A Regional Approach to Crunch Time

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• A Regional Approach to Crunch Time

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Contextual Setting

• Demand for skilled workers
• Ageing population
• Migration
• Pressure from other sectors (eg Mining)
• State will require an additional 133,000 workers
  between now and 2018 (Keating Report)

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Worker Context

• Approximately 32,000 workers are expected to
  retire in Southern Adelaide over the next decade
• Southern Adelaide as a region could need up to
  19,000 additional workers due to planned major
  projects and developments to 2018

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Crunch Time
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Solutions

How do we address anticipated skills shortages,
whilst maintaining the economic prosperity of the
Southern Adelaide region?
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Actions to date

• In depth interviews with key organisations in
  Southern Adelaide (Des Masters late 2006)
• Workshop with the Triple Executive of the Local
  Community Partnerships for Southern Adelaide
  (2007)
• On-line survey of Southern Adelaide key employers
  in targeted sectors (2007)

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Actions to date

• Review and subsequent report about workforce
  development within the region was conducted in
  2007
• Follow-up survey of Southern Adelaide key
  employers in targeted sectors (Southern Adelaide
  Employment and Skills Formation Network mid
  2008).
• Agency stakeholder workshop July 2008

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Report Findings

• 20 of businesses are involved in workforce
  development strategies outside of the region
  associated with industry peak body or agency
  alliances
• Majority involved in informal discussion with HR
  around recruitment and retention policies
• Minimal workforce planning data gathered or
  analysed in businesses or the region

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Report Findings

• 30 reported no barriers to Workforce Development
• Those who did report barriers advised that they
  were related to
• 28 salaries
• 22 qualifications
• 20 negative industry reputation

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Ideas from respondents for regional workforce
development strategies

• Strengthen links between School career education,
  TAFE SA, Universities and private RTOs in the
  region
• Strengthen the ability for job agencies to offer
  better matches between worker and business and to
  offer more economical and practical solutions to
  attracting and retaining workers

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Ideas from respondents for regional workforce
development strategies

• Establish a team of regional advisors who have
  responsibility for workforce development in
  Southern Adelaide, where businesses can
  efficiently and easily access information and
  support

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Next Steps

• From the workshop that was held with key
  stakeholders in July 2008 it was concluded that
  the first two recommendations are considered both
  urgent and essential and that by addressing these
  that the other recommendations will then follow
• Governance
• Engaging Regional Stakeholders

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Governance

• Establish a sub-group under the direction of the
  Southern Adelaide Economic Development Board
• Sub-group members to include representation from
• City of Marion
• City of Onkaparinga
• South Australia Works (Department of Further
  Education, Employment, Science and Technology -
  DFEEST)
• 1 member of each of the 5 key industry sectors in
  the South
• Department of Education, Employment and Workplace
  Relations (DEEWR)
• Department of Trade and Economic Development
  (DTED)

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Key Recommendations

• Regional Workforce Information Service
• Workforce Advisory Planning Service
• Workforce Development Program
• Regional Workforce Development Demonstration
  Program
• Workforce Planning Incentive Scheme
• Sectoral Planning

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Proposed Strategic Alignment

• Workforce
• Development
• Taskforce
• Councils
• Advanced Manufacturing
• Health and Medical Devices
• Environmental Industries
• Food, Wine and Tourism
• Education
• DFEEST
• DTED
• DEEWR

EducationProviders
Southern Adelaide Economic Development Board
Industry
Industry SkillsCouncils/Boards
OtherGovernmentSectors
BECsCentre for Innovation
Communications Strategy
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What will the Taskforce Do?

• Facilitate connections between the supply and
  demand sectors of the economy
• Create resources that can be used by all (e.g.
  diagnostic tools, guides, articles, case studies)
• Build an evidence-based regional profile of
  skills in demand (to be located on the Boards
  new website)

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What will the Taskforce Do?

• Provide regional data that is both timely and
  accurate
• Use relevant data to inform other regional
  activities (e.g. urban development and planning,
  investment attraction)
• Assist with future training and curriculum needs
• Create capacity building opportunities for
  diversification of the local economy

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Southern Adelaide Model
Taskforce
Education And Training Suppliers
Data
Industry
Analysis And Facilitation of Connections Need
Intelligence
Forecasts
Services
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Progress
1. Build a business casefor Workforce Planning
?
2. Secure authority to proceed
?
3. Establish a team ofWorkforce Planning
champions
?
4. Consider externalWorkforce Planning advice
?
5. Implement the communication strategy
?
Source An Introduction to Workforce Planning,
Julie Sloan (2008)
6. Undertake the Workforceprofile survey
?
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Progress
7. Verify critical job groupsand critical
timeframes
8. Analyse and report on workforce profile
outcomes
9. Identify workforcedevelopment strategies
10. Identify supply sourcesfor critical job
groups
11. Undertake risk assessmentand identify
mitigation strategies
12. Monitor, map and measure
Source An Introduction to Workforce Planning,
Julie Sloan (2008)
13. Integrate into normalbusiness practice
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Workforce Development and Workforce Planning