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Over the period 2008-2010 the Victorian Skills Commission (VSC) aims to achieve: a Victorian workforce with the mix and level of skills and knowledge required to meet the current and emerging needs of employers, industry and the community; increased workforce participation through enhanced access to skilling opportunities, especially for groups with currently low participation rates; equitable access to skills development opportunities for all individuals to develop the full range of their potential skills and employability; and provision of systemic opportunities for existing workers to build towards higher qualifications.

The Strategic Plan identifies two core strategies and three enabling strategies to optimise the contribution of the skills development system to the State's workforce development. The core strategies are: (1) Productivity: increase productivity by identifying and providing the right mix and level of skills required to meet the current and emerging needs of employers, industry and the community in the new Victorian economy; and (2) Participation: increase workforce participation by providing the right skilling opportunities for new entrants, existing workers facing industry change, and those who are unattached or marginally attached to the workforce. The enabling strategies are: (1) Capacity and capability: ensure system and provider capability to meet productivity and participation needs; (2) Investment: increase investment in skills development in a fair and effective way; and (3) Governance: ensure effective and accountable governance for the skills development system, and its effective links to other components of the broader workforce development system.

This broadly-expressed three-year strategic plan will form the basis of detailed annual work plans for VSC that respond to changes in the environment.

Excerpt from VSC website. Show less

The Victorian Skills Commission was an advisory body established in July 2007 to provide advice to the state government on post compulsory education and training, provide funding for training and further education, regulate the apprenticeship and traineeship system, and support the Local Learning and Employment Networks. It ceased operating from 1 January 2013. Each annual report outlines some of the highlights for the financial year. Show less

The Victorian Skills Commission (VSC) monitors the effective operation of the training system in Victoria. The effectiveness of the training system depends on its capacity to align the supply of skills with the demands of the labour market. Achieving this alignment requires applying a clear understanding of the skills and employment needs of industry to enabling the training system to respond to future labour and skills requirements. While the VSC believes the training market is operating effectively for the most part, there will always be areas of market provision that could be improved. Improvements to market provision can come from government, from training providers and ideally from industry itself. Indeed, industry and training providers coming together to optimise market provision is the ideal scenario. Where this does not occur, government can have a role to play in facilitating a more efficient and effective market. This report provides an overview of the training market in Victoria over the period January to December 2011. To focus the report strategically, the VSC has concentrated on five industries and one region. Focus industries were chosen on the basis of: (1) level of economic contribution; (2) skills needs; (3) industries in transition; and (4) sectors that deliver essential services. Gippsland region was selected because of the high level of industry transition and demographic changes being experienced in the region. The report's purpose is to outline the factors the VSC see as important for each area and to recommend actions for industry and the Victorian Government. It explores the alignment between industry needs and employment opportunities, and addresses three key questions: (1) do trends suggest training is on track to meet demand; (2) do workforce projections highlight specific training requirements, and are these being met; and (3) is training delivery responding to specific identified gaps, including skills shortages?

Excerpt from publication. Show less