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APTC Board Charter

1. PREAMBLE

This Charter sets out the governance and management arrangements for the Australia-Pacific Training Coalition (APTC) Board. It defines the respective roles and responsibilities of the APTC Board, APTC Management, the Managing Contractor and the Australian Department of Foreign Affairs and Trade (DFAT) in setting the direction, management and control of the APTC.

 

2. ABOUT THE APTC

2.1 The APTC was established as the Australia-Pacific Technical College in July 2007 with the support of the leaders of the Pacific islands Forum, funded by the Australian aid program, and with the expectation it would make a significant contribution to              developing a skilled and competitive Pacific workforce.

2.2 APTC Stage I was implemented from 2007 until 2011. Stage 2 (with an extension) ran from 2011 to June 2018. APTC Stage 3 commenced in July 2018, and is expected to continue for eight years until June 2026.

2.3 Phase 3 introduced significant reform to APTC's business model and priorities. Expanding beyond the enclave-based direct delivery of training services, APTC will increasingly work with national WET systems to build their capability to deliver internationally accredited qualifications that can meet the demands of local and regional labour markets. In addition, APTC now has specific obligations to support Pacific labour mobility through the development of a two-track approach to training that meets both national and regional/international labour market needs, and to maintain a close relationship with the Pacific Labour Facility.

2.4 The goal of APTC in Phase 3 is: A more skilled, inclusive and productive workforce enhances Pacific prosperity. The supporting purpose is: The skills and attributes available to employers from TVET systems align with labour market requirements.

2.5 By June 2026, APTC is expected to have achieved the following outcomes:

     a) Graduates have improved employment outcomes

     b) Co-investment in skills training increases

     c) Selected WET partners demonstrate quality WET provision.

 

3. APTC GOVERNANCE AND MANAGEMENT

3.1. The APTC is an Australian development program, owned and governed by the Australian government. It is not a legal entity. Its services are implemented under a contract agreement between the Australian government, through DFAT, and the Queensland Government, through TAFE Queensland.

3.2 TAFE Queensland is the Managing Contractor for the APTC and is accountable to DFAT for the efficient and effective performance of APTC. TAFE Queensland assigns certain powers, duties and responsibilities to the Chief Executive Officer (CEO) and the APTC management team to carry out the roles and responsibilities as prescribed in its contract with DFAT.

 

4. PURPOSE AND ACCOUNTABILITY OF THE APTC BOARD 

4.1 The APTC Board is an Advisory Board, not a Governing Board. Its purpose is to advise DFAT and APTC management on, and act as a sounding board for, those strategic matters most likely to strengthen APTC outcomes and impact; and to assist with the development and maintenance of trusted strategic relationships in the region. 

4.2 The APTC Board is established by the Department of Foreign Affairs and Trade and operates at DFAT's sole discretion. The Board is accountable to DFAT, through its Chair, for the efficient and effective performance of its role. 

 

5. ROLE OF THE APTC BOARD 

5.1 The Board has two core roles in support of the achievement of the goals and objectives of the APTC: 

a) Advise DFAT and APTC management on, and act as a sounding board on, the following strategic matters: 

Achieving improved employment outcomes of APTC graduates
Embedding APTC in Pacific TVET systems
Gradual introduction of co-investment
Renewed emphasis on labour mobility
Re-invigorating and brokering new partnerships, and enabling locally-led coalitions for reform
Any other matters of strategic significance which DFAT and/or APTC management consider would benefit from Board advice. 

b) Assist DFAT and APTC, as requested, with the development and maintenance of strategic relationships with business and government in the region. 

5.2 The Board will be disciplined in carrying out its role, with the emphasis on strategic issues. 

 

6. STRUCTURE AND COMPOSITION OF THE APTC BOARD

Membership

6.1 All members of the APTC Board, including the Chair, are appointed by DFAT. 
6.2. The APTC Board consists of up to eight members:

a) the Chair;

b) one member nominated to represent DFAT; and

c) up to six independent members. 

6.3. Independent membership will be offered to individuals based on their relevant skills and experience, not on the organisations or constituencies that they may be affiliated with. 
6.4. No alternates or substitutes will be allowed for independent Board members.

6.5. The APTC CEO is not a member of the APTC Board, but will attend and actively contribute to all Board Meetings. The CEO may be asked to absent themselves from certain sessions should members consider appropriate from time to time. 

Appointment

6.10. Members will be appointed for a term of up to three years, with provision for re-appointment for a second term subject to their ongoing performance and continuing relevance of their skills and experience. 
6.6 At least 50% of Board members should be women. 
6.7 At least 50% of Board members should be Pacific Islanders. 
6.11. DFAT reserves the authority to appoint additional members (beyond eight), and to replace or remove Board members, at its discretion. Appointment to any vacancy on the Board will be made by DFAT. 

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