1. Skills for All Raymond Garrand Chief Executive

2. Skills for All - the first year Investing in people and skills

3. Training growth – increasing skills  South Australia is leading the nation in the rate of training growth  South Australia’s increase is five times the national average, growing 16 per cent over the year to 2012, compared to a 3 per cent growth rate nationally

4. Skills for All – the first year  43 per cent system wide increase:  an additional 44,200 course enrolments  Achieved 100,000 training target three years ahead of schedule, currently at 145,800 

5. Skills for All – the first year

6. Quality high and most efficient  Quality of training remains one of the best in Australia 90.1% satisfaction, 88% in jobs or further study  SA now most cost effective and efficient training system in Australia  Cost per hour $10.57 in 2012 was $15.60 in 2008

7. Apprentices and Trainees Apprentice and trainee numbers grew in 2012, when compared to 2011:  In-training:  38,900 - a 9% increase  Commencements:  25,400, a 5% increase  Completions:  13,000, an increase of 4%

8. Skills demand and Skills for All investment Source: DFEEST, TaSC

9. Skills for All Strategic Principles  Demand driven  Contestability  A co-investment between government, industry and individuals  Aligning public investment with public benefit  Balance between public and private investment

10. Streamlining: Building on what you told us Consolidating the Funded Training List  Allowed six months for providers to apply to deliver identified courses to scope  Retained industry identified required courses without providers and or students  Removed Certificate I and II courses in non-priority areas with no vocational/employment outcomes Managing high growth courses  Expanded the use of subsidy reductions as alternate to caps where possible  Reduced the subsidy payable for RPL  Developed and published the Training Account Limits List (TALLs) for high growth courses to provide the market with information about how many training accounts would be publicly supported to support the capacity to plan

11. Increasing Transparency  Improving the amount of information available to the market, including: Training Account data Criteria for changes Timeframe for changes

12. Strategic directions  Continued management and refinement of the Skills for All Funded Training List to appropriately manage training budget and strategic priorities  Align strong demand for training to employment, strategic and industry priorities  Restore fee for service market where appropriate

13. Consultation and Engagement  Ongoing commitment to engaging with the market  Training Accounts Limit List: reviewed on 6 monthly basis  Skills for All Funded Training List: Aim for major release on 6 monthly basis Minor release as required (to manage replacement and superseded courses)  Consultation focused on evidence against key principles

14. Skills for All Funded Training List Management 1.Specialist Occupations (TASC modelling) 2.Strategic Priorities 3.Jobs 4.Qualification critical for occupation 5.Substitution 6.Apprentices 7.Regional considerations 8.Equity/participation 9.Regulatory issues