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AgriFood Industry Skills Council Strategic plan

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Title: AgriFood Industry Skills Council Strategic plan


1
Agri-Food Industry Skills Council Strategic plan
  • July 2005 June 2007

2
Contents
Page
AFISC strategic intent 3 Executive
summary 4 Introduction and profile 5 Industry
issues 6 Our response 7 Strategic planning
hierarchy 8 Organisational context 9 Plan on a
page 10 Risk profile 11
3
AFISC strategic intent
Working with industry today to build the
workforce of tomorrow
4
Executive Summary
  • The Agri-Food Industry Skills Council (AFISC)
    represents five sectors in the agrifood industry,
    and plays a key role in the development of
    solutions to the skill and workforce related
    issues that are currently facing the industry.
  • The constituent sectors of the agrifood industry
    represent one of the nations most important
    industries. Consumer expenditure on agrifood
    products in Australia was 80 billion during
    2002-2003, 46 of total retail expenditure during
    this time. Food exports also account for 19 of
    total Australian exports. Agrifood is the major
    contributor to rural and regional Australias
    economy and its major employer.
  • The agrifood industry nationwide is currently
    facing a major workforce and skills shortage,
    driven by a number of complex and inter-related
    issues. We are working to develop solutions that
    address people and skills shortages.
  • We intend to facilitate improved employability
    and participation in the agrifood workforce by
    streamlining and simplifying Training Packages,
    ensuring their continuous improvement, developing
    alternate pathways for skills recognition,
    including the broader use of accredited skill
    sets to meet industry job requirements. We will
    also develop products and processes to support
    the implementation and delivery of Training
    Packages.
  • We will measure improvements based on an
    outcomes training evaluation methodology, with
    emphasis on verifying the quality of skills,
    employability, productivity and employer
    satisfaction derived from VET.
  • We will address the broader people and workforce
    issues facing our industry, by maintaining an
    expert knowledge of these issues, and by working
    in partnership with governments, industry and
    communities to identify and address regional
    infrastructure and services gaps that are
    impediments to attracting and retaining people
    and skills in regional areas.
  • We will work with industry and enterprises to
    address issues such as image, working conditions
    and middle management capability to enhance the
    sustainability and growth of businesses.
  • The initiatives we are driving in these areas are
    a mix of short and long-term actions. We will
    work in partnership with all stakeholders to
    drive long-term, sustainable outcomes that
    underpin economic growth and community wellbeing.
  • Our aim is to promote the development of an
    internationally competitive agrifood industry
    through industry-led workforce and skills
    development, working to remove the impediments
    that currently impact on long term success.
    Success will be measured in five key areas
  • Industry consultation
  • Advocacy and advice
  • Training products
  • Implementation support
  • Business management

5
Profile
Introduction
The industries represented by the Agri-Food
Industry Skills Council are the major employers
in rural and regional Australia, and form the
backbone of many communities throughout the
country. Moreover, the agrifood industry accounts
for almost a fifth of Australias exports. The
industry faces serious challenges in finding
enough people with the right skills needed to
sustain and grow their businesses. Some of the
factors contributing to this include an ageing
workforce, drought, changing skill requirements,
and the availability of infrastructure and
services that impact on the capacity to attract
and retain people to the regions. . The urgent
task of the Agri-Food Industry Skills Council is
to develop strategies and solutions to address
the major skills challenges confronting the
agrifood industry. This needs to be done in
consultation and partnership with industry and
governments, and will need to involve an
integrated and systematic approach to addressing
the range of issues impacting on skills and
workforce issues. Following recent workshops
and consultations with all States and
Territories, the Council is now finalising a
skills report which provides clear evidence of
the critical people and skills shortages facing
the agrifood industry across Australia. The
findings of the skills report will be a key
driver of the Councils priorities and actions.
The Strategic Plan sets out the goals, strategies
and targeted outcomes to guide the work program
of the Council. With skills shortages debate
now occurring at the highest levels, our task
could not be clearer. We are determined to
achieve results working with industry today to
build the workforce of tomorrow. John
Baker Chair Agri-Food Industry Skills Council
  • The Agri-Food Industry Skills Council (AFISC) was
    formed in mid 2004 to represent the following
    industry sectors
  • food, beverages and pharmaceuticals
  • meat
  • racing
  • rural and related
  • seafood
  • We are one of ten industry skills councils that
    together represent enterprises and workers across
    the spectrum of Australian industries.
  • Our vision is of a globally competitive,
    sustainable and innovative agrifood industry able
    to meet the changing demands of domestic and
    international markets.
  • Our mission is to foster this vision through
    industry-led workforce and skills development,
    working to remove the factors that currently
    impede long term success.
  • We have three key roles to discharge
  • Engage and assist industries, enterprises and
    their workforce to integrate workforce and skill
    development with business goals.
  • Actively support the development, implementation
    and continuous improvement of high quality,
    nationally recognised Vocational Education and
    Training (VET) products and services and improve
    cross-industry efficiency.
  • Ensure the availability of a range of support
    materials to assist in the delivery of training
    by providers.

6
Industry issues
Drivers of labour force participation in
agrifood.
  • The agri-food industry is the major contributor
    to rural and regional Australias economy and its
    major employer. Consumer expenditure on agrifood
    products in Australia was 80 billion during
    2002-2003, 46 of total retail expenditure during
    this time. Food exports also account for 19 of
    total Australian exports.
  • The issues currently facing the industry are
    complex it is not just a matter of skills
    shortages. Agrifood is facing, across the
    country, a critical lack of people available to
    work in the industry. The factors driving this
    shortage are shown in the accompanying diagram.
    Attracting people to work in non-metropolitan
    areas is a priority for the Agri-Food Industry
    Skills Council, as discussion about skills
    development is only meaningful if people are
    attracted to live and seek employment and career
    development in the industry.
  • As the diagram illustrates, there are a number of
    inter-connected issues. A discussion about skills
    for agrifood needs to be considered in the
    context of regional infrastructure and
    development, industry competitiveness and image,
    business management, business compliance and
    working conditions. The problem of skills and
    labour shortages in agrifood cannot be solved
    without addressing these multiple factors,
    including issues such as
  • investment in infrastructure and enhancement of
    communities and community services
  • career pathways
  • industry image
  • improvements to work conditions for new and
    existing workers
  • middle management capability
  • Policy matters such as the interaction between
    social security benefits and employment and the
    associated disincentives to seek jobs

7
Our response
  • In pursuit of our vision, there are four key
    goals by which we will measure our success
  • Develop an expert knowledge of the skill and
    workforce issues confronting the agrifood
    industry
  • In partnership with industry, governments and
    other stakeholders, develop solutions to the
    identified skill and workforce issues
  • Improve employability and participation in the
    agrifood industry workforce
  • Provide a range of quality support and
    implementation processes and assistance for VET
    practitioners and users in the delivery of
    training
  • We are currently undertaking a range of
    short-term actions to begin addressing these
    goals and demonstrating results
  • Rationalising and harmonising training packages
    to make the existing VET system work better for
    industry.
  • Improving on the existing VET system and
    enhancing workforce participation by providing
    alternate pathways for skill recognition.
  • Enhancing the mobility of skills between sectors.
  • Improving the process by which training packages
    are updated to reflect changing industry needs.
  • Some other issues require a longer-term focus
  • An approach to attraction and retention issues
    integrating efforts of government, industries and
    communities.
  • Providing better support and implementation to
    help training providers in the delivery of
    recognised training, improving the employability
    skills of users.
  • The accompanying graph demonstrates how we are
    balancing our resources in pursuing these
    initiatives over the next twenty-four months.

8
Our response Plan on a page
KPA
Goals
Strategies
Outcomes
Industry consultation
  • Develop an expert knowledge of the skill and
    workforce issues confronting the agrifood industry
  • Promote AFISC role through industry forums and
    the Board
  • Develop strong industry liaison and intelligence
    through the Standing Committees and other
    networks
  • Research skills and workforce issues, trends and
    practices
  • Recognition as peak industry body focused on
    skill workforce issues.
  • Leading source of information regarding industry
    skill workforce issues.

Advocacy advice
  • In partnership with industry, governments and
    other stakeholders, develop solutions to
    identified skill and workforce issues
  • Develop partnerships and linkages with
    governments, industry, training providers, unions
    and others.
  • Advocate initiatives required to improve regional
    workforce attraction and retention
  • Assist industry to implement the initiatives
    required to improve enterprise-level workforce
    attraction and retention
  • Governments and industry acknowledge the
    initiatives required to improve rural and
    regional and industry workforce attraction and
    retention and have developed strategies for
    action.

Training products
  • Improve employability and participation rates in
    the agrifood industry workforce
  • Scope and develop an integrated competency
    framework to streamline and continuously improve
    Training Packages
  • Develop quality training products that meet
    industry needs
  • Ensure all Training packages embed employability
    skills
  • Provide alternate pathways for skill recognition
    by developing and accrediting skill set
    requirements for enterprise roles
  • Rationalise 179 qualifications in 9 Training
    Packages by July 2007
  • RTOs indicate that simplified Training Packages
    easier to deliver
  • Alternate skill recognition pathways being
    utilised to improve workforce participation

Implementation support
  • Provide a range of quality support and
    implementation processes to assist VET
    practitioners and users in the delivery of
    training
  • Identify and review existing support products and
    services
  • Work with RTOs to identify unmet support
    requirements
  • Lead the development of new resources to support
    delivery
  • Monitor the effectiveness of training outcomes
  • No support implementation gaps
  • New material meets RTO requirements
  • Training services meet enterprise and user
    requirements.

Business management
  • Develop a successful business that optimises
    AFISCs capabilities in serving the industry
  • Ensure our people have the required capabilities
  • Monitor the performance of our people and our
    organisation
  • Explore commercial delivery of products and
    services
  • Capability to build manage industry
    intelligence database
  • Industry and the Board support and approve the
    Councils work.
  • Activities conducted to meet time, budget
    governance requirements.

9
Strategic planning hierarchy
  • The AFISC strategic plan has been developed in
    accordance with the national strategy for VET and
    its objectives.
  • With the national strategy as a starting point -
    VET working for businesses, VET working for
    people, and VET working for communities - AFISC
    follows its own vision and mission, relevant to
    the particular industry sectors we represent.
  • The AFISC strategic plan summarises our
    objectives, strategies and targets that will
    ensure we achieve our vision and mission.
  • Our business plan details how these strategies
    will be carried out through various activities,
    how we will report progress, and our budgets.
  • Roles and responsibilities (of the Board, Board
    subcommittees, the staff and standing committees)
    are defined to meet the requirements of
    delivering on the strategy and business plan.

AFISCstrategic plan
AFISC business plan
AFISC roles and responsibilities
10
Organisational context
AFISC is at the centre of a two-way process,
being informed by both industry and the national
VET strategy, and providing feedback and advice
in both directions.
  • Informs and guides the objectives, strategies and
    activities of AFISC

National VET strategy
  • Acts as lobbyists and champions of VET within the
    agrifood industry through relationships with
    government, industry bodies, training
    authorities, business and employee organisations
  • Ensures that the AFISC carries out its activities
    in accordance with its strategic purpose

AFISC board
  • Develops innovative strategies to strengthen the
    link between VET and industry goals
  • Shapes an industry-led systematic and integrated
    approach to skill and workforce development
    through high quality products and advice
  • Addresses industry issues of workplace image,
    culture and career opportunities to achieve
    industry 'employer of choice status

AFISC staff
  • Acts as the crucial industry liaison conduit for
    AFISC
  • Captures information from industry
  • Advises the Board on issues and solutions
  • Builds and maintains networks as a basis for
    consultation and advice on industry capability
    needs
  • Assists the staff and Board in promoting AFISC
    and its activities

Seafood standing committee
Food, beverages pharmaceuticals standing
committee
Rural standing committee
Meat standing committee
Racing standing committee
Industry
Industry
Industry
Industry
Industry
11
Risk profile
One element of input into the strategic and
business plans was the assessed risks of the
organisation. The following profile, developed in
accordance with the risk management standard AS
43602004, summarises those risks. Resources
have been allocated in the planning process to
mitigate these risks.
Stakeholders
Operations
Projects
Finance
Facilities
People
Governance Model 1
Business Continuity 7
Reputation 5
Compliance 9
Funding 6
Staff 3
Stakeholder Expectations 2
Communication 8
IT Disaster Recovery 10
Government Policy 4
Assessed Level of Risk
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