First, overall, DESE were seen to have done a good job in the establishment process. However, the evaluators found that \u201cearlier and clearer definition of the role and long-term goals of the SOs would have provided greater strategic clarity to support a faster start.\u201d In addition, and according to the review report, the emerging broader direction for VET reform meant that they were forced to operate without clarity about their long-term role in the VET system.<\/p>\n

Second, SO boards and their appointed CEOs were found to be well networked with employers but had fewer in-built linkages with the VET system. The report pointed out that \u201cexecutive team appointments with specialist expertise in the VET system was a substantial boost to each organisation\u2019s core capability.\u201d<\/p>\n

However, in terms of engaging stakeholders, the evaluators noted that: \u201cStakeholder uncertainty about the longer-term role of SOs, and concerns about the changing balance of influence from those with vested interests have been inhibitors to SO engagement.<\/p>\n

Third, the evaluation reported that:<\/p>\n

\u201cEach of the SOs showcases a different way to define the industry from which they require both formal and informal authority to operate effectively.\u201d<\/p>\n

Finally, the various SOs\u2019 workplans \u201cencompass strategic research and knowledge transfer, stakeholder engagement and facilitation, and applied projects focused on pathways, qualification or specific skillsets.\u201d<\/p>\n