OECD Reviews on Local Job Creation Indigenous Employment and Skills Strategies in Australia

Description

Innovative ways of working with Indigenous Australians are needed to improve their employment prospects, especially as many work in jobs that are most likely to be impacted by digitalisation and automation in the future. This report considers both quantitative and qualitative data regarding employment, skills, and entrepreneurship opportunities for Indigenous Australians. Foreword Acknowledgements Reader's Guide Acronyms and Abbreviations Executive Summary Local leadership matters A flexible and customised training system can foster more participation Targeting disadvantaged groups can improve labour market participation Assessment and Recommendations The Skilling Australians Fund can secure better employment outcomes provided that employers take a leadership role in steering design and delivery Strengthen local leadership networks to generate stronger apprenticeship outcomes Encourage vocational education and training providers to conduct more outreach with local employers and industry experts Look at opportunities for City Deals to enable policy innovation within the skills training and apprenticeship system Ensure multidisciplinary pathways and flexible training arrangements within the VET system Recognise the importance of mentoring and support for apprentices to complete their training Consider setting social procurement targets to have a binding commitment from employers on skills training Provide more customised and targeted support to SMEs to offer apprenticeship opportunities Align training offers and delivery with the demands of emerging and growing industries Chapter 1. Recent labour market and skills trends at the regional level in Australia Recent economic trends Labour market trends Unemployment rates Regional differences Employment trends and projections by industry Brief overview of state labour market conditions New South Wales (NSW) Victoria (VIC) Queensland (QLD) South Australia (SA) Western Australia (WA) Tasmania (TAS) Northern Territory (NT) Australian Capital Territory (ACT) Skill shortages and recruitment difficulties International evidence Evidence from OECD Skills for Jobs database Evidence from the Programme for the International Assessment of Adult Competencies (PIAAC) data Regional differences References Chapter 2. The evolving role of vocational education and training at the national and local level Education attainment in Australia Impact of quality vocational education and training (VET) system Overview of the Australian VET system National level Council of Australian Governments (COAG) Australian Skills Quality Authority (ASQA) State/territory and local levels New South Wales (NSW) Tasmania Queensland The evolving role of Apprenticeships Notes References Chapter 3. OECD Skills Survey of Australian Employers OECD survey of Australian employers regarding skills and apprenticeships Overview and characteristics of the respondents Employers' perspectives on skills demand and apprenticeships Chapter 4. Taking a sector-based approach to workplace training – Sydney Metro Case Study Background Key employment and skills challenges Skill shortages in the region Competing projects High proportion of low-skilled workers New technologies Low training uptake Ageing workforce Lack of diversity Unemployment The development of a Sydney Metro workforce development strategy Using public procurement to deliver skills training Development of partnerships through an advisory group Workforce development programmes introduced by Sydney Metro Sydney Metro Industry Curriculum Program Sydney Metro Upskilling Program Sydney Metro Apprenticeship Program Pre-Employment Program Infrastructure Skills Centres Program outcomes Lessons learned Challenges faced during implementation Establishing partnerships Setting ambitious but feasible targets Drivers of success Collaborative approach Leadership from the client Contractual obligations backed by flagship initiatives Note References Chapter 5. Moving a local economy to higher value added skills – STEMship Case Study Background Skills for a knowledge economy Challenges within the current VET system Need for multi-disciplinary approach Programme approach Programme Outcomes Lessons learned Drivers of success Local leadership through RDA Hunter Partnership with industry Implementation challenges Current VET funding and delivery models References Chapter 6. Targeting disadvantaged youth – Cowboys: Dream, Believe, Achieve Case Study Background Unemployment and skills gaps affect disadvantaged job seekers Education and training challenges within the current VET system Programme approach Intensive mentoring Individually tailored training Programme outcomes Lessons learned Challenges Drivers of success Cowboys brand and community leadership Collaboration with industry and community organisations References Chapter 7. Embedding skills training in economic development – Collective Education in Tasmania Case Study Background Tasmania’s recent economic and labour market performance Challenges within the current education system Student attainment Student retention Participation in education and work Recent direction and areas of education reform in Tasmania Education Bill 2016 Extending government high schools Years 11 and 12 curriculum website My Education initiative Programme approach Braving a ‘systems change’ approach The Collective Ed vision Changing the game from deep foundations Real Futures Generation (RFG) – Tasmania, 2011-2015 RFG value in focus: Collaborating with Tasmanian childcare sectors to connect young Tasmanians with meaningful futures High Impact Programs (Tasmania, 2017) HIP value in focus: Public sector job creation for young Tasmanians MyRoad - Tasmania, August – December 2017 MyRoad via eBeacon value in focus: Using technology to expanding programme reach. Lessons Learned Ways to enable systems change thinking and participation Leverage credibility to secure financial sustainability The right kind of funder matters – look beyond the monetary value Nothing can be achieved when goals are framed in a vacuum Change is political, it requires commitment to people. Leverage the collective commitment – and resist the seduction of quick wins References Blank Page