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In broad terms, the aim of this research was to investigate how social software/Web 2.0 tools, such as blogs, wikis, social bookmarking and virtual conferencing could best support knowledge sharing and capability development of [vocational education and training] VET practitioners, and vocational education and training delivery. But it also looks at how social software tools are being used by organisations for capability development worldwide. Drawing on the findings of the research, a set of recommendations is offered for VET organisations and practitioners wishing to pursue the use of social software as an integral part of how they do business, learn and share knowledge, and in their teaching and learning environments. These are supported by a set of strategies incorporating the many hints, tips and strategies offered by contributors to this research as a practical way forward.

Excerpts from published introduction reprinted by permission of the copyright owner. Show less

This resource package has been developed by the Professional Development Network (PDN) to assist Staff Training and Development managers in TAFE NSW Institutes in the evaluation of professional development. Professional development nowadays includes many different training situations such as coaching on the job, mentoring, outsourcing to external providers, multimedia delivery as well as flexible computer-based learning and formal courses of study.

The paper briefly discusses some definitions of evaluation, its characteristics, purpose and how to build an evaluative culture. The six stages of evolution of internal evaluation capabilities (LOVE) are included as are levels of stakeholder interest in improving evaluation, Program Logic and models by Kirkpatrick, Armstrong and Unger and Rutter. Show less

The complexity of the current operating environment is challenging everyone to find new ways of seeing the present in order to anticipate the future. The same change drivers that impact on vocational learning also affect the school and higher education sectors. Drivers such as globalisation, technology, and environmental sustainability. The author talks about what can be done now, in a structured way to understand how education and training could look 10 and 20 years from now. Scenario planning is a methodology that helps to challenge the way we think about the world and to see more of the picture. Scenario planning is appropriate when the organisation needs to develop contingency capability beyond the assumed predictability of probability (i.e. forecasting). It is a sound discipline, a well-practised methodology that enables us to think ahead and avoid the trap of prediction.

In Australia there has begun a significant body of scenario planning work in organisations such as Austrade, Australian Tax Office, Telstra, CSIRO and KPMG. Some key examples of scenario planning in the Australian vocational education and training (VET) scene are: (1) The Office of Training and Further Education (OTFE), Victoria; (2) Central TAFE, Perth, Western Australia; (3) Framing the Future, a major staff development initiative of the Australian National Training Authority, located at Regency Institute of TAFE, Elizabeth, South Australia; (4) Sydney Institute of Technology, TAFE NSW; and (5) The Australian National Training Authority (ANTA).

The author gives two recent, alternative scenarios for the future of education and training around the driving forces of employment and social fabric: (1) the people in this scenario experience a booming hi-tech economy that is coupled with the development of a new social consensus. Australia is strongly linked in the global economy. The digital revolution has taken place and as a result there has been a redefinition of work. Full employment is now counted by the Australian Bureau of Statistics (ABS) as, ‘the individual earning money for at least 18 hours per week’. No-one talks about the outdated concept of part-time work; (2) in this scenario, people have gotten used to being socially fragmented and banding together in small tribal groups of haves and have nots. The Australian economy is flat with little or no growth. This was the result of a series of poor political decisions that fragmented the nation and emphasised an unsustainable materialism. There is persistent high structural unemployment because the boat in the information economy was missed and the job losses of the 1990s were unable to be replaced by new work, technology took over, low paid production work went offshore.

Other papers from the same conference may be found at TD/NSW 70.10, TD/NSW 70.11 and TD/NSW 71.20. Show less