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Training Management Guidelines
February 2009
Training Management Guidelines - February 2009
These guidelines provide a strategic approach to training and skills development in the construction industry at both the enterprise and project level.
© This work is copyright. Apart from any use as permitted under the Copyright Act 1968, no part may be reproduced by any person without written permission from the Department of Premier and Cabinet.
Contents
Contents
1. Why training management?......................................................................2 Better training and skills development practices............................................................ 2 Scope and purpose ........................................................................................................ 2 Benefits of training management................................................................................... 3 Definitions..................................................................................................................... 3
2. Policy........................................................................................................6 Rationale ....................................................................................................................... 6
3. Setting targets ..........................................................................................7 Training management requirements.............................................................................. 7 Apprentice targets ......................................................................................................... 7
4. Requirements ...........................................................................................9
5. What is required of Agencies?.................................................................10 Understanding the policy............................................................................................. 10 Tender review ............................................................................................................. 10 Post tender review ...................................................................................................... 11 Review process ............................................................................................................ 11
6. About the Training Management Plan.....................................................13 Enterprise Training Management Plan ......................................................................... 13 Project Training Management Plan .............................................................................. 14
7. Developing a Training Management Plan ................................................15 A. Apprentice and training targets ............................................................................... 15 B. Commitment and management responsibility ......................................................... 15 C. Planning................................................................................................................... 16 D. Prioritising needs..................................................................................................... 17 E. Workforce participation........................................................................................... 17 F. Resources................................................................................................................. 18 G. Accountability and responsibility............................................................................. 18 H. Subcontractors ........................................................................................................ 19 I. Evaluation and review .............................................................................................. 20 J. Training management records .................................................................................. 21
8. Reviewing training plans.........................................................................22 Management of policy implementation ....................................................................... 22
Checklists ...................................................................................................23 A– Review of Enterprise Training Management Plan key elements .............................. 24 B – Review of Project Training Management Plan ........................................................ 26 C – Project Training Management Plan Implementation Reviews................................. 28
Resources...................................................................................................30
February 2009 1
1. Why Training Management?
1. Why training management?
Better training and skills development practices In a changing market, construction industry enterprises are responding by focusing on innovation, capacity and the capability to perform efficiently and profitably. The skills and flexibility of the workforce are critical to success.
Industry enterprises are integrating training and skills development into their planning and management through:
• expanding the pool of skilled workers by offering structured entry‐level training such as apprenticeships, traineeships and cadetships to people who wish to enter the industry
• enhancing the skills of existing workers and those re‐entering the construction industry by providing skilling opportunities in enterprises and on projects.
• creating and extending opportunities for women and Aboriginal and Torres Strait Islander people.
Scope and purpose The policy and guidelines apply to all government construction projects and activities concerned with demolition, building, landscaping, maintenance, civil engineering, process engineering, mining and heavy engineering. This includes projects that involve private sector participation in the provision of the State’s assets, for example, by way of Build/Own/Operate schemes and similar arrangements.
The aim of these guidelines is:
• to facilitate the achievement of improved training management on government construction projects; and
• to make training and skills development a part of the culture of enterprises in the construction industry.
Contractors seeking to work on government construction projects will be required to develop and implement training management plans that are appropriate to the nature, size and capacity of their enterprise and projects.
2 February 2009
1. Why Training Management?
Benefits of training management
Benefits that accrue from the implementation of training management initiatives in individual enterprises include:
• a more motivated, flexible and adaptive workforce
• enhanced workforce capability and skills that are aligned with business goals
• increased innovation
• continuous improvement of processes resulting in better quality products and services
• increased client satisfaction and stronger relationships
• improved competitiveness and opportunities to grow the business
• increased profitability due to improved performance and productivity.
Developing a training management focus will assist contractors and their service providers to comply with the workplace reform, training and skills development requirements outlined in the NSW Government Code of Practice for the Construction Industry and in demonstrating their achievements.
Definitions
Apprentice: any person engaged in a formal apprenticeship or traineeship as provided for in State vocational education and training legislation.
Assessment: The process of determining a person’s achievement against given criteria. This can be done, for example, to determine: completion of a training module or course; trade recognition; skills held against national standards; existing skill levels; competency to operate plant or carry out hazardous tasks.
Cadet: any person engaged in a cadetship or scholarship implying formal tertiary, professional or technical education.
Client (s): parties receiving tenders.
Competencies, Key: Key or core competencies describe the basic skills or abilities needed in work and reflect the skills that are valued in any workplace, occupation or industry. The key competencies are: collecting, analysing and organising information; communicating ideas and information; planning and organising activities; working with others and in teams; using mathematical ideas and techniques; solving problems; using technology.
February 2009 3
1. Why Training Management?
Competency: describes a person’s ability to perform a job to a satisfactory level in the workplace, including the person’s ability to transfer and apply skills and knowledge to new situations, and to achieve agreed outcomes.
.
Contractor: individual or organisation responsible for the performance of the work specified under a contract
Government construction agency: the terms ‘government agencies’, ‘agency’ or ‘agencies’ are used interchangeably in these guidelines.
Monitoring: process of regularly collecting information to review performance against specified criteria.
Outcome (s): aims, goals, or objectives of any learning or training activity.
Principal: the person, entity or organisation responsible for contracting with a contractor or consultant for the carrying out of work.
Project: an undertaking with a defined beginning and objectives by which completion is identified. A project may be completed using one contract or a number of contracts.
Project Training Target: the number of persons participating in structured training.
Service provider: includes contractors, subcontractors, consultants and suppliers.
Skill development: any work related learning or training activity that results in enhanced skills, knowledge and aptitude to perform a job.
4 February 2009
1. Why Training Management? 1. Why Training Management?
Structured training: a program through which competencies are specified and lead to a recognised qualification; learning is planned, organised and sequenced to achieve workplace competence; methods of training delivery appropriate to the achievement of competence are chosen; quality training resources are used to assist those being trained to learn, and assessment events are planned and undertaken at appropriate points throughout the training development activity.
Subcontractor: party that provides a service and/or product to a contractor and/or subcontractor or client.
Principal’s representative: indicates the Principal’s Authorised Person, Principal’s Representative, Principal’s Agent, Principal’s Delegate or Superintendent or the Superintendent’s Representative, as may be appropriate to the conditions of government contracts.
Supplier: party that provides a product and/or service to a client.
Tenders: prices, bids, quotations and consultant proposals.
Tenderers: parties submitting tenders.
Trainee: any person engaged in a formal traineeship as provided for in State vocational education and training legislation.
Training: the development of skills, knowledge and aptitude to perform a job.
February 2009 5
2. Policy
2. Policy
Rationale NSW Government policy aims to promote employment, training and skills development opportunities in the construction industry at the enterprise and project level.
In order to achieve this, government construction agencies will:
• seek to use contractors with a commitment and demonstrable capacity to effectively plan and implement training management plans appropriate to the needs of the enterprise, its projects and employees; and
• require contractors and their service providers to achieve an effective training management focus which will lead to continual improvement and measurable results at the enterprise level, on projects and in the industry generally.
The training management plan developed must:
• be appropriate to the nature, size and capacity of each enterprise and project
• provide for structured training outcomes
• involve a significant proportion of the project’s workforce
• outline performance targets which are monitored.
This policy applies together with the:
− NSW Government Code of Practice for procurement
− NSW Government tendering guidelines
− Implementation Guidelines.
NSW Government policy requires contractors to demonstrate a commitment to the employment and training of apprentices.
Pre‐qualified contractors and contractors with government projects must provide the procurement agency with a Training Management Plan that indicates:
• total workforce size and trades workforce size for each project
• the number of sub‐contractors engaged on the project
• the number of apprentices and trainees employed or hosted by the head and sub‐contractors.
.
6 February 2009
3. Setting targets
3. Setting targets
Training management requirements Government agencies will advise tenderers (in call tender documents) of the training management requirements for the project category. Agencies may lower the project category threshold value where they consider the Project Training Management Targets are achievable on those projects.
All building or engineering projects will have an overall Project Training Target based on having 20% of the total project workforce participating in structured training by a quarter of the way through the contract awarded. The 20% Project Training Target is to be maintained until the project is 90% complete.
Apprentice targets Apprentices must be employed to undertake 20% of the trade work involved in the contract. This means there will be an apprentice for every four tradespeople. This target is to be reached by a quarter of the way through the contract awarded and maintained until the project is 90% complete.
The target covers apprentices and trainees registered under the NSW Apprenticeship and Traineeship Act 2001 and should be calculated on the basis of the total number of tradespersons employed in all trades by the contractor and subcontractors.
The Project Training Management Targets are comprised of 3 targets:
February 2009 7
3. Setting targets
Advertising apprentice positions
Successful contractors are also required to incorporate government branding when advertising for apprentices for these projects. Advice on branding is available from the NSW Department of Commerce.
Project conditions
Contractors for Category 1 projects will be required to:
• finalise an acceptable Project Training Management Plan based on the Enterprise Training Management Plan accepted with the successful tender.
(See Section 4 and Checklists A and B)
Contractors for Category 1, 2 and 3 projects will be required to:
• submit the finalised Project Training Management Plan for review before site works begin
• agree with the number and timing of Project Training Management Plan Implementation Reviews to be conducted during the course of the contract
• make available, on request, all relevant training management records, including those relating to subcontractors, for the purpose of reviews
• provide all reasonable assistance to the reviewer during the review process, including attending the review and promptly implementing corrective action.
8 February 2009
4. Requirements
4. Requirements Project category documentation required agency
monitoring in tender before site works begin during
contract
1
$20m or more, or less than $20m if deemed by government construction agency
• an extended construction period
• identifiable contract packages within an overall program of works
• rapidly changing technology
• particular skill development needs
• regional significance.
• Enterprise Training Management Plan
• an attestation with tender response that if successful, a project Training Management Plan will be provided before site works begin
Refer to checklist A
• Project Training Management Plan including:
Workforce Participation Measures and,
Project Training
Management milestones and targets.
Refer to checklist B
• Project Training Management Plan Implementation Reviews
Refer to checklist C
2
projects of $5m or more which are not category 1 projects
• a statement outlining priorities for training for the enterprise
• an attestation with tender response that if successful, a Project Training Management Plan will be provided before site works begin
• Project Training Management Plan including:
Workforce Participation Measures and,
Project Training Management milestones and targets.
Refer to checklist B
• Project Training Management Plan Implementation Reviews
Refer to checklist C
3
projects of $1m or more which are not category 2 projects
• an attestation with tender response that if successful, a Project Training Management Plan will be provided before site works begin
• Project Training Management Plan including:
Workforce Participation Measures and,
Project Training
Management milestones and targets.
Refer to checklist B
• Project Training Management Plan Implementation Reviews
Refer to checklist C
February 2009 9
5. What is required of Agencies?
5. What is required of Agencies?
Understanding the policy Government agency staff should be
familiar with the requirements outlined in these Guidelines, including:
• the background to the policy
• the application and implementation requirements.
They should also be familiar with the:
• NSW Government Code of Practice for procurement
• NSW Government Requirements for Tendering guidelines
• Implementation Guidelines to the Codes.
Pre‐qualification or pre‐registration
Where calls are made for pre‐qualification or pre‐registration of contractors, the call document should outline the training management documentation, to be submitted for evaluation.
(See Sections 7 and 8)
Preparing tender documents
Agencies must ensure that the tender documents include the requirements for the appropriate project category as detailed in Section 4.
Tender review Tender responses must include the following:
Category 1 projects
• An Enterprise Training Management Plan
(See Checklist A ‐ Review of Enterprise Training Management Plan key elements)
Category 2 projects
• A statement outlining the priorities for training for the enterprise.
Category 1, 2 and 3 projects
• An attestation by the tenderer that if successful, the tenderer will provide a Project Training Management Plan before site works begin.
Contracts
Agencies should use the standard GC 21 contract which includes provisions for apprenticeship and training targets.
Agencies not using the standard contract should ensure such provisions are included in their contracts.
10 February 2009
5. What is required of Agencies?
Post tender review
Before site works begin
The contractor awarded the tender must submit the Project Training Management Plan, including the workforce participation measures and Project Training Management milestones and targets, to the superintendent’s representative before the relevant site works begin.
The superintendent’s representative will review the Project Training Management Plan and be satisfied that the requirements for the particular project category as detailed in these Guidelines are clearly addressed. Only then should he or she accept the Project Training Management Plan (See Checklist B).
This documentation, including the completed checklist, should be retained by the superintendent’s representative with other contract records.
During the project
Planning Project Training Management Implementation Reviews
After site works begin, the contractor’s Project Training Management Plan including workforce participation measures will be reviewed during the life of the contract to examine the extent to which the contractor has implemented the plan, including Project Training Management targets met and outcomes achieved.
The number of reviews will be determined by the relevant agency and will depend on the size, scope and
nature of the project and targets to be achieved as set out in the Plan.
The results of contractor Project Training Management Plan Implementation Reviews will be included with other matters in Contractor Performance Reports.
(Checklist C has been developed to assist agencies conducting reviews)
Review process After site works begin there are seven stages to each review:
• plan the review
• prepare for the review
• conduct the review
• compile the report
• obtain contractor comment
• initiate follow‐up action
• finalise and maintain records.
Reviews will examine the extent to which the contractor has implemented the plan, including targets met and outcomes achieved.
The ultimate objective of any review is to help contractors to improve their training management performance. Agencies should therefore adopt a practical approach and offer helpful comments if any discrepancies are found.
Contractors must be provided with an opportunity to comment on the review and encouraged to promptly implement any corrective action identified.
February 2009 11
5. What is required of Agencies?
AProject Training Management Plan Implementation Review reports must be included with other matters in Contractor Performance Reports.
Contractor Performance Reports will be considered in the future allocation of work by government agencies, and are to be made available to other government construction agencies on request, subject to the procedures for exchange of information on Contractor Performance Reporting between agencies.
Reviewers
As a minimum, agency personnel conducting reviews must have:
• knowledge of the contract, site, Project Training Management Plan; and
• a demonstrated knowledge of the training management requirements on government projects.
A reviewer or a member of the review team must not carry out a review if he or she:
• is in debt to the contractor
• is a partner or other business associate of the contractor
• is a employee, agent, or consultant of the contractor
• is a relative of the contractor
• has any other conflict of interest.
gencies may make reviewers available to other agencies which request assistance with their reviews.
Maintaining records
Each agency must retain and centralise records of the Training Management Plan performance of its contractors, including:
• Enterprise Management Training Plans
• Project Training Management Plans, initial reviews and implementation reviews
• comments by contractors on Project Training Management Plan Implementation Reviews.
12 February 2009
6. About the Training Management Plan
6. About the Training Management Plan
Enterprise Training Management Plan Applies to Category 1 projects
What is an Enterprise Training Management Plan?
An Enterprise Training Management Plan comprises those elements of an enterprise’s overall management system which ensure that training and skill development needs are identified and developed.
It involves an enterprise:
• developing a policy statement on training management that has the total support of management
• making training a core management function which is integrated in all enterprise and project management processes
• having planning processes and procedures in place to prioritise, monitor and review the skill
development needs of the enterprise and its workforce This section deals with the Enterprise
Management Plan required with a tender response for Category 1 projects and the Project Training Management Plan required before site works begin for Category 1, 2 and 3 projects.
Development of Enterprise Training Management Plans and implementation on projects of Project Training Management Plans provides an opportunity for all enterprises to meet their targets and continually improve their training at both the enterprise and project levels.
• establishing responsibilities and procedures for implementing the training goals of the enterprise
• outlining methods used to assess the capacity of subcontractors to fulfil their training commitments and to identify and implement further training initiatives within their enterprise and on projects
• establishing management reviews of outcomes of the training and skill development initiatives undertaken, and initiating corrective action where required.
Essentially, an Enterprise Training Management Plan must accord with the following principles:
• training management goals are an integral part of the business goals of the enterprise
• training management activities are resourced and scheduled as appropriate to achieve defined performance goals and targets
• it addresses in detail the key elements of a Training Management Plan.
The detail and scope of an Enterprise Training Management Plan will depend on the size, nature and scale of the enterprise and its projects.
February 2009 13
6. About the Training Management Plan
Project Training Management Plan Applies to Category 1, 2 and 3 projects
What is a Project Training Management Plan?
Category 1 projects
A Project Training Management Plan is the implementation of the Enterprise Training Management Plan accepted with the successful tender response, which confirms the specific apprentice and training targets, responsibilities, planning, implementation, and management strategies that will be applied to the particular project. It must address the Key elements of a Training Management Plan in detail.
Category 2 and 3 projects
A Project Training Management Plan is the implementation plan for a particular project. A Project Training Management Plan addresses the Key elements of a Training Management Plan and includes:
• workforce participation measures
• apprentice and training targets.
The Project Training Management Plan must be submitted by the contractor to the government agency for review before acceptance. The Project Training Management Plan must be accepted by the government agency before site works can begin.
The Project Training Management Plan will be subject to Project Training Management Plan Implementation Reviews throughout the duration of the contract. Each Review will examine the extent to which the contractor has implemented the Plan, including the workforce participation measures, and the targets achieved on the project.
14 February 2009
7. Developing a Training Management Plan
7. Developing a Training Management Plan
An Enterprise Training Management Plan and a Project Training Plan must contain the following sections:
A. apprentice and training targets B. commitment and management
responsibility
C. planning
D. prioritised needs E. workforce participation
F. resources
G. accountability/responsibility H. subcontractors I. evaluation and review
J. records.
A. Apprentice and training targets An Enterprise Training Management Plan must include:
• total workforce size and trade workforce size
• subcontractors engaged on projects
• apprentice and training targets
• a timeframe for implementation.
B. Commitment and management responsibility
This element is about confirming the commitment to training management and defining policies and objectives. It spells out the responsibilities for training management. The policy statement can really only be articulated after the planning elements described below have been finalised.
Ongoing commitment and leadership from the top is vital to ensure the effectiveness and success of an Enterprise Training Management Plan and the Project Training Management Plan.
Senior management must demonstrate commitment to improving training management performance at both the enterprise and project levels, and commitment to the skill development of staff and contractors by developing a training management policy statement.
An enterprise’s training management policy statement:
• has the full support and commitment of the chief executive officer and senior management
• defines training management policies, objectives and targets
• identifies those responsible for training management matters, and the initiation of corrective action
February 2009 15
7. Developing a Training Management Plan
• outlines communication processes with workers, unions, other contractors and subcontractors on training management issues
• outlines measures for assessing subcontractors’ ability to fulfil training management commitments and obligations.
C. Planning
Identification of skill development needs
This is an ongoing process that determines present and future needs and requires consideration of:
• the skills clients and other service providers need from the enterprise and how the enterprise can
become more useful to clients and other service providers
• confirmation of the business goals of the enterprise
• what the enterprise and workforce need to do to make the business more successful
• a consideration of the skills the enterprise needs from the service providers who work for it (ie contractors, subcontractors and consultants or suppliers). This is about reviewing what is
happening now in the enterprise and on projects and what needs to be done in the short, medium and long term. This will include identifying the skills already held, the skill gaps, and the skills that need to be developed in order to meet business goals.
An important part of the review is for the enterprise to consider the legislation, regulation, codes and standards relevant to its activities, services or products and training implications.
• For example: industry commercial training, occupation health and safety, environmental obligations including all licences, permits, certificates and qualifications required to operate the enterprise and to work on projects.
16 February 2009
7. Developing a Training Management Plan
D. Prioritising needs
Setting goals, priorities and targets will assist the enterprise develop an Enterprise Training Management Plan and a Project Training Management Plan that delivers what it needs.
The priorities identified may address skills shortages; improving the skills of the existing workforce; training of apprentices, trainees or cadets; improving heritage trade skills; or any other worthwhile issue (eg training opportunities for Aboriginal or Torres Strait Islander people) or initiatives such as business or regional development expansion.
Broad based support from the workforce, trainees, supervisors, team leaders, project management and unions will ensure that training is regarded as an integral part of the process. It is important to build a shared commitment to learning with everyone who may be involved, directly or indirectly, including subcontractors and other contractors.
When identifying skills needed and who to train, the enterprise will need to consider each individual’s:
• existing skills and experience
• interest in learning
• commitment to the enterprise
• career aspirations.
E. Workforce participation This decision will depend on the
business goals of the enterprise, the results it needs and when they must be achieved.
Structured training programs are an organised and disciplined approach to learning. Activities aim at stated outcomes, which must be documented before training starts. Participants must be assessed to see whether or not the outcomes are achieved.
(See definition of structured training on page 5).
Training can happen on the job, off the job, through mentoring, or in a program that combines all three. The method chosen will depend on:
• the type of skill being learnt – some skills are best learnt a particular way
• the person being trained – bearing in mind their capabilities and preferences
• the needs of the enterprise – how quickly the enterprise needs the skill, and how much it can afford
• the availability of training – for example, some skills can only be developed on the job.
Workforce participation measures
This is about nominating workforce training priorities and direction, assigning responsibility, and allocating resources for implementation of the Enterprise Training Management Plan and the Project Training Management Plan. It will outline how the training targets will be achieved.
February 2009 17
7. Developing a Training Management Plan
Workforce participation outlines:
• priorities
• actions required (what skills are needed and what is to be done?)
• resources (what and who?)
• responsibilities (who?), and
• timing (when?).
F. Resources
The resources essential for the implementation of the Enterprise and Project Training Management Plan and the achievement of the workforce participation measures and targets should be defined and available.
These include human, physical (e.g. facilities and equipment) and financial resources. In allocating resources, the enterprise can develop procedures to track the benefits as well as the costs of its workforce training management activities at both the enterprise and project level.
G. Accountability and responsibility
This is about defining the responsibilities of all personnel whose roles can affect training management performance of the enterprise and on projects.
Personnel at all levels should be accountable, within the scope of their responsibilities for training management performance in support of the Enterprise Training Management Plan and the Project Training Management Plan.
This element is about identifying the resources necessary to implement the Enterprise Training Management Plan and the Project Training Management Plan. A management representative should
be nominated as responsible for implementing the Enterprise Training Management Plan and the Project Training Management Plan.
By clearly spelling out the responsibilities and authorities of personnel for specific tasks relating to training management, there should be no doubt as to who is responsible for taking decisions, monitoring the plan, tracking outcomes and for acting on issues.
These responsibilities, authorities and tasks must be clearly documented and communicated so that all personnel in the enterprise and on the project will know what action plan, management and monitoring measures are proposed to achieve the training management goals and targets.
18 February 2009
7. Developing a Training Management Plan
H. Subcontractors
Contractors must be able to demonstrate:
• the measures they will take to select subcontractors who can implement training and skill development initiatives and fulfil training management obligations
• how dealings with subcontractors and other contractors is to be managed, and
• how ongoing subcontractor compliance with training management requirements is to be monitored and assessed.
This is about nominating the measures that will be implemented to assess subcontractor capacity to meet their training management obligations.
Examples of subcontractor selection measures
a contractor may maintain a panel of preferred subcontractors with sound, responsible and effective training management practices
a contractor may require that subcontractors develop and implement a Training Plan which is compatible with the Project Training Management Plan. The contractor would review the implementation of the Training Plan and the achievement of the subcontractor’s Project Training Management targets during the life of the subcontractor’s contract with the contractor.
a contractor may require that subcontractors develop and implement workforce participation measures. The contractor would review the implementation of these measures and the achievement of subcontractor’s Project Training Management targets during the life of the subcontractor’s contract with the contractor.
February 2009 19
7. Developing a Training Management Plan
I. Evaluation and review Internal review
Training management activities need to be monitored to make sure that:
• everyone understands and works towards the objectives of the Enterprise and Project Training Management Plan
• the schedule stays up‐to‐date, so learning activities match production or business requirements
• the trainees and the resources they need are available when needed.
The enterprise must therefore have a planned system of internal management review to verify that its training management activities match its stated commitment, including targets set, and that the activities resulting from management reviews are effective.
For example:
were the workforce participation targets achieved?
This is about establishing a system of internal management review within the enterprise to verify that the Enterprise Training Management Plan and Project Training Management Plan are being implemented and are effective. The aim is to achieve continual improvement in performance at both the enterprise and project levels.
was the training activity necessary?
was it cost effective?
are people using the skills acquired?
were the right skills targeted?
were the right people targeted?
Results of internal reviews must be brought to the attention of the people who are responsible for the activity reviewed. These people must ensure that corrective action is taken immediately to remedy any deficiencies found.
The Enterprise Training Management Plan and Project Training Management Plan themselves, and the enterprise performance at the enterprise and project levels, should continuously improve as a result of these management reviews.
Reviews will assist in:
• building up knowledge on the training management needs of the enterprise and its projects
• improving decision making on the future development of training management and workforce training participation plans
• developing longer‐term training management plans.
20 February 2009
7. Developing a Training Management Plan
J. Training management records
This is about establishing procedures for the identification, filing, retrieval and retention of training management records.
Records provide evidence of implementation of the Enterprise Training Management Plan and the Project Training Management Plan.
Examples of records managed
employee, subcontractor and service provider induction and training outcomes
subcontractor information on implementation of their Training Management or workforce participation measures
workforce participation targets achieved
monitoring, management review reports and results including follow‐up action.
February 2009 21
8. Reviewing training plans
8. Reviewing training plans Project Training Management Plan
Implementation Reviews
The Contractor Project Training Management Plan including workforce participation measures will be subject to review during the life of the contract awarded. The reviews will include an on‐site verification that the plan is being correctly implemented and the contractor’s nominated apprentice and training targets are being achieved.
(See Checklist C)
The number of reviews and the scope of each review for each contract will be determined by the relevant agency and will depend on the size, scope and nature of the project and targets to be achieved as set out in the Plan.
Both government agencies and contractors have a responsibility to ensure that the review process is looked upon as a means of improving training management performance on the project.
Contractors will be provided with an opportunity to comment on the review.
The review results will be linked to and included with other matters in the Contractor Performance Reports for the project.
Contractor Performance Reports will be made available to other government construction agencies on request, subject to the procedures for exchange of information on contractor performance reporting between government agencies.
Contractor Performance Reports are considered in the allocation of work by government agencies.
Management of policy implementation Implementation will be managed from within the mainstream business activities of the government construction agencies.
Legal obligations
Neither the policy nor these guidelines in any way relieve contractors or service providers of their legal obligations. Contractors and service providers are responsible for ensuring that they meet their training obligations under statute, industrial award, enterprise or workplace agreement or other workplace arrangements approved under Federal or NSW training and/or industrial legislation, and the general law.
22 February 2009
Checklists
Checklists A Review of Enterprise Training Management Plan key elements
Category 1 projects
B Review of Project Training Management Plan
Category 1, 2 and 3 projects
C Project Training Management Plan Implementation Reviews
Category 1, 2 and 3 projects
The table below shows which checklist should be used for each project category and stage.
Project category
Project stage
Tender review Before site works begin
During contract
1 Checklist A Checklist B Checklist C
2 Checklist B Checklist C
3 Checklist B Checklist C
February 2009 23
Checklists
Checklist A– Review of Enterprise Training Management Plan key elements
Apprentice and training targets
Has the tenderer:
Identified the apprentice target?
Identified the training targets?
Commitment
Has the tenderer provided a satisfactory policy statement on training management which:
has chief executive officer/senior management support?
sets enterprise objectives and targets for training management?
identifies responsible personnel for training management matters?
outlines communication processes with workers, unions, other contractors, subcontractors on training management issues?
outlines measures for assessing subcontractors’ ability to fulfil training management?
This checklist has been developed to assist government agencies in examining the key elements of an Enterprise Training Management Plan submitted by a tenderer.
Agencies need to systematically work through this checklist by cross‐referencing each question with the Enterprise Training Management Plan submitted by the tenderer.
Tenderers may also use it to verify that all key elements required for an acceptable Enterprise Training Management Plan have been addressed.
Planning
Has the tenderer identified the training and the skill development needs of the enterprise, including:
priorities?
timing?
target participants?
training method?
Has the tenderer:
provided an attestation that if the tender is successful they will provide a Project Training Management Plan before site works begin?
identified how the Project Training Management Targets in Section 2 of these Guidelines will be achieved?
Implementation
Has the tenderer:
defined the resources (human, physical and financial) to implement the Enterprise Training Management and Project Training Management Plan to be developed if the tender is successful?
developed a procedure to track the benefits and costs of its training management activities?
24 February 2009
Checklists
Has the tenderer:
defined the accountability and responsibility of all personnel whose role may affect the training management performance of the enterprise on the project?
clearly documented and communicated these responsibilities and authorities for the personnel concerned?
nominated a management representative (s) who is charged with the responsibility of implementing the Enterprise Training Management Plan and the Project Training Management Plan?
Has the tenderer:
nominated the measures that will be taken to select subcontractors who can implement training and skill development initiatives and fulfil their training management obligations?
described how dealings with subcontractors and other contractors are to be managed?
described how ongoing subcontractor compliance with training management requirements is to be monitored and assessed?
outlined procedures for the efficient identification, filing, retrieval and retention of training management records?
Measurement, evaluation and review
Does the tenderer have a system of internal management review that:
verifies the Enterprise Training Management Plan and Project Training Management Plan is being implemented?
measures the effectiveness of the Enterprise Training Management Plan and the Project Training Management Plan?
brings the results of internal reviews to the attention of people who are responsible for the activity concerned?
ensures that corrective action is taken?
provides mechanisms or a feedback loop to continuously improve the enterprise’s training management performance?
February 2009 25
Checklists
Checklist B – Review of Project Training Management Plan Category 1, 2 and 3 projects
Apprentice and training targets
Has the tenderer:
Identified the apprentice target?
Identified the training targets?
Commitment
Has the contractor for a Category 1 project submitted a Project Training Management Plan that is consistent with the Enterprise Training Management Plan accepted with the tender, and which addresses the Key elements in Section 7 of the Guidelines in detail?
Has the contractor for a Category 2 or 3 project submitted a Project Training Management Plan which addresses the key elements in Section 7 of the Guidelines in detail?
Is a management representative nominated with responsibility for the implementing the Project Training Management plan?
This checklist is used by government agencies when reviewing a contractor’s Project Training Management Plan, which is submitted before the site works begin.
It can also be used in conjunction with Checklist A.
It can also be used by contractors as a guide when finalising their Project Training Management Plan.
Planning
Has the contractor submitted a workforce participation measures for the Project?
Has the contractor confirmed:
− priorities? − action required (what is to be
done)?
− resources (what and who)? − responsibilities (who)? − timing (when)?
Implementation
Has the contractor confirmed the measures to be implemented in selecting subcontractors and in assessing their capacity to fulfil their training management obligations?
Has the contractor confirmed how ongoing subcontractor compliance with training management requirements is to be monitored and assessed?
26 February 2009
Checklists
Measurement, evaluation and review
Are the procedures clearly developed for:
− verifying that the Enterprise and Project Training Management Plan (as may be applicable to the project) are being implemented?
− measuring the effectiveness of the Project Training Management Plan?
− measuring the effectiveness of the workforce participation measures?
− measuring the achievement of Project Training Management targets?
− corrective action, reporting and follow‐up?
− maintenance and retrieval of training management records for the contractor and subcontractors on the project?
February 2009 27
Checklists
Checklist C – Project Training Management Plan Implementation Reviews Category 1, 2 and 3 projects
Apprentice and training targets
Has the tenderer:
Identified the apprentice target?
Identified the training targets?
Commitment
Has the contractor’s training management policy statement been implemented at the project level?
Did the nominated management representative implement the Project Training Management Plan?
Has the contractor used the communications processes outlined in the Project Training Management Plan?
Has the contractor implemented the measures outlined in the Project Training Management Plan for assessing subcontractor compliance with training management obligations on the project?
Planning This checklist is for use by government agencies when verifying that the contractor is implementing the Project Training Management Plan.
It can also be used by contractors to conduct their internal reviews.
Is the contractor achieving the Project Training Management targets and the nominated training goals for the project?
Did the contractor implement appropriate measures to manage any slippages, delays, or unforeseen events, in achieving the Project Training Management Targets?
Implementation
Did the contractor implement a procedure to track the benefits and costs of its training management activities?
Did the measures implemented by the contractor adequately manage the interface with subcontractors and other contractors on the project?
Is the contractor’s monitoring of subcontractor compliance with training management requirements appropriate for the project?
28 February 2009
Checklists
Measurement, evaluation and review
Has the contractor implemented an effective internal management review process?
Has the contractor implemented an effective and efficient system for the timely identification, filing and retrieval of training management records?
What corrective action has been taken by the contractor to remedy any deficiencies in the implementation of:
− the Project Training Management Plan, or
− the workforce participation measures?
− the Project Training Management targets?
What corrective action requests were issued by the government construction agency (including time for completion)?
Note: the government construction agency should ensure that any corrective action requests are carried out by the contractor within the agreed time frames. Responses or comments by the contractor are to be maintained by the agency with the Review report.
What improvements in training and skills development, have been achieved on the project?
February 2009 29
Resources
Resources For further information:
Apprentices and trainees: NSW Education or Training website http://apprenticeship.det.nsw.edu.au
Commerce Procurement: http://www.commerce.nsw.gov.au/Home.htm
Treasury Procurement: http://www.treasury.nsw.gov.au/procurement/procure‐intro
30 February 2009
