victorian tourism workforce development plan - Tourism Victoria
victorian tourism workforce development plan - Tourism Victoria victorian tourism workforce development plan - Tourism Victoria
VICTORIAN TOURISM WORKFORCE DEVELOPMENT PLAN 2 0 1 0 – 2 0 1 6
- Page 2 and 3: Contents Minister’s Foreword 03 S
- Page 4 and 5: INTRODUCTION SeCtION ONE STRATEGIC
- Page 6 and 7: OVERVIEW - VICTORIA’S TOURISM WOR
- Page 8 and 9: OVERVIEW - VICTORIA’S TOURISM WOR
- Page 10 and 11: TOURISM WORKFORCE DEVELOPMENT CHALL
- Page 12 and 13: OBJECTIVES What are the strategic o
- Page 14 and 15: SeCtION TWO STRATEGIC ACTIONS 14 VI
- Page 16 and 17: AREA ONE: MAKING TOURISM A CAREER O
- Page 18 and 19: AREA TWO: SUPPORTING SUSTAINABLE WO
- Page 20 and 21: AREA THREE: RETAINING QUALITY PEOPL
- Page 22 and 23: AREA THREE: RETAINING QUALITY PEOPL
- Page 24 and 25: AREA FOUR: GROWING THE TOURISM WORK
- Page 26 and 27: AREA FOUR: GROWING THE TOURISM WORK
- Page 28 and 29: AREA FIVE: TRAINING & SKILLING THE
- Page 30 and 31: AREA SIX: SUPPORTING SMALL BUSINESS
- Page 32 and 33: AREA SEVEN: GROWING THE TOURISM WOR
- Page 34 and 35: AREA SEVEN: GROWING THE TOURISM WOR
- Page 36 and 37: IMPLEMENTATION How will the Plan be
- Page 38: REFERENCES Australian and New Zeala
VICTORIAN TOURISM WORKFORCE<br />
DEVELOPMENT PLAN<br />
2 0 1 0 – 2 0 1 6
Contents<br />
Minister’s Foreword 03<br />
Section One: Strategic Overview<br />
Strategic context<br />
Addressing <strong>workforce</strong> <strong>development</strong><br />
Who is the Steering Committee?<br />
Overview – <strong>Victoria</strong>’s <strong>tourism</strong> <strong>workforce</strong><br />
Employment in the <strong>tourism</strong> industry (by sector)<br />
Employment in accommodation and food services<br />
<strong>Tourism</strong> <strong>workforce</strong> <strong>development</strong> challenges<br />
Objectives<br />
What are the strategic objectives of the Plan?<br />
How will the Plan be delivered?<br />
Section Two: Strategic Actions<br />
Area One: Making <strong>tourism</strong> a career of choice<br />
Area Two: Supporting sustainable <strong>workforce</strong> structures<br />
Area Three: Retaining quality people<br />
Area Four: Growing the <strong>tourism</strong> <strong>workforce</strong><br />
Area Five: Training and skilling the <strong>tourism</strong> <strong>workforce</strong><br />
Area Six: Supporting small business excellence<br />
Area Seven: Growing the <strong>tourism</strong> <strong>workforce</strong> in regional <strong>Victoria</strong><br />
04<br />
05<br />
05<br />
05<br />
06<br />
06<br />
08<br />
10<br />
12<br />
12<br />
13<br />
14<br />
15<br />
18<br />
20<br />
23<br />
27<br />
30<br />
32<br />
Section THREE: Implementation 35<br />
REFERENCES 37<br />
2<br />
VICTORIAN TOURISM WORKFORCE DEVELOPMENT PLAN 2010 — 2016
Minister’s Foreword<br />
The <strong>Victoria</strong>n <strong>Tourism</strong> Workforce Development Plan<br />
2010–2016 (the Plan), is the first of its kind developed<br />
for the <strong>Victoria</strong>n <strong>tourism</strong> industry. The Plan presents<br />
considered strategies responding to these <strong>workforce</strong><br />
challenges. It outlines specific actions to increase the<br />
industry’s share of the current and future labour market,<br />
focusing on the attraction and retention of appropriately<br />
skilled labour. It will also ensure businesses, particularly<br />
small businesses, are well equipped to provide<br />
professional <strong>development</strong> and training opportunities<br />
for employees.<br />
The <strong>Victoria</strong>n <strong>tourism</strong> industry employs almost<br />
185,000 people and contributes more than $15 billion<br />
to the State’s economy.<br />
<strong>Tourism</strong>, perhaps more than any other industry is<br />
about people — with the right knowledge, service skills<br />
and expertise. To achieve the <strong>Victoria</strong>n Government’s<br />
objective of facilitating an $18 billion <strong>tourism</strong> industry<br />
by 2016, as laid out in the 10 Year <strong>Tourism</strong> and Events<br />
Industry Strategy, fulfilling the supply of a skilled<br />
<strong>workforce</strong> is crucial to the delivery of quality<br />
<strong>tourism</strong> experiences.<br />
Workforce <strong>development</strong> focuses on all aspects of<br />
a business’ <strong>workforce</strong>, including: the recruitment of<br />
staff with the right skills, experience and attitude;<br />
remuneration; developing individuals’ skills and<br />
potential through training and <strong>development</strong>; and<br />
career progression opportunities.<br />
In a highly competitive labour market, <strong>tourism</strong> businesses<br />
need to focus on these issues if they are to be successful<br />
in attracting and retaining employees. An ageing<br />
<strong>workforce</strong> and the migration of young people to cities,<br />
an issue prevalent in regional <strong>Victoria</strong>, also present<br />
<strong>workforce</strong> challenges for the <strong>tourism</strong> industry.<br />
The successful implementation of the Plan is a shared<br />
responsibility of the industry, government and education<br />
and training providers and will require a long-term<br />
commitment by all stakeholders. To facilitate this<br />
objective, a joint industry-government Implementation<br />
Group has been formed, which will oversee<br />
implementation of the Plan.<br />
Through the Plan, strategic policies and programs will be<br />
delivered, which will provide opportunities for interesting<br />
and diverse career pathways for individuals, a skilled<br />
<strong>workforce</strong> to drive profitability and long-term viability<br />
for <strong>tourism</strong> businesses, and to the State, an innovative<br />
and vibrant <strong>tourism</strong> industry which supports <strong>Victoria</strong>’s<br />
long-term economic prosperity.<br />
The Hon Tim Holding MP<br />
Minister for <strong>Tourism</strong> and Major Events<br />
3<br />
VICTORIAN TOURISM WORKFORCE DEVELOPMENT PLAN 2010 — 2016
INTRODUCTION<br />
SeCtION ONE<br />
STRATEGIC OVERVIEW<br />
4<br />
VICTORIAN TOURISM WORKFORCE DEVELOPMENT PLAN 2010 — 2016
STRATEGIC CONTEXT<br />
Addressing <strong>workforce</strong> <strong>development</strong><br />
In late 2006, the <strong>Victoria</strong>n Government released its<br />
10 Year <strong>Tourism</strong> and Events Industry Strategy and set a<br />
vision to expand the contribution of the <strong>tourism</strong> industry<br />
to $18 billion, employing 225,000 people by 2016. In<br />
order that this vision can be realised, a sizeable number<br />
of new jobs will need to be created and filled.<br />
In 2006, this was estimated to be 66,000 (direct<br />
and indirect jobs).<br />
Despite the recent global economic downturn and a<br />
number of crises which have impacted on the growth of<br />
the <strong>tourism</strong> industry in <strong>Victoria</strong>, research commissioned<br />
by <strong>Tourism</strong> <strong>Victoria</strong> indicates that up to 32,000 new direct<br />
jobs will still be required if the industry is to reach the<br />
forecast target by 2016 1 .<br />
The <strong>Victoria</strong>n <strong>Tourism</strong> Workforce Development Plan<br />
2010 –2016 (the Plan) has been developed to ensure the<br />
State’s <strong>tourism</strong> industry achieves this target by addressing<br />
the key challenges in attracting and retaining individuals<br />
with the required skills and experiences.<br />
This Plan has involved extensive consultation with<br />
government agencies, <strong>tourism</strong> businesses, industry<br />
associations, education and training providers, <strong>tourism</strong><br />
boards and state and local government representatives<br />
in Melbourne and throughout regional <strong>Victoria</strong>.<br />
Who is the Steering Committee?<br />
A Steering Committee was formed to oversee the<br />
<strong>development</strong> of the Plan, supported by specialist<br />
consultants. Convened by <strong>Tourism</strong> <strong>Victoria</strong>,<br />
membership of the Committee comprised:<br />
• <strong>Tourism</strong> <strong>Victoria</strong><br />
• Skills <strong>Victoria</strong><br />
• Australian Wine Tour<br />
Company<br />
• Workforce <strong>Victoria</strong><br />
• <strong>Tourism</strong> Alliance<br />
<strong>Victoria</strong><br />
• Small Business <strong>Victoria</strong><br />
• Service Skills <strong>Victoria</strong><br />
• Regional Development<br />
<strong>Victoria</strong><br />
• William Angliss Institute<br />
• <strong>Victoria</strong> University<br />
• <strong>Victoria</strong>n Employers’<br />
Chamber of Commerce<br />
and Industry<br />
The Committee has provided input into developing<br />
actions to address the labour skills, service standards<br />
and labour shortages affecting the <strong>tourism</strong> industry.<br />
The Committee drew on global examples (international<br />
<strong>tourism</strong> <strong>workforce</strong> strategies undertaken in London,<br />
Scotland, Alberta and New Zealand were examined)<br />
and <strong>workforce</strong> studies undertaken in other industries<br />
to determine the appropriate benchmark for <strong>Victoria</strong>’s<br />
<strong>tourism</strong> industry.<br />
The actions in this Plan also complement and build on<br />
the directions of several initiatives which are currently<br />
in place, such as <strong>Victoria</strong>’s <strong>Tourism</strong> Excellence Program,<br />
industry accreditation programs, the evolution of regional<br />
industry structures, and significant <strong>Victoria</strong>n Government<br />
policies such as Securing Jobs for Your Future – Skills for<br />
<strong>Victoria</strong> and Ready for Tomorrow: A Blueprint for Regional<br />
and Rural <strong>Victoria</strong>.<br />
1<br />
People First: A Report Guiding <strong>Victoria</strong>’s <strong>Tourism</strong> Workforce Development Plan, Tesdorpf & Associates, Saturn Corporate Resources, URS Australia, Bramark Consulting, July 2009<br />
5<br />
VICTORIAN TOURISM WORKFORCE DEVELOPMENT PLAN 2010 — 2016
OVERVIEW - VICTORIA’S TOURISM WORKFORCE<br />
Employment in the <strong>tourism</strong> industry (by sector)<br />
In 2007–08, the <strong>tourism</strong> industry contributed over 3.2 per<br />
cent (or $8.6 billion) to the <strong>Victoria</strong>n economy’s output<br />
and generated over 3 per cent (or $7.2 billion) of the<br />
gross industry value added 2 . <strong>Tourism</strong> output amounted to<br />
over $15.8 billion in the categories listed in Figure 1.<br />
<strong>Victoria</strong>’s <strong>tourism</strong> output represents 20 per cent of total<br />
<strong>tourism</strong> output in Australia. The <strong>tourism</strong> industry directly<br />
employed over 105,000 employees in <strong>Victoria</strong> in<br />
2007–08, in the industries listed in Figure 2.<br />
Figure 1.<br />
<strong>Tourism</strong> output by main product, <strong>Victoria</strong> 2007–08<br />
Figure 2.<br />
Composition of the <strong>tourism</strong> <strong>workforce</strong>, <strong>Victoria</strong> 2007–08<br />
15<br />
15<br />
5<br />
4 2 1 4 2 1<br />
5<br />
5<br />
2<br />
2 15<br />
3<br />
3<br />
4 2 1<br />
5 5<br />
2 2<br />
3 3<br />
15<br />
15<br />
4 2 1<br />
1<br />
15 15<br />
1<br />
1<br />
7<br />
<strong>Tourism</strong> output 1 % 1<br />
1<br />
7<br />
5<br />
110<br />
1<br />
1<br />
1<br />
1<br />
7<br />
15<br />
1<br />
1<br />
1<br />
10<br />
1<br />
7<br />
2<br />
2<br />
1<br />
9<br />
9<br />
2<br />
2<br />
1<br />
2<br />
2<br />
1<br />
12<br />
9<br />
12<br />
3<br />
5<br />
12<br />
3<br />
5<br />
3<br />
9 5<br />
5 5<br />
1<br />
2<br />
<strong>Tourism</strong> 2 <strong>workforce</strong><br />
composition 1 % 13<br />
12<br />
5<br />
1<br />
3<br />
5<br />
1<br />
13<br />
13<br />
10<br />
5<br />
1<br />
13<br />
10<br />
5<br />
8<br />
5<br />
8<br />
10<br />
4<br />
8 8<br />
15<br />
4 15 4<br />
Travel agency services Travel 15 agency 15 services Taxifares<br />
10<br />
4<br />
24<br />
Taxifares<br />
24<br />
24 10 10<br />
5<br />
5<br />
24<br />
8<br />
8<br />
5 5<br />
8 8<br />
Travel agency services Travel agency services Road transport and Road vehicle transport hiring a<br />
Long Travel distance agency Travel transport services agency Long distance services transport Taxifares Local transport Taxifares Local transport<br />
Travel agency Air Travel and services agency water services transport Air and Road water transport Road Rail and transport vehicle and hiring vehicle Rail hiring transport<br />
Motor Long vehicle distance Long hire transport distance Motor transport vehicle hireLocal Motor transport vehicle Local transport maintenance Motor vehicle maintenance Air and water Accommodation<br />
Air transport and water transport Accommodation<br />
Rail transport Rail Cafés, transport restaurants Cafés, restaurants<br />
Motor vehicle Motor hirevehicle hire<br />
Fuel<br />
Fuel<br />
Motor vehicle Motor maintenance vehicle maintenance<br />
Vehicles Vehicles<br />
Accommodation Accommodation<br />
Pubs, clubs, bars<br />
Cafés, restaurants Cafés, restaurants<br />
Pubs, clubs, bars Manufacturing Manufacturing<br />
Fuel Fuel<br />
Vehicles Vehicles<br />
Accommodation services Accommodation services Rent on holiday houses Rent on holiday houses<br />
Pubs, clubs, Pubs, bars clubs, bars<br />
Retail<br />
Retail<br />
Manufacturing Manufacturing<br />
Casinos and gambling Casinos and gam<br />
Accommodation Accommodation services services Rent on holiday Rent on houses holiday houses<br />
Retail Retail<br />
Casinos and Casinos gambling and gambling<br />
Takeaway and restaurant Takeaway meals and restaurant Food meals products Food products<br />
Takeaway and Takeaway restaurant and meals restaurant meals Food products Food products<br />
Museums, arts, libraries Museums, arts, libraries Other entertainment Other entertainm<br />
Museums, arts, Museums, libraries arts, libraries Other entertainment Other entertainment<br />
Beverages<br />
Beverages Beverages<br />
Beverages<br />
Shopping<br />
Shopping<br />
Shopping<br />
Shopping<br />
Education<br />
Education<br />
Education<br />
Education<br />
Other Other<br />
Other<br />
Other<br />
Recreation, Recreation, culture, Recreation, sports<br />
culture, sports culture, Gambling Gambling sports and Gambling and betting betting and Gambling betting and betting<br />
Source: STCRC, 2009<br />
Education Education Education Other Other Other Other<br />
Source: STCRC, 2009<br />
2<br />
Sustainable <strong>Tourism</strong> Cooperative Research Centre, 2009: <strong>Tourism</strong> satellite accounts 2007–08: summary spreadsheets<br />
6<br />
VICTORIAN TOURISM WORKFORCE DEVELOPMENT PLAN 2010 — 2016
OVERVIEW - VICTORIA’S TOURISM WORKFORCE<br />
Figure 3.<br />
<strong>Tourism</strong>’s share of industry employment, <strong>Victoria</strong> 2007–08<br />
50<br />
<strong>Tourism</strong> share (%)<br />
40<br />
30<br />
20<br />
Accommodation, cafés<br />
and restaurants<br />
25.2<br />
Communication services<br />
Culture and recreation<br />
Education<br />
Finance and insurance<br />
Government<br />
Health and community services<br />
Manufacturing<br />
Personal services<br />
Property and business services<br />
Retail trade<br />
Transport and storage<br />
Total<br />
13.5<br />
10<br />
7.3<br />
6.4<br />
4.8<br />
1.5<br />
0.3<br />
1.6<br />
2.7 2.5<br />
0.2<br />
6.8<br />
4<br />
0<br />
Industry<br />
Source: STCRC, 2009<br />
Direct <strong>tourism</strong> employment in <strong>Victoria</strong> represents<br />
over 4 per cent of total <strong>Victoria</strong>n employment.<br />
Figure 3 demonstrates <strong>tourism</strong>-related employment<br />
across different industries.<br />
<strong>Tourism</strong> contributes to employment in a number of<br />
industries, including transport, retail trade,<br />
communication, culture and recreation, and education.<br />
Most importantly, <strong>tourism</strong> is responsible for over 25 per<br />
cent of employment in the accommodation, cafes and<br />
restaurants industry.<br />
Therefore, <strong>tourism</strong> creates approximately 184,800 jobs<br />
in total or 7.1 per cent of employment in <strong>Victoria</strong> 4 .<br />
As the above analysis shows, the <strong>tourism</strong> <strong>workforce</strong> is<br />
distributed across a range of industries that have very<br />
different employment characteristics. From a <strong>workforce</strong><br />
<strong>development</strong> perspective, accommodation and food<br />
services are among the most challenging areas as<br />
employment is characterised by a high proportion<br />
of part time and casual work, high turnover, young<br />
employees and a large number of small employers.<br />
Estimates suggest that <strong>tourism</strong> also generates a significant<br />
amount of employment through generating demand<br />
for intermediate inputs from other, non-<strong>tourism</strong><br />
related industries 3 . <strong>Tourism</strong> indirectly contributes an<br />
additional 79,500 jobs to the <strong>Victoria</strong>n economy.<br />
3<br />
STCRC, 2009: <strong>Tourism</strong> satellite accounts 2007–08: summary spreadsheets<br />
4<br />
STCRC, 2009: <strong>Tourism</strong> satellite accounts 2007–08: summary spreadsheets<br />
7<br />
VICTORIAN TOURISM WORKFORCE DEVELOPMENT PLAN 2010 — 2016
OVERVIEW - VICTORIA’S TOURISM WORKFORCE<br />
Figure 4.<br />
Employment in accommodation and food services in <strong>Victoria</strong> 2010–2016<br />
200<br />
180<br />
160<br />
140<br />
People (000s)<br />
120<br />
100<br />
80<br />
60<br />
40<br />
20<br />
0<br />
2003<br />
2005<br />
2007<br />
2009<br />
2011<br />
2013<br />
2015<br />
2017<br />
Year<br />
Source: Skills<br />
25<br />
<strong>Victoria</strong> 2010<br />
2009 2016<br />
20<br />
Employment in accommodation and food services The industry is characterised by a high proportion of<br />
casual and part-time positions. In 2009, only 49 per<br />
Approximately 15 170,000 employees or 6 per cent of the<br />
cent of workers were employed on a full-time basis.<br />
<strong>Victoria</strong>n <strong>workforce</strong> were employed in accommodation<br />
For employees working full time, average weekly hours<br />
and food 10 services in 2009.<br />
worked were 44.3 hours (compared with 41.3 hours<br />
Over the past ten years, employment in the industry has for all industries).<br />
05<br />
grown from around 140,000 employees to over 170,000<br />
The industry has been suffering from skill shortages,<br />
(by 23 per cent) in 2009 (refer to Figure 4).<br />
0<br />
across a range of occupations. In the food services<br />
15—19 20—24 25—29 30—34 35—39 40—44 45—49 50—54 55—59 60—64 65—69 70+<br />
Employment growth is expected to be moderate in the sectors, chefs have been in persistent shortage, while<br />
next two years, while the longer term outlook is positive cooks, service staff, baristas, supervisors and kitchen<br />
for the industry. Growth in the industry is expected to hands have also been reported in shortage. Shortages<br />
recover from 2010, and employment is forecast to in the accommodation sector include front office,<br />
increase by over 5 per cent by 2016.<br />
housekeeping and hotel/motel operations skills.<br />
Average weekly earnings in the industry amounted to<br />
$873 in February 2010 in <strong>Victoria</strong>. This is below the all<br />
industry average of $1208 5 .<br />
9<br />
1 1<br />
5<br />
Skills <strong>Victoria</strong> (http://www.skills.vic.gov.au/skills-and-jobs-outlook/where-will-the-jobs-be/accommodation-cafes-restaurants-industry), 2010<br />
7<br />
Ex<strong>plan</strong>atory Note: Average weekly earnings statistics by the Australian Bureau of Statistics represent average gross (before tax) earnings of employees and do not relate to average award<br />
rates or to the earnings of the ‘average person’. Estimates of average weekly earnings are derived by dividing estimates of weekly total earnings by estimates of the number of employees.<br />
8<br />
VICTORIAN TOURISM WORKFORCE DEVELOPMENT PLAN 2010 — 2016<br />
17<br />
59
200<br />
180<br />
180<br />
160<br />
160<br />
140<br />
140<br />
120<br />
120<br />
OVERVIEW - VICTORIA’S 100 TOURISM WORKFORCE<br />
100<br />
80<br />
80<br />
60<br />
60<br />
40<br />
40<br />
200<br />
180<br />
20<br />
20 160<br />
0<br />
0 140<br />
Figure 5.<br />
2003 120 2005 2003 2007 2005 2009 2007 2011 2009 20132011<br />
20152013<br />
20172015<br />
100<br />
Forecast change in 80 employee age profile in accommodation and food services in <strong>Victoria</strong> 2009–2016<br />
60<br />
25<br />
25 40<br />
20<br />
2009 2016 2009 2016<br />
0<br />
20<br />
20<br />
2003 2005 2007 2009 2011 2013 2015 2017<br />
2017<br />
15<br />
15<br />
%<br />
10<br />
10<br />
25<br />
20<br />
2009 2016<br />
05<br />
05<br />
15<br />
0<br />
15—19<br />
20—24 0 25—29 10 30—34 35—39 40—44 45—49 50—54 55—59 60—64 65—69 70+<br />
15—19 20—24 25—29 30—34 35—39 40—44 45—49 50—54 55—59 60—64 65—69 70+<br />
Age<br />
05<br />
Source: Skills <strong>Victoria</strong> 2010<br />
0<br />
15—19<br />
20—24 25—29 30—34 35—39 40—44 45—49 50—54 55—59 60—64 65—69 70+<br />
Figure 6.<br />
The industry has traditionally employed a large share of<br />
younger people (refer to Figure 5). In 2009, more than a<br />
third of employees were young people (between 15–24<br />
years of age). The proportion of older employees (55+)<br />
was fairly low, at 10 per cent. In the next five years, the<br />
proportion of older employees is expected to increase.<br />
At the same time, the proportion of young entrants<br />
(15–19 years of age) to the industry is likely to decrease.<br />
7<br />
Educational qualifications attained in accommodation<br />
and food services, <strong>Victoria</strong> 2009<br />
9<br />
7<br />
1 1<br />
7<br />
9<br />
9<br />
1 1<br />
1 1<br />
In 2009, three out of five employees in the industry<br />
17<br />
Educational<br />
did not have formal qualifications above Year 12 (refer<br />
qualifications %<br />
17<br />
59<br />
to Figure 6). Most skilled employees held Certificate<br />
59 59<br />
III–IV level qualifications. The proportion of higher<br />
level (Diploma and above) qualifications was also<br />
6<br />
high at 20 per cent.<br />
6<br />
6<br />
In the next five years, the proportion of employees<br />
with no formal qualifications above Year 12 is expected<br />
to decrease by a significant four percentage points.<br />
No post school quals<br />
Bachelor degree<br />
At the same time, the proportion of skilled employees No post school quals<br />
Bachelor degree<br />
Certificate I or II<br />
Graduate diploma<br />
is likely to increase at all qualification levels, with the Certificate I or II No post school quals Graduate diplomaBachelor degree<br />
Certificate III or IV<br />
Post-graduate degree<br />
biggest increase occurring at the Certificate III–IV levels. Certificate III or Diploma IV Certificate I or II Post-graduate degree Graduate diploma<br />
Diploma<br />
Source: Skills<br />
Certificate<br />
<strong>Victoria</strong> 2010<br />
III or IV<br />
Post-graduate degree<br />
Diploma<br />
9<br />
VICTORIAN TOURISM WORKFORCE DEVELOPMENT PLAN 2010 — 2016
TOURISM WORKFORCE DEVELOPMENT CHALLENGES<br />
The nature of the <strong>tourism</strong> industry is such that a number<br />
of systematic challenges are inherent. <strong>Tourism</strong> operators<br />
must balance the need to be internationally price<br />
competitive and in tune with consumers’ willingness to<br />
pay. In turn, to offer quality services which generally<br />
operate outside normal business hours, employers need<br />
to attract and retain staff by offering appropriate<br />
remuneration and flexible conditions of employment.<br />
For many <strong>tourism</strong> operators, most activity occurs during<br />
evenings, weekends and holidays. In the existing<br />
Australian industrial relations framework, such working<br />
hours attract penalty rates, although modern awards do<br />
provide some flexibility in penalty rates and ordinary<br />
hours of work. It is inevitable that high service <strong>tourism</strong><br />
activities will involve high labour cost, compared to<br />
<strong>Victoria</strong>’s key competitors.<br />
<strong>Victoria</strong> is focused on establishing itself as one of the<br />
world’s leading travel destinations. However, the<br />
emergence of international competitors, particularly<br />
throughout Asia, will challenge the State’s ability to attract<br />
and grow its share of high-yield visitor markets. Pricing<br />
pressures brought about by competitors’ ability to<br />
provide <strong>tourism</strong> products at lower prices due to cheaper<br />
labour cost structures, combined with greater access<br />
through the increase in low-cost carriers servicing the<br />
Asia-Pacific region, will make it difficult for <strong>Victoria</strong> to<br />
compete on price alone.<br />
To be competitive, <strong>Victoria</strong> must draw on, among other<br />
things, its lifestyle experiences, major cultural, sporting<br />
and business event infrastructure, international education<br />
services and regional <strong>tourism</strong> attributes. Importantly, a<br />
strong vibrant <strong>tourism</strong> <strong>workforce</strong> will be critical in<br />
supporting these products and services. As noted in the<br />
10 Year <strong>Tourism</strong> and Events Industry Strategy, skilled labour<br />
is crucial to the delivery of quality <strong>tourism</strong> experiences,<br />
especially as demands for service quality increase.<br />
The labour requirements of <strong>Victoria</strong>’s <strong>tourism</strong> <strong>workforce</strong><br />
fall into two broad areas: the need for an abundance of<br />
semi-skilled employees that cover both a permanent<br />
and casual base; and a depth of higher skilled, careeroriented<br />
employees.<br />
A recent study estimates that higher skilled occupations<br />
account for 35 per cent of those employed in the<br />
<strong>tourism</strong> industry 6 .<br />
Over the past ten years, the <strong>Victoria</strong>n economy has<br />
experienced strong employment growth and historically<br />
low unemployment which has subsequently led to<br />
significant and sustained labour and skills shortages.<br />
While the global economic downturn has lifted some of<br />
the strain on these shortages, they are expected to return<br />
quickly as the economy recovers.<br />
6<br />
National Long Term <strong>Tourism</strong> Strategy Economic Modelling Consultancy: Phase 1 Report, Access Economics, June 2009<br />
10<br />
VICTORIAN TOURISM WORKFORCE DEVELOPMENT PLAN 2010 — 2016
TOURISM WORKFORCE DEVELOPMENT CHALLENGES<br />
An ageing <strong>workforce</strong> and the migration of young people<br />
to cities are key factors also contributing to <strong>workforce</strong><br />
shortages and skill gaps.<br />
Other issues impacting on the <strong>tourism</strong> <strong>workforce</strong> include:<br />
• the industry is seen by some as a source of temporary<br />
employment rather than a longer term career option<br />
as offered by other industries;<br />
• the need to engage highly- and semi-skilled<br />
individuals through attractive employment conditions<br />
based on lifestyle, remuneration, training and career<br />
progression opportunities;<br />
• attracting highly- and semi-skilled individuals while<br />
remaining price competitive with international<br />
destinations that have lower priced product offerings<br />
due to lower labour cost structures;<br />
Generally, these <strong>tourism</strong> <strong>workforce</strong> challenges are very<br />
similar to those identified in other countries. In this<br />
regard, common international themes include: high staff<br />
turnover; a need for better collaboration between<br />
employers and education providers to deliver programs<br />
that meet industry needs; and improved industry input<br />
to training packages.<br />
Labour and skills shortages are particularly acute in<br />
regional parts of <strong>Victoria</strong>, where competition for labour<br />
is high and staff retention is difficult. This is accentuated<br />
by seasonality issues, distance and a lack of suitable<br />
accommodation which makes it especially hard to recruit<br />
and keep trained and experienced staff in regional<br />
<strong>tourism</strong> businesses.<br />
• a lack of recognition of transferable skills within the<br />
<strong>tourism</strong> industry in relation to other industries; and<br />
• a lack of industry investment, often by small<br />
businesses, in professional <strong>development</strong> and<br />
accredited training.<br />
11<br />
VICTORIAN TOURISM WORKFORCE DEVELOPMENT PLAN 2010 — 2016
OBJECTIVES<br />
What are the strategic objectives of the Plan?<br />
The strategic objectives of the Plan are to:<br />
1. Increase the supply of labour to the <strong>tourism</strong> industry<br />
to deliver high quality service standards which meet<br />
visitor needs and expectations.<br />
2. Support the provision of sustainable employment<br />
conditions which, in aligning with the relevant awards,<br />
offer packages that will attract and retain individuals<br />
with the relevant qualifications and experience and<br />
ensure that <strong>tourism</strong> is seen as a long-term<br />
career opportunity.<br />
3. Ensure education and training systems deliver the skills<br />
and knowledge required to accommodate the needs<br />
of both individuals and businesses in the <strong>tourism</strong><br />
industry. This will include training that is easy to access<br />
and that prior learning is recognised.<br />
These objectives set the direction for <strong>Victoria</strong>n<br />
Government and industry support for the <strong>development</strong><br />
of the <strong>tourism</strong> <strong>workforce</strong> through to 2016.<br />
To meet these objectives, the Plan focuses government,<br />
industry and business activity on seven key action areas:<br />
• Making <strong>tourism</strong> a career of choice<br />
• Supporting sustainable <strong>workforce</strong> structures<br />
• Retaining quality people<br />
• Growing the <strong>tourism</strong> <strong>workforce</strong><br />
• Training and skilling the <strong>tourism</strong> <strong>workforce</strong><br />
• Supporting small business excellence<br />
• Growing the <strong>tourism</strong> <strong>workforce</strong> in regional <strong>Victoria</strong><br />
4. Support employees and employers in the <strong>tourism</strong><br />
industry, particularly small businesses, to address<br />
current and future <strong>workforce</strong> needs through the<br />
provision and awareness of information and advisory<br />
support programs.<br />
5. Address labour and skill shortages common to<br />
regional <strong>Victoria</strong>.<br />
12<br />
VICTORIAN TOURISM WORKFORCE DEVELOPMENT PLAN 2010 — 2016
OBJECTIVES<br />
How will the Plan be delivered?<br />
The Plan identifies the need for a strong partnership<br />
between industry, employers, employees, the education<br />
and training sector and government to meet the skills<br />
needs for the industry and individuals.<br />
Through the Plan, the <strong>Victoria</strong>n Government will<br />
support the industry, <strong>tourism</strong> businesses, employee<br />
representatives and the training and education sectors to<br />
take ownership of <strong>workforce</strong> <strong>development</strong>. Implementing<br />
solutions to <strong>workforce</strong> challenges will also require<br />
industry’s collaboration with government on<br />
collective actions.<br />
Individuals need to adapt and upgrade their knowledge<br />
and skills throughout their working lives to keep pace<br />
with change. Businesses need to understand their<br />
<strong>workforce</strong> requirements and invest in developing the<br />
capacity of their <strong>workforce</strong> so they can continue to<br />
improve productivity and sustainability.<br />
Solving <strong>workforce</strong> challenges will also require<br />
collaboration among the various regional leadership<br />
structures, including regional and local <strong>tourism</strong> boards<br />
and regional <strong>development</strong> boards and local governments.<br />
The Plan outlines key actions for which stakeholders<br />
have been identified to lead the implementation. It is<br />
envisaged that these stakeholders will work together<br />
and reflect these objectives in their own strategies.<br />
An Implementation Group, led by <strong>Tourism</strong> <strong>Victoria</strong><br />
and comprising key stakeholders from employer<br />
and employee groups, government agencies and training<br />
and education providers, will be charged with oversight<br />
of the Plan’s implementation. The Group will also be<br />
responsible for annually reviewing the effectiveness of<br />
these actions to ensure the Plan remains relevant as<br />
factors influencing the <strong>tourism</strong> <strong>workforce</strong> may alter.<br />
Training providers need to respond flexibly to meet both<br />
industry and individual needs. Businesses have the<br />
technology to deliver customised and relevant training<br />
that is integrated with, and supported by, workplace<br />
learning opportunities at a time and place that suit<br />
businesses’ and workers’ needs.<br />
13<br />
VICTORIAN TOURISM WORKFORCE DEVELOPMENT PLAN 2010 — 2016
SeCtION TWO<br />
STRATEGIC ACTIONS<br />
14<br />
VICTORIAN TOURISM WORKFORCE DEVELOPMENT PLAN 2010 — 2016
AREA ONE: MAKING TOURISM A CAREER OF CHOICE<br />
Why is action required to make <strong>tourism</strong><br />
a career of choice?<br />
<strong>Tourism</strong> is largely a people business and as such, the<br />
visitor experience is reliant on the quality and attitude<br />
of the person behind the counter, in the restaurant, or<br />
making the beds.<br />
However, the <strong>tourism</strong> industry is currently not an industry<br />
of choice for many employees. For some, the industry<br />
has a reputation for hard work, unfavourable conditions,<br />
poor work-life balance and relatively low pay scales when<br />
compared to many other industry sectors. It is often<br />
stated that <strong>tourism</strong> is an entry point to the <strong>workforce</strong>,<br />
rather than a career.<br />
The <strong>Tourism</strong>, Hospitality and Events Environmental Scan<br />
2009, developed by Service Skills Australia notes that<br />
<strong>tourism</strong> jobs are seen as in the meantime jobs, jobs in<br />
which people typically work whilst they look for work<br />
in other industries.<br />
However, as highlighted by Service Skills Australia,<br />
<strong>tourism</strong> positions often provide individuals with<br />
significant knowledge, experience and multiple skills such<br />
as customer service, financial management and service<br />
skills, often beyond the scope of the position due to the<br />
size or nature of the employing business. Moreover, many<br />
individuals are evolving their skill sets as business models<br />
adapt to changing markets and consumer expectations.<br />
This is significant as service industries have accounted for<br />
almost all net jobs growth in high income countries over<br />
the past twenty years 7 . As a result, high <strong>workforce</strong><br />
participation and productivity within the service industries<br />
will be critical to a strong <strong>Victoria</strong>n economy.<br />
What opportunities exist to make <strong>tourism</strong><br />
a career of choice?<br />
Studies have found that employees are more motivated<br />
if they are building their skills to enable them to progress<br />
their careers 8 . Therefore, business strategies which focus<br />
on training and skill <strong>development</strong> are likely to foster<br />
career pathways and encourage employee commitment<br />
and loyalty to a business.<br />
Importantly, there is a need to recognise businesses’<br />
efforts to facilitate employee skill <strong>development</strong> and<br />
related training which is also the focus of the <strong>Victoria</strong>n<br />
Skills Pledge. An initiative of Skills <strong>Victoria</strong> and supported<br />
by the <strong>Victoria</strong>n Employers’ Chamber of Commerce<br />
and Industry (VECCI) and Service Skills <strong>Victoria</strong>, it<br />
publicly acknowledges business efforts to invest in skills<br />
<strong>development</strong> through on-line promotion, business<br />
marketing opportunities and potential award recognition.<br />
Over 200 businesses have signed up for the <strong>Victoria</strong>n<br />
Skills Pledge, however the uptake by <strong>tourism</strong> businesses<br />
is very low, presenting an opportunity to increase<br />
industry awareness of the initiative.<br />
A commitment by businesses to <strong>workforce</strong> <strong>development</strong><br />
has clear benefits for employees, while ensuring the<br />
business is able to service the needs and expectations of<br />
the customer and so ensuring business profitability.<br />
The Recognition of Prior Learning (RPL), which is<br />
common across all industries including <strong>tourism</strong>, also<br />
presents opportunities to attract individuals with relevant<br />
skills to the <strong>tourism</strong> industry for the long term. It can also<br />
recognise the skills of employees who have been working<br />
in the industry for a number of years, but have not<br />
undertaken a Vocational Education and Training<br />
(VET) course.<br />
7<br />
An analysis of <strong>Victoria</strong>’s labour productivity performance, Saul Eslake (Grattan Institute), 2010<br />
8<br />
To Have and to Hold: Retaining and utilising skilled people, National Centre for Vocational Education Research, 2008<br />
15<br />
VICTORIAN TOURISM WORKFORCE DEVELOPMENT PLAN 2010 — 2016
AREA ONE: MAKING TOURISM A CAREER OF CHOICE<br />
The <strong>Victoria</strong>n Government recognises and promotes<br />
access to RPL through its Skill Stores. This initiative<br />
provides individuals with advice about how their current<br />
skills and experience can count towards a new<br />
qualification. The Skills Store also provides individuals<br />
with access to a registered training organisation to<br />
facilitate an RPL assessment.<br />
Skills <strong>Victoria</strong> also requires that RPL must be offered to<br />
all individuals by training providers upon enrolment and<br />
prior to delivery of structured training. TAFEs must be<br />
able to demonstrate that they have processes to<br />
encourage the uptake of, and to streamline, the RPL<br />
process. Time devoted to RPL by TAFEs will be funded<br />
by Skills <strong>Victoria</strong> up to the nominal hours per unit of<br />
competency/module.<br />
In terms of promoting <strong>tourism</strong> as a career of choice,<br />
there are a broad range of initiatives currently in place.<br />
Forums, television programs, networks and awards have<br />
been established by industry associations and education<br />
institutions to highlight the career opportunities<br />
presented by the industry. However, it has been noted<br />
that these mediums generally serve a specific objective,<br />
usually to sell a product or course or increase membership.<br />
The duplication of messages generally fails to cut<br />
through in terms of a stimulating interest amongst<br />
prospective employees.<br />
Engaging a public relations resource to coordinate<br />
efforts to recognise and champion individuals, events<br />
and <strong>tourism</strong> firms as well as identify new measures to<br />
promote the industry is a simple, yet effective approach.<br />
Activities would focus on a broad demographic, including<br />
those seeking to return to work as well as secondary<br />
students and tertiary graduates. For example, this will<br />
include working with <strong>tourism</strong> ambassadors (celebrities,<br />
industry personalities, award winners) to promote their<br />
stories through a range of mass-reaching media channels.<br />
In addition to profiling <strong>tourism</strong> ambassadors,<br />
metropolitan and regional road shows would be run in<br />
cooperation with local governments, regional <strong>tourism</strong><br />
boards, industry associations and education and training<br />
providers to inform individuals of the career opportunities<br />
in the <strong>tourism</strong> industry. The road shows would also link<br />
to industry events held throughout the year across the<br />
State, such as the <strong>Victoria</strong> <strong>Tourism</strong> Week initiative being<br />
managed by the <strong>Victoria</strong> <strong>Tourism</strong> Industry Council and<br />
Destination Melbourne.<br />
The National <strong>Tourism</strong> Alliance is also developing an<br />
internet-based portal which aims to promote careers<br />
in the <strong>tourism</strong> industry by providing information to<br />
interested individuals on employment and<br />
training opportunities.<br />
16<br />
VICTORIAN TOURISM WORKFORCE DEVELOPMENT PLAN 2010 — 2016
AREA ONE: MAKING TOURISM A CAREER OF CHOICE<br />
How will <strong>tourism</strong> be made a career of choice?<br />
Action<br />
• Increase <strong>tourism</strong> businesses’ awareness of and participation in the <strong>Victoria</strong>n Skills<br />
Pledge which promotes commitment to, and publicly recognises business efforts to<br />
up-skill employees.<br />
Responsible agencies<br />
Skills <strong>Victoria</strong>, VECCI<br />
• Promote assistance provided through the <strong>Victoria</strong>n training system to assess<br />
individuals’ skills and experiences as part of gaining RPL through a registered<br />
training provider.<br />
Skills <strong>Victoria</strong>, Registered<br />
Education and Training<br />
providers<br />
• Engage a public relations resource to coordinate existing measures and develop<br />
new initiatives to promote <strong>tourism</strong> as a career of choice. This will include:<br />
– Establishing a <strong>tourism</strong> ambassadors program;<br />
– Undertaking metropolitan and regional road shows involving local governments,<br />
industry associations and education and training providers;<br />
– Leveraging off the relatively high take-up of hospitality courses undertaken through<br />
VET-in-Schools to promote <strong>tourism</strong> careers to senior secondary students; and<br />
– Developing measures to promote <strong>tourism</strong> employment and career prospects to<br />
individuals returning to work.<br />
<strong>Tourism</strong> <strong>Victoria</strong>, VECCI,<br />
Registered Training and<br />
Education providers,<br />
Service Skills <strong>Victoria</strong><br />
17<br />
VICTORIAN TOURISM WORKFORCE DEVELOPMENT PLAN 2010 — 2016
AREA TWO: SUPPORTING SUSTAINABLE WORKFORCE STRUCTURES<br />
Why is action required to support sustainable<br />
<strong>workforce</strong> structures?<br />
As noted in the previous section, low levels of<br />
remuneration and the lack of satisfying work conditions<br />
are acknowledged by employee groups as key deterrents<br />
in attracting employees to the <strong>tourism</strong> industry. This has<br />
been compounded by the high wages offered by other<br />
industries, such as mining, resulting from the high<br />
demand for Australia’s natural commodities. It has also<br />
been noted that the lack of a tipping culture in Australia,<br />
which can supplement wages in other countries such<br />
as the United States of America, limits the attraction<br />
of the <strong>tourism</strong> industry.<br />
<strong>Tourism</strong> businesses have highlighted that employee pay<br />
and conditions can be limited by the cost of operating<br />
overheads and low profit margins which are common<br />
to small business operations. It is also argued that high<br />
demand for labour often results in a high labour price,<br />
which can be unsustainable for the business as the<br />
increased costs are passed on to consumers through<br />
increased prices. This can affect not only the<br />
competitiveness of the individual business, but also<br />
the competitiveness of <strong>Victoria</strong> as a travel destination.<br />
Managing the seasonal nature of the <strong>tourism</strong> industry<br />
and balancing the resources of a business during peak<br />
and off-peak periods is also an ongoing issue for<br />
<strong>tourism</strong> businesses.<br />
What opportunities exist to make <strong>workforce</strong><br />
structures more sustainable?<br />
Reflecting the diversity of the <strong>tourism</strong> <strong>workforce</strong>,<br />
employment arrangements vary across the industry.<br />
They include enterprise bargaining, common law<br />
contracts and Federal awards. Most <strong>Victoria</strong>n businesses<br />
are covered by a modern award which commenced<br />
on 1 January 2010. The awards apply to all <strong>Victoria</strong>n<br />
employees working in an industry covered by that award.<br />
The modern awards are a result of the Commonwealth<br />
Government’s award modernisation. This process aims to,<br />
among other things, create a set of modern awards that<br />
are simple and provide a fair minimum safety net of<br />
enforceable terms and conditions of employment.<br />
The Hospitality Industry (General) Award 2010 (the<br />
Hospitality Award) covers a significant number of<br />
positions across the <strong>tourism</strong> industry.<br />
While there has been some industry criticism of the<br />
modernisation process, the Hospitality Award has<br />
consolidated many of the terms from the existing<br />
restaurant, catering, hotels and motel industry awards.<br />
As a result, it is expected that, from a competition<br />
perspective, <strong>Victoria</strong> could benefit from having other<br />
states fall into line with a higher common standard.<br />
In the face of these challenges, the <strong>tourism</strong> industry<br />
needs to provide a working environment and wages<br />
which will attract new entrants and encourage existing<br />
employees to view <strong>tourism</strong> as a long-term career<br />
prospect. It will also ensure <strong>Victoria</strong> maintains a<br />
multi-skilled <strong>workforce</strong> able to deliver quality <strong>tourism</strong><br />
experiences which support its ability to attract<br />
high-yielding visitors.<br />
18<br />
VICTORIAN TOURISM WORKFORCE DEVELOPMENT PLAN 2010 — 2016
AREA TWO: SUPPORTING SUSTAINABLE WORKFORCE STRUCTURES<br />
While recognising awards present standardised wage<br />
structures, opportunities exist for an employer and an<br />
individual employee to agree to conditions which meet<br />
their needs and those of the business.<br />
Agreements which adopt award flexibility also present<br />
opportunities to develop innovative approaches to<br />
<strong>workforce</strong> structures. This is particularly relevant to<br />
regional areas, where, among other things, flexible<br />
workplace conditions, wage rates (above the award),<br />
hours of work, training, and opportunities for career<br />
progression can be negotiated between employers and<br />
employees so as to make <strong>tourism</strong> positions more<br />
desirable 9 .<br />
In addition, the growing preference of the modern<br />
<strong>workforce</strong> for part-time and casual roles, a trend evident<br />
during the global economic downturn, could benefit<br />
businesses that are willing to provide flexible working<br />
conditions to employees.<br />
These issues are addressed in the following sections:<br />
Retaining Quality People and Growing the<br />
<strong>Tourism</strong> Workforce.<br />
How will sustainable <strong>workforce</strong> structures be delivered?<br />
Action<br />
• Actively provide advice to <strong>tourism</strong> employees and employers negotiating<br />
workplace agreements to ensure wages and conditions are appropriate to the<br />
needs of both parties, while ensuring they align with award conditions.<br />
Responsible agencies<br />
VECCI<br />
• Ensure <strong>tourism</strong> employers and employees are aware of the modernisation of awards<br />
relevant to the <strong>tourism</strong> industry under the Commonwealth Government’s Fair Work<br />
Act 2009 which commenced on 1 January 2010, and act on the opportunities to<br />
adopt flexible working arrangements.<br />
VECCI<br />
9<br />
Current Vacancies: Workforce challenges facing the Australian <strong>tourism</strong> sector, Australian Parliament House of Representatives, June 2007<br />
19<br />
VICTORIAN TOURISM WORKFORCE DEVELOPMENT PLAN 2010 — 2016
AREA THREE: RETAINING QUALITY PEOPLE<br />
Why is action required to retain quality people?<br />
<strong>Tourism</strong> employees generally exhibit a higher tendency<br />
to move between jobs compared to other workers.<br />
This can affect service levels and as previously noted,<br />
the industry’s image as a long-term career option.<br />
Australian Bureau of Statistics data indicates that in the<br />
accommodation and food services industry, over 40 per<br />
cent of staff have been employed by the same business<br />
for less than 12 months. However, only 10 per cent have<br />
been employed with the same business for over five years<br />
which is significantly lower than other industries 10 .<br />
However, industry feedback suggests <strong>tourism</strong> employees<br />
tend to move within the industry, often due to transferable<br />
skill sets, with the high turnover of staff not necessarily<br />
resulting in a labour loss for the industry.<br />
A major factor associated with staff retention will<br />
continue to be remuneration. Average weekly earnings<br />
in the accommodation and food services industry<br />
amounted to $873 in February 2010 in <strong>Victoria</strong>.<br />
This is below the all industry average of $1208 11 .<br />
Other areas which also need to be addressed include<br />
leave entitlements, career prospects and learning and<br />
<strong>development</strong> opportunities.<br />
Limited leadership <strong>development</strong> opportunities, as<br />
well as a lack of recognition of existing knowledge,<br />
experience and portability of employees’ skills are<br />
also barriers to retaining skilled labour within the<br />
<strong>tourism</strong> industry.<br />
A greater desire for work-life balance, changing family<br />
structures, job sharing and increased flexibility around<br />
working hours are also being sought in many parts of the<br />
<strong>tourism</strong> <strong>workforce</strong>, particularly from younger generations<br />
and individuals seeking to re-enter the <strong>workforce</strong>. The<br />
ability of firms to accommodate these demands will go<br />
a long way in aiding staff attraction as well as retention.<br />
This is supported by the findings of the report on Labour<br />
Turnover and Costs in the Australian Accommodation<br />
Industry prepared for the <strong>Tourism</strong> and Transport Forum<br />
in 2006. The report found that in the residential<br />
accommodation and hotel industry, the main factors for<br />
managerial staff to change jobs were higher wages and<br />
better working hours, while operational staff (restaurant<br />
and bar, housekeeping and front office) also cited<br />
improved career opportunities. The report estimated<br />
that the labour turnover costs (of the 64 accommodation<br />
businesses surveyed) for managerial and operational<br />
staff was $49 million.<br />
A number of <strong>tourism</strong> destinations also have significant<br />
seasonal variations which require a larger <strong>workforce</strong> for<br />
short periods of the year. The availability of employment<br />
for short periods means it is difficult to attract individuals<br />
to a destination for the long term, particularly in<br />
regional <strong>Victoria</strong> where employment can be limited<br />
in off-peak periods.<br />
What opportunities exist to retain quality people?<br />
Reports have noted the need to identify factors for staff<br />
turnover in the <strong>tourism</strong> industry 12 . A priority of the<br />
Commonwealth Government’s National Long Term<br />
<strong>Tourism</strong> Strategy is to develop an outlook for the <strong>tourism</strong><br />
industry’s labour and skills requirements over the next<br />
five years. Under the Strategy, the Labour and Skills<br />
Development Working Group will examine reasons<br />
for employees choosing to stay or exit the industry.<br />
The Working Group is also looking at the recognition<br />
and portability of <strong>tourism</strong> skills and qualifications,<br />
which would expand employment opportunities and<br />
aid the retention of individuals in the <strong>tourism</strong> industry.<br />
As a first step, states and territories have committed to<br />
bring about national uniformity in recognising training<br />
and certification in areas such as the Responsible<br />
Service of Alcohol. This will be an important action<br />
in addressing this impediment to labour mobility in<br />
the <strong>tourism</strong> industry.<br />
10<br />
Duration with business/employer by industry, Australian Bureau of Statistics, 2008<br />
11<br />
Skills <strong>Victoria</strong> (http://www.skills.vic.gov.au/skills-and-jobs-outlook/where-will-the-jobs-be accommodation-cafes-restaurants-industry), 2010<br />
12<br />
STCRC Submission: Inquiry into Workforce Challenges in the Australian <strong>Tourism</strong> Sector, 2006<br />
20<br />
VICTORIAN TOURISM WORKFORCE DEVELOPMENT PLAN 2010 — 2016
AREA THREE: RETAINING QUALITY PEOPLE<br />
More broadly, national uniformity of RSA could provide<br />
a model on which to base future actions to address<br />
impediments to the transferability and recognition of<br />
training qualifications in <strong>tourism</strong> occupations across<br />
jurisdictions.<br />
Industry has also suggested that the portability of long<br />
service leave would encourage individuals to stay within<br />
the industry in the longer term. This was recognised by<br />
the House of Representatives 2007 report, Current<br />
Vacancies: Workforce challenges facing the Australian<br />
<strong>tourism</strong> sector, which recommended a <strong>tourism</strong> industry<br />
scheme to allow jurisdictional portability of long<br />
service leave.<br />
<strong>Tourism</strong> <strong>Victoria</strong> will work with the Commonwealth and<br />
State and Territory Governments as part of the <strong>Tourism</strong><br />
Ministers’ Council to examine this issue.<br />
There are also opportunities to develop internal labour<br />
markets within the industry, particularly within regional<br />
destinations, to provide an avenue for skill and career<br />
<strong>development</strong> and the retention of high performing<br />
individuals in the industry.<br />
There are businesses and destinations in <strong>Victoria</strong>’s <strong>tourism</strong><br />
industry that have successfully adopted practices akin to<br />
an economist’s notion of a ’virtuous cycle’. A virtuous<br />
cycle is a business’ investment in the selection and<br />
training of employees which can lead to increased<br />
employee satisfaction and productivity. This can result<br />
in superior service delivery and customer satisfaction<br />
which will create customer loyalty, improved sales<br />
levels and higher profit margins.<br />
As a result, this builds the destination’s reputation and<br />
attracts high yielding visitors. Importantly, it also ensures<br />
the retention of skilled employees, which maintains<br />
quality standards and provides a labour pool to draw<br />
from in accommodating seasonal fluctuations in<br />
customer demand. While long-term investment in<br />
quality people can result in higher remuneration and<br />
staff <strong>development</strong>, resulting in higher costs to the<br />
business, it will generally foster higher levels of service<br />
and increased staff retention.<br />
For example, in Daylesford, businesses such as the<br />
Lake House, Peppers Springs Retreat & Spa and Sault<br />
Estate have invested in their staff through training and<br />
<strong>development</strong> to deliver quality products and services<br />
supported by high levels of customer service. At the<br />
Lake House, a number of senior managers started<br />
working in semi-skilled positions and have subsequently<br />
been trained and promoted by the business 13 .<br />
Addressing leadership gaps has been a core focus for<br />
several destinations in recent years. The Gippsland<br />
<strong>Tourism</strong> Industry Leadership Program is heralded as a<br />
ground breaking industry <strong>development</strong> initiative that<br />
has set a state-wide benchmark.<br />
The vision was to develop an increasing pool of talent<br />
across the <strong>tourism</strong> industry with the passion and drive to<br />
provide ongoing leadership for Gippsland. The Program<br />
has been facilitated through the collaboration of the<br />
Gippsland Regional <strong>Tourism</strong> Association, the Local<br />
Government, Gippsland TAFE and the <strong>tourism</strong> industry.<br />
After its third year of delivery, the Program was adopted in<br />
2009 in Melbourne by Destination Melbourne. In total,<br />
62 people have participated in the Gippsland program<br />
while around 50 people have been involved in the<br />
Melbourne program.<br />
Funding the roll-out of a <strong>tourism</strong> leadership program<br />
across several <strong>Victoria</strong>n regions would enhance personal<br />
and professional skills, networking opportunities, team<br />
building and industry partnerships. Based on the<br />
Gippsland model, participation in the program<br />
could also provide the participant credit towards<br />
formal studies (e.g. Diploma of <strong>Tourism</strong>).<br />
This initiative could be supported by Regional<br />
Development <strong>Victoria</strong>’s Regional <strong>Victoria</strong> Leadership<br />
Program, which seeks to encourage young leaders.<br />
13<br />
Economic Profile of Cafes, Bars, Catering Services and Restaurants (<strong>Victoria</strong> and Melbourne), SGS Economics & Planning, 2009<br />
21<br />
VICTORIAN TOURISM WORKFORCE DEVELOPMENT PLAN 2010 — 2016
AREA THREE: RETAINING QUALITY PEOPLE<br />
To address the issue of seasonality, it is incumbent upon<br />
the <strong>tourism</strong> industry, with the support of government to<br />
embrace innovative strategies to deal with seasonal<br />
<strong>workforce</strong> demands. This was also noted in the House<br />
of Representatives 2007 report.<br />
The <strong>development</strong> of a Destination Management Planning<br />
Model under the National Long Term <strong>Tourism</strong> Strategy<br />
will also allow individual destinations to develop<br />
integrated <strong>tourism</strong> <strong>plan</strong>s which will address issues such<br />
as seasonal labour shortages.<br />
How will quality people be retained?<br />
Action<br />
• Identify reasons and develop actions to address factors which<br />
influence <strong>tourism</strong> employees choosing to stay or exit the industry.<br />
Responsible agencies<br />
<strong>Tourism</strong> <strong>Victoria</strong><br />
(as part of the National<br />
Long Term <strong>Tourism</strong> Strategy)<br />
• Investigate impediments to the national recognition and portability<br />
of training qualifications and certification in <strong>tourism</strong> occupations.<br />
<strong>Tourism</strong> <strong>Victoria</strong><br />
(as part of the National<br />
Long Term <strong>Tourism</strong> Strategy)<br />
• Investigate the establishment of a national long service leave<br />
entitlements scheme.<br />
<strong>Tourism</strong> <strong>Victoria</strong><br />
• Roll-out a <strong>tourism</strong> leadership program across <strong>Victoria</strong> to deliver<br />
professional <strong>development</strong> and networking opportunities to individuals<br />
within the <strong>tourism</strong> industry.<br />
<strong>Tourism</strong> <strong>Victoria</strong>, VECCI,<br />
Regional <strong>Tourism</strong> Boards,<br />
Regional Development <strong>Victoria</strong><br />
• Develop seasonal <strong>workforce</strong> management <strong>plan</strong>s tailored to the<br />
needs of individual destinations as part of ongoing destination<br />
management <strong>plan</strong>ning.<br />
Regional <strong>Tourism</strong> Boards, VECCI<br />
22<br />
VICTORIAN TOURISM WORKFORCE DEVELOPMENT PLAN 2010 — 2016
AREA FOUR: GROWING THE TOURISM WORKFORCE<br />
Why is action required to grow the<br />
<strong>tourism</strong> <strong>workforce</strong>?<br />
Australian Bureau of Statistics figures outlined in the<br />
<strong>Tourism</strong>, Hospitality and Events Environment Scan 2010,<br />
highlight that Australia’s working-age population (aged<br />
15–64) is projected to decline from 67 per cent of the<br />
total population in 2004, to between 57–59 per cent in<br />
2051. It is forecast that the median age of Australia’s<br />
population (36.8 in 2007) is projected to increase to<br />
between 38.7–40.7 in 2026 and to between 41.9–45.2<br />
in 2056.<br />
In <strong>Victoria</strong>, the working age population (15–69) is forecast<br />
to decline from 71.5 per cent in 2006 to 67.2 per cent in<br />
2036. Individuals aged 35–49 are forecast to make up<br />
nearly 20 per cent of <strong>Victoria</strong>’s population by 2036 14 .<br />
As noted by the Department of Education, Employment<br />
and Workplace Relations, Australia’s ageing <strong>workforce</strong><br />
will have an impact on the <strong>tourism</strong> <strong>workforce</strong>, which<br />
has relied on younger workers. In 2008, nearly 44 per<br />
cent of workers in the accommodation and food services<br />
industry nationally are aged 15–24 years, compared with<br />
17.7 per cent for all industries.<br />
However, <strong>tourism</strong> has the lowest share of all industries of<br />
workers aged 45 years and over, with only 13 per cent of<br />
workers aged 45–54 years and 7 per cent 55–64. Only 1.1<br />
per cent of the industry <strong>workforce</strong> is aged 65 years and<br />
over, compared with 2.4 per cent for all industries 15 .<br />
Employment in the <strong>tourism</strong> industry has also been<br />
characterised by casual, part-time and contract work<br />
arrangements. In 2008, only 49 per cent of workers in<br />
the accommodation, cafes and restaurants industry across<br />
Australia were employed on a full-time basis 16 .<br />
This has been influenced by both employee<br />
demographics and employment conditions and<br />
opportunities including wage rates, career<br />
advancement opportunities and the geographical<br />
location of a business.<br />
While the industry will continue to need a mix of<br />
permanent and casual employees, the taxation system<br />
may prove to be a disincentive whereby the tax that is<br />
applied on second jobs is at the highest marginal rate,<br />
despite the fact that few casual and part-time workers<br />
are likely to be in these tax brackets.<br />
What opportunities exist to grow the<br />
<strong>tourism</strong> <strong>workforce</strong>?<br />
The flexible nature of the <strong>tourism</strong> industry and the<br />
ageing <strong>workforce</strong> both create opportunities to grow<br />
the <strong>tourism</strong> <strong>workforce</strong>.<br />
As noted in the Service Industries Change Drivers Report<br />
2007, the <strong>tourism</strong> industry is well placed to increase<br />
participation from mature-aged workers re-entering<br />
the <strong>workforce</strong> as well as under employed persons,<br />
and people who are looking for flexible arrangements,<br />
including young people studying.<br />
<strong>Victoria</strong>works offers a suite of <strong>Victoria</strong>n Government<br />
<strong>workforce</strong> participation programs designed to assist<br />
<strong>Victoria</strong>ns to re-enter the <strong>workforce</strong>. These programs<br />
connect people to employment and training<br />
opportunities in <strong>Victoria</strong>n businesses, focusing on<br />
assisting parents returning to work, mature age<br />
workers, young <strong>Victoria</strong>ns and Indigenous youth.<br />
14<br />
<strong>Victoria</strong> in the Future, Department of Planning and Community Development 2008<br />
15<br />
Employment Outlook for Accommodation and Food Services, SkillsInfo, Department of Education, Employment and Workplace Relations, 2009<br />
16<br />
Accommodation, Cafes and Restaurants Industry: Complete Outlook, Skills <strong>Victoria</strong>, 2010<br />
23<br />
VICTORIAN TOURISM WORKFORCE DEVELOPMENT PLAN 2010 — 2016
AREA FOUR: GROWING THE TOURISM WORKFORCE<br />
The <strong>tourism</strong> <strong>workforce</strong> also requires ongoing access to<br />
overseas workers. Therefore, consideration must be given<br />
to how the <strong>tourism</strong> industry will access skilled international<br />
labour, while not undermining the employment conditions<br />
of Australian workers.<br />
There are several options available to businesses to attract<br />
skilled migrants in <strong>tourism</strong>-based occupations to <strong>Victoria</strong>.<br />
The Employer Nomination Scheme (ENS) allows<br />
employers to sponsor employees up to the age of 45<br />
for a permanent visa to work in Australia. Under the ENS,<br />
the nominated position must be full-time and available<br />
for at least 3 years. The occupation must also be on the<br />
Commonwealth Government’s ENS Occupation List<br />
which includes approximately 800 Australian and New<br />
Zealand Standard Classification of Occupations<br />
(ANZSCO) 1–4 occupations.<br />
ANZSCO is a skill-based classification which<br />
encompasses all occupations in the Australian <strong>workforce</strong>.<br />
An occupation in ANZSCO is a collection of jobs which<br />
are sufficiently similar in their main tasks to be grouped<br />
together for the purposes of the classification 17 .<br />
Occupations range from managers and administrators<br />
(ANZSCO 1) to labourers (ANZSCO 8).<br />
The use of labour agreements, which can be established<br />
between an employer, group of employers or an industry<br />
body, and relevant Commonwealth Government agencies<br />
enable the recruitment of ANZSCO 1–7 occupations for<br />
both temporary and permanent migration.<br />
For example, the Restaurant and Catering Association<br />
signed a labour agreement to provide ‘streamlined’ access<br />
for restaurants and caterers to overseas cooks and chefs<br />
which allowed for the attraction of approximately 12,000<br />
migrants between 2006 and 2008.<br />
The Temporary Business (Long Stay) (457) visa allows<br />
overseas skilled workers to be sponsored by employers<br />
to fill positions of need in Australia for up to four years.<br />
This is the most commonly used program for employers<br />
to sponsor overseas workers to work in Australia on a<br />
temporary basis.<br />
In 2010, the <strong>Victoria</strong>n Government will also develop a<br />
State Migration Plan as part of reforms to the<br />
Commonwealth Government’s General Skilled Migration<br />
Program. This Plan will be developed to address <strong>Victoria</strong>’s<br />
skills and labour market needs through State sponsored<br />
visas over a four year period.<br />
As noted in Global Skills for <strong>Victoria</strong> – <strong>Victoria</strong>’s Skilled<br />
Migration Strategy 2008–2011, where skills cannot be met<br />
locally, skilled migration provides <strong>Victoria</strong>n businesses<br />
with an important means to meet their <strong>workforce</strong> needs.<br />
However, several issues have arisen which are impacting<br />
on <strong>tourism</strong> businesses’ ability to secure skilled migrants.<br />
For example, some <strong>tourism</strong> businesses’ have found that<br />
the processes involved in lodging and gaining a 457 visa<br />
for skilled migrants can be complicated and lengthy.<br />
In addition, changes to the Commonwealth<br />
Government’s General Skilled Migration Skilled<br />
Occupation List (SOL) have resulted in the removal of<br />
several <strong>tourism</strong>-related occupations including chefs,<br />
cooks and hotel managers. The revised SOL, which came<br />
into effect on 1 July 2010, has been developed by Skills<br />
Australia and contains 181 occupations, down from 408<br />
occupations under the previous SOL.<br />
In addressing these issues, <strong>Tourism</strong> <strong>Victoria</strong>, in<br />
consultation with the industry, will work with the<br />
Commonwealth Government to ensure visa<br />
arrangements are able to be effectively accessed<br />
and utilised by <strong>tourism</strong> businesses.<br />
17<br />
Australian and New Zealand Standard Classification of Occupations (ANZSCO), First Edition, Revision One, Australian Bureau of Statistics, 2009<br />
24<br />
VICTORIAN TOURISM WORKFORCE DEVELOPMENT PLAN 2010 — 2016
AREA FOUR: GROWING THE TOURISM WORKFORCE<br />
How will the <strong>tourism</strong> <strong>workforce</strong> be grown?<br />
Action<br />
• Examine the taxation arrangements applied to second jobs noting the findings of<br />
Australia’s Future Tax System Review.<br />
Responsible agencies<br />
<strong>Tourism</strong> <strong>Victoria</strong><br />
• Develop a pilot program for the <strong>tourism</strong> industry to assist employers to<br />
secure appropriately skilled and trained staff under the <strong>Victoria</strong>n Government’s<br />
<strong>Victoria</strong>works program.<br />
Workforce <strong>Victoria</strong><br />
• Assess the applicability of the 2010 Intergenerational Report identifying<br />
opportunities to engage older workers in the <strong>tourism</strong> industry.<br />
VECCI<br />
• Investigate opportunities to negotiate with the Commonwealth Government<br />
on labour agreements to secure appropriately skilled overseas workers to fill<br />
identified labour gaps.<br />
VECCI<br />
• Ensure high demand <strong>tourism</strong> occupations are considered under the <strong>Victoria</strong>n<br />
Government’s State Migration Plan 2010–2014 and reviewed annually.<br />
Workforce <strong>Victoria</strong><br />
<strong>Tourism</strong> <strong>Victoria</strong><br />
• Engage the Commonwealth Government, through the Department of Immigration<br />
and Citizenship, to:<br />
– Improve <strong>tourism</strong> businesses’ access to sponsored skilled migration visas, including<br />
the processes and timing relating to lodgement and assessment; and<br />
– Include high demand <strong>tourism</strong> occupations on the General Skilled Migration Skilled<br />
Occupation List. A business case should be developed to support this action.<br />
<strong>Tourism</strong> <strong>Victoria</strong>, VECCI<br />
25<br />
VICTORIAN TOURISM WORKFORCE DEVELOPMENT PLAN 2010 — 2016
AREA FOUR: GROWING THE TOURISM WORKFORCE<br />
The case study below highlights the opportunity to utilise<br />
the <strong>Victoria</strong>works program to grow the <strong>tourism</strong> <strong>workforce</strong><br />
by drawing on various labour sources.<br />
CASE STUDY<br />
National Hotel and Queens Arms Hotel, Bendigo<br />
Bruce Morcom is the enthusiastic proprietor of two<br />
of Bendigo’s prominent tourist venues, the National<br />
Hotel and the Queens Arms Hotel.<br />
But like many regional business operators, he found<br />
it difficult to attract and retain appropriately trained<br />
people to work in the accommodation, kitchen and<br />
bar areas of his two hotels.<br />
To try and solve his staffing and training needs,<br />
Mr Morcom has established a long-term business<br />
relationship with the Goldfields Employment and<br />
Learning Centre in conjunction with the Central<br />
<strong>Victoria</strong>n Training Group. Through that link, he<br />
learnt about a program for jobseekers with<br />
employment challenges.<br />
This program is part of the <strong>Victoria</strong>n Government’s<br />
<strong>Victoria</strong>works <strong>workforce</strong> participation initiative<br />
designed to assist parents returning to work, mature<br />
age workers, young <strong>Victoria</strong>ns and Indigenous youth<br />
re-enter the <strong>workforce</strong> by connecting them to<br />
employment and training opportunities in<br />
<strong>Victoria</strong>n businesses.<br />
By linking up with <strong>Victoria</strong>works, Mr Morcom now<br />
has six young people working successfully in his two<br />
hotels as chefs, bar attendants and baristas.<br />
“It’s important to have well trained people on hand.<br />
To make it all work you’ve got to have good staff that<br />
are well trained and well mentored people. And the<br />
training program sure helps with that,” Mr Morcom said.<br />
26<br />
VICTORIAN TOURISM WORKFORCE DEVELOPMENT PLAN 2010 — 2016
AREA FIVE: TRAINING & SKILLING THE TOURISM WORKFORCE<br />
Why is action required to train and skill the<br />
<strong>tourism</strong> <strong>workforce</strong>?<br />
Across the <strong>tourism</strong> industry, shortages have been<br />
reported in the food services sector through a lack of<br />
chefs and cooks, service staff, baristas, supervisors and<br />
kitchen hands. The accommodation sector continues to<br />
seek office, customer service and housekeeping staff,<br />
while skill demands exist for hotel/motel operations,<br />
marketing, industrial relations and business skills. Cooks<br />
are also on the Commonwealth Government’s National<br />
Skills Needs List (as at May 2010), which lists trades<br />
experiencing persistent skills shortages based on labour<br />
market research undertaken by the Department of<br />
Education, Employment and Workplace Relations 18 .<br />
In the next five years, the employment of chefs, waiters,<br />
fast food cooks, restaurant and catering managers is<br />
forecast to increase the most relative to other<br />
occupations in the industry 19 .<br />
This highlights the need for both semi and highly skilled<br />
individuals to fill these positions. While some occupations<br />
need formal qualifications, others only require on the job<br />
learning. Regardless of the occupation, both will require<br />
the provision of quality education and training through<br />
qualified providers and/or employers committed to<br />
learning and <strong>development</strong>.<br />
In <strong>Victoria</strong>, the VET system, which is generally provided<br />
through TAFE institutions (approximately 80 per cent of<br />
VET courses) and secondary schools, is responsible for<br />
formally training the majority of <strong>tourism</strong> industry staff.<br />
In 2008, over 1,240 apprentices and 6,230 trainees<br />
commenced training in the industry. In the same year,<br />
445 apprentices and 3,840 trainees completed their<br />
training. The completion rate is 49 per cent for industry<br />
apprenticeships and around 53 per cent for industry<br />
traineeships. The industry apprenticeship completion<br />
rate is significantly lower than the average rate for all<br />
industries in <strong>Victoria</strong> (65 per cent) and the completion<br />
rate for traineeships is slightly below that for all industries<br />
(55 per cent).<br />
In order that <strong>Victoria</strong>’s <strong>tourism</strong> industry can capitalise<br />
on the growth potential of international visitors, the<br />
industry must be adequately skilled to meet<br />
consumer expectations.<br />
By 2016, overseas <strong>tourism</strong> will account for approximately<br />
40 per cent of visitor expenditure in <strong>Victoria</strong>, with the<br />
majority of visitor growth coming from China and India 20 .<br />
This will be supported by an international marketing<br />
campaign promoting both Melbourne and regional<br />
<strong>Victoria</strong> in China.<br />
Language skills will be essential to ensure the industry is<br />
able to cater to international visitors from non-English<br />
speaking countries, particularly in areas such as tour<br />
guiding. As demand from international consumers grows,<br />
<strong>tourism</strong> industry employees will also require a broader<br />
appreciation and awareness of cultural differences.<br />
In preparing the Plan, some <strong>tourism</strong> businesses noted the<br />
need to make sure courses are accessible, relevant to the<br />
needs of individuals, businesses and the industry and are<br />
appropriately delivered. In particular, courses need to<br />
provide participants with practical experiences so that<br />
graduates have the level of skills or experience required<br />
by businesses.<br />
18<br />
National Skills Needs List, http://www.australianapprenticeships.gov.au/whatsnew/NSNL_announced.asp<br />
19<br />
Economic outlook for specific <strong>Victoria</strong>n industries, Access Economics, 2010<br />
20<br />
International Visitor Expenditure, <strong>Tourism</strong> <strong>Victoria</strong> (using data from <strong>Tourism</strong> Forecasting Committee (TFC) Forecasts and International Visitor Survey), 2009<br />
27<br />
VICTORIAN TOURISM WORKFORCE DEVELOPMENT PLAN 2010 — 2016
AREA FIVE: TRAINING & SKILLING THE TOURISM WORKFORCE<br />
What opportunities exist to train and skill the<br />
<strong>tourism</strong> <strong>workforce</strong>?<br />
In the short term, a series of measures will be required to<br />
foster greater dialogue between employer and employee<br />
organisations and training and education providers on the<br />
structure, content and integration of training courses.<br />
An increased willingness by businesses to offer students<br />
job placements as well as a broader industry commitment<br />
to offer attractive job conditions and career prospects, are<br />
also proactive steps that could be implemented.<br />
From 2011, the <strong>Victoria</strong>n Government’s full<br />
implementation of the Securing Jobs for Your Future –<br />
Skills for <strong>Victoria</strong> package, will deliver a demand driven<br />
training model and a broader range of innovative and<br />
practical courses.<br />
This funding will provide for an additional 172,000<br />
training places for <strong>Victoria</strong>ns over four years, and will<br />
boost training delivery and <strong>workforce</strong> engagement,<br />
strengthen training provider responsiveness to industry<br />
needs and drive operational and structural changes in<br />
<strong>Victoria</strong>’s skills system.<br />
In particular, the new skills system aims to deliver better<br />
outcomes for both individuals and employers. It will<br />
achieve this by offering school leavers and adults without<br />
solid foundation skills in literacy, numeracy and language<br />
skills the opportunity to acquire them which should<br />
improve their employment and further education<br />
prospects. In areas of high industry demand, the number<br />
of people undertaking and completing qualifications at<br />
the Diploma and Advanced Diploma level should rise,<br />
addressing the growing need for people qualified at<br />
higher levels.<br />
As part of the package, the <strong>Victoria</strong>n Government will also<br />
introduce the <strong>Victoria</strong>n Training Guarantee. This initiative<br />
provides eligible individuals with a government subsidised<br />
place in recognised training that can be accessed at any<br />
time and it will continue to be available for training at<br />
successively higher levels. This will provide benefits to<br />
both individuals and businesses.<br />
A number of <strong>Victoria</strong>n education providers and<br />
secondary schools also provide the option of the<br />
<strong>Victoria</strong>n Certificate of Applied Learning (VCAL) for<br />
students in Years 11 and 12. The VCAL is an alternative<br />
learning stream for students focusing on practical<br />
work-related experience, as well as literacy and numeracy<br />
skills. Like the <strong>Victoria</strong>n Certificate of Education (VCE),<br />
VCAL is an accredited secondary certificate and provides<br />
a pathway for students who are interested in a particular<br />
career but need a practical approach to training<br />
and <strong>development</strong>.<br />
Students can select accredited VCE and VET modules<br />
and units from the following compulsory strands: Literacy<br />
and Numeracy Skills; Work Related Skills; Industry Specific<br />
Skills; and Personal Development Skills.<br />
New skill requirements, including language and cultural<br />
awareness, will also need to be addressed from a training<br />
perspective and will require continued <strong>development</strong> and<br />
promotion of training to equip employees with<br />
appropriate skills.<br />
The Commonwealth Government is also aiming to<br />
increase employment-based training opportunities, with a<br />
particular focus on improving apprenticeship completion<br />
rates. Through the Smarter Apprenticeships Program,<br />
industries will be funded to accelerate the delivery of<br />
quality training which produces skilled tradespeople in<br />
high demand occupations in an efficient timeframe 21 .<br />
The Apprentice Kickstart Extension also provides funds<br />
($3,350 paid in instalments) to employers to encourage<br />
commencements of young people in skills shortage<br />
trades. The program is available to small and mediumsized<br />
enterprises (i.e. employers with less than 200<br />
employees) that employ an Australian apprentice aged<br />
19 years and under who is undertaking a Certificate III<br />
or IV level qualification that leads to a skills shortage<br />
trade occupation 22 .<br />
21<br />
Smarter Apprenticeships Program, http://www.australianapprenticeships.gov.au<br />
22<br />
Apprentice Kickstart Extension, http://www.australianapprenticeships.gov.au Australian_Apprentice/Smarter_FAQ.asp<br />
28<br />
VICTORIAN TOURISM WORKFORCE DEVELOPMENT PLAN 2010 — 2016
AREA FIVE: TRAINING & SKILLING THE TOURISM WORKFORCE<br />
How will the <strong>tourism</strong> <strong>workforce</strong> be trained and skilled?<br />
Action<br />
• Maximise the uptake of opportunities under the <strong>Victoria</strong>n Government’s Securing<br />
Jobs for Your Future - Skills for <strong>Victoria</strong> for funded training options available to both<br />
individuals and businesses over the next four years.<br />
Responsible agencies<br />
Skills <strong>Victoria</strong><br />
• The <strong>Victoria</strong>n <strong>Tourism</strong> Workforce Development Plan 2010–2016 Implementation<br />
Group to support industry awareness and understanding of the <strong>Victoria</strong>n Training<br />
Guarantee ahead of its implementation in January 2011.<br />
Skills <strong>Victoria</strong><br />
• Engage <strong>tourism</strong> businesses to develop and implement <strong>workforce</strong> strategies that<br />
focus on training and skill <strong>development</strong> which will make employment more attractive.<br />
Service Skills <strong>Victoria</strong><br />
• Facilitate regular dialogue between registered training and education providers<br />
and industry to ensure training packages are integrated and meet the needs of the<br />
<strong>tourism</strong> industry.<br />
VECCI, Registered Training<br />
and Education providers,<br />
Service Skills <strong>Victoria</strong><br />
• Connect <strong>tourism</strong> businesses with Year 11 and 12 students undertaking VCAL studies<br />
and promote opportunities for work experience opportunities.<br />
VECCI, Training and<br />
Education providers<br />
• Under the Commonwealth Government’s Smarter Apprenticeship Program, apply<br />
for funding to develop training initiatives to facilitate accelerated learning which<br />
focuses on the acquisition of skills and competencies, and the improvement of<br />
apprenticeship completion rates for <strong>tourism</strong> trade occupations.<br />
VECCI<br />
• In line with the <strong>Victoria</strong>n Government’s Interpreter Workforce Development<br />
Strategy, promote cultural competency training and pathways for using bilingual<br />
skills to equip staff in the <strong>tourism</strong> industry to service the linguistic and cultural<br />
requirements of emerging markets such as China and India.<br />
<strong>Victoria</strong>n Multicultural<br />
Commission, <strong>Tourism</strong><br />
<strong>Victoria</strong><br />
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VICTORIAN TOURISM WORKFORCE DEVELOPMENT PLAN 2010 — 2016
AREA SIX: SUPPORTING SMALL BUSINESS EXCELLENCE<br />
Why is action required to support small<br />
business excellence?<br />
Like most service industries, <strong>tourism</strong> is dominated by<br />
small businesses with over 86 per cent of <strong>tourism</strong><br />
businesses nationally employing less than 20 employees.<br />
Furthermore, approximately 37 per cent of all <strong>Victoria</strong>n<br />
<strong>tourism</strong> enterprises employ staff compared to 28 per cent<br />
of all <strong>Victoria</strong>n enterprises 23 .<br />
The growth in niche or premium products, particularly<br />
in regional <strong>Victoria</strong>, requires businesses to employ and<br />
train skilled staff so as to deliver high quality services.<br />
The medium to long-term growth of the <strong>tourism</strong> industry<br />
is set to be shaped by visitors from high yielding markets<br />
and it is expected that the demand for new and exciting<br />
<strong>tourism</strong> experiences will intensify.<br />
Ongoing compliance with government regulation in areas<br />
such as industrial relations, liquor licensing and hours of<br />
trade will be relevant to a number of <strong>tourism</strong> businesses<br />
and will require the education and training of staff so as<br />
to remain compliant.<br />
It has been suggested that the lack of management<br />
expertise and experience amongst <strong>tourism</strong> business<br />
owners and managers has fostered a poor culture in<br />
relation to investing in staff <strong>development</strong> and training.<br />
Furthermore, there is a perception among many <strong>tourism</strong><br />
operators that business <strong>development</strong> tools such as<br />
training programs and the Australian and <strong>Victoria</strong>n<br />
<strong>Tourism</strong> Awards are inaccessible for a number of<br />
<strong>tourism</strong> businesses.<br />
What opportunities exist to support small<br />
business excellence?<br />
There is scope to ensure initiatives more closely match<br />
the requirements of different businesses and the regions<br />
in which they operate. In part, this can be addressed<br />
through the continuous <strong>development</strong> of <strong>Victoria</strong>’s <strong>Tourism</strong><br />
Excellence Program.<br />
The Program has provided the impetus for <strong>tourism</strong><br />
businesses throughout <strong>Victoria</strong> to increase their<br />
professionalism through improved management systems<br />
such as performance management, career mapping<br />
strategies to retain and develop staff, and focus on<br />
business services and outcomes of superior customer<br />
service. The Program is expected to deliver up to 100<br />
tailored workshops to <strong>tourism</strong> businesses over the next<br />
12 months.<br />
There is also an opportunity to expand the Program to<br />
incorporate an international business mentoring ‘market<br />
ready’ element focusing on high yielding international<br />
markets. Initially, it could focus on China with selected<br />
industry and government mentors working with<br />
businesses to shape product and service offerings<br />
to meet the needs of Chinese travellers.<br />
There is also a need to increase industry knowledge<br />
and participation in relevant business <strong>development</strong><br />
and accreditation programs.<br />
For example, the <strong>Victoria</strong>n Government’s Skills for Growth:<br />
the Workforce Development Program funds specialists to<br />
work with <strong>Victoria</strong>n small to medium-sized businesses<br />
to assess the skills of their <strong>workforce</strong> and identify<br />
opportunities for skills <strong>development</strong> and training.<br />
A training <strong>plan</strong> is then developed in consultation with<br />
the business, while the specialist sources appropriate<br />
training measures.<br />
23<br />
Share of Industry by Employment Size, Saturn Corporate Resources P/L, 2006<br />
30<br />
VICTORIAN TOURISM WORKFORCE DEVELOPMENT PLAN 2010 — 2016
AREA SIX: SUPPORTING SMALL BUSINESS EXCELLENCE<br />
Participation in <strong>tourism</strong> accreditation programs can also<br />
assist businesses to establish professional operations and<br />
standards amongst management and staff. Businesses can<br />
also benefit from consumer-focused marketing activities<br />
which promote the benefits of selecting a business<br />
operating in an accredited business program. There are<br />
a range of accreditation programs covering different<br />
aspects of the <strong>tourism</strong> industry with many endorsed<br />
by the <strong>Tourism</strong> Accreditation Board of <strong>Victoria</strong>.<br />
More broadly, the National <strong>Tourism</strong> Accreditation<br />
Framework, established by the Commonwealth<br />
Government in cooperation with states and territories<br />
and the <strong>tourism</strong> industry, will bring together existing<br />
ratings and accreditation programs under a single<br />
governance framework.<br />
Service Skills Australia also notes that the lack of analysis<br />
of <strong>tourism</strong> <strong>workforce</strong> trends is an obstacle for the<br />
<strong>development</strong> of business <strong>plan</strong>s by <strong>tourism</strong> businesses<br />
focusing on staff recruitment and training. The launch<br />
of the national online <strong>Tourism</strong> Channel in February<br />
2010 on the Department of Education, Employment<br />
and Workplace Relations SkillsInfo website will seek to<br />
address this issue.<br />
The <strong>Tourism</strong> Channel provides a suite of <strong>tourism</strong><br />
employment data, including profiles for the industry as<br />
well as for each occupation, links to key occupational<br />
career and vacancy websites for each <strong>tourism</strong> occupation<br />
and skills information links.<br />
How will small business excellence be supported?<br />
Action<br />
• Evolve <strong>Victoria</strong>’s <strong>Tourism</strong> Excellence Program to increase the involvement of <strong>tourism</strong><br />
businesses focusing on staff recruitment and retention strategies.<br />
Responsible agencies<br />
<strong>Tourism</strong> <strong>Victoria</strong>, VECCI<br />
• Incorporate a ‘China Market Ready’ element into the <strong>Tourism</strong> Excellence Program to<br />
tailor <strong>tourism</strong> product and service offerings for the inbound China market.<br />
<strong>Tourism</strong> <strong>Victoria</strong>, VECCI<br />
• Increase <strong>tourism</strong> businesses’ awareness of and participation in the Skills for Growth<br />
Program which assists <strong>Victoria</strong>n businesses with <strong>workforce</strong> skills needs and<br />
<strong>development</strong>, with specialists advising businesses on <strong>workforce</strong> <strong>plan</strong>ning and<br />
training options.<br />
<strong>Tourism</strong> <strong>Victoria</strong>, Small<br />
Business <strong>Victoria</strong>, VECCI<br />
• Increase <strong>tourism</strong> businesses’ awareness of and participation in accreditation and<br />
quality assurance programs endorsed by the <strong>Tourism</strong> Accreditation Board of<br />
<strong>Victoria</strong>, which align with the National <strong>Tourism</strong> Accreditation Framework.<br />
VECCI, <strong>Tourism</strong><br />
Accreditation Board<br />
of <strong>Victoria</strong><br />
• Increase industry awareness of the <strong>Tourism</strong> Channel by linking the site to<br />
www.<strong>tourism</strong>.vic.gov.au and www.vecci.org.au<br />
<strong>Tourism</strong> <strong>Victoria</strong>, VECCI<br />
31<br />
VICTORIAN TOURISM WORKFORCE DEVELOPMENT PLAN 2010 — 2016
AREA SEVEN: GROWING THE TOURISM WORKFORCE IN REGIONAL VICTORIA<br />
Why is action required to grow the <strong>tourism</strong><br />
<strong>workforce</strong> in regional <strong>Victoria</strong>?<br />
While labour and skills shortages in the <strong>tourism</strong> industry<br />
are prevalent across the State, they are particularly acute<br />
in regional <strong>Victoria</strong>. Seasonality issues, distance, limited<br />
transport options and a lack of suitable accommodation<br />
make it especially hard to recruit and retain trained and<br />
experienced staff in regional <strong>Victoria</strong>.<br />
It is estimated that over 37,000 people were directly<br />
employed in the <strong>tourism</strong> industry in regional <strong>Victoria</strong> in<br />
2008—09. In comparison, there are approximately 67,000<br />
people directly employed by <strong>tourism</strong> in Melbourne 24 .<br />
The Great Ocean Road, the Murray, central Goldfields,<br />
Mornington Peninsula and Gippsland were the regions<br />
with the highest <strong>tourism</strong> employment. In terms of<br />
occupations; trade workers, community and service<br />
workers and labourers were positions highly represented<br />
in regional <strong>Victoria</strong>. Professional, clerical and<br />
administrative workers were amongst the occupations<br />
with the lowest representation 25 .<br />
What opportunities exist to grow the <strong>tourism</strong><br />
<strong>workforce</strong> in regional <strong>Victoria</strong>?<br />
Despite these challenges, there are many positive<br />
lifestyle advantages in regional and rural locations.<br />
In addition, many towns and regions are becoming more<br />
<strong>tourism</strong> aware and increasing professionalism and<br />
focus on <strong>tourism</strong> <strong>development</strong>. Greater awareness of<br />
<strong>tourism</strong> amongst communities has proven to build<br />
positive perceptions, local pride and status, which<br />
contributes to attracting new employees to a region.<br />
The <strong>Victoria</strong>n Government is also working with industries<br />
and communities to attract and support skilled and<br />
business migrants to meet ongoing <strong>workforce</strong> needs<br />
which cannot be met locally. Recently arrived migrants<br />
may be eligible for assistance, subject to their<br />
qualifications and willingness to seek employment<br />
in regional <strong>Victoria</strong>.<br />
The Regional Skilled Migration Scheme (RSMS) allows<br />
employers in regional or low population growth areas to<br />
sponsor skilled migrants for a permanent visa. Under the<br />
RSMS, the employee commits to remain employed in<br />
the nominated position in the regional area for at least<br />
two years.<br />
With 30,000 international students studying <strong>tourism</strong> and<br />
hospitality related courses in <strong>Victoria</strong> in 2008, a stronger<br />
linkage between employers and international students<br />
and graduates needs to be established. Greater business<br />
awareness of opportunities presented by the Skilled<br />
Graduate (485) visa, an 18 month temporary visa that<br />
allows graduates to remain in Australia and seek<br />
employer sponsorship, could attract qualified students<br />
to regional areas, particularly to those occupations<br />
currently under-represented.<br />
The Working Holiday Maker (WHM) Program, a<br />
temporary visa arrangement which allows individuals<br />
aged 18–30 from eligible countries to work in Australia<br />
for up to 6 months during their 12 month stay,<br />
can also aid the need for labour in regional <strong>Victoria</strong>.<br />
An evaluation of the WHM Program in 2009 found that<br />
40 per cent of all jobs undertaken by WHM participants<br />
are in regional Australia. It was also shown that the<br />
accommodation and food services industry, including<br />
cafes, and restaurants, employed 35 per cent of working<br />
holiday makers. This included occupations such as<br />
waiters, kitchen hands and bar staff 26 .<br />
24<br />
Regional <strong>Tourism</strong> Employment in Australia 2006–07 to 2008–09, <strong>Tourism</strong> Research Australia, 2010<br />
25<br />
<strong>Tourism</strong> Employment by <strong>Tourism</strong> Region, Saturn Corporate Resources P/L, 2006<br />
26<br />
Evaluation of Australia’s Working Holiday Maker Program, National Institute of Labour Studies, Flinders University, 2009<br />
32<br />
VICTORIAN TOURISM WORKFORCE DEVELOPMENT PLAN 2010 — 2016
AREA SEVEN: GROWING THE TOURISM WORKFORCE IN REGIONAL VICTORIA<br />
Opportunities also exist for education and training<br />
providers to work with regional <strong>tourism</strong> businesses to<br />
establish regional student work placements each year.<br />
For example, at a tertiary level, William Angliss Institute<br />
currently operates several work placement programs<br />
which involve placing their students with a range of<br />
<strong>tourism</strong> businesses.<br />
Building on the formal VCAL program, there is scope<br />
to establish a regional program to offer secondary<br />
students work placements and traineeships with<br />
<strong>tourism</strong> businesses. Such a program has been trialled<br />
on the Mornington Peninsula, where the local<br />
government together with Mornington Peninsula<br />
<strong>Tourism</strong> has established traineeships to be offered to<br />
local Year 11 students to enhance their knowledge and<br />
potential careers with <strong>tourism</strong> businesses in the region.<br />
It comprises both practical learning and formal training<br />
components and is supported by local schools,<br />
the TAFE and businesses.<br />
This initiative could align with the <strong>Victoria</strong>n Government’s<br />
Young Professionals Cadetship Program, which will foster<br />
a skilled and flexible <strong>workforce</strong>, and support regional<br />
<strong>tourism</strong> businesses in meeting their employment needs.<br />
The Program is one of several initiatives outlined in<br />
the <strong>Victoria</strong>n Government’s policy, Ready for Tomorrow:<br />
A Blueprint for Regional and Rural <strong>Victoria</strong>, which will<br />
assist in growing the <strong>tourism</strong> <strong>workforce</strong> in regional<br />
<strong>Victoria</strong>. Ready for Tomorrow will assist regions to<br />
enhance the supply of <strong>tourism</strong> products and services,<br />
with a particular focus on stimulating investment in<br />
<strong>tourism</strong> infrastructure through the Regional Infrastructure<br />
Development Fund.<br />
It will also support regional marketing campaigns<br />
which will showcase <strong>Victoria</strong>’s regional attributes,<br />
as well as establishing Regional <strong>Tourism</strong> Boards (RTBs).<br />
Strengthening and expanding the <strong>tourism</strong> <strong>workforce</strong> in<br />
regional <strong>Victoria</strong> will be a core focus of the Boards to<br />
be established across the State. The RTBs, which are a<br />
<strong>Victoria</strong>n Government commitment under the Regional<br />
<strong>Tourism</strong> Action Plan 2009–2012, will be developed by<br />
local councils in partnership with <strong>Tourism</strong> <strong>Victoria</strong>.<br />
Ready for Tomorrow also includes a Local Skills<br />
Partnerships Program which will enable local governments<br />
to build their economic <strong>development</strong> capacity and<br />
capability through supporting the recruitment of a<br />
highly skilled <strong>workforce</strong>. The Program will also provide<br />
professional <strong>development</strong> opportunities for economic<br />
<strong>development</strong> staff.<br />
33<br />
VICTORIAN TOURISM WORKFORCE DEVELOPMENT PLAN 2010 — 2016
AREA SEVEN: GROWING THE TOURISM WORKFORCE IN REGIONAL VICTORIA<br />
How will the <strong>tourism</strong> <strong>workforce</strong> in regional <strong>Victoria</strong> be grown?<br />
Action<br />
• Install a <strong>workforce</strong> <strong>development</strong> focus in industry forums for regional <strong>tourism</strong><br />
managers to share information, discuss business strategies and provide insights<br />
into <strong>tourism</strong> <strong>workforce</strong> trends.<br />
Responsible agencies<br />
<strong>Tourism</strong> <strong>Victoria</strong>, VECCI,<br />
Regional <strong>Tourism</strong> Boards<br />
• Increase employer awareness of skilled migration options, including in<br />
regional <strong>Victoria</strong>.<br />
Workforce <strong>Victoria</strong><br />
• Establish a pilot program placing students, both secondary and tertiary, in regional<br />
work placements. This would be facilitated through partnerships between employers<br />
and schools, education and training institutions and provide students with an insight<br />
into regional career-based opportunities prior to graduation.<br />
VECCI, Registered Training<br />
and Education providers<br />
• Increase <strong>tourism</strong> businesses’ and local governments’ awareness of and participation<br />
in initiatives contained in Ready for Tomorrow: A Blueprint for Regional and Rural<br />
<strong>Victoria</strong>, including the:<br />
– Young Professionals Cadetship Program; and the<br />
– Local Skills Partnerships Program<br />
<strong>Tourism</strong> <strong>Victoria</strong>, Regional<br />
Development <strong>Victoria</strong>,<br />
VECCI<br />
34<br />
VICTORIAN TOURISM WORKFORCE DEVELOPMENT PLAN 2010 — 2016
SeCtION THREE<br />
IMPLEMENTATION
IMPLEMENTATION<br />
How will the Plan be implemented?<br />
An Implementation Group, led by <strong>Tourism</strong> <strong>Victoria</strong><br />
and comprising key stakeholders from employer<br />
and employee groups and training and education<br />
providers, will be charged with oversight of the<br />
Plan’s implementation.<br />
The Implementation Group will also be responsible<br />
for annually reviewing the effectiveness of these actions<br />
to ensure the Plan remains relevant as economic and<br />
industry conditions influencing the <strong>tourism</strong> <strong>workforce</strong><br />
may alter.<br />
A key element of the monitoring process will be the<br />
delivery of an annual report card outlining the progress<br />
in achieving the key objectives detailed in the Plan. The<br />
report card will be made available to all stakeholders.<br />
What measures will be used to assess the<br />
Plan’s effective implementation?<br />
There will not be one single measure used to assess the<br />
Plan’s implementation. Rather, indicators for success will<br />
be based on increases in overall <strong>tourism</strong> employment,<br />
as well as <strong>tourism</strong> employment in the regions, increases<br />
in trained individuals, and an increase in staff retention.<br />
Based on the key action areas outlined in the Plan,<br />
additional targets will be set by the Implementation<br />
Group over time.<br />
Employment and training targets may need revision as<br />
the pattern of growth of the <strong>tourism</strong> industry alters over<br />
time. The Implementation Group will therefore closely<br />
monitor the <strong>Tourism</strong> Satellite Accounts, which measure<br />
the economic contribution of <strong>tourism</strong> to Gross Value<br />
Added, Gross State Product and employment, and<br />
forecasts developed by the <strong>Tourism</strong> Forecasting<br />
Committee which estimate both domestic and<br />
international <strong>tourism</strong> visitation and expenditure.<br />
Specific program targets relating to increases in<br />
awareness and uptake of funding and assistance<br />
programs provided by both government and industry<br />
will be set on an annual basis by the Implementation<br />
Group in cooperation with relevant stakeholders.<br />
Performance indicator<br />
2016 Target<br />
Total employment (direct and indirect) 225,000<br />
Employment in regional <strong>Victoria</strong> (direct and indirect) 80,000<br />
Enrolments in <strong>tourism</strong> and hospitality courses in <strong>Victoria</strong> 75,700<br />
Ex<strong>plan</strong>atory Note: The enrolment figure includes all government funded activity in Australian Qualifications Framework courses, and all fee for service training that is reported to Skills<br />
<strong>Victoria</strong>. Note that private providers are not required to report their fee for service training.<br />
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VICTORIAN TOURISM WORKFORCE DEVELOPMENT PLAN 2010 — 2016
REFERENCES<br />
10 Year <strong>Tourism</strong> and Events Industry Strategy,<br />
<strong>Victoria</strong>n Government, October 2006<br />
http://www.diird.vic.gov.au/diird-strategies-andinitiatives/10-year-<strong>tourism</strong>-and-events-industry-strategy<br />
People First: A Report Guiding <strong>Victoria</strong>’s <strong>Tourism</strong><br />
Workforce Development Plan, Tesdorpf & Associates,<br />
Saturn Corporate Resources, URS Australia, Bramark<br />
Consulting, July 2009<br />
<strong>Tourism</strong> Excellence Program<br />
http://www.<strong>tourism</strong>excellence.com.au<br />
Skills for Growth<br />
http://www.skills.vic.gov.au/links/related/skills-for-growth<br />
Securing Jobs for Your Future – Skills for <strong>Victoria</strong>,<br />
<strong>Victoria</strong>n Government, 2008<br />
http://www.skillsvictoria.vic.gov.au<br />
<strong>Tourism</strong> Satellite Accounts 2007–08, Sustainable <strong>Tourism</strong><br />
Cooperative Research Centre, 2009<br />
Skills <strong>Victoria</strong> 2010, Accommodation, Cafés and<br />
Restaurants Industry: Complete Outlook,<br />
http://www.skills.vic.gov.au/skills-and-jobs-outlook/<br />
where-will-the-jobs-be/accommodation-cafes-andrestaurants-industry/accommodation,-cafes-andrestaurants-industry-complete-outlook<br />
National Long Term <strong>Tourism</strong> Strategy Economic<br />
Modelling Consultancy: Phase 1 Report Access<br />
Economics, June 2009<br />
<strong>Tourism</strong>, Hospitality and Events Environmental Scan 2009,<br />
Service Skills Australia, 2009<br />
An analysis of <strong>Victoria</strong>’s labour productivity performance,<br />
Saul Eslake (Grattan Institute), 2010 Grattan Institute, 2010<br />
To Have and to Hold: Retaining and utilising skilled people,<br />
National Centre for Vocational Education Research, 2008<br />
Current Vacancies: Workforce challenges facing the<br />
Australian <strong>tourism</strong> sector, Australian Parliament House of<br />
Representatives, June 2007<br />
<strong>Victoria</strong>n Skills Pledge http://www.skills.vic.gov.au/<br />
for-business/<strong>victorian</strong>-skills-pledge<br />
Duration with business/employer by industry,<br />
Australian Bureau of Statistics, 2008<br />
Skills <strong>Victoria</strong>, http://www.skills.vic.gov.au/skills-and-jobsoutlook/where-will-the-jobs-be/accommodation-cafesrestaurants-industry,<br />
2009<br />
National Long Term <strong>Tourism</strong> Strategy, Commonwealth<br />
Government, December 2009. http://www.ret.gov.au/<br />
<strong>tourism</strong>/policy/national_long_term_<strong>tourism</strong>_strategy/<br />
Pages NationalLongTerm<strong>Tourism</strong>Strategy.aspx<br />
Labour Turnover and Costs in the Australian<br />
Accommodation Industry, <strong>Tourism</strong> and Transport<br />
Forum (Griffith University), 2006<br />
STCRC Submission: Inquiry into Workforce Challenges<br />
in the Australian <strong>Tourism</strong> Sector, 2006<br />
Economic Profile of Cafes, Bars, Catering Services and<br />
Restaurants (<strong>Victoria</strong> and Melbourne), SGS Economics<br />
& Planning, 2009<br />
<strong>Tourism</strong>, Hospitality and Events Environmental Scan 2010,<br />
Service Skills Australia, 2010<br />
<strong>Victoria</strong> in the Future, Department of Planning and<br />
Community Development 2008<br />
Employment Outlook for Accommodation and<br />
Food Services, Skills Info, Department of Education,<br />
Employment and Workplace Relations, 2009<br />
Accommodation, Cafes and Restaurants Industry:<br />
Complete Outlook, Skills <strong>Victoria</strong>, 2010<br />
Service Industries Change Drivers Report,<br />
Service Skills <strong>Victoria</strong>, 2007<br />
<strong>Victoria</strong>works<br />
http://www.<strong>workforce</strong>.vic.gov.au/victoriaworks<br />
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VICTORIAN TOURISM WORKFORCE DEVELOPMENT PLAN 2010 — 2016
REFERENCES<br />
Australian and New Zealand Standard Classification of<br />
Occupations (ANZSCO), First Edition, Revision One,<br />
Australian Bureau of Statistics, 2009<br />
Global Skills for <strong>Victoria</strong> – <strong>Victoria</strong>’s Skilled Migration<br />
Strategy 2008-2011, <strong>Victoria</strong>n Government, 2007<br />
National Skills Needs List, http://www.<br />
australianapprenticeships.gov.au/whatsnew/<br />
NSNL_announced.asp<br />
Economic outlook for specific <strong>Victoria</strong>n industries,<br />
Access Economics, 2010<br />
International Visitor Expenditure, <strong>Tourism</strong> <strong>Victoria</strong><br />
(using data from the <strong>Tourism</strong> Forecasting Committee<br />
& International Visitors Survey), 2009<br />
Smarter Apprenticeships Program<br />
http://www.australianapprenticeships.gov.au<br />
Apprentice Kickstart Extension,<br />
http://www.australianapprenticeships.gov.au/<br />
Australian_Apprentice/Smarter_FAQ.asp<br />
<strong>Victoria</strong>n Government Training Guarantee<br />
http://www.skills.vic.gov.au/get-training/support<br />
Share of Industry by Employment Size, Saturn<br />
Corporate Resources P/L, 2006<br />
<strong>Tourism</strong> Accreditation Board of <strong>Victoria</strong><br />
http://www.<strong>tourism</strong>accreditationvic.com.au<br />
National <strong>Tourism</strong> Accreditation Framework<br />
http://www.ret.gov.au/<strong>tourism</strong>/policy/national_<br />
<strong>tourism</strong>_accreditation_framework/Pages/<br />
National<strong>Tourism</strong>AccreditationFramework.aspx<br />
‘<strong>Tourism</strong> Channel’, SkillsInfo, Department of<br />
Education, Employment and Workplace Relations<br />
http://www.skillsinfo.gov.au/skills/<strong>Tourism</strong><br />
Regional <strong>Tourism</strong> Employment in Australia 2006–07<br />
to 2008-09, <strong>Tourism</strong> Research Australia, 2010<br />
<strong>Tourism</strong> Employment by <strong>Tourism</strong> Region,<br />
Saturn Corporate Resources P/L, 2006<br />
Regional Sponsored Migration Scheme,<br />
http://www.immi.gov.au/skilled/skilled-workers/rsms<br />
Regional <strong>Tourism</strong> Action Plan 2009–2012, <strong>Victoria</strong>n<br />
Government, 2008<br />
http://www.<strong>tourism</strong>.vic.gov.au/strategies-and-<strong>plan</strong>s/<br />
strategies-and-<strong>plan</strong>s/regional-<strong>tourism</strong>-action-<strong>plan</strong><br />
Evaluation of Australia’s Working Holiday Maker<br />
Program, National Institute of Labour Studies,<br />
Flinders University, 2009<br />
Ready for Tomorrow: A Blueprint for Regional and<br />
Rural <strong>Victoria</strong>, <strong>Victoria</strong>n Government, 2010<br />
http://www.rdv.vic.gov.au/ready-for-tomorrow/blueprint<br />
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VICTORIAN TOURISM WORKFORCE DEVELOPMENT PLAN 2010 — 2016