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This Concept Map, created with IHMC CmapTools, has information related to: THE VET CONTEXT ANALYSIS, 2010 LOGIC MAP Lift the unacceptably low level of adult language, literacy and numeracy to enable effective educational, labour market and social participation, 2008 ???? MARKET DESIGN THE DEMAND SUPPLY AMBIGUITY, 2010 LOGIC MAP Sustain economic growth and raise productivity by increasing skills and avoiding future skills shortages, ???? ???? AND THE PROGRAMS, 2010 LOGIC MAP Lift the workforce participation rate to 69 per cent by 2025 to provide the required workforce and improve social inclusion, 2010 LOGIC MAP Lead a new partnership approach to workforce development at government, industry and enterprise level, Touching the Future : Building skills for life and work Johanna Wyn University of Melbourne Research Publications Australian Education Review Australian Council for Educational Research Year 2009 ???? NEW GOVERNANCE ARABNEMENTS, 2010 LOGIC MAP Increase productivity, employee engagement and satisfaction by making better use of skills in the workplace, 2010 LOGIC MAP Position the tertiary education sector to ensure it has the capacity to deliver skills for the new economy, Education for Sustainability through Secondary School Knowledge Networks: Policy dilemmas A paper presented at the Annual Conference of the Australian Association for Research in Education Brisbane Nov 30-Dec 4 2008 Paper code STE 08649 Prepared by Fran Steele and Professor Michael Singh Centre for Education Research, University of Western Sydney SEMANTIC ANALYSIS NETWORK ANALYSIS NETWORK DIAGRAM, ???? ???? THE POLICIES, 2010 LOGIC MAP VISION Australia has the workforce capability required for a productive, sustainable and inclusive future. Australian enterprises have the capacity to develop and use the skills of their workforce to maximum advantage for industry and community benefit., 2010 CHALLENGES TO CURRENT EFFECTIVENESS Key messages There is a gap between the ‘rhetoric’ of policy and the ‘reality’ of the operational constraints within which TAFE providers operate. TAFE providers need to be free of unnecessary central constraints to manage their human resources in ways which best meet their strategic business needs. This includes having more direct control of industrial relations. The professional nature of the work TAFE practitioners do is not sufficiently well understood or appreciated. More attention and resources need to be devoted to work design and workforce development.