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This report presents the findings of the Victorian TAFE Association's (VTA) feasibility study into a dual pathway vocational education and training (VET) diploma qualification. The aim of this qualification is to provide students with a range of competencies and generic subjects that meets recognised industry standards, but also offers employment opportunities and enough generic or academic development to meet the requirements for entry into higher education. Data was collected using face to face interviews and electronic submissions from key stakeholders. The original proposal which is included in this report suggests that such a qualification could be a pathway for Victorian Certificate of Applied Learning (VCAL) students into further education. However, the study found that it is unlikely VCAL students would undertake the suggested diploma as it stands because they are more motivated towards employment. There may, however, be a growing demand for such a generalist course. The report recommends that the Victorian Qualifications Authority (VQA) convene a working party which would consult the key stakeholders with a view to developing an effective course and qualification. Secondly, it recommends piloting at least one dual pathway diploma level course. Show less

This report provides an overview of the medical laboratory science workforce in Victoria in 2017. It is based on survey responses from 523 individual medical laboratory scientists (approximately 50 per cent of estimated number of medical laboratory scientists in Victoria), three focus groups involving 13 participants, and surveys from 160 employers and managers of organisations that provide pathology services in Victoria.

The medical laboratory science workforce in Victoria is older and female-dominated. Respondents predominately worked in either the public sector (66 per cent) (State, Commonwealth and jointly funded) or with large multi-sited private laboratories (24 per cent); a small number worked for small specialised laboratories and not-for-profit laboratories. The majority were employed in hospital-based laboratories (81 per cent). The majority of respondents (72 per cent) worked in one of the five core areas of laboratory science: haematology, transfusion science, microbiology, anatomical pathology and clinical biochemistry, or in a multidisciplinary core laboratory. Advanced roles were carried out by 54 per cent with the most common roles being in blood banking, identifying new developments, the clinical scientist role and molecular genetics interpretation. The majority of respondents were permanent employees, worked for one employer and in a laboratory that provided 24 hour/seven day a week services. Formal multi-disciplinary team structures were common and very few respondents were sole practitioners.

Participants in this research reported a low level of job satisfaction with only slightly more than half reporting somewhat or extremely satisfied. Higher levels of dissatisfaction were reported by employees of private large multi-sited pathology laboratories than by those in the public sector. Career advancement opportunities, opportunities to do research, income and work/life balance were all factors in this dissatisfaction. Almost 2/3 of respondents (64 per cent) indicated they intended to stay in the profession for less than 10 years. These figures were also disproportionately higher for private sector employees. Key areas of concern were under staffing, lack of jobs for new graduates and low morale. These have been longstanding concerns having been identified more than 15 years ago. While there has been a steady increase in new graduates, there are few and potentially reducing numbers of jobs available to these graduates, as well as for intermediate and more senior professionals. Advancements in technology have changed the way many medical laboratory scientists roles function, but understanding from those outside of the profession of the limitations of this technology is a concerning problem for the profession.

The main issues facing the profession included a high level of dissatisfaction with income level, career development opportunities, job prospects and career pathways; the need for some form of registration, certification or accreditation to ensure appropriate levels of education and quality are maintained in the workforce, particularly with an increasingly privatised world where saving money appeared to be the main objective; and the impending 'brain drain' that is likely to occur with the retirement of many senior scientists and few people coming up through the ranks to replace them. When these issues are matched to the concerns that new graduates are having difficulty getting jobs, it provides for a somewhat dismal view of the future of the profession.

Key areas of consideration for the medical laboratory science workforce going forward include: (1) Review the impacts of privatisation on the medical laboratory science workforce with particular emphasis on the effect on quality of service, standards and available depth of skills; (2) Review the increased creation of technologist versus scientist positions, and the need to ensure there are knowledgeable, experienced scientists in the workforce for quality service provision and to support, mentor and educate new young scientists; (3) Provide more opportunities for career development and a clear career progression pathway, taking into consideration the need for secure employment; (4) Review the staffing levels in laboratories and the concerns associated with lack of jobs for new graduates; (5) Review the supply and demand for the profession in light of the technological changes that are occurring. Producing an increasing number of new graduates who are unable to find employment is problematic for the graduates and the future of the profession; (6) Encourage the development of a stronger voice for the profession to improve the professional recognition and understanding of the medical scientist role; (7) Consider of the need for some form of registration or certification to protect both the profession and the public, particularly with the diverse educational pathways to employment; and (8) Explore with the profession, additional ways to address the 'impending brain drain', concerns that the profession is 'dying', and low morale given the increasing importance that is being placed on the pathology testing within medical diagnoses.

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The Victorian Government's Back to Work (BTW) combines social and economic objectives. The Fund has invested in innovative approaches to vocational skills development so that work-ready job seekers are well matched to job opportunities. With particular attention to equity outcomes for disadvantaged job seekers, BTW recognises that the personal benefits of vocational training are best realised by developing skills that make direct contributions to improved productivity in contemporary workplaces.

These case studies demonstrate how Victoria's TAFE institutes and dual sector universities deploy their expertise to respond to students' aspirations, industry skill needs, community expectations and government policy goals. The case studies are: Industry needs driving training program design - Back to Work at Box Hill Institute; Energising networks and valuing the evidence - Back to Work at Holmesglen and Chisholm Institute; Paddock to Plate - Paddock to Plate Back to Work at Federation Training; Familiarising participants with IT work and workplaces - Back to Work at Victoria Polytechnic; There is no single pathway to work - Back to Work at Wodonga TAFE.

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This report provides an overview of the exercise physiology workforce in Victoria in 2017. It is based on survey responses from 430 exercise physiologists, representing 50 per cent of exercise physiologists with Accredited Exercise Physiologist (AEP) status in Victoria at the time of the survey (ESSA, 2017); two focus groups involving a total of seven participants; two individual interviews; and surveys from 119 employers and managers of organisations that provide dietetic services in Victoria. When contrasted with 2017 data from Exercise and Sports Science Australia (ESSA) (ESSA, 2017), the respondent cohort included an over-representation of female respondents, but an accurate representation of individuals aged 35 years and under and those aged 55 and over.

The Victoria exercise physiology workforce is young and includes slightly more females than males. The profession saw high levels of growth in the early years of this decade. More recently, this rate of growth has reduced in the context of ESSA introducing more stringent training requirements for eligibility for AEP status. Research respondents reported working across public, private and not-for-profit sectors, although the largest single employment sector was the private sector (48 per cent). Across respondents' roles over time, there was a slight increase in individuals employed in metropolitan and regional areas of Victoria and a reduction in those employed in other parts of Australia. Participants' showed movement away from the private sector across their careers and towards the public sector. This shift is likely to reflect not only individual professional choice but also an increase in funding of public exercise physiology positions over time.

Work-life balance, continuing professional development opportunities and support, and career advancement opportunities were the most frequently identified variables relevant to employment choices. However, the proportion of respondents satisfied with these variables in their current employment was significantly lower than the proportion noting the variables to be very important. Lack of a career pathway and poor progression opportunities was a strong and recurring theme. Although 59 per cent of respondents reported being somewhat satisfied with their current work situation, only 23 per cent reported being extremely satisfied. Even so, more than half the respondent group indicated an intention to stay in the profession for more than 10 years from the time of the survey. Contributors to job satisfaction included making a positive difference to the health and quality of life of clients, having the chance to work across diverse clinical domains and service sectors, exercise physiology being valued in the workplace, contributing to the development of a new and growing workforce, and recognising small signs of improvement in career pathways for exercise physiologists.

The research revealed significant concern regarding lack of employment opportunities available for exercise physiologists. Participants explained that many of the roles that do exist are part-time and insecure (contract or casual). Those unable to secure employment as an exercise physiologist often worked in allied health assistant roles. This is believed to contribute to lack of recognition of exercise physiologists as autonomous professionals and perpetuates the poor professional and community awareness of the exercise physiology role, scope of practice, and evidence-base. Research participants reported pay rates lower than other allied health professions. Quantitative data indicated that one in four respondents were in a contracted position rather than a permanent role. Nearly a quarter of all respondents earned less than $40,000 and 68 per cent earned less than $70,000. Lack of equity in government and private health insurance rebates for exercise physiology services was identified as an important contributor to this situation.

Exercise physiologists were often employed in small numbers or in sole positions. In these circumstances, administrative and clinical supervision was often delegated to physiotherapy managers or professional from other disciplines. For many exercise physiologists (but not all) this made it difficult to access adequate profession-specific clinical supervision and compromised development of the role within their service. Participants highlighted the opportunity for more effective use of the available workforce and reduced clinical risk, if the roles, scope of practice, and differences between exercise physiologists, physiotherapists, and personal trainers were more clearly defined. Respondents emphasised the key role of exercise physiology in prevention of and responses to injury, illness, and chronic disease. However, respondents expressed frustration at the limitations on being able to contribute the professions' full potential due to inadequate attention to prevention and early intervention by [General Practitioners] GPs; inadequate understanding of the professions' role; and lack of rebates for clients at risk of chronic disease, in contrast to funding available for those with established chronic disease, disability or injury.

Key areas for future consideration for the exercise physiology profession include: (1) Improving community and professional understanding of the exercise physiology role, scope of practice, and evidence-base; (2) Developing employment opportunities, career pathways and progression opportunities that encourage exercise physiology as a long-term career choice; (3) Reviewing funding models and government and private health insurance rebates to align better with other allied health professions; (4) Establishing models of care and funding models that facilitate effective use of the knowledge and skills of exercise physiologists in prevention and early intervention; (5) Increasing knowledge of the employment destinations of exercise physiologists, not only in their early career but also over time; (6) Establishing opportunities for clinical supervision of exercise physiologists by other exercise physiologists, particularly for sole practitioners and professionals working in very small departments; (7) Achieving clarity regarding the points of differentiation and the similarities between exercise physiologists, physiotherapists, and personal trainers, and how the mix of roles can contribute most effectively and efficiently to achieving optimal individual and community health outcomes; and (8) Advocating for parity of pay and entitlements where exercise physiology is delivering professional services of an equivalent level of expertise and autonomy to other professions.

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The Australian Quality Training Framework (AQTF) was established to provide the basis for a nationally consistent, high quality vocational education and training (VET) system. This guide, a working tool for Victorian TAFE institutes, was developed to help Victorian TAFE institutes to identify, plan and compile a body of evidence capable of demonstrating compliance with the standards for registered training organisations (RTOs) under the AQTF. It covers: Systems for quality training and assessment; Compliance with Commonwealth, State/Territory legislation and regulatory requirements; Effective financial management procedure; Effective administration and records management procedures; Recognition of qualifications issues by other RTOs; Access and equity and client service; The competence of RTO staff; RTO assessments; Learning and assessment strategies; Issuing AQF qualifications and statements of attainment; Use of national and State/Territory logos; Ethical marketing and advertising. Show less

The 2001 Victorian TAFE Association (VTA) Search Forum on the future of the Victorian TAFE workforce was initiated following the publication of ‘Trends in the Victorian TAFE institute workforce: a research report’ (indexed at TD/VIC 62.01). This discussion paper, which presents the views of the participants at the forum, offers a snapshot of some key TAFE workforce issues. The contents are: Introduction; Looking for alignment; Why renew the TAFE workforce?; Who is responsible for leading workforce renewal?; What might TAFE workforce look like after renewal?; Who needs to be involved?; What systems and structures are required?; How will success be measured?; How to start and sustain workforce renewal?; Conclusion; Recommendations of the Search Forum; Beyond a 3 year time frame. Show less

This strategy sets the direction for workforce development and planning for Victoria's alcohol and other drug treatment sector to 2022. Input from individuals, organisations and representative bodies within the sector has been central to determining this direction. The strategy focuses on six key result areas (KRAs): (1) Improve workforce availability; (2) Build workforce capabilities; (3) Increase workforce diversity; (4) Improve worker health, wellbeing, safety and engagement; (5) Strengthen leadership and collaboration; and (6) Deliver person-centred, integrated care.

The strategy presents a new approach to workforce development and planning that reflects best practice, better data collection and planning. This approach promotes a capable and sustainable workforce with the necessary knowledge, attitudes, values and skills to deliver high-quality treatment that meets the needs of people with alcohol and other drug issues and their families, now and into the future.

Edited abstract from publisher's website. Show less

This report provides an overview of the occupational therapy workforce in Victoria in 2016-2017. It is based on survey responses from 1,217 individual occupational therapists (approximately 25 per cent of Victorian occupational therapists with registration with the Occupational Therapy Board of Australia (OTBA) in December 2016 (OBTA, 2017)), five focus groups involving 20 participants, two individual interviews, and surveys from 270 government, non-government, and private organisational respondents that provide occupational therapy services across Victoria. When contrasted with 2015 data from the Australian Institute of Health and Welfare (AIHW) (2016), the respondent cohort included an over-representation of individuals employed in the public sector, individuals over 35 years, and people living in regional and rural areas.

The occupational therapy workforce in Victoria is a young, female dominated and growing workforce. Participants to this research reported strong job satisfaction. Key contributors to this satisfaction included the holistic nature of their work and opportunities to work across different populations, in diverse roles, and for a range of different sectors. Within the workplace, individuals reinforced the importance of being able to make a difference to their clients, a positive team environment, supportive management, and opportunities to continue learning across their career.

Despite these positive observations, the occupational therapy respondents explained that services are under-resourced to meet current demands. Consequences were reported to include long waiting lists, an inability to meet agreed benchmarks for assessment and intervention, compromise to clinical outcomes through an inability to deliver evidence-based practice, concerns regarding service quality, concerns regarding client safety following hospital discharge or while waiting for services and equipment, risks for readmission, and an inability to deliver primary and secondary prevention services. Impacts on staff were also reported to be significant, including increasing unpaid over-time to meet clinical demand, reducing job satisfaction, increased sick leave, and burn out. The challenges of meeting clinical demand were reported to be exacerbated by the fact that many organisations do not provide backfill during staff leave.

When recruiting occupational therapists, numerous organisations reported receiving up to 50 applications for junior positions. Even so, a handful of organisations still reported having unfilled junior positions. Significant concerns were expressed by many respondents about the increasing numbers of new graduates potentially resulting in challenges securing employment. However, no strong evidence was found to support this concern. Recruiting to intermediate and senior positions was reported to be more difficult. Applicant numbers were markedly lower than for junior positions and it appeared to be difficult to attract a person with appropriate skills and experience. Career progression was raised as an important issue for the profession. Many respondents expressed frustration at the minimal opportunities to advance beyond grade 2. Where these opportunities existed, they typically required relinquishing a focus on clinical work in favour of a management or project-based role. Professionals reported that choosing to retain a clinical focus often meant sitting at the grade 2 level for the duration of your career, despite decades of experience and increasingly specialised clinical experience.

Although a clear majority of occupational therapists reported they have the skills and tools to carry out their roles, only half agreed they have access to adequate training to progress their career and mentorship to support career growth. The requirement for specialised training in specific areas of practice, to supplement the holistic foundations on which occupational therapy is built, was reported as a specific need. Occupational therapists employed in generic roles articulated the need for more discipline-specific training opportunities. Access to more affordable and accessible professional development opportunities was raised as an issue by many respondents. This was particularly problematic for part-time workers and professionals from regional and rural areas.

Key areas of consideration for the occupational therapy workforce going forward include: (1) Improving community and professional understanding of the benefits of meaningful occupational engagement as a key contributor to maintaining and improving physical and mental health, and the role of occupational therapy in this process; (2) Need to strengthen the evidence and knowledge base of the profession to improve referrals and develop business cases for optimal staffing levels to help improve patient outcomes; (3) Reviewing funding models and models of care to optimise clinical outcomes and client safety by enabling delivery of services consistent with current evidence-base; (4) Developing career structures that recognise and encourage expertise and experience; (5) Exploring mechanisms that will facilitate improved capacity to meet workforce demand at the intermediate and senior levels; (6) Review of pay, entitlements and rebates where different professions are delivering an equivalent service; (7) Exploring holistic nature and skill set of profession and how this can be leveraged to support workforce demand; and (8) Exploring settings within which occupational therapists can create greatest impact (e.g. paediatrics) for improving patient/client outcomes.

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TAFE is defined by its symbiotic relationship with industry and community. From a beginning in apprenticeships with the traditional trades, TAFE Institutes have responded to the changing definition of industry by building relationships with industry and employers across the wide range of employer requirements for learners across a similarly wide range of job outcomes and qualification levels.

Five TAFE providers showcased examples of their recent and successful engagement with industry at the VTA Conference 2018. The detail of each is provided in the following case studies: Holmesglen Institute and the Electrical Trades Union - Futuretech industry collaboration; RMIT University and Apple - digital skills for the 21st century; Wodonga TAFE and the Australian Defence Force - Defence Medics Partnership; SuniTAFE and Agromillora - Harvesting Productive Relationships; Swinburne University, AiG and Siemens - Industry 4.0 Higher Apprenticeship Partnership Project.

Each case study addresses a different dimension of the ways in which TAFEs engage with government policy and initiatives and with industry partners to deliver real employment outcomes for their community. The five case studies describe relevant, localised responses to the aims of the Victorian Government's TAFE Back to Work Fund (BTW).

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Since the mid 1990s Key Performance Measures (KPMs) have become an integral part of both the Victorian and national vocational education and training (VET) systems. This paper is designed to stimulate debate about measurement of the performance of the Victorian TAFE sector, dividing such debates into neo-liberal and social-democratic models of performance management, and exploring the supporting and opposing arguments for each. Then, a close analysis of the Office of Training and Further Education (OTFE) KPMs is conducted, utilising the latest available Victorian TAFE KPM document, the 1998 'Selected TAFE Institute measures: report on state training network'. The last section of this publication briefly compares the Australian National Training Authority's (ANTA's) KPMs with those of the Office of Post Compulsory Education, Training and Employment (PETE). This publication consists of four parts: Part 1: The neo-liberal model of performance management; Part 2: The social-democratic model of performance management; Part 3: The Office of Training and Further Education KPMs; and Part 4 Australian National Training Authority KPMs. Show less