Regional Skills Leadership and Planning?

https://www.tec.govt.nz/rove/regional-skills-leadership-groups/ For TEC's info on RSLG see the link.

Reflections prepared by Kym Hamilton, Karearea Institute for Change

Last week, a group of Maori and Pasifika representatives from Ako Aotearoa, MPTT consortia and Iwi attended a hui called by MBIE to provide advice on the establishment of Regional Skills Leadership Groups (15). Attendees had been part of the ROVE Maori/Pasifika consultation hui across Aotearoa in 2019. 

As part of RoVE, Cabinet (2019) agreed to consult on the RSLG concept, labour market planning and how to best respond to labour market trends and predictions regionally and nationally.

Commission the work not the group

It would be useful to look at the commissioning of the work and the process of the plan, rather than the group. One concern is that with the proposed model, things will largely remain status quo. Key to this being more effective and dynamic will be to ensure that there is diverse community representation and voice. Real time as well as good forecast data and evidence to inform the plan and the work is essential.  It will be important to ensure this planning is very well resourced and utilises mixed local and central government and community technical advisory services/support.

Regional skills planning and structural arrangements

It is unclear what the relationships the proposed RSLG will have to Workforce Development Councils, the Centres of Vocational Excellence, Taumata Aronui, NZIST Reference and Design groups, equity outcomes, National Science Challenge research (thriving regions), established regional planning groups and forums (Matariki, Canterbury Mayors Forums, Mayors Taskforce for Jobs, Regional Economic/Development plans). Clearly to ensure there is limited duplication of effort and resourcing, consideration of the regional landscapes, plans and tools to take stock of this will be essential.

Planning for outcomes

Tied to the structural arrangements within the proposed changes,  is the need for stronger tethers for these regional plans through ties (mandatory requirements) to integrate regional research and development, district planning, tertiary investment, central government investment (NPGF, etc) and infrastructure development.

Within this work is a key role for futurists in informing this work and who have in-depth knowledge of regional and national assets (e.g. Tiwai point, tertiary facilities (land, buildings, specialisation) other government, industry and iwi assets)  and potential future utilisation of these. Some examples of people beyond Taumata Aronui with skills that would be of benefit are those such as Roger Dennis, Kaila Colbin etc. Planning only for current shortages for workforce shortages or skills gaps will do little to ensure we have the skills across our population for social , financial and economic futures as a region or a nation.

Regional master planning

Regional master plans with sub groups working across regional skills priority themes providing sector analysis, emerging sectors, new skills and qualifications, equitable outcomes, social procurement,  population reporting, performance monitoring and accountability of government agencies, councils, NZIST, towards a master plan may be a way to ensure comprehensive information and consideration by the relevant groups.

Treaty partnership

Treaty based structural arrangements that have a focus on rights and equity were discussed at length by the group and the difficulty in terms of capacity to respond with people resources (for the Crown and Iwi). Clearly consideration of the real opportunity cost for Iwi to support regional skills planning, and the need to include matawaka voice, especially in large urban centres is required. Curriculum integration of cultural competency, te reo me ona tikanga to support training and development that creates bicultural citizens is of importance to the Aotearoa/New Zealand landscape.

Delivery of education and training to realise the Regional skills plan

Clear and well monitored strategies for change management and improvement of the structures, cultural competency and the practice of tertiary providers and their staff is integral to implement any regional skills planning.

A priority of this planning needs to deliberately disrupt the current structural arrangements and provision of the regional education industry to ensure more flexible and adaptive access to training and development that better meets learner and workforce development needs. This is key to NZIST being more than the sum of its parts and of what already exists, simple rebranded.

Engaging the larger regional and government funded employers (DHB’s/Education sector/Councils/social service providers) to enable innovative and broader provision (new forms of work based training, cadetships and apprenticeships) of training and development to meet quality employment outcomes for learners (not just primary sector and construction) will help address systemic employment inequities.

I know that the sector and our people have a big challenge ahead to support the new vision of the NZIST and the future it may command.

Kym Hamilton, Karearea Institute for Change