Lifecycles and leadership: partnerships for VET

Research by the Centre for Research and Learning in Rural Australia (CRLRA) has identified the process involved in implementing initiatives in VET partnerships. Essentially, the process begins with a trigger stage, which relates to the identification of a problem or opportunity for change that impacts on, or is likely to impact on the parties that go on to become partners. This is followed by initiation, in which informal processes come into play in order to mobilise partners ’ resources to address the problem or opportunity. Next comes development, which relates to the implementation of formal processes, such as committees, to tackle the problem or develop the opportunity. In the fourth stage, the gains are consolidated through the maintenance of the linkages. Processes and resources are put in place to facilitate the effective management of the linkages. In the management and sustainability stage, the partners review and renew their vision and goals and scan for opportunities and new problems in relation to the partnership. Different aspects of collective, or group skills and resources (or social capital) are drawn on at different stages of the process. The model of this process is viewed as emerging and will be tested in subsequent research. In previous projects, CRLRA found that the ingredients for success of partnerships vary according to the context, the resources available to the collaborative effort, the organisations involved and their goals. This paper explores the aspects of collective, or group skills and resources, or social capital, that are drawn on at different stages of the process that partners use in collaborative VET initiatives for the so-called new world of work. It also examines processes used in new VET partnerships, such as those required in new, or emerging industries, compared with mature partnerships. Emerging industries have different contexts from mature industries, and less established cultures and working relationships around VET.