1. ACFE Board LLN Flagship Project – PQF Conference 9 October 2014

2. Welcome and Introductions

3. An ACFE Board funded demonstration project Through implementation by selected LL providers, trialling and refining an approach to building engagement of LLOs with local small to medium enterprises (SMEs) to provide foundation skills training in the workplace.

4. Why this project? Drivers and enablers include:  economic environment and industry trends  stronger emphasis on digital technologies  importance of foundation skills for individuals’ employment (and re-employment)  growing recognition by employers of importance of adequate foundation skills for worker productivity  policy focus, targets, funding.

5. Aims of this project Deepen LLO teachers’ and managers’ skills and knowledge in the practice of workplace education and training Strengthen industry’s understanding of LLN, digital literacy and broader foundation skills support needs of workers Increase industry’s understanding of how LLOs can assist with developing such skills in workers Improve LLN and foundation skills for the low-skilled workers through pre-accredited as well as accredited courses, and through the process Build LL sector understanding of how to engage with industry, identify learning needs for workers, and design, develop and deliver flexible programs that provide improved outcomes for workers and the SMEs.

6. Design of the project Action research approach has guided this project involves reflective engagement with one’s own professional practice participants become researchers of their own practice as co- researchers in the collaborative enquiry (Dewar & Sharp 2013) to be effective, action research requires collaboration between all participants, including stakeholders, with achievement of the action research outcomes of a collegial group through the shared critically examined action of individual group members (Kemmis & McTaggart 1998) features conscious problematising, planned and deliberate enquiry, collaborative engagement with colleagues and stakeholders and ongoing careful documentation and recording (Wadsworth 1998).

7. Investigate business case for LLO provision of workplace based foundation skills training LLO Shared LL context LLO Project Action Research Model

8. Investigate business case for LLO provision of workplace based foundation skills training LLO SME Shared LL context LLO local environment/context LLO

9. Investigate business case for LLO provision of workplace based foundation skills training LLO SME Shared LL context LLO local environment/context Manage ment Work teams Individual learners LLO SME

10. Investigate business case for LLO provision of workplace based foundation skills training LLO SME Shared LL context LLO local environment/context Manage ment Work teams Individual learners CAE Project support Action Research support Workplace Training Mentor support 4 project workshops – for guidance, collaborative planning & development, knowledge sharing LLO SME

11. Stage 1: Identifying LLO workplace training capacity including: prior experience, existing networks and relevant resources, gaps, enablers, collaborative relationships that could be helpful … Stage 2: Identifying local SMEs’ foundation skills training needs and opportunities including: local economic context, industry trends, types of employers and employee characteristics … Stage 3: Making contact with local SMEs to promote understanding of how foundation skills development needs of workers can be met through LLO targeted programs and to propose, cost and secure at least 1 training contract … Workshop 1 Workshop 2 Workshop 3 Stage 4: Training provision including SME/Workers’ training needs assessment and designing, developing, delivering and evaluating flexible workplace training program … Workshop 4 Collegial Showcase and Reporting Stage: Shared reflections and discussion of experiences, evaluation of effectiveness of the training provided, analysis of skills and understanding gained and overall project design leading to report compilation … ACTION RESEARCH SUPPORT & WORKPLACE TRAINING MENTOR

12. An approach to getting started Capability What is your current capability and capacity to engage with business? What training could you offer right now? Relationships What relationships do you have now that you could Leverage? Revive? How do you manage those relationships that are vital for your success in negotiating with and providing training for business? Do you need to make any changes?

13. Assessing capability Start by asking...... NETWORKS 1. What existing networks do you have? 2. What contacts with business do you have already? 3. Are there former contacts that you could revive? 4. Who in your organisation is best placed to build and manage relationships with business? 5. What is it about your organisation that would be attractive to business?

14. Assessing capability Start by asking...... PROGRAMS, TRAINERS AND RESOURCES What programs do you have now that may be relevant to business? Which other organisations are training in workplaces in your area and how competitive are you? Do you have skilled and experienced staff who can teach in workplaces? Do you have links or partnerships to bring in expertise if you need it?

15. What about businesses in your area....some questions? What are the industry types and trends in your area? Do you know where to find this information? Are businesses in your area employing people with low LLN? What skills and training do people employed in your area need? What is your business case for training at a business? What’s in it for the business? What about the people working in your area; What are the issues? Will they attend classes in the evenings?

16. Areas to consider...for sustainability Managing change  What changes might you have to manage within your organisation when you secure a new business relationship?  How will you help effective communication?  How will you measure success? Sharing the learning within your organisation  What might you have to do?  How will you ensure sustainability of your efforts? Target outcomes  Short term?  In the longer term?

17. Managing business relationships Mapping approach to business relationships ASSESSING THE RELATIONSHIP STRENGTH MANAGING THE RELATIONSHIP 2 QUESTIONS Strong relationship Bottom line impact Which role owns the relationship in your LLO? Networking relationship No visible bottom line impact Which area in your LLO benefits from the relationship?

18. Relationship mapping approach ASSESSING THE RELATIONSHIP STRENGTH MANAGING THE RELATIONSHIP 2 MORE QUESTIONS Strong relationship Bottom line impact What is the value of the relationship in your LLO? High – HV Medium – MV Low – LV Networking relationship No bottom line impact How much effort to sustain the relationship? High – HE Medium – ME Low – LE

19. An example LLO ACFE DHS SKILLS VIC Youth Service ACFE Owner: Education Manager Benefit: Education Division Value: H Effort: M SKILLS VIC Owner: CEO Benefit: Education Division Value: M Effort: H DHS Owner: CEO Benefit: Administration Value: H Effort: L YOUTH SERVICE Owner: Youth Co-ordinator Benefit: Youth programs Value: L Effort: M BUSINESS Owner: Education Manager Benefit: Pre-accredited section Value: H Effort: M Business

20. Participating in this project Loddon Campaspe Multicultural Services The project experience The outcomes The learning Welcome Sylvia Phan & Kate McInnes

21. About LCMS Peak multicultural organisation in central Victoria Over 15 years’ experience supporting newly arrived migrants and refugees Pre-accredited training provider since 2006 Deliver a range of community development-based services Celebrate diversity through events and festivals

22. The Project Experience Kate and Sylvia drivers of the project Why LCMS got involved - good fit with our strategic directions Our target industries Project stages Project workshops

23. Outcomes Outcomes Stage 1-3 Outcomes for stage 4 (training): KR: not interested Hazeldenes: still waiting to hear MatchWorks: one term in

24. Learning How to work around constraints - time and resources Easier to take on this project as it’s already part of our strategic plan with allocation of resources and priorities Level and skills of management directed to the project Tools developed for the project were easy, relevant and applicable to a range of partnership settings Accessible help and support makes the task less daunting.

25. To find out more... Contact Kate: k.mcinnes@lcms.org.au 5441 6644k.mcinnes@lcms.org.au Contact Sylvia: s.phan@lcms.org.au 5441 6644s.phan@lcms.org.au www.lcms.org.au (check in December!) www.lcms.org.au