Explicit messages from government

Are governments sending mixed messages to public providers, asks John Mitchell. Beginning about 18 months ago, when major reforms to VET were announced in Victoria, there were complaints among public providers that governments were sending them vague or mixed messages. Is this criticism fair? Given the high emotion generated at the time, it is hard to go back and sift through the public pronouncements and examine whether that government was both clear and consistent in its communication with public providers. It is much easier to look at some of the other states where the reforms are being introduced more slowly and to examine government messages sent to public providers. One government that seems to be unequivocal in its communication with TAFE colleges is the West Australian government, according to John Scott, managing director of CY O’Connor TAFE, with its headquarters about 100 kilometres west of Perth. CY O’Connor TAFE is a small regional college that provides services that are highly valued in this thinly populated but important agricultural region of WA called the wheatbelt. Those services range from supporting apprentices of local employers in the heavy vehicle industry, to assisting people with disabilities to gain confidence and qualifications, to providing customised training for Aboriginal people. What are the messages? Do nothing, change a bit, or embark on significant change? Definitely the last, says Scott. “The primary message I have picked up was that government and indeed the captains of industry were no longer wanting more of the same. They felt that TAFE was remote, was supply-driven and needed to undertake a wholesale shift in paradigm. “The second message comes from training and workforce development minister Peter Collier, which is his encouragement of TAFE colleges to develop their own unique identities and to position themselves better for an increasingly competitive marketplace. All of the metropolitan colleges and now two of the regional colleges have already rebranded and we are on the cusp of doing the same.” Scott understands Collier is inviting colleges to develop unique identities around centres of expertise. “That message came after I had commenced the journey of repositioning the college and we’re now well down that pathway having established the Wheatbelt Centre for Regional Skills Development.” The third message is that his college needs to grow. “That’s a message which is consistent with other messages that I’m getting through conversations with my peers, particularly peers in regional colleges, that led me to the wisdom that colleges need to be up around 1 million student contact hours per year to be viable, particularly in an increasingly competitive situation. And we’re about two thirds of that. “Collier’s explicit message is that we’re going to be given more autonomy. And I think part of that vision is that he would see the colleges growing.” Scott explains his interpretation of the government’s message. “The colleges need to grow because of the sustained period of economic expansion that the state is entering now. And obviously to drive the economy forward, you need skilled people. I would suggest most of the colleges will become bigger, to better serve the economy.” He also hears a clear message about the importance of increasing workforce participation. “There’s a very loud message about engaging Aboriginal people in terms of increasing their participation in the workforce, along with females generally and migrants, 456 visa holders and the disadvantaged.” In line with these messages, Scott is busily overseeing the rebranding exercise, negotiating new relationships with WA universities and examining the possibility of a major push with open learning. He is also bedding down seven learning academies under the framework of the newly created Wheatbelt Centre. For Scott, the messages from government are neither unwelcome nor a surprise: they are exactly what he had in mind when he commenced at the college as managing director over two years ago. “I’ve mentioned the government agenda, but what I didn’t mention was that I felt on arrival that there was a need to reposition the college in order to refresh our relationships with industry and the community, and so some change was inevitable. I was also concerned about making sure that we changed in a way that would ensure our ongoing relevance to the community.” Contact Email john.scott@cyoctafe.wa.edu.au and see www.cyoctafe.wa.edu.au Dr John Mitchell is a VET strategist. See www.jma.com.au