trend to harmonise state and •

territory licensing and regulatory responsibilitiesseeks to better articulate VET qualifications with •

higher education opportunitiesresponds to emerging needs. •

Skill sets provide a targeted training option for public sector employees. The option to complete training in the form of skill sets rather than full qualifications is attractive and cost-effective. Skill sets will be introduced into PSP04 Public Sector Training Package for the first time in 2010.

The introduction of Vocational Graduate Certificates into PSP04 in 2010 has amplified the need for identifying articulation arrangements, as industry becomes increasingly aware of the capacity of VET to integrate with tertiary education in individuals’ career development.

The VET system continues to provide a platform for training standards that mirror Australia’s trend to harmonise state and territory licensing and regulatory responsibilities. For example, GSA has addressed the COAG agenda for harmonising trade measurement

and radiation safety competency standards through facilitating the development of qualifications in these sectors for inclusion in PSP04 in 2010.

In attracting and retaining employees within the public sector, public sector qualifications that align with professional standards hold greater value for employees and employers alike. The revision of the procurement and contracting units of competency undertaken in 2009 sought to closer align with the membership requirements for the various levels of the Chartered Institute of Purchasing and Supply (CIPS). In 2010 GSA will revise the PSP04 project management units of competency to reflect recent changes in the Project Management Body of Knowledge (PMBOK).

GSA’s work to align units of competency and qualifications with developments in national licensing arrangements, as well as the work undertaken in the case of procurement and contracting to align units with professional standards, has been well received by industry. Feedback from industry also indicates further emphasis on alignment with professional standards; licences will add further value to PSP04 qualifications.

Other recent developments to PSP04 have occurred in support of the Government’s introduction of Fair Work Australia, with new qualifications having been developed to ensure the professionalism and standards of the workplace relations services provided.

Reductions in training and development budgets as well as the removal of access to the Australian Apprenticeships Incentives Program for government employers resulted in an overwhelming response to GSA’s call for expressions of interest in the enterprise-based Productivity Places Program.



ProFILE

In June 2009, it was estimated that the public sector (public administration and safety) employed 595,900 people nationally. Seven per cent of the workforce is aged below 25, 49% between 25 and 45 years and 44% over 45. Females represent 58% of the workforce (345,600) and males 42% (250,300). The public sector employs approximately 12,000 Indigenous workers (2%) compared with the whole of industry national average of 1.35%.


Despite extensive efficiency reviews, job redesign and some reduction in staffing levels, the public sector continues to experience skills shortages in a number of key areas. While other factors discussed previously have in some instances lessoned the severity of these shortages, occupational vacancies continue to be high in areas, such as:

policy development•procurement•financial management (accountants, auditors •

and analysts)human resource management•project management•asset management•regulatory and compliance monitoring. •

These occupations are representative of those covered by qualifications in PSP04 Public Sector Training Package. In addition, due to the wide ranging work of the public sector there are also significant skills shortages in occupational areas that are covered by training packages managed by other ISCs. For example:

Community Services and Health Industry Skills • Council

– healthcare workers – childcare workers – aged or disabled person carers

Innovation and Business Skills Australia:• – librarians – ICT professionals – vocational education teachers.

Public SectorIn some instances changes to economic policy, such as increased infrastructure development, have increased demand; offsetting the short-term gains realised through deferred exits and a softer labour market. Recent anecdotal evidence suggests the recovery of other sectors is already resulting in the tightening of the labour market to pre-GFC levels. For example, in Western Australia recent regrowth in mining and the Gorgon Gas project has had an impact both on the demands on the public sector in relation to regulatory compliance monitoring and in the retention of professional staff.

The increased focus on environmental sustainability and green skills and associated regulatory and compliance issues will see a growth in demand for these emerging skill areas, as a range of specific roles is established throughout public sector departments to facilitate establishing and implementing policy and practice.

InduStry EvIdEncE

This Environmental Scan attempts to revisit and review key issues and trends identified in the preceding two years’ Environmental Scans, particularly in light of changing macro-environment factors. As such it has been guided by previous content whilst ensuring any new or emerging trends and issues are identified.

Diverse methodologies were employed to ensure all intelligence gained through research and anecdotal evidence was valid. These included literature reviews, engagement with industry associations and professional bodies, surveys, website feedback, findings gathered through ISC workforce development activities, focus groups and surveys.

Solutions and potential sources of labourA range of solutions to skills shortages in the public

sector has been identified previously and these remain relevant (see below). The solutions have all been implemented by some stakeholder organisations to varying degrees. GSA promotes these solutions through its workforce development work and seeks to promote initiatives in this area to industry networks through reports and case studies.

Some skill shortage solutions applicable to the public sector operating environment include:

increasing the skill levels of existing workers •improving the understanding and provision of •

career pathwaysdeveloping a learning culture and flexible •

learning pathwayspromoting the concept of life-long learning•providing mentoring opportunities•developing and promoting articulation between •

VET and higher education sectors


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providing leadership development programs•providing Indigenous development programs•succession planning and management•establishing partnership arrangements for •

training.

With Australia’s previously tight labour market, potential sources of entrants to the public sector have been limited. Recent softening of the labour market as well as the following innovative initiatives have attracted additional interest in and new entrants to the public sector:

introduction of phased retirement programs•increase in provision of flexible working •

arrangementscross-agency collaboration and use of shared •

service type arrangements improved education retention and greater •

accessibility and flexibility for attracting youthimproved career promotion and marketing of the •

public sector as an employer of choiceattraction of mature age job seekers returning to •

workforcetargeted migration. •


The following barriers to overcoming skills and labour shortages within the public sector have been identified.

Reduced training budgets in response to • economic pressures

Reduced access to external training funding•Ageing Australian demographics•Ease of articulation with higher education •Training provision in a thin market •Industry and occupational image •

In 2008, 61 Aboriginal staff employed in government and community services in South Australia graduated from a skills recognition program which combined recognition of prior learning with mentoring support. The project’s aim was to address obstacles to career advancement for Aboriginal people and to recognise government commitment to increasing the employment of Indigenous people, especially in government services.

The following accounts describe the origins and benefits of the project to individuals and organisations.

‘I could see the enormous potential through the RPL process, the gaining of the qualification and future study and career pathways, for Aboriginal people in South Australia.’

Klynton Wanganeen, commissioner for Aboriginal Engagement

‘The RPL mentoring program enabled us to recognise the existing skills of staff and to provide a formal process for certification that offered a degree of flexibility through the three qualifications on offer. We were given the opportunity to identify the skills gaps of employees with the potential to improve the overall productivity of the team. It also provided staff with the opportunity to network with others about the skills gained and the ability to mentor less experienced staff.’

christel Hicks, manager, Aboriginal Employment Initiatives, dFEESt SA

‘Many Aboriginal people have the skills and knowledge but not the opportunity to gain the formal recognition of their skills and knowledge. Without this formal recognition, barriers exist in gaining employment and advancing employment. The project addresses those difficulties.’

debbie Warren, Project officer, dieri Aboriginal community, Port Augusta

EnGAGInG tHE IndIGEnouS WorKForcE


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Public SectorSEctIon 3. currEnt ImPAct oF trAInInG PAcKAGES


The number of publicly-funded course enrolments in PSP04 Public Sector Training Package qualifications continues to rise with an increase from 4006 enrolments in 2007 to 5115 enrolments in 2008 (see Appendix D).

In Western Australia, for example, the creation of a Public Service Commission has generated increased interest in PSP04 and they are now looking to align their training to the training package, which will further increase uptake of qualifications.

It should be said however that the above data does not reflect the true uptake of PSP04, as the majority of training in the public sector is not publicly funded and so currently not captured on a national basis.

Training in specialist skill areas or to achieve regulatory compliance continues to be a focus for the public sector in VET. As such, the PSP04 Continuous Improvement Plan for 2009 focused on addressing training needs

In the Northern Territory, the Ombudsman Act 2009 led to an increase in public awareness of the role of the Ombudsman and the services offered. This has created a substantial increase in activities which required the training of public servants in the conduct of investigations.

Charles Sturt University joined with Ombudsman NT in a joint venture partnership to provide the training. The program was developed and delivered in-house by senior officers from Ombudsman NT. Interest in the program was high, with five applications being received for each place offered.

On successful completion of the program participants will be awarded Certificate IV in Government (Investigation).

A consistent, collaborative approach with other government agencies, while a feature of the delivery of the program, will contribute to better public administration.

joInt vEnturES: A SuccESS Story

in trade measurement, procurement and contracting, courts, radiation safety, and workplace relations.

Qualifications with a poor uptake, such as those in record keeping and enterprise architecture, were reviewed. As training needs are being met by other avenues in these cases, these particular qualifications are being removed.

Feedback from users of the training package suggests that the in-service training on compliance subjects that public sector employees receive in areas common to the sector, such as ethics, diversity and OHS, deter employees from completing full qualifications as the units of competency in the qualifications dealing with these subjects are deemed superfluous and repetitive. However if agencies could be encouraged to undertake training aligned to training package units, then the training occurring would allow employees to be able to claim competency in this area. The introduction of skill sets in the next version of the training package will provide more targeted training options.



PSP04 Public Sector Training Package is responding to industry needs with a number of new components proposed for Version 4, which will be submitted for endorsement in early 2010. The new version of the training package will include skill sets for the first time.

Workplace relations qualifications have been developed in response to the training need arising from the creation of Fair Work Australia on 1 July 2009. The proposed Certificate IV and Diploma will provide benchmarks for recognition of the professional services provided in this field.

Qualifications for trade measurement inspectors and senior inspectors will be submitted for endorsement in 2010. The development of these national training standards reflects the COAG Regulatory Reform Agenda, which will see responsibility for Australia’s trade measurement system transferred from States and Territories to the Commonwealth.

A Vocational Graduate Certificate and skill sets in radiation safety have been developed in response to a request from the Australian Radiation Protection and


Nuclear Safety Agency’s (ARPANSA) Radiation Health Committee. The regulators are being driven by the COAG agenda on harmonisation and the implementation of the units will contribute to achieving nationally uniform standards in each jurisdiction.

GSA was approached by the Australasian Committee for Court Education (ACCE) to update the current court units. ACCE is of the opinion that the consultation process and proposed changes will encourage greater take up of the qualifications and transfer of skills.

Procurement and contracting consultations took place in 2009, which spurred the development of four new procurement and contracting qualifications and three skill sets to replace the three current qualifications. The new qualifications will reflect the professionalisation of procurement as a sector, and the Government’s sustainable procurement reform agenda.

Beyond Version 4 of the training package, translating and interpreting qualifications are to be incorporated into PSP04 later in 2010. The continuous improvement of PSP04 will also involve a review of the current project management qualifications to align with changes to the Project Management Body of Knowledge. A Certificate IV in Government (Human Resources) will also be scoped and potentially developed as a result of gap identification via workforce development activities.

A large body of work will also be undertaken in response to the training package changes approved by the NQC in December 2009. Revisions will be required for a number of PSP04 qualifications to ensure that they meet the new requirements of the Training Package Development Handbook. PSP04 will also need to be examined in light of the Government’s green skills agenda.


The breadth of changes that need to be undertaken on PSP04 Public Sector Training Package in 2010 will require extensive work. Cooperation amongst ISCs is fundamental in meeting the new guidelines, for the number of electives and imported units within qualifications, and fulfilling green skills requirements. Clear communication on developments and opportunities to share experiences will assist the process, particularly in the case of PSP04 which has a high proportion of imported units, as many qualifications rely on technical units of competency from other industries’ training packages.

The volume of work undertaken within the 2009 continuous improvement cycle has been possible in part due to the financial commitment and in-kind support

of peak bodies and organisations in individual sectors. However the number of projects has prohibited financial commitment to further supporting projects beyond the development of training package components to be endorsed. Industry has demonstrated a clear need for tools such as implementation guides, and it is evident that commitment to supporting sectors post-endorsement will smooth progress along the path to endorsement. This is clearly demonstrated in sectors new to the VET arena, including radiation safety and translating and interpreting.

GSA continues to receive enquiries for PSP04 support resources. There is a clear demand for developing resources that can be used in the delivery of the training package’s endorsed components.


WaterSEctIon 1. LAtESt InduStry IntELLIGEncE

InduStry ovErvIEW

The water industry provides a fundamental service to communities and enterprises across Australia. This includes supplying irrigation water to farmers and other users and providing drinking water and wastewater services, including sewage treatment, to households and industry. Core water industry skills are also required in a number of industries, including mining, hospitality and local government.

The skills of the water industry workforce and enterprises are critical, given Australia’s highly variable rainfall and frequent water shortages. Efficient use of water resources is essential for the long-term sustainability of Australia’s productive land and natural environment.

The water industry includes the major sectors of:water sourcing, treatment, supply and •

distributionwastewater collection and treatment, •

stormwater and drainage wastewater and biosolids reuse

ground water recharge•water quality management, monitoring and •

measurement.

The water industry employs water and wastewater treatment operators; networks maintenance personnel and specialists, such as hydrographers; environmental advisers; water quality officers; infrastructure and treatment systems designers and managers; remote essential services operators; trade waste operators; dam safety operators; and water scientists, including chemists, biologists, microbiologists, lock operators, and ground water hydrologists.

market Factors: Historically the VET system has struggled to meet the needs of the water industry. The corporatisation of water utilities that occurred in the 1980s and 1990s contributed to fostering an ‘as needed’ training culture, rather than training for investment in the future. When combined with the smaller and more geographically dispersed water workforce operating in local government jurisdictions, it has been problematic to accurately quantify and forecast demand. A reliance on enterprise level training has, until recent years, diverted attention from the value of nationally endorsed training. The perceived small training market has resulted in a lack of availability of quality training providers and training and assessment resources.

The water industry considers the training delivery provided through the VET system to be inadequate in fulfilling the industry’s training and assessment needs. The number of RTOs delivering qualifications from NWP07 Water Training Package is relatively small, with the majority of active RTOs based on the east coast. Interestingly however, there are thirty-five RTOs listed on the NTIS as having NWP07 as part or all of their scope of registration. This clearly indicates that many listed RTOs are likely to have little previous, and certainly no current, training and assessment activity. Furthermore concern continues to be expressed by industry regarding the quality of the training delivery of some training providers and the availability of resources.

The lack of learning and assessment resources aligned to NWP07 has long been a major issue for water enterprises and an obstacle for RTOs, given the cost of developing resources. This has been addressed through funding provided by the National Water Commission (NWC) to develop resources aligned to NWP07 units of competency at Certificate levels II, III and IV.

Industry Factors: The NWC and the National Water Initiative continue to drive reform within the water industry. There is an ongoing focus on national standards for water management and systems, including a shift to a national and consistent approach to water testing, measurement and reporting. This emphasis brings with it a need for national certification of water operators, which can be reflected in national


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training standards. The need for operator certification will be investigated further, with project funding being provided by the NWC to explore certification needs for operators of treatment facilities providing potable water. In Victoria, a code of practice has been developed by the Victorian Department of Health Services, Water Industry Operator’s Association and water enterprises, which may in future lead to certification or licensing arrangements with potential links to the training package. The code of practice is being implemented voluntarily from March 2010.

Environmental sustainability is a key issue for the industry, and utilities are placing increasing emphasis on long-term water resource strategies and alternative approaches to water supply, such as desalination plants and recycled water and recharge schemes. The incidence of sustainable water resource management projects has been accompanied by major investments in capital works in Australia’s capital cities and major regional areas. The Government’s Water for the Future framework is also committing considerable funds to strategic water reform. Such projects are highlighting the need for employees who are competent in specialist industry and technical skills, as well as generic skills including business planning and project management.

macro-environment Factors: Climate change continues to be a major issue for the water industry. Its impacts on the industry are extensive. Managing the Murray-Darling Basin and the effects of climate change, drought and over-allocation requires a workforce skilled in strategic environmental sustainability. Severe weather events such as droughts and floods have an obvious and direct impact on the water industry, but also bushfires such as last year’s Black Saturday bushfires in Victoria affect utilities’ management of water. Water utilities’ roles are diversifying to incorporate planning for such disasters and implementing effective recovery.

The ageing of Australia’s workforce is reflected in the demographics of the water industry. The Water Skills Taskforce reports in its media releases that a large percentage of people in the industry are over 50 years of age. It is projected that by 2018 the industry will have 40,000 vacancies. Recruitment and retention of a skilled workforce are ongoing issues for the industry.

The GFC has not had a significant impact on the water industry. Substantial investments in capital works and national infrastructure projects have enabled the industry to maintain its workforce. Job growth may be constrained by the GFC over the next two to three years but the high profile of environmentally sustainable water management and the government’s commitment to the Water for the Future framework will see the water industry continue to grow. There is no evidence to suggest that this has diminished the technical skills

shortage in the water industry. It is expected that as economic activity increases across industries, skills shortages in the water industry will increase.

How well training packages and the vEt system are meeting current and emerging needs: Continuous improvement has been undertaken on NWP07 Water Training Package. Version 2 has been developed and is approaching submission to the National Quality Council (NQC) for endorsement in early 2010. The proposed additions and revisions reflect the current skills needs in the water industry and the shift towards national certification requirements. Units of competency within the package dealing with dam safety monitoring, irrigation, hydrography, water and wastewater treatment, and asset maintenance and planning, have been updated and new units created to

The water industry has for some time been in desperate need of suitable and current materials that assist RTOs in delivering training in support of NWP07 Water Training Package.

In 2007 the National Water Commission as part of its Raising National Water Standards project funded GSA to advance the development of resources for each unit of competency in Certificate II, III and IV of NWP07. The provision of customisable and flexible resources will enable trainers both remotely and locally to deliver training holistically.

The project includes development of learner resources, facilitator resources and assessment tools.

Availability of these materials will address major learning resource gaps that exist in the water industry. Materials developed as part of this project will enable delivery of training within gap areas, such as hydrography, and trade waste, distribution and collection.

The learning resources, once published, will be continuously improved through a rigorous process of industry consultation and user feedback. This will ensure the validity of the resources well into the future, and provide industry and RTOs with the most up-to-date materials available nationally.

InduStry commItmEnt to vEt


reflect new standards and potential future certification requirements. New elective units have been added to cover water meter installation and water and wastewater asset planning, reflecting technical skills shortages in these areas. Skill sets will be introduced into Version 2 of the training package for the first time, having been developed for fluoridation, water meter installation, dam safety monitoring and hydrography. The introduction of these skill sets will provide efficient training options for specialist skills needs, where an entire qualification may be considered unnecessary.The NWC’s commitment to the VET system has made possible the development of learning, facilitation and assessment resources to support the delivery of NWP07 (see the case study below). The NWC has announced a further project for the creation of learning resources to support the delivery of the Diploma and Vocational Graduate Certificate qualifications. The learning resources will increase RTOs’ capability to deliver training from NWP07 and address skills shortages. The ongoing quality of training delivery is dependent on maintenance and currency of these learning resources. Expansion of the ISCs’ role to incorporate this responsibility will ensure the ongoing availability of quality training products.


ProFILE

It is estimated that the water industry employs around 44,000 people nationally. Employees aged 15 to 24 represent 6% of the workforce, with the 25-45 and 45-65 age groups representing 54% and 40% respectively. 97.7% of the water industry’s workforce work full time, with 93% in a permanent position.

The average age of a water industry employee is 42.4, slightly above the all industry average of 41 years. The average tenure for the water industry’s workforce is 10.7 years compared with 7.4 years for the all industry Infohrm benchmark. While male employees make up approximately 85.4% of the workforce, 27% of total employee turnover in 2007/08 were females.

currEnt SKILL And LAbour SHortAGES

The water industry is experiencing skills gaps in the job role of water industry operators, a gap that is forecast to widen. The skills shortage pertains particularly to specialist technical skills, especially in the areas of water quality and wastewater management. In addition to technical skills shortages associated with operations and trades roles, skills shortages have been identified in science, engineering and management areas. These skills shortages are exacerbated by competing demands from other industries, such as mining and construction. Water-specific skills are not readily sourced from the labour market but require specialised industry skill development in addition to base trade or tertiary qualifications. NWP07 covers both the operational and technical competencies in which the industry is experiencing skills shortages.

InduStry EvIdEncE As may be seen in Appendix C, four qualifications

from the Water Training Package are included on the National Priority Occupations and Qualifications list.

Certificate II in Water Operations•Certificate III in Water Operations•Certificate IV in Water Operations (Hydrography)•Diploma of Water Operations •

The WSA funded a report based on survey results from its members, which resulted in the 2008 occasional

Water


paper An assessment of the skills shortage in the urban water industry. The paper does not reflect the impact of recent events, such as the GFC; nonetheless its findings have been a valuable component of this Environmental Scan. Another key piece of work that has informed this scan is the national audit of skills and labour shortages conducted by the International Centre of Excellence in Water Resources Management (ICEWaRM). Both skills audits forecast significant skill gaps in the water industry.

In addition to a review of the literature, anecdotal evidence relevant to this Environmental Scan has been obtained from industry through the Water Industry Advisory Committee and technical reference groups established by the committee.


The water industry is well organised nationally, and proactive in its efforts to address skills shortages. The National Water Industry Skills Taskforce was established in 2008 as a key national body addressing water industry skill issues. A key initiative was the establishment of the National Water Industry Skills Strategy and associated actions. The work of the taskforce has produced the H2Oz Careers in Water campaign to attract people to the industry. The campaign features a website that provides information on the water industry and specific job roles as well as job listings. The taskforce has also endorsed a Water Industry Mentoring Program and a Water Industry Secondment Program facilitated through the Australian Water Association (AWA).

ICEWaRM has followed its national audit of skills and labour shortages with a strategy, the National Water Skills Strategy that identifies actions for building a skilled workforce. The strategy draws on education and training, workforce planning and promotion of the water industry as a career option.

The water industry will need to maintain the momentum of its workforce development initiatives and ensure that the actions from the National Water Skills Strategy are managed in order to attract and retain a skilled workforce for the future. The AWA, with funding support from NWC, has created the H2Oz marketing brand. This is designed to raise the profile of the industry and position it as an industry of choice, by projecting a more modern outlook when advertising vacancies. This initiative is still evolving; however, response thus far has been extremely positive.

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The water industry, and specifically the water operations area, have tended traditionally to be male dominated. As a result, there have been concerted efforts in recent years to promote career pathways for women in non-traditional roles in order to increase the industry’s labour market.

rachel’s story

I am a trainee water operator with Sydney Water. Currently I am working in civil maintenance where I fix broken water mains and reconstruct them. As part of my two year traineeship I get to work in four different areas, each for six months and do a Certificate III in Water Operations at the same time.

I have already worked in construction, which included tasks like laying pipes and digging trenches. My next six months will be in a sewerage treatment plant and following that I will be in monitoring services.

I would like to finish my traineeship and continue working in the water industry. After experiencing the different areas in Sydney Water, I think I will know where I want to work. I also hope to go to university and study civil engineering.

As far as I know, I am the first woman to work in construction with Sydney Water and I think there should be more women working in this area of the industry.

AttrActInG WomEn to non-trAdItIonAL roLES


Watertechnical specialisations within the industry.

There continues to be limited ad hoc delivery in the Diploma qualification. However, with the proposed development of resource materials to support delivery in Diploma and Vocational Graduate Certificate levels, the demand is expected to increase substantially.



NWP07 Water Training Package will respond to industry training needs when Version 2 is endorsed by the National Quality Council in early 2010. The new version contains amendments to existing units as well as new units designed to better match the specialist skills required by water operators.

The actions from the National Water Industry Skills Strategy will inform future developments of the training package. The proactive efforts of peak bodies in the water industry in undertaking workforce development and planning will be paramount in determining future directions for training in the industry.

As certification and national standards are becoming increasingly prominent in the water industry, it is essential for the training package to align qualifications, skill sets and units of competency with certification outcomes.


A key obstacle to addressing skills shortages in the water industry is the lack of sufficient capacity to deliver education and training for the water sector through an acute shortage of quality providers for the scope of requirements.

Additionally, the lack of nationally consistent learning resources at the Diploma and Vocational Graduate Certificate levels prohibits education institutions offering programs for the water industry at this level.

Competition for talent with industries with similar skill sets means that the water industry must continue to build attraction and retention strategies that include career pathways and support development. Government Skills Australia and the Australian Water Association, in consultation with the National Water Commission, are currently developing a short-term strategy to manage this situation with a longer term and more sustainable strategy being developed through 2010.

SEctIon 3. currEnt ImPAct oF trAInInG PAcKAGEs


There has been an increase in the number of enrolments and completions in qualifications from NWP07 Water Training Package in 2008 (see Appendix D).The development of national learning resources at Certificates II, III and IV levels has supported the uptake of the training package by enhancing RTO capacity.

The training package is increasingly being used for RPL of existing workers in water enterprises to provide formal qualifications and for up-skilling or re-skilling existing workers.

With the exception of Certificate I in Water Operations (targeting VET in Schools), water operators need to have significant workplace experience – usually employment in the water industry – in order to satisfy the workplace evidence requirements of NWP07 units of competency. Qualification packaging rules are designed for flexibility with a wide scope for selecting electives to meet both urban and regional enterprise needs, individual skills requirements and career pathways.

There has been increasing yet, comparatively speaking, low levels of delivery of Certificate IV in Water Operations. Continuous improvement modifications to the training package aim to address this through the addition of new specialist elective units that reflect


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During 2010, GSA will undertake a full review of NWP07, with key focus areas being ensuring compliance with ‘flexible qualification’ criteria, and sustainability and green skills. The Certificate IV, Diploma and Vocational Graduate Certificate qualifications will also be subject to major review.


The lack of capacity to deliver quality training across Australia for the scope of water operations and technical requirements is a major barrier for industry. As skills standards for the water industry are refined to meet emerging needs and reflected in NWP07 Water Training Package, it is paramount that the capacity to deliver quality training to meet industry needs is supported across all jurisdictions, and that ease of access to quality training delivery in urban and regional communities is provided. A focus on improving and expanding the

H2Oz Careers in Water is a web-based careers awareness program promoting the range of career opportunities within the water industry. The website, http://www.h2oz.org.au, encourages people to consider water related jobs, and has a particular emphasis on attracting young people to the industry. The website features a variety of career pathways across science and environment; engineering; policy and planning; corporate services; communication and education; and operations, maintenance and trades. Training and education entry points are highlighted to assist people in embarking on their careers. Videos, interviews, case studies and photos offer insight into working in the industry. The website also acts as a recruitment tool, advertising job vacancies from participating organisations.

Attracting new workers to the industry is paramount, and this initiative demonstrates the industry’s commitment to overcoming skill and labour shortages.

The careers project is managed by the Australian Water Association and is supported by over 30 partner organisations.

ExcItInG cArEEr oPPortunItIES In WAtEr

capacity of RTOs will continue to be of major interest to and, attention from, peak bodies and GSA.

The lack of access to public funding for skill sets rather than full qualifications is a barrier to skill development particularly in regional and remote areas.

The Productivity Places Program (PPP) has provided opportunities for industry to engage in training, subject to varying state and territory jurisdictional implementation protocols. Currently this funding is only available for attainment of a full qualification, meaning tzhat individuals who require only specific specialist units of competency (skill sets) are not eligible for funding. Access to PPP places is restricted when RTOs are not in a position to provide the full scope or required training for attainment of qualifications. The number of expressions of interest received by GSA from the water industry for the enterprise-based PPP indicates the demand for training provision.


Methodology mEtHodoLoGy

Government Skills Australia’s (GSA) 2010 Environmental Scan was developed using a variety of research techniques aimed at identifying the experience and opinions of employers, workers and industry stakeholders throughout the government and community safety industries. These included:

WHAt WE dId WHEn WE dId It

Industry consultationGSA staff and representatives have been •

conducting on site visits, one-on-one interviews, and workshops with government and community safety enterprises, industry associations and other stakeholders.

Training Products and Services team has collected information from industry representatives by attending key workshops, conferences and seminars, as well as analysing feedback gained through the Training Package Feedback Register in consultation with Industry Advisory Committees (IAC) and peak and professional bodies.GSA’s workforce development branch has engaged directly with employers, and industry peak and professional groups, which has enabled the collection of data on current workforce development issues and needs across all industries.

An industry forum with invited participants from across the industry to focus on the key issues and drivers of change.

november 2009 GSA IAc conferenceGSA held its Big Issues? Bright Future! conference, which acknowledged the challenges faced by Australian industries including the global financial crisis, a changing climate, and an ageing population.Presentations by keynote speakers from the following organisations addressed these issues and inspired IAC delegates and GSA staff to consider what can be achieved through effective industry-led vocational education and training and workforce reform.

Veronica Davids, UK Qualifications and Curriculum •Authority

Philip Bullock, Chair, Skills Australia•Patrick McKendry, Chair, National Quality Council•

GSA Environmental Scan 2009 reviewGSA produced the Environmental Scan that aims to predict trends and skill needs across its industries to better enable the VET system to respond with speedy, practical solutions.

Industry advisory officers reviewed the content of the 2009 Environmental Scan to validate and update as required. The issues and solutions presented in the 2009 scan were further explored through the identification of industry ‘macro’ case studies that support solutions and best practice.

Focus group interviews with key industry stakeholdersGSA conducted a series of interviews with industry associations and employers to ascertain the experience of their members and identify and validate themes and issues. These also included a review of industry research conducted by these organisations. Interviews were also conducted with employers on issues raised in the Environmental Scan.

GSA conducted focus groups that explored the impact of the following issues on its industries.

The ageing workforce•The current GFC•Climate change•Access to flexible and affordable training in rural •

and remote areasLimited access to and use of public-funded training•

continuous improvement activityGSA conducted consultation specifically to determine continuous improvement needs for individual training packages.

The Training Products and Services team has collected and analysed feedback through the Training Package Feedback Register and industry consultations. This feedback was further analysed against the key issues and drivers for the government and community safety sectors.

review of industry reports and surveysThese include those listed in the bibliography at scan end, and reflect current research findings of key industry associations and stakeholders.

The Environmental Scan team reviewed reports, external survey results, and statements produced by key industry peak and professional bodies that validate or challenge the key issues and drivers identified by GSA.


bIbLIoGrAPHy

Australian Bureau of Statistics (2009) Employment and Earnings, Public Sector, Australia, 2008-09•Deloitte (2007) Bolstering human capital: how the Public Sector can beat the coming talent crisis•Government of Western Australia, Department of Education and Training (2009) Training WA: Training for the future •

2009-2018Industry Skills Councils (2009) Environmental sustainability: an industry response•Infohrm (2008) Benchmark Report•NCVER (2009) A competent recovery? Implications for the vocational education and training system of the global •

economic downturnNCVER (2009) Employers’ use and views of the VET system•NSW Department of Education and Training (2008) NSW Green Skills Strategy Implementation Plan 2008-2010•

corrections

Corrective Services NSW (2009) Annual Report 2008-2009•Northern Territory Department of Justice (2009) 2008-2009 Annual Report•Queensland Corrective Services (2009) Annual Report 2008-2009•SA Department for Correction Services (2009) Workforce Plan 2008-2013•Serco Asia Pacific (2009) 2008-2009 Annual Report: Acacia Prison•State of Victoria, Department of Justice (2009) Justice Annual Report 2008-2009•WA Department of Corrective Services (2009) Corrective Services Annual Report 2008-2009•

Local Government

Australian Centre of Excellence for Local Government (2009) Project Plan 2009-2014•Australian Government, Department of Infrastructure, Transport, Regional Development and Local Government •

(2009) 2006-2007 Local Government National ReportLocal Government Managers Australia (2008) Regional Employers’ Alliance Project Phase 2 Final Report•National Local Government Skills Shortage Steering Committee (2007) National Skills Shortage Strategy for Local •

Government

Public Safety

Bushfire Cooperative Research Centre (2006) Understanding the volunteer•Reich, J., Hearps, J. Cohn, A., Temple, J., McDonald, P. (2006) Defence personnel environment scan 2025•SA Police (2008) South Australia Police Annual Report 2007–08•The Parliament of the Commonwealth of Australia (2009) Making it fair: pay equity and associated issues related to •

increasing female participation in the workforce

Public Sector

Australian Public Service Commission (2009) State of the Service Report 2008-2009•Deloitte Australia (2009) Crossing the divide: private sector recruits share their views on their new public sector •

environmentGovernment of South Australia, Commissioner for Public Employment (2009) Repositioning HR in government•Government of South Australia, Department of the Premier and Cabinet (2009) Our future directions 2009-2014•Government of South Australia, Department of the Premier and Cabinet (2007) South Australia public sector •

workforce information summary reportGovernment of Western Australia, Public Sector Commission (2009) Forward thinking: workforce challenges for the •

public sectorNT Department of Business and Employment (2009) Northern Territory Occupational Shortage List•NT Department of Business and Employment (2009) Workforce NT Report•TAFE SA (2008) RPL mentoring project: Recognising the real value of life and work experience•

Bibliography


Water

Australian Water Association (2009) Australian Water Association Annual report 2008 09•Barrett, K. (2008) An assessment of the skills shortage in the urban water industry, WSAA Occasional Paper No. 21•Government Skills Australia (2009) Workforce development report: Power and Water Corporation•International Centre of Excellence in Water Resources Management (2008) National Water Skills Audit•Water Services Association of Australia (2009) WSAA Report Card 2008-2009: Performance of the Australian Urban •

Water Industry and projections for the future

Bibliography

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Government Skills Australia 2010 Environmental Scan

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