Chapter 4: Better quality training and less red tape As well as equipping students and employers to make informed training choices, the Department has strengthened oversight of quality in the training market. Since 2012, the Department has progressively raised standards for training providers to gain and maintain a government contract. We have spelt out our expectations that students are supported to: Understand the value and limitations of their training entitlement Have access to accurate and comparable information on training products and how their choices affect their future Be able to access accurate and comparable information on delivery modes Make sure that training programs meet each needs, links to individual’s likely job outcomes and minimises duplication of prior training Receive high quality teaching, feedback and assessment Have an opportunity to provide feedback on their experience, both during training and after [a] [the] program has been finished. With the establishment of the Market Monitoring Unit, and continued improvement of data systems, we have increased our ability to detect quality and compliance risks. This has resulted in higher standards and a reduction in the number of providers offered a government-funded contract. As at 30 June 2014, there were 499 training providers with a 2014 VET Funding Contract to deliver Victorian Training Guarantee subsidised training. We have also red by reducing the administrative burden. For example, this year the “cut tape” department has introduced: 3 year contracts for high performing training providers, rather than an annual contracting process A streamlined process for training providers submitting their training data for payment A single financial assessment for Learn Local providers to gain a contract for VTG training and pre-accredited training (through the ACFE Board). Actions taken in the last six months Some recent actions include: Higher entry-to-market standards for training providers, including stronger criteria and better targeted foundation level training. Increased oversight of training delivery by requiring providers to seek approval to subcontract training delivery to third parties. The introduction of a Statement of Expectations to drive improved provider performance and behaviour. The establishment of a rapid response team, as part of the Market Monitoring Department’s Unit, which has conducted investigations into market responses and provider behaviour. Reviews into RTO training assessments in priority industries (such as childcare) and in relation to training providers that experienced significant growth in training delivery. For an overview of our expectations and approach to contract management, please refer to the Appendix. Tougher entry to market for providers
Chapter 4: Better quality training and less red tape As well as equipping students and employers to make informed training choices, the Department has strengthened oversight of quality in the training market. Since 2012, the Department has progressively raised standards for training providers to gain and maintain a government contract. We have spelt out our expectations that students are supported to: Understand the value and limitations of their training entitlement Have access to accurate and comparable information on training products and how their choices affect their future Be able to access accurate and comparable information on delivery modes Make sure that training programs meet each individual’s needs, links to likely job outcomes and minimises duplication of prior training Receive high quality teaching, feedback and assessment Have an opportunity to provide feedback on their experience, both during training and after [a] [the] program has been finished. With the establishment of the Market Monitoring Unit, and continued improvement of data systems, we have increased our ability to detect quality and compliance risks. This has resulted in higher standards and a reduction in the number of providers offered a government-funded contract. As at 30 June 2014, there were 499 training providers with a 2014 VET Funding Contract to deliver Victorian Training Guarantee subsidised training. We have also “cut red tape” by reducing the administrative burden. For example, this year the department has introduced: 3 year contracts for high performing training providers, rather than an annual contracting process A streamlined process for training providers submitting their training data for payment A single financial assessment for Learn Local providers to gain a contract for VTG training and pre-accredited training (through the ACFE Board). Actions taken in the last six months Some recent actions include: Higher entry-to-market standards for training providers, including stronger criteria and better targeted foundation level training. Increased oversight of training delivery by requiring providers to seek approval to subcontract training delivery to third parties. The introduction of a Statement of Expectations to drive improved provider performance and behaviour. The establishment of a rapid response team, as part of the Department’s Market Monitoring Unit, which has conducted investigations into market responses and provider behaviour. Reviews into RTO training assessments in priority industries (such as childcare) and in relation to training providers that experienced significant growth in training delivery. For an overview of our expectations and approach to contract management, please refer to the Appendix. Tougher entry to market for providers
vtmhalf2014.docx