Action plan | Te mahere mahi

This action plan will be the core focus of the Southland Murihiku Regional Skills Leadership Group – Te Kahui whakahaere i kā pukeka ā-rohe o Murihiku (RSLG) – for the next 6 to 12 months and will form the basis of the 2023 Regional Workforce Plan update. Our actions have been developed through the lens of our foundation aspirations and are tied closely to all five priority pou.

The following actions require further detailed planning and implementation design to identify the delivery partners, targeted activities, initiatives and investment required to bring them to life. To be successful, this will require a collective, regionally joined-up approach.

As an RSLG, we will lead the coordination, activation, and monitoring of these actions where appropriate, but will be looking to key stakeholders and partners across the region to support, and in some cases lead, on design and implementation.

Priority actions – RSLG led

These are priority actions that are core to the future work programme of the Southland Murihiku RSLG. Actions connect to all five Pou and will be led by the RSLG, with a short to medium term impact horizon (6-12 months to 1-2 years).

Work alongside the range of local and central government initiatives already underway (e.g., Just Transition) to identify synergies and opportunities to work together and ensure work programmes regarding the region’s labour market are complementary where possible.

Facilitate a coordinated regional response to labour market aspects of sector and government consultations and initiatives, e.g., immigration settings, health system reforms.

Collate and advise the education sector on new and/or preferred ways of delivering training across the region, specific skills shortages and the generic and management skills needed to support workforce development in the region.

Develop an overarching equity framework that ensures te ao Māori is embedded into all analysis, insights and actions produced by the RSLG in the future.

Undertake research and analysis to better understand the opportunities provided by those categorised as ‘underutilised’ in the labour market.

Priority actions – RSLG supported

These are priority areas that the Southland Murihiku RSLG will contribute to by facilitating, or by supporting key stakeholders and partners (short to long term/ongoing).

Connect support services and employers with each other to enable collaboration, sharing of ideas, and practice (with a particular focus on rakatahi).

Contribute a ‘one’ labour market voice to the development of a clear strategy that promotes Southland Murihiku as an ideal destination for workers to live, work and play.

Ongoing actions – RSLG partnerships

These are ongoing priority areas that the Southland Murihiku RSLG will contribute to by facilitating or supporting key stakeholders and partners (likely to require leveraging off existing initiatives or contributing to the development of new work programmes external to the RSLG).

Partner with central and local government agencies, employers, trade unions, iwi/Māori, NGOs, etc.

• Support cross sector and inter-regional planning to improve working conditions – with a particular focus on remote locations, seasonality and intermittent demand.
• Support the greater use of procurement levers, e.g., Regional social procurement policies, Southland-wide approach to government and large private tenders.

Partner with WDCs and education providers, employers, trade unions, Murihiku Regeneration, etc.

• Support a sector-wide approach to changing the poor perceptions of working in these four initial priority sectors - promoting the sectors’ diversity of roles and career pathways available.
• Support the mapping and promotion of career pathways and entry points to these four initial priority sectors, to support transition into and clear pathways through the sectors.
• Promote initiatives to improve the career advice and practical support our rakatahi receive.
• Support employer and learner uptake of apprenticeship programmes and other government-funded training options, with resources readily available to encourage this participation.
• Explore integrating drivers licencing into the education system or establishing a pipeline to speed up the process of licencing.

Partner with Murihiku Regeneration, iwi/Māori, trade unions, Māori health providers, etc.

• Support the development of an intergenerational model, supporting not only rakatahi but also whānau, creating a stronger relationship between family/support services/employers/education providers.
• Work with iwi, unions/workers and employers to strengthen the place of Māori in the Manufacturing sector - in particular, health and safety outcomes and career progression.
• Work with iwi to better understand the shape and implications of Māori-led tourism and hospitality in Southland Murihiku.
• Support the development of a holistic health plan for rakatahi, encompassing principles like ‘Te Whare Tapa Whā’, used to support all types of youth health problems.
• Work with iwi and Māori health providers to authenticate te ao Māori models of practice that attract Māori into the health sector.

Partner with Great South, Chamber of Commerce, Murihiku Regeneration, employers, trade unions, etc.

• Promote and share good practice tools and training that foster safe, supportive workplace environments and a positive culture among staff, e.g., supporting the retention of older workers and the sharing of their knowledge; leadership capability; encouraging a more diverse, but also inclusive, workforce; promoting flexible work practices; providing quality on-job training and development, and paying living wage at a minimum.
• Promote and share strategic, governance and capital investment best practice and information.

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