Entrepreneurship and Partnerships

1. Entrepreneurship and Partnerships Geoff Gwilym CEO – Auto Skills Australia

2. Background Automotive trade UK 11 years in TAFE - teaching, industry services, strategic projects and curriculum development 3 year secondment to Ford Motor Co Manager - University of Melbourne TAFE Collaboration (UMTC) Two private industry RTOs (VACC - REIV) including a Group Training Company CEO Transport and Logistics Industry Skills Council CEO Auto Skills Australia

3. What is it that we are selling-who is it of value to…. what is the proposition?

4. What do we mean by industry?

5. Often industry is viewed in a silo form Unions Peak BodiesAssociations Industry Government

6. The edges are more blurred than they used to be UnionsPeak Bodies Associations Industry Government

7. The industry relationship gearbox Skills Councils Industry Associations State Government National Government Service Providers Industrial Parties Unions Industry

8. The political space Runs its own RTO Existing workplace agreement includes minimum annual training for staff Used to be an RTO but got out of that business Also a member of a national employer association Parties may have a preferred RTO Member of a state industry association Enterprise The enterprise is also seeking national NWDF funds Has a relationshipwith a local RTO Good relationship with the LLENs and always seeks their advice on training issues CEO is the chair of an ITAB, ISC or TAFE

9. Getting the start rightThe way that frontline institute personnel approach industry will often form the basis for industries assessment of the institutes/RTOs capabilityAny damage done here will be hard to undoThere are currently 5,000 RTO’s in Australia – How will you stand out?

10. If you don’t understand the background and politics you may waste a lot of energy

11. 1. Understanding the client If we don't have a clue about the client the chances of developing a relationship are not great Business owners and operators can have an extreme passion for their business, failing to connect with that will be problematic Understand the clients previous experiences with TAFE/RTOs can save a lot of time and energy Being able to develop trust and rapport will be critical to the relationship.

12. One-to-one engagement-this is about time and energy

13. 2. Understanding the client’s needs • Often industry is not sure about their needs, what they do know is they want a solution • Often employers need help to define the issues in the workplace (maybe this is the service) • Most employers are confused about and not interested in the VET language and processes they want simple solutions that meet business needs • Industry want RTOs to understand their business sector-the deeper the better.

14. 2. Understanding the client’s needs (cont) • Industry want a range of solutions • Most employers will not understand that WELL providers and RTO;s can be in competition with each other for their business • Industry want you to make the training system work for them stop using jargon and leaving 15 page booklets • The reason you are asked to talk to industry may not be transparent.

15. 3. Credibility in industry carries significant weight • Competence • Business relationships/integrity • Contextualisation • Competitiveness • Creativity • Responsiveness

16. Increasing your credibility • Take someone with you that has industry cred • Look at the employers website/background/press • At least look at the Skills Council Environmental Scan • Don’t make things up to increase creditability • Demonstrate an interest in the industry-don’t make things up.

17. Mind the credibility gap

18. What industry is not looking for in an RTO • Inconsistency • Unreliability • Lack of industry knowledge/understanding • Selling stock items • Not being able to simply articulate a complex VET system • Disengagement • Multiple contacts from the one institute.

19. 4. Developing relationships for the long-term • Industry wants a key contact person, primarily the person who has built the relationship • Each time the contact person changes there is a risk of disconnect or shifting to another provider • Relationships should not be limited by the scope of one project or context, they must to be treated as a dynamic long-term arrangement • Recognising that some relationships will not convert into work, there may be other benefits.

20. If you treat industry engagement like a switch it will be doomed to failure

21. What does industry require from an RTO partner? • The bottom line is industry often just wants something now, even when they are unsure about what it is that they want • The solution for the employer may in fact not be training related; but they may not know this • It is the development of trust and finding solutions to problems that will determine the nature of the relationship.

22. Where is the money ?

23. Engagement often overlooks the obvious • Over 90% of industry is in the small to medium range • Often state institutes overlook national funding • Associations access significant government funding for training • Industry levies and trust funds • National programs that need an industry partner (NWDF) • Skills Councils • Unions • Did anybody look at the budget detail?

25. Key stakeholder engagement plans

26. Key stakeholder engagement plans

27. Keeping it simple • Identify the client • Develop the relationship • Identify the issue/problem/challenge • Create formal agreements • Be prepared to change/regroup/change direction • Maintain the relationship.