Australian Podiatry Association

Response:

The Jobs and Skills Australian (JSA) seeks to leverage the support of a tripartite advisory body made up of various experts in multiple fields. There has been an apparent effort to seek a collaborative and structured approach, but there is still a need to identify industry representatives and allow the process to be transparent. It is essential that the proposed tripartite advisory body offer a voice to all allied health professions. Offering a focused approach to a broad and varied profession will allow for equity amongst allied health professions and a sense of worth and equality.  

 

The JSA Discussion Paper proposes the establishment of various sub-committees under the advisory body. Due to the complex nature of analysing and advising on each industry, there is a need for representation for peak industry bodies in workforce planning, education and training, labour economics, and data analytics. This can augment the existing skills within the Department of Employment and Workplace Relations and will assist the advisory body in having available independent technical advice to call on.  

  
  
Other design considerations that would be vital in strengthening Jobs and Skills Australia's ability to offer support and issue guidance in the form of advice to the government are below:  

  

- Data-Driven Insights: A focus on using data analytics to aid in the collection, processing, and analysis of data to provide evidence-based insights and recommendations to the government.  

  

- Effective Collaboration with Industry Experts through the development of industry-specific and representative taskforces.  

  

A focus on regular transparent consultations with stakeholders. Offer a transparent timeline of scheduled stakeholders to gather their views and opinions on the current and future skills needs of the workforce.  

  

- Adequate Resources: Jobs and Skills Australia should have adequate resources, including funding, staff, and technology, to support its mission and carry out its functions effectively. Seeking to make these details transparent so as to offer confidence that this concept isn't just a flash in a planning initiative.  

   

- Continuous Monitoring and Evaluation: In order to strengthen confidence in Jobs and Skills Australia and its ability to provide advice on the skills and training needs of workers and employers now and in the future, there needs to be a transparent approach to the monitoring and evaluation of the effectiveness of its advice and recommendations, and make necessary adjustments to ensure that it stays relevant and responsive to the changing needs of the workforce.  

Response:

A number of principles may look to support Job's and Skills Australia's priorities and the development of its work plan. An overarching keystone to any set of principles is the setting out of a good and robust governance framework.  

 

A reinforced governance framework offers a foundation for which Jobs and Skills Australia can establish and reflect upon the following:  

 

- Establishing common expectations  

- Confidence  

- Trust  

- Transparency   

- Sustainability  

- Effective partnerships  

- Effective policies and processes to achieve a desired performance  

 

The essence of good governance is much more than just the structure, processes, and rules of decision-making and controls. Good governance is a culture and a climate of Consistency (predictability), Responsibility, Accountability, Fairness, Transparency, and Effectiveness that is Deployed throughout the organisation (the “CRAFTED” principles of governance).  

 
Good governance also offers an effective lever that encapsulates Governance & Engagement in a bid to offer additional capability to support the creation of value through those same stakeholders' ability to influence.  
 

Engagement is paramount not only within the governance structure offered but also through the stakeholder's ability to create value and buy-in. 

  
To further support a focus on good governance, the following principles should be used to guide Jobs and Skills Australia's priorities and the development of its work plan:  

  
- Relevance: Ensure that all work undertaken is relevant to the current and future needs of the Australian workforce.  

  
- Evidence-Based: Prioritise evidence-based approaches in its work, using data and research to inform its decisions.  

  
- Stakeholder Engagement: Should engage and consult over the long term with relevant stakeholders, including employers, industry experts, and the wider community, to gather their views and opinions on the current and future skills needs of the workforce.  

  

- Inclusiveness: Work should be inclusive, considering the diverse needs and perspectives of different groups in the Australian community.  

  

- Collaboration: Focus on collaborating with other relevant organisations and agencies to ensure a coordinated and integrated approach to addressing the skills needs of the workforce.  

  
- Adaptability: Should be flexible and adaptable, able to respond quickly to changes in the labour market and the workforce’s needs.  

  
- Continuous Improvement: Continuously review and improve its work to ensure that it remains relevant and effective in meeting the needs of the Australian workforce.  

Response:

In offering broader input into the development and refinement of Jobs and Skills Australia’s work plan. One of which is peak industry body engagement and active buy-in. Through the establishment of effective bi-lateral partnership pathways with peak industry and educational bodies, the JSA's capability to broaden its communication will not only be enhanced but looks at establishing a level of sustainability and confidence it it's approach. 

 

The following areas could be utilised in an effort to broaden input into the development and refinement of Australia’s work plan: 

  

- Stakeholder Consultation: Conduct regular consultations and engagement with stakeholders, including employers, industry experts, and the wider community, to gather their views and opinions on the current and future skills needs of the workforce.  

  
- Surveys and Focus Groups: Use surveys and focus groups on gathering information and feedback from a broader range of people, including those who may not have the opportunity to participate in face-to-face consultations.  

  
- Online Feedback Mechanisms: utilise online feedback mechanisms, such as suggestion boxes and online forums, to gather stakeholder information and feedback. Look to establish engagement champions within each industry to drive engagement and develop public understanding of the JSA's role in developing a thriving economy.   

  
- Workshops and Roundtable Discussions: Organise workshops and roundtable discussions with relevant stakeholders to gather their views and opinions on the workforce's current and future skills needs. Noting the need to develop an intra & inter-industry engagement model to develop a sustainable approach. 
  

- Collaboration with Industry Associations: Seek to engage and collaborate with industry associations and other relevant organisations to gather information and feedback from a broader range of stakeholders. Look to develop an industry-wide approach to standardised workforce data collection and communication without duplicating other government bodies already established workforce data strategies. 
  

- Public Meetings and Open Houses: Jobs and Skills Australia could hold public meetings and open houses to provide information about its work and gather stakeholder feedback. 
  

- Social Media: Look to use social media platforms to gather feedback and engage with stakeholders, including the wider community. Noting the need to reduce duplication of efforts.

Response:

Jobs and Skills Australia can engage tripartite partners, experts, and other interested parties in its major studies through the following methods:  

  
- Stakeholder Consultation: Jobs and Skills Australia can conduct regular consultations and engagement with stakeholders, including tripartite partners, experts, and other interested parties, to gather their views and opinions on the current and future skills needs of the workforce.  
  
- Workshops and Roundtable Discussions: Jobs and Skills Australia could organize workshops and roundtable discussions with relevant stakeholders, including tripartite partners, experts, and other interested parties, to gather their views and opinions on the current and future skills needs of the workforce.  

 - Collaborative Research Projects: Jobs and Skills Australia could collaborate with tripartite partners, experts, and other interested parties on research projects, involving them in the design and implementation of the study and providing opportunities for them to contribute their expertise and perspectives.  

- Public Meetings and Open Houses: Jobs and Skills Australia could hold public meetings and open houses to provide information about its significant studies and gather feedback from stakeholders, including tripartite partners, experts, and other interested parties.  

- Online Feedback Mechanisms: Jobs and Skills Australia could use online feedback mechanisms, such as suggestion boxes and online forums, to gather information and feedback from stakeholders, including tripartite partners, experts, and other interested parties.  

- Social Media: Jobs and Skills Australia could use social media platforms to engage with stakeholders, including tripartite partners, experts, and other interested parties, and gather their views and opinions on its significant studies.  

 - Peer Review Processes: Jobs and Skills Australia could use peer review processes to engage tripartite partners, experts, and other interested parties in reviewing its major studies, ensuring that the findings and recommendations are well-supported and credible.  

- Exploring stakeholder and partnership engagement – partnerships with experts and other interested parties in its major studies

Response:

To APodA supports Jobs and Skills Australia in building a stronger evidence base, but recognises further transparency is needed in the JSA's current capabilities, evaluating what data it currently has at its disposal, and what scope it has to share this data with the market. 

Presently the full scope of JSA’s existing data and information collection and inventory is unclear – as a start JSA should undertake and publish an inventory of existing information and data. 

The tripartite nature of JSA also allows JSA to engage with participating stakeholders to source more granular and timely data and information directly. For example, the JSA could potentially access detailed information from education and training providers in each jurisdiction regarding student enrolments and graduation to monitor the ‘pipeline’ of skilled labour supply. Similarly, JSA could seek information from the industry regarding emerging labour demand well ahead of officially published data on job advertisements and vacancies. 

Coordination across existing government portfolios, agencies and data are also vital for the JSA. Various federal and state government departments and agencies request, extract, refine and communicate data already. A responsible approach would be to refine the multiple streams of data into one source of truth, aiding in the establishment of a sustainable database and reducing double handling. 

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