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Reflections

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The following chapters turn a spotlight on each of our labour market priorities by outlining:

  • the rationale in pursuing a coordinated approach within the sector
  • the challenges and opportunities experienced by those who are leading this change
  • a brief snapshot of actions taken as part of the kaupapa

In the following chapters, Te Purunga ki Te Raki RSLG have included recommendations for each sector which reflects our role: they focus on where insights might be needed, where there are ways to better connect with each other, and what support is required at a national level to empower us to lead this change.

The table below provides a high-level summary of progress made on actions (more detail on actions can be found in Appendix 2).

Appendix 2: Detailed activity and progress update towards completing actions

Overview: number of actions progressed against actions planned

Objective 1

Te Taiao; Ensuring recovery from COVID-19 and related impacts on workforce, and building workforce resilience due to climate change and other economic disruptions.

Focus area Total planned Actions RSLG progressed year 1 Planned actions Year 2 Planned actions Year 3 Outcomes

Hauora Health and Communities

 10 3 5 2
  • Increase in decent equitable mahi across the region.
  • Development of the current workforce through upskilling and cultural competency development.
  • Build a secure pipeline for kaiāwhina and nurses for the future.
  • Improved awareness of career opportunities and different health care career options amongst job seekers, especially taitamariki, and Māori workforce.

Resilient workforce development and whānau enablement

 4 - 2 2
  • Development of a more resilient workforce in time of economic disruption.
  • Increase in participation of a Māori workforce in local community programmes.
  • Increase in number of whānau, entrepreneurs and wāhine employment and self-employment.

Responding to climate change, developing green skills

 4 - 1 3
  • Improved awareness of career opportunities and green skills required for the transition towards climate change adaptation for our region’s workforce, especially taitamariki, and Māori workforce.
  • Development of an approach with key economic stakeholders in our region (policymakers and business leaders) outlining the needs of the workforce and what skills are required to shift talent and growth towards a green skilled workforce.
  • Increase in a readily trained workforce with green skills in the region to enable environmentally sustainable economic activities.

Objective 2

Mātauranga; Supporting a productive economy through regional workforce planning and labour market intelligence in core backbone economic sectors.

Focus area Total planned Actions RSLG progressed year 1 Planned actions Year 2 Planned actions Year 3 Outcomes
Construction and Infrastructure 4 1 2 1
  • Increase in housing in the region.
  • Creation of a larger pool of skilled workers for the pipeline.
  • Increase in number of Māori owned businesses in the sector.
  • Increase in contracts being awarded to local contractors.
Primary Industry – Agriculture, Forestry and Horticulture 9 2 3 4
  • Increased seasonal worker wellbeing.
  • Increased higher level skills across the sector.
  • Improved on-farm productivity.
  • Increased employment sustainability and reduced churn of workers.
Supporting the future of work – digital skills 6 - - 6
  • Increase in uptake of digital skills in the region.
  • Increase in micro credentials for digital skills.
Destination/ Tourism 3 - - 3
  • Increased worker wellbeing.
  • Creation of a larger talent pool of workers in the region.
  • Increased skills and service levels of current and future workforce.

Objective 3

He Tāngata; supporting skills and training opportunities to enable whānau aspiration, especially wāhine.

Focus area Total planned Actions RSLG progressed year 1 Planned actions Year 2 Planned actions Year 3 Outcomes
Education and Skills 7 5 2 -
  • Improved awareness of career opportunities and different health care and green skill career options amongst job seekers, especially taitamariki, and Māori workforce.
  • Development of the current workforce through upskilling and cultural competency development.
Equitable and inclusive workforce 4 1 - 3
  • Support for a more resilient workforce in times of economic disruption.
  • Increased Māori participation in local community workforce programmes.
  • Increase in number of whānau, entrepreneurs and wāhine in decent sustainable employment

Our people and whānau workforce development

 1 1 - -
  • Support for a more resilient workforce in times of economic disruption.
  • Increased Māori participation in local community workforce programmes.
  • Increase in number of whānau, entrepreneurs and wāhine in decent sustainable employment.
  • Increased sustainability and reduced churn in the workforce.

< Setting the scene for our reflections | Education and skills >

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