Proposed NZ Institute of Skills and Technology (NZIST)

Here is a summary of some viewpoints on the New Zealand 'reform of vocational education' proposals announced last week - see previous blog for overview.

The proposal with the largest impact on VET in NZ is the announcement of the formation of one entity to provide VET. The technical discussion document, spells out some of the details.

Submissions on the proposals have a very short timeline of 6 weeks. Therefore, there will be a flurry of activity within the sector, to prepare submissions and responses.

Some responses from last week include:

The NZ Herald article on the effects of the proposal on ITPs (polytechnics), ITOs (industry organisations) and learners, provides perspectives.

Education Central summarise the main effects on ITPs and ITOs.

Two Radio NZ interviews summarise initial reactions.

Firstly, short responses (8 minutes) from Southern Institute of Technology CE, Penny Simmons and Skills Org (ITO) CE Gary Fissenden summarise the concerns from each sector.

Then a longer interview (30 minutes) with TEU (Tertiary Union) president Michael Gilchrist, Phil Ker Otago Polytechnic CE and Warwick Quinn from the Building and Construction ITO (BCITO).

Summarised below:

Phil Ker's reaction on impact on ITPs – yes and no – yes due to looking into fixing the funding, support work integrated learning initiatives but requires investment, staff capability training and curriculum redevelopment. Not so happy with the one entity.

Proposed combination of the best of a systems and the best of automous ITPs approach. Certain functions like buildings, financial / enrolment systems and staff training make sense. But autonomy of ITPs still important to meet regional needs.

Acknowledged need for flexibility of learning as workforce needs to continually upskills and reskill to meet the future of work.

How will ITPs cope with supporting the apprentices now supported by ITOs. ITPs have a history of managed apprentices and should be able to ram up as required. ITP tutors are teachers and pratitioners and are ideal to support workbased learning.

Most of ITPs have a track record of success and fiscal problems have come about due to underfunding which should have been resolved at least 2 years ago.

It is not a campus issue but a delivery issue. Learning centres could be a solution so that students have support for learning wherever they are situated. One large entity may be difficult to be agile and responsive to regional needs.

Under the model, industry skills groups would provide advise to ‘head office’ as to what sorts of programmes.

TEU view is that ITPs should be the heart of VET in NZ. This includes their stakeholders, students and staff. Wants to support the right thing to do, so that this can happen.

Individual ITP staff contracts will be grandparented and followed by shift to the ‘one’ institute. There may be some job losses but also new positions will be formed. Any large rationalisation will have impacts on jobs. Admin positions and rationalisation of curriculum development along with redeployment across ITO sector will be initial effects.

Both Phil and Michael reckon $$ will need to be put in to get the whole thing going.

ITO reaction were surprised at the shift of workplace learning to ITPs. Supportive of anything that will support VET. ITOs have been efficient as they have provided cost effective support and training. ITOs are owned by employers. The heart of the ITP system is the learner. Need to ensure that employers are engaged in the process. Skills shortages are critical at the moment and it is important not to disrupt the ‘flow’ of trained workers into industry.

Important to ensure this new system supports VET. Single entity may not meet the needs of everyone. At the moment, there is a choice between all workbased with apprenticeship or some pre-trade followed by apprenticeship. 6 week consultation period a bit short to get all the important discussions completed. Agility and nimbleness will be a challenge but if the industry skills advisement works effectively, then it may work.

 So, lots of conversations going on, to be collated into submission documents. It will be mid-year, at the earliest, before we hear about the outcomes of the submissions and details of final decisions. Meanwhile, the one guarantee is for change and more change to the sector in the coming two to three years. The VET sector are supportive of change, as the system as it stands, is unsustainable. Therefore, the details of how to accomplish the change and whether these measures will provide for a more agile VET provision at sustainable costs to the tax payers, will need to be outcomes of the reform.