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2.2 Networking and lobbying

2.2 Networking
and lobbying

Building VET, employers and stakeholders’ partnerships that transform local,
regional, or national workforce systems, considering cost of training and
promoting the growth of targeted sectors.

VET systems need active governance from relevant stakeholders, namely social
partners, as well as dialogue between trade unions and employers, regarding
different levels of industrial relations and education and training services.
Multiple players at different levels must also have a voice in the financing of VET.

As VET providers and employers start establishing partnerships, they start
addressing specific economic sectors and they can extend their influence on
other VET organisations, enterprises and stakeholders acting in the same or

similar sectors, to sustain a wider and stronger local, regional and/or national
training and economic development, focused on job and business creation.

There are numerous ways how VET providers and employers can engage.
Employers can use their own means to establish partnerships or can benefit
from Government programmes, such as programmes that bring business

associations and individual employers into collaboration, and from which VET
providers can also take advantage from.

Other stakeholders that can be engaged are public workforce systems; non-
profit organisations; community-based service providers; economic
development authorities; universities and other relevant education and training
providers. The wider the network of relevant partners is, the more successful it
tends to be due to the different perspectives and ideas each can contribute with.

The basis for networking is always to find common points that serve the
interests of the VET providers and the interests of the employers/other
stakeholders simultaneously. This allows that the activities of the engaged
parties are more effective, and that the community is better served by this

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