Latest news with #vocationaleducation
Irish Times
4 days ago
- Health
- Irish Times
Leaving Cert student diary: ‘I'm proof there's an alternative to incredibly stressful exams'
I'm only young, so it's fair to say I don't follow the ins and outs of education policy. But I do hear, from my friends and on the news, about how incredibly stressful the Leaving Cert is and how it needs to be reformed. I and the other 4,512 students sitting the Leaving Cert Applied [LCA] are living proof that there is a different way. The LCA means students like me, who prefer practical and vocational approaches, are not left behind. I know Ireland is trailing other European countries in terms of offering this vocational option, although the numbers sitting the LCA are growing every year. The LCA offers entry routes to college too. I am hoping to get into a post-Leaving Cert course: nursing studies at Moate ETB [education and training board]. It gives us a foundation in nursing, includes practical experience and a work placement, and is also linked to a general nursing course at TUS [Technological University of the Shannon]. READ MORE Over the past few years, I decided to learn sign language. I'm not doing it as an examined subject, but I felt that it would be a really useful skill for a nurse to have, as it means I can communicate with more people. I'm not fluent, but I can hold a basic conversation and I hope to improve. As for the exams? It's a case of so far, so good. I appreciated the layout of the papers and they haven't been as difficult as I expected. English and communications was probably my best so far, as a lot of the topics I studied appeared. Hotel catering and tourism, however, was probably the most challenging, although still achievable. In this subject, we learn about restaurants, tourist sites and we work on menus for parties and for people with food allergies and intolerances, such as coeliac disease. LCA students have already done a lot of projects and continuous assessment throughout the year, so that relieves the pressure of a single, high-stakes exam. [ Leaving Cert and Junior Cycle: Record 140,000 to sit State exams Opens in new window ] I can't believe the end is in sight, as I finish up on Tuesday with an exam on construction and graphics. I'll miss my classmates in school. There's only been eight of us in the entire LCA programme, so we became tight-knit. I currently commute for over an hour every day to and from school. This is because we moved a few years ago but I wanted to stay in the same school. I wish there was better public transport, particularly for rural areas, as there's currently only two buses a day. It's safe to say that I won't miss this commute. – Amy Cox is a Leaving Cert Applied student at Athlone Community College
RNZ News
7 days ago
- Business
- RNZ News
Te Pūkenga disestablishment 'will not be completely equitable'
A 'federation' of polytechs may be needed after the dissolution of Te Pūkenga. File photo. Photo: supplied Polytechnics are unlikely to emerge from Te Pūkenga with the savings or debt they took into the mega-institute. Vocational Education Minister Penny Simmonds today told the Education and Workforce Select Committee the government was working on how to re-establish polytechnics that were subsumed by Te Pūkenga at the end of 2022. "There are some that went in with very high debts, some that went in with very high reserves. The disestablishment will not be completely equitable and that, unfortunately, needs to occur because we cannot stand up new entities that are going to be insolvent," she told the committee. Simmonds confirmed that polytechnics that were "not very solvent" would be more likely to be merged with another institute or placed into a federation of polytechnics. "There are still decisions to be made around that, but where there are some that there isn't a pathway, then obviously mergers are an option, but also support by being able to go into the federation," she said. Simmonds said a federation model was suggested when the previous government was considering submissions that led to the creation of Te Pūkenga and it had been wrong to ignore those submissions. "I think where Te Pūkenga went wrong was that classic mistake of form before function, and if the functions that would benefit from being centralised had been looked at, Te Pūkenga probably wouldn't have been the form that eventuated and a federation model might have been," she said. Simmonds told the committee Te Pūkenga's financial situation had improved, but only because it had shed many of the centralised functions it was set up to provide. She said the $20 million the government had set aside to ensure the continuation of strategically important vocational education might not be enough. She said it could be used to protect courses in areas with high levels of youth unemployment, and courses related to significant industries such as agriculture. The committee was hearing submissions and evidence on the Education and Training (Vocational Education and Training System) Amendment Bill which would disestablish Te Pūkenga at the end of 2026. The bill would also allow the re-establishment of individual polytechnics and the creation of a federation of polytechnics led by an "anchor" institute. Sign up for Ngā Pitopito Kōrero , a daily newsletter curated by our editors and delivered straight to your inbox every weekday.
The Guardian
16-05-2025
- Business
- The Guardian
Childcare is just the latest failure of Australia's privatisation push. It's time for an ideology overhaul
A series of ABC 7.30 reports tells a familiar story of failure in human services. Inadequate staffing, dangerous incidents brushed under the carpet, ineffective regulation and, at the back of it all, for-profit businesses, either ASX-listed or financed by private equity. This time it's childcare but the same problems have emerged in vocational education, aged care, prisons, hospitals and many other services. Every time the answer we get is the same. More and better regulation, we are told, will make the market work better, allowing competition and consumer choice to work their magic. The reason for this record of failure has been pointed out many times, and ignored just as often by policymakers. Businesses providing publicly funded or subsidised services can increase their profits in one of two ways. The hard way is to make technical or organisational innovations that provide a better service at lower cost. The easy way is to avoid meaningful improvements and approach rules with a 'tick a box' attitude. It would appear the easiest way of all, however, as claimed in the reports on childcare, is to cut corners on service quality, particularly in areas that are hard to check. Another favoured strategy is 'cream-skimming' – providing services where the regulatory setup yields high margins while leaving the public or non-profit sector to deal with the intractable problems. All of these strategies were employed on a huge scale to exploit VET Fee-Help, the vocational education and training scheme that represented the first big push towards for-profit provision of human services, beginning in 2009. Fee-Help was a disaster. Before it was scrapped in 2017 it swallowed billions of dollars of public money. The scheme left students with worthless qualifications and massive debts, which were eventually wiped by the Morrison government in 2019. The central statement of the ideology driving public policy in this area is the Productivity Commission's 2016 report on competition in human services. The report presented market competition as the desired model for a wide range of human services, including social housing, services at public hospitals, specialist palliative care, public dental services, services in remote Indigenous communities and grant-based family and community services. After being presented with ample evidence of the problems of for-profit provision, the PC responded with a single, evidence-free sentence: 'The Commission considers that maximising community welfare from the provision of human services does not depend on adopting one type of model or favouring one type of service provider.' Although the PC had previously hailed competition in VET as a model of well-regulated competition, the undeniable failure of Fee-Help was now blamed on the regulator, the Australian Skills Quality Authority. But the only solution offered was more and better 'safeguards', a term which usually means Band-Aid solutions to fundamental design problems. Since then we have seen catastrophic failures in aged care, the reversal of the move to private prisons and the exclusion of acute care hospitals from so-called 'public-private partnerships'. Even the PC is backing away from the for-profit model. Its latest report on childcare noted the growing dominance of the for-profit sector and observed that a much larger proportion of for-profit providers failed to meet standards. The chair of the inquiry, Prof Deborah Brennan, provided a supplementary statement urging action to reduce the share of for-profit businesses. Brennan observed that aspects of Australia's 'highly marketized approach' to childcare will 'work against equitable, high quality provision unless moderated'. 'Accordingly, I suggest measures to strengthen and expand not for-profit provision, attention to the financial strategies of large investor-backed and private equity companies, and regulatory strategies to discourage providers whose business models and labour practices do not align well with the National Cabinet vision,' she wrote. This expert judgment was a bridge too far for the PC ideologues, who ducked the issue for the most part. An exception was the idea of a tendering scheme for 'persistent 'thin' markets', where the commission proposed to 'strongly prefer not-for-profit providers where a service is completely or substantially directly funded by government'. It was unclear why this preference did not extend to the much larger part of the sector that relies on indirect government funding through subsidies to parents. To its credit, the Albanese government has done a good deal to repair the damage done to the public Tafe system, with increased funding and fee-free places. For-profit providers are complaining about the 'complete annihilation' of the private sector, even as yet more dodgy practices are revealed. But we need more than a sector-by-sector response. Rather than repeating the cycle of for-profit booms, failures, exposés and re-regulation, it's time to admit that that the ideology of market competition has failed. For-profit corporations have no place, or at most a peripheral place, in the provision of basic human services, including health, education and childcare. 'People before profit' might seem like a simplistic slogan but it is much close to the truth than 'competition and choice'. John Quiggin is a professor at the University of Queensland's school of economics
Yahoo
10-05-2025
- Business
- Yahoo
UTI Q1 Earnings Call: Program Expansion and Skilled Trades Demand Drive Outperformance
Vocational education Universal Technical Institute (NYSE:UTI) announced better-than-expected revenue in Q1 CY2025, with sales up 12.6% year on year to $207.4 million. The company's full-year revenue guidance of $830 million at the midpoint came in 2% above analysts' estimates. Its GAAP profit of $0.21 per share was 72.6% above analysts' consensus estimates. Is now the time to buy UTI? Find out in our full research report (it's free). Revenue: $207.4 million vs analyst estimates of $201.7 million (12.6% year-on-year growth, 2.8% beat) EPS (GAAP): $0.21 vs analyst estimates of $0.12 (72.6% beat) Adjusted EBITDA: $28.9 million vs analyst estimates of $22.09 million (13.9% margin, 30.8% beat) The company lifted its revenue guidance for the full year to $830 million at the midpoint from $815 million, a 1.8% increase EPS (GAAP) guidance for the full year is $1.04 at the midpoint, beating analyst estimates by 4.3% EBITDA guidance for the full year is $126 million at the midpoint, above analyst estimates of $123.5 million Operating Margin: 8.1%, up from 6.1% in the same quarter last year Free Cash Flow was -$11.74 million compared to -$8.4 million in the same quarter last year New Students: 6,650, up 1,170 year on year Market Capitalization: $1.78 billion Universal Technical Institute delivered results above Wall Street's expectations in Q1, propelled by strong demand for skilled trades and healthcare programs. CEO Jerome Grant attributed the quarter's performance to ongoing marketing investments, expansion of in-demand program offerings, and effective admissions strategies, especially in the Concorde division. Grant emphasized that the company's focus on operational discipline and a favorable labor market for graduates helped drive both revenue and margin expansion. Looking ahead, management highlighted the company's continued commitment to growth through new campus openings, program launches, and investment in technology infrastructure. Grant noted the importance of ongoing regulatory dialogue and said, "Our expansion plans remain firmly on track, and depending on how circumstances evolve, we may actually be positioned to accelerate the growth of our Concorde and UTI divisions." CFO Bruce Schuman underscored that strategic investments in campus build-outs and program expansions will drive long-term growth, though they may moderate near-term margin improvement. Universal Technical Institute's management identified surging demand for skilled trades and healthcare education as key factors behind the quarter's above-consensus performance. The company's multi-year strategy to diversify its program portfolio and expand geographically is central to sustaining this momentum. Marketing and Admissions Investments: Enhanced marketing and admissions efforts in the Concorde division resulted in higher lead conversion and new student enrollment, particularly in clinical healthcare programs. Skilled Trades Expansion: The addition of new skilled trades programs, such as HVACR and Electrical Electronics and Industrial Technology (EEIT), at UTI campuses is attracting more adult learners and driving faster-than-expected enrollment growth. Campus and Program Growth: Management detailed ongoing campus expansions, including the planned opening of a new co-branded Heartland Dental campus in Florida and a skilled trades-focused campus in San Antonio, signaling a push to serve broader workforce needs. Leadership Changes: The company appointed Bruce Schuman as CFO and Todd Hitchcock as COO, strengthening operational oversight and aligning leadership for the next phase of strategic growth. Regulatory and Industry Tailwinds: Grant described favorable regulatory engagement and a societal shift toward valuing skilled trades over traditional four-year degrees, both of which are supporting enrollment and employer demand for graduates. Management's outlook for the rest of the year is shaped by sustained demand for skilled trades and healthcare workers, alongside investments in new programs and campus infrastructure. Program Portfolio Diversification: Continued expansion into high-demand trades and healthcare fields is expected to drive steady enrollment growth and broaden the student base. Strategic Capital Investments: Planned investments in new campuses and technology platforms may temporarily limit margin expansion in 2026 and 2027, but management expects these moves to support accelerated growth and operating leverage beyond 2028. Regulatory and Market Conditions: The company sees minimal risk from tariffs but will monitor for any regulatory changes. Management believes ongoing labor shortages in key sectors and positive policy trends will remain supportive, though shifts in the macroeconomic environment could pose risks. Mike Grondahl (Northland Securities): Asked which programs or campuses contributed most to strong new student starts. Management credited increased marketing on the healthcare side and cited skilled trades as outperforming initial expectations. Jasper Bibb (Truist): Inquired about enrollment growth distribution between UTI and Concorde for the second half and the impact of recent investments on EBITDA growth rates. Management noted high school-driven enrollment seasonality and signaled increased investment would temporarily moderate EBITDA growth. Bruce Goldfarb (Lake Street Capital): Queried trends in employer demand for graduates and the level of M&A activity. Management reported robust demand in both transportation and healthcare sectors, with M&A opportunities somewhat reduced compared to prior periods. Griffin Boss (B. Riley): Sought details on the mix of operating versus capital expenditures driving EBITDA trends in 2026 and 2027. CFO Bruce Schuman highlighted significant growth OpEx and CapEx targeted toward program and campus expansion. Raj Sharma (Texas Capital Bank): Asked if higher enrollment was due to marketing or macroeconomic factors and probed on military enrollment and Concorde growth restrictions. Management attributed gains primarily to marketing and execution, with military outreach and regulatory developments also playing roles. Over the next few quarters, the StockStory team will be watching (1) the pace of new campus and program rollouts, especially in skilled trades and healthcare, (2) the impact of ongoing marketing and technology investments on student enrollment and retention, and (3) any changes in regulatory policy or macroeconomic conditions that could alter labor market dynamics. Execution on planned expansions and the ability to maintain enrollment momentum will be key signposts. Universal Technical Institute currently trades at a forward EV-to-EBITDA ratio of 14.8×. Should you load up, cash out, or stay put? See for yourself in our free research report. Market indices reached historic highs following Donald Trump's presidential victory in November 2024, but the outlook for 2025 is clouded by new trade policies that could impact business confidence and growth. While this has caused many investors to adopt a "fearful" wait-and-see approach, we're leaning into our best ideas that can grow regardless of the political or macroeconomic climate. Take advantage of Mr. Market by checking out our Top 6 Stocks for this week. This is a curated list of our High Quality stocks that have generated a market-beating return of 176% over the last five years. Stocks that made our list in 2020 include now familiar names such as Nvidia (+1,545% between March 2020 and March 2025) as well as under-the-radar businesses like the once-small-cap company Comfort Systems (+782% five-year return). Find your next big winner with StockStory today. Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
Yahoo
08-05-2025
- Business
- Yahoo
Universal Technical Institute (NYSE:UTI) Reports Bullish Q1, Stock Jumps 11.4%
Vocational education Universal Technical Institute (NYSE:UTI) reported Q1 CY2025 results topping the market's revenue expectations , with sales up 12.6% year on year to $207.4 million. The company's full-year revenue guidance of $830 million at the midpoint came in 1.9% above analysts' estimates. Its GAAP profit of $0.21 per share was 72.6% above analysts' consensus estimates. Is now the time to buy Universal Technical Institute? Find out in our full research report. Universal Technical Institute (UTI) Q1 CY2025 Highlights: Revenue: $207.4 million vs analyst estimates of $196.4 million (12.6% year-on-year growth, 5.6% beat) EPS (GAAP): $0.21 vs analyst estimates of $0.12 (72.6% beat) Adjusted EBITDA: $28.9 million vs analyst estimates of $22.09 million (13.9% margin, 30.8% beat) The company lifted its revenue guidance for the full year to $830 million at the midpoint from $815 million, a 1.8% increase EPS (GAAP) guidance for the full year is $1.04 at the midpoint, beating analyst estimates by 4.3% EBITDA guidance for the full year is $126 million at the midpoint, above analyst estimates of $123.5 million Operating Margin: 8.1%, up from 6.1% in the same quarter last year Free Cash Flow was $7.88 million, up from -$8.40 million in the same quarter last year New Students: 6,650, up 1,170 year on year Market Capitalization: $1.60 billion "We delivered another strong quarter in Q2 as we continued to advance our North Star Strategy and build on our operational momentum," said Jerome Grant, CEO of Universal Technical Institute, Inc. Company Overview Founded in 1965, Universal Technical Institute (NYSE: UTI) is a leading provider of technical training programs, specializing in automotive, diesel, collision repair, motorcycle, and marine technicians. Sales Growth A company's long-term sales performance can indicate its overall quality. Any business can have short-term success, but a top-tier one grows for years. Thankfully, Universal Technical Institute's 18.4% annualized revenue growth over the last five years was solid. Its growth beat the average consumer discretionary company and shows its offerings resonate with customers. Universal Technical Institute Quarterly Revenue We at StockStory place the most emphasis on long-term growth, but within consumer discretionary, a stretched historical view may miss a company riding a successful new product or trend. Universal Technical Institute's annualized revenue growth of 25.7% over the last two years is above its five-year trend, suggesting its demand was strong and recently accelerated. Universal Technical Institute Year-On-Year Revenue Growth We can better understand the company's revenue dynamics by analyzing its number of new students, which reached 6,650 in the latest quarter. Over the last two years, Universal Technical Institute's new students averaged 38.6% year-on-year growth. Because this number is higher than its revenue growth during the same period, we can see the company's monetization has fallen.
