Improving the pool of skilled individuals in Ballarat will be a key driver in differentiating the region as a vibrant and dynamic ICT centre. The ICT 2030 consultation activities identified recruitment and skills retention as areas of current challenge. Whilst training and education are an integral part of the ICT soft infrastructure, the direction of training and recruitment of talent represents a continuing and changing agenda. The paradox of regional Australia is that it has higher than average unemployment but has significant skill shortages. Different strategies are required to attract new skills and to develop new skills
Labour bottlenecks can be detrimental to the continued development of the ICT cluster. A report from the National ICT Skills summit (2006) identified a growing number of skills shortages. MMV note particular problems persuading young people to enter ICT careers (Multimedia Victoria, 2004). Ballarat ICT must work closely with local providers to close these gaps.
In part, the growth of the cluster will provide a natural attractant to talent and skilled labour. As the cluster grows, there will more opportunities to move around the region for career development. However, the University and local training providers need to continually design their courses to satisfy changes in the local labour market. Strong emphasis on technical training integrated with a entrepreneurship and business curricula are identified as important in some cluster studies. The following is a comment made by Professor Cooper of Wollongong University:
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IT workers have certainly come out of the back room and today their jobs are much more about working with people. In fact, employers tell us the most important thing an IT graduate can have is excellent communication skills, both oral and written, and research shows that women are better communicators than men. (Source: Girls Urged to Get Their IT Muscles Working, University of Wollongong website, 2003).
Strong support for an enhanced 'Ballarat' package of incentives for professionals to relocate to the region is also important. Attraction of talent is a key issue across many industries. Regional locations, sometimes for the reasons articulated by Florida (2003) in his research on the 'Creative Class' find the attraction of professionals particularly problematic. A report by Best International (2006) suggests that in ICT the greatest demand is coming from development, consulting and business analyst roles.
Ballarat ICT needs to work with existing providers and client companies to look at emerging areas of skill needs for the Ballarat ICT 2030 vision to be achieved.
Develop, attract and retain the ICT talent that the Ballarat region needs to prosper.
Actions to 2012:
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Effectively promote the skills, talents and capacities of the Ballarat ICT Cluster with periodic audits to update knowledge of local capabilities, skills, accomplishments and talents.
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Develop and implement a long term ICT skills strategy to ensure that Ballarat develops, attracts and retains the ICT talent that the region needs to prosper.
Short term actions:
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Build on the current strengths of ICT in Ballarat by promoting and supporting the Ballarat ICT Cluster in its profile, marketing and business intelligence activities.
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In partnership with Ballarat's key industry sectors audit existing ICT skills, capabilities, aspirations, requirements and skills gaps.
Deliver IT and business graduates who are work-ready with adaptable knowledge, skills and competencies.
Actions to 2012:
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Attract public and private investment to support Ballarat in achieving its education goals.
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Ballarat ICT will work with training providers to ensure that ICT skills programs will be supplemented with entrepreneurship training and development programs.
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Develop public and private partnerships to support expansion of the University of Ballarat 'Earn as You Learn' program.
Short term actions:
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Establish a Ballarat ICT Education Task Force and commence planning for Summit for education providers and employers to identify and prioritise responses to Ballarat's ICT education and training needs.
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Encourage all training and education providers to enhance graduate skill base through the integration of entrepreneurship training as a component in all programs.
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Expand the successful 'Earn as you Learn' Bachelor of Information Technology (Professional Practice Program) at the University of Ballarat to include a much wider range of Ballarat employers
Through research and other partnerships foster regionally useful and relevant research and knowledge transfer.
Actions to 2012:
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Support local businesses in keeping abreast of latest developments by facilitating events which draw presenters of an international standard for the benefit of the Ballarat region and beyond.
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Support regular forums and knowledge events which bring members of the Ballarat ICT community together, fostering collaboration and social networking.
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In partnership with the University of Ballarat and other training providers develop programs to increase and promote high levels of economic growth and entrepreneurial initiative.
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Integrate the Enterprise Workshop Program with other State and Federal support initiatives for SMEs.
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Foster a highly entrepreneurial culture by actively seeking out and encouraging the growth of new and existing companies, markets, products and services.
Short term actions:
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Facilitate a regular round of seminars and workshops with high profile speakers presenting the latest ICT thinking as part of an annual program of events.
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Facilitate and support established forums and knowledge exchange events as part of an annual program of ICT focused events around innovation.
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Conduct a review of the entrepreneurship training and mentoring opportunities which are available to support the growth of new and existing companies, markets, products and services.
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Investigate the feasibility of establishing an ICT enterprise development program which leverages programs such as the NSW Enterprise Workshop.
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Parallel to this, new start-ups will be encouraged and supported through a ‘Regional Entrepreneurship’ program run by the University and local training organisations, and a hands on and active response to spontaneous new starts.
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