Page 2725 - Week 09 - Tuesday, 16 September 2014
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model known as forecasting industry needs and entitlement, FINE, which also informs the variable levels of subsidy applied to qualifications based on the level of skills needs.
The initiative also recognises that for some there are barriers to undertaking training and completing a qualification. A comprehensive approach to improving access and support for training, through the provision of loadings, concessions, additional support funding and an embedding of foundation skills, will support those experiencing disadvantage and maximise the chance of qualification completions. Skilled capital will allow funded training to respond in a more agile way to the needs of students and to our economy.
CIT embraces training across a range of levels. This recognises that this broader skills work is supported by significant changes underway at the CIT. Firstly, however, I would like to acknowledge the significant contribution that CIT makes to our economy and to the skills of our community. The role CIT plays is critical to the future of vocational education and training, not only as our public provider but as our largest registered training organisation. The provision of training through CIT is a vital element in the government’s commitment to assist the people of the ACT to be part of a well trained and highly skilled workforce.
In considering the current national landscape, changes underway in some jurisdictions have not been kind to the TAFE sector. However, the ACT’s skills reform implementation plan is explicit in its commitment to support CIT to continue to thrive in a more competitive market. For the past two years, CIT has been preparing and developing an integrated blueprint to position its future in a rapidly changing world. Elements of the blueprint are interdependent and are fundamental in their entirety. Much of the work has already been put in place.
The blueprint comprises a contemporary strategic plan and flexible operational business plans; a business development strategy; effective systems and a new organisation structure; leadership and cultural development; a five-year financial plan and a strategic risk review; and two elements I will mention in a bit more detail, the campus modernisation strategy and changes to CIT governance.
CIT has undertaken a detailed analysis to identify accommodation needs for future delivery of vocational education and training. This analysis has informed the initiation of a CIT campus modernisation strategy. The strategy will deliver contemporary highly utilised assets, and will increase the quality of learning environments. In this way, it will also provide for the operational and financial sustainability of CIT’s property management.
In summary, this strategy is focused on providing fit-for-purpose facilities and technology to enable CIT to prosper in the new competitive training environment, including a larger CIT at Tuggeranong. Both the Treasurer and I have agreed in principle to the strategy, and CIT is progressing this work with the Chief Minister, Treasury and Economic Development Directorate.
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