Skills Active Aotearoa Sector Strategic Training Plan 2012-2015

Skills Active AotearoaSector Strategic Training Plan2012-2015

contentsForeword 2Introduction 4Industry Overview 6Current and futuretraining needs10Recreation and Sport 13Fitness 19Outdoor Recreation 25Snowsports 33Dive 41Emerging Sectors 47Action Plans 51Notes 54

foreword2 foreword3forewordThe publication of the Sport, Fitness and RecreationStrategic Training Plan for 2012 − 2015 is the culminationof 3 years of research led by Skills Active Aotearoa withsupport from the industry peak bodies. We would like toacknowledge the organisations that have been key to ourconsultation with industry during this research:• Fitness New Zealand• Outdoors New Zealand• New Zealand Recreation Association• New Zealand Snowsports Council• Entertainment Venues Association of New Zealand• Dance Association of New Zealand• Sport New ZealandThis Strategic Training Plan is concerned with understandinghow well education and training arrangements (throughproviders and workplace training) are meeting the skillneeds of the various industry sectors. It also points tothe skill gaps that need to be filled so industry has acapable workforce going forward.It is no surprise to those involved in sport, fitness andrecreation that our sectors are complex for their size.Work arrangements that include full-time, part-time,volunteer and seasonal workforces, further complicatedby low pay rates, high staff turnover and a youngerworker profile, make analysing training needs difficult.Yet getting our training right is crucial to the contributionour sectors make both to the country’s economy and toits social health through the personal benefits derivedfrom an active community recreating safely.To try to identify and understand the varied training needsacross the sectors we commissioned a number of reportsand undertook surveys of industry workplaces. Theseresearch efforts mixed both quantitative and qualitativedata to result in the findings outlined in this plan.While this Strategic Training Plan was developedwith a horizon out to 2015, it is clear that currentgovernment initiatives to rationalise/reduce the numberof qualifications on the New Zealand QualificationsFramework (NZQF), together with a review of industrytraining due to be completed in 2012, may cause thelandscape to change very rapidly and result in the needfor a new Strategic Training Plan well before the currentexpiry date.With this in mind, Skills Active Aotearoa is currentlyworking with Sport New Zealand (formerly SPARC) in aresearch project with Business and Economic ResearchLtd (BERL) to project the future workforce requirementsfor the sport and recreation sectors over a 15-yeartimeframe, under a range of scenarios relating to theeconomic and social environments that might eventuatein New Zealand. This is an exciting piece of work and it willalso influence future strategic training plan development.It is pleasing to note that recent research carried out byService Skills Australia and Skills Active United Kingdompoints to similar training needs in those countries. Thislends validity to the research and the contents of thisStrategic Training Plan.It is also worth noting that, as in our research, therehas been a call in both Australia and the UK to producea career-mapping tool with identified roles andrequired skill sets, so that students and those alreadyin employment can plan their career development andthe associated skill acquisition (training) in a morestructured manner. We hope to embark on this piece ofwork for the New Zealand sports, fitness and recreationworkforce in the year ahead, in collaboration with oursector partners.We hope that the attached plan is useful for, and usedby, all of those in the education and training supplychain. In this way our industry sectors will be wellstocked with the necessary skilled employees, publicfunding will be directed at needed training and thosecoming out of training programmes will have jobs thatare rewarding and meaningful.We welcome any feedback on this plan and thoughts forfurther growing the plan in the years ahead.Grant DavidsonChief Executive

introduction4 introduction51. introduction1.1 What is Skills Active Aotearoa?Skills Active Aotearoa is NewZealand’s Industry TrainingOrganisation (ITO) for the recreation,sport and fitness industries. We area government-funded organisationwhose role is to facilitate thedevelopment of world-class,nationally recognised qualificationsthat meet the needs of the industrieswe serve. The qualificationsdeveloped by Skills Active arequality assured by the New ZealandQualifications Authority (NZQA).We also:• facilitate the on-job deliveryof qualifications to thoseemployed in our industries• develop resources that reflectindustry need and add value• provide leadership on behalfof our industries with regard toworkforce development, industrystandards and skill development• support businesses, trainersand trainees on their trainingand development journeys• offer guidance and informationabout driving business outcomesby upskilling and qualifyingstaff within the industry• promote the diverse careerpathways available across ourindustries for further growth• moderate assessments againststandards to ensure consistency.Our vision is:‘Our industries seek us becausewhat we do makes a positivedifference.’1.2 Why did we write this plan?We have developed this plan, incollaboration with a wide range ofindustry stakeholders, to identifycurrent and future skill and trainingneeds in the recreation, sport andfitness sectors. It has a strategicfocus with a horizon out to 2015.The plan will help ensure resourcesin the Vocational Education andTraining (VET) system are allocatedto where they are most needed.Skills Active Aotearoa is part of amuch wider system of education andtraining in the recreation, sport andfitness sectors; this plan is about howwe will work with our VET partners toimprove the system to better meetthe needs of our sectors.Government, as a major funderof training, needs to get the bestpossible results from its investment.In developing this plan we havetaken into account the governmentpriorities set out in the TertiaryEducation Strategy. Implementationplans based on this strategy will alsoincorporate an appropriate focus ongovernment priorities and deliveringvalue for money.Government wants sectorstakeholders to work togethereffectively and has expressed thefollowing specific expectations:• That the tertiary educationsector supplies skills that arerelevant to the labour market• That tertiary educationorganisations make betterconnections with industry toensure they understand thelikely demand for skills• That tertiary educationorganisations draw on workundertaken by ITOs to identifyindustry skill demands• That tertiary educationorganisations and the ITOsstrengthen collaboration andexplore the possibilities of sharedresources for greater efficiency.1.3 Who is this plan for?This plan has been developedfor key stakeholders within oursectors. Stakeholders includeindustry bodies, employers,government agencies and any otherorganisations or individuals withan interest in understanding andcontributing to the future skill needsof the sectors Skills Active Aotearoais responsible for.As well as outlining prioritiesfor Skills Active Aotearoa, wewant this plan to stimulate otherstakeholders, including othertertiary education organisations,to further consider their roles inmeeting the sectors’ skill needs.Gaining a shared understanding of,and commitment to, priorities andactions is critical to success.1.4 How was this plan developed?The priorities identified in thisplan have been drawn fromextensive stakeholder researchand consultation. One of the keyinputs has been a commissionedresearch study to examine howwell current education and trainingarrangements are meeting thesectors’ skill needs. This studyincluded in-depth interviews withemployers, peak bodies, educationand training providers and otherstakeholders across the recreation,sport and fitness sectors.The main inputs into the plan have been:Sep '08Jun '09Aug – Dec '10Aug – Sep '10Oct '10Nov – Dec '11Nov '11 –Jan '12NZIER Research to support sector training plans: Findings from desk researchThis research focused on examining the profile and characteristics of the sport and recreationworkforce, identifying evolving skill and training needs in the sector, and suggesting possiblestrategies to address those needs.NZIER Towards a strategic training plan for recreation, sport and fitnessThis report identified skill needs in the recreation, sport and fitness sectors, and how wellcurrent education and training arrangements are meeting those needs.Online employer survey Sector Training & Development Needs Survey run by sector peakorganisations – Fitness NZ (Fitness), NZ Recreation Association (Recreation and Sport),Outdoors New Zealand (Outdoor Recreation) and NZ Ski Areas Association (Snowsport).These surveys sought feedback on the current skill shortages, future skill needs and thecurrent training provided for the sectors.Industry forumsIndustry forums were held around the country to discuss the findings from the employersurvey and the sector profiles that had been created.Outdoor recreation qualifications surveySkills Active and Outdoors New Zealand carried out an online survey among outdoor workplacesto establish the need for NZQF qualifications, assessment methodologies and proof of currency.BERL Research: Sport and Recreation environment in New ZealandSport New Zealand, Skills Active and New Zealand Recreation Association carried out asituation analysis as a baseline study to understand the workforce requirements in Sport andRecreation over the next 15 years.1.5 What does the plan cover?This Strategic Training Plan covers each of the mainsectors individually under the following general headings:• Sector overviews – demographics, trends, drivers• Sector training arrangements - how well they meetcurrent and future skill needs• Sector skill needs – content and delivery gaps and issues• Sector action plans – how to meet future skill needs1.6 Commitment to Māori successSkills Active Aotearoa is committed to being a leaderand role model of biculturalism, work skills developmentand service excellence. We are committed to ensuringeducational outcomes for Māori that are at leastcomparative with non-Māori, through our work with Māori.A ‘Strategy for Māori Success’ has been developed whichdetails goals for Māori success and how they can beachieved. This strategy document contains the followingcommitments:• Commitment to Te Tiriti o Waitangi (Treaty of Waitangi)• Ensuring both Māori and non-Māori are able to accesskaupapa Māori approaches to training through SkillsActive Aotearoa• Ensuring qualifications are developed in traditionalMāori activities where need is demonstrated.The strategy identifies ‘mainstream’ activities whereMāori work in mainstream organisations, as well asspecific kaupapa Māori organisations. It also identifieswork environments that involve traditional Māoriactivities such as working on marae.

industry overview6 industry overview72. industry overviewThere are a number of ways of defining the recreation, sport and fitness sectors. The following table describes therange of activities of organisations within each sector. This is not an exhaustive list but provides a useful overallpicture of the recreation, sport and fitness sectors.Sector Business focus OrganisationtypeFitness Commercial –subscriptionsOutdoorRec (incSnowsportand Dive)RecreationSportCommercialPersonaldevelopmentand/or skilldevelopmentWide rangeof socialoutcomesDevelopmentand promotionof sport andphysical activityPrivatecompaniesSome councilrunand otherorganisationsPrivatecompaniesTrustsLocal councils,but functionsoften contractedoutRegional councils(parks)CommercialNSOs /NROs –incorporatedsocieties withregional/clubstructureRSTs – charitabletrustsServices/ActivitiesGroup fitnessPersonal trainingHauoraOutdoor pursuits e.g.kayaking, bushTargeted at tourists, schoolsand other educationalorganisations, at-risk youth,corporate clientsTe Ao TuroaWet (swimming pools) and dry(recreation centres) facilitiesand parksRecreation events andprogrammes (sports and other)Recreation activities e.g. danceMāori sports and cultural eventse.g. Taonga Taakaro, RēhiaToi MāoriSport promotion/participationEducation, inc. programmestargeted at teachersAthletes – elite sportCoaching and refereeingSports events/competitionsWorkforcecharacteristicsPaid workersSelf-employedcontractorsHigh turnoverPaid workersVolunteersSeasonal labourdemandPaid workersCasual labour e.g.holiday programmesHobby/InterestVolunteers (at clublevel)Paid workersImmigrants (at elitelevel)Casual labour e.g.holiday programmesBelow are some of the keycharacteristics of the recreation,sport and fitness sectors:• The sectors are diverse.Organisations range fromcommercially-focused businessesto local councils focused onsocial outcomes. The key pointhere is that the business drivers,activities and therefore skill needsvary by sector/organisation.• The distinctions by sector arefar from clear-cut. There ismuch cross-over between thevarious sectors. For example,some local councils run fitnesscentres as part of their communityrecreation activities. SomeMāori organisations engagedin Ngā Mahi a te Rēhia are alsosports organisations or provideoutdoor recreation activities.• The sector has strong links withother sectors, including healthand education, and makesan important contribution totourism; these relationships areanticipated to strengthen. This isone of the reasons that definingthe workforce is difficult.• There are diverse workingarrangements, such asvolunteerism, part-time, casualand seasonal work. This createschallenges for training.• The workforce is highly dynamic −there is a continual flow of peoplestarting, leaving and restartingjobs in the sector. This high ‘churn’increases the need for training.2.1 Sector sizeEstablishing the size of theworkforce covered by Skills Activeis problematic. As identified above,the workforce has diverse workingarrangements, which makesmeasurements by traditional toolssuch as Statistics New ZealandCensus data problematic. This hasnot been helped by the Christchurchearthquakes causing the cancellationof the scheduled 2010 Census. Forexample, the Census excludes:• Those employed in seasonalwinter jobs (e.g. total snowsportemployees identified were72 compared to a winterworkforce in the thousands)• The large number of part-timeand volunteer employees• Those in linked sectors such aseducation, military, marae, whohave important skill trainingneeds through our industry butwould be classified, throughnarrow employment definitions,as being part of another sector.Skills Active Aotearoa contractedNZIER to identify industry typesthat make up the recreation,sport and fitness industries, usingthe Australian and New ZealandStandard Industrial Classification(ANZSIC). Based on the 2006Census NZIER estimated thatthere were over 27,000 peopleemployed in roles directly relatedto recreation and sport. However,this number only relates to paidworkers in the sector. In contrastSport New Zealand, through their2008 research, estimates that thereare 40,000 people involved in paidemployment in sport in New Zealand(note that the definition of ‘sport’ isbroad and encompasses recreation)and that around 800,000 peopleare involved as volunteers (SPARC2008; OCVS 2007).Skills Active believes that the SportNew Zealand figure of 40,000 is likelyto be a more accurate representationof the size of the paid workforce, witha significantly larger part-time andvolunteer workforce also contributingto industry outputs.The following table shows thebreakdown of the 2006 Censusinformation:Creative Artists, Musicians,Writers & Performers 2,136Nature Reserves &Conservation ParksOperation 2,853Performing ArtsOperation 1,317Sport and PhysicalRecreation Instruction 3,606Performing Arts VenueOperation 723Health & Fitness Centresand Gymnasia Operation 3,054Sport and PhysicalRec. Clubs and SportsProfessionals 4,320Sport and Physical Rec.Venues, Grounds &Facilities 4,377Sport & Physical RecAdmin. Service 1,698Amusement Parks andCentres Operation 933Amusement & OtherRec. Activities n.e.c 1,956Diet and Weight ReductionCentre Operation 372Total for Skills ActiveRelated Industries 27,345

industry overview8 industry overview9As this Strategic Training Plan was being made ready forpublication Skills Active entered a new research projectwith Sport New Zealand and the New Zealand RecreationAssociation to look at workforce development needslooking forward 15 years. The first part of this researchwas identifying the current workforce profile. BERL werecontracted to carry out this research and have come upwith some new findings.The following table summarises the number of peoplecurrently employed in occupations and industriesrelating to sport and recreation in New Zealand.According to this research, the total number of FTEs(full-time equivalents) employed in recreation and sportis estimated by BERL as 61,734. However, these figuresare likely to be underplaying the final numbers as parttimeand seasonal employees, and volunteers, are nottaken into account.Sport and recreationindustries52,216 FTEsSport and recreationoccupations26,509 FTEs61,734: Total employed in Sport and Recreation35,255 FTEs: Managers (13,062) // Support (21,637)16,911 FTEs: Technical occupations9,518 FTEs: Technical occupations working outsideof the sport and recreation industryIllustrative figure only Not drawn to scale2010 Sport & Recreation workforce †58%Support58% 35,753This Strategic Training Plan has been developed prior tothis new research being available and therefore the restof this plan is based on the NZIER research utilising the2006 Census information. The new information furtherhighlights the importance of researching the size of thesectors across both the industry and the occupationsin recreation and sport. It also shows clearly how sportand recreation industries are dependent on the work ofmanagers and support staff who must also be developedwithin the sector to have the skills for their roles.2.2 Overall workforce profileCompared with the total New Zealand workforce, thoseworking in the recreation, sport and fitness sectors aremore likely to be:• young• female (only slightly over-represented)• European/Pakēhā (and much less likely to be Asian)• the holder of a post-school qualification, especiallya level 3 certificate or a bachelor degree or higher• studying or completed study related to society cultureor creative arts• employed part-time• self-employed• on a low income.Technical34% 20,80534%8%Managers8% 5,176However, these are only generalisations and maskconsiderable variations at an individual sector andoccupation level.Job turnover is often high, and working arrangementsare diverse (including volunteerism, part-time, casualand seasonal work). A study in the United Kingdomshowed that participation in training by people in parttime,self-employed and seasonal working arrangementstends to be low 1 .However, although these working arrangements mayreduce the commitment of both staff and employersto training, high staff turnover is likely to create acontinuing demand for training to the minimum standardrequired to deliver activities safely and to meet customerexpectations. Employees new to an organisation oractivity will always require training.An increasingly large proportion of the current workforcehas been educated within the NCEA system, and this islikely to increase the acceptance of unit standard-basedqualifications.2.3 Economic contribution of the recreation and sportsectorsA recent research report titled ‘The Economic and SocialValue of Sport and Recreation to New Zealand’ estimatesthe value of recreation and sport to New Zealand at$5.2 billion or 2.8% of GDP. This is similar to the GDPcontribution of the dairy industry. The direct benefits ofenjoyment by participants in these sectors are estimatedat $5.9 billion.Government tax revenue from these sectors is estimated attwo and a half times government expenditure in the sectors.2.4 Indirect benefits from the sectorsThe research also shows that productivity and healtheffects add a further $4.2 billion (this reduces to a net$1 billion benefit when costs of premature death andserious injury are considered). Social benefits such asa healthier society, social cohesion and crime preventionare also considered to be extremely important. Althoughthe financial benefit associated with these outcomeshas not been researched, the amount is undoubtedlyvery significant.† (BERL estimates)1 Blundell, Richard and Lorraine Dearden, Costas Meghir and Barbara Sianesi (1999), Human Capital Investment: the Returns from Education andTraining to the Individual, the Firm and the Economy. UK Fiscal Studies, 20, (1), 1-23, UK

Current and future training needs10 Current and future training needs113. current and future training needsThe wide range of education and training programmeson offer is seen by some stakeholders as a good thing,as it provides choice to students and employers.However, most find the situation confusing and thinksome rationalisation would be desirable. There are fairlywidespread concerns that there are too many graduatesfor the (small) number of job openings in our sectors,which is seen as wasteful and unfair to students.Most employers and other stakeholders would like to seea greater focus on quality (of programmes and students)rather than quantity. While the quality of programmesoffered by some providers is regarded as very high,across the system as a whole the quality of educationand training is seen as variable.Many also believe training of volunteers needs greaterfocus, although Sport New Zealand's training programmesare generally viewed positively. Stakeholders identify gapsin the skills of both volunteers themselves and their (paidor volunteer) managers.recreation, funding pressures are raising concerns aboutthe long-term viability of community recreation roles,and organisations are lifting the skills requirementfor developing effective business cases. In outdoorrecreation, a government focus on increased safety ishaving a significant impact on skill needs.The variation in job profiles and sector characteristicssuggests a ‘one size fits all‘ training model will notwork. Instead, tailored solutions will be required fordifferent sectors. For example, the training needs of asports administrator who is a paid employee of a localcouncil will be quite different from those of a selfemployedsnow sport instructor working on a casualbasis in the snow season.The following sections cover the main sectors that makeup the total recreation, sport and fitness industry. Thereare some significant sector-specific factors that drivedifferent requirements for each sector, and they areaddressed in these sector-specific plans.Many stakeholders see striking the right balancebetween technical skills (such as kayaking and aquatics),interpersonal skills (such as empathy and rapport)and business skills (such as customer service andmanagement) as the key skills development issue. Whiletechnical skills have always been and will continueto be important, there is a growing recognition of thesignificance of ‘soft’ and generic skills in the sector. Thisis largely in response to rising consumer expectations –both from New Zealanders and tourists.While interpersonal and business skills are alreadycovered to some extent in most qualifications, manybelieve they should be emphasised more. However,this greater emphasis should not be at the expense oftechnical skills.Other skills anticipated to become more importantacross all sectors are:• governance/management/leadership• safety and safety auditing• event management• skills development for volunteers and their managers.However, there are also a number of skill requirementsspecific to different sectors. This illustrates that, whilethere is much overlap and blurred boundaries betweenthe various sectors, each sector is different in itsdrivers and characteristics. For example, in community

1213recreation andsport sector

ecreation and sport sector14 recreation and sport sector154. recreation and sport sector4.1 IntroductionThis section of the plan, for the recreation and sportsector, has been developed by the New ZealandRecreation Association and Skills Active Aotearoa.The plan has been developed by drawing on industryknowledge and experience, and is intended to guidethe future provision of training and qualificationswithin this sector. It is intended to guide the processfor improvements in the qualification and trainingenvironment for the sector and, in turn, to produce morecapable and employable individuals, which will result inmore productive organisations.4.2 Sector profileThe 2006 Census recorded 15,360 workers in thesport and recreation sector. However, this data doesnot include the significant numbers of part-time andvolunteer workers. Further, some other groups areprobably not included, such as some self-employed andseasonal workers. The classification system also meansthat some people who do a significant amount of workin the sector will not be included because they identifythemselves by a job title that is not sector-specific, orbecause they have a job title that doesn’t match anyin the current classification system. One example issecondary school sport and recreation co-ordinators,who may have classed themselves as part of theeducation sector, not as sports administrators.There are around 15,000 recreation and sports clubs inNew Zealand, run largely by volunteers. Only 9.3% ofthese clubs have paid staff 2 .Local authorities (councils), regional sports trusts andcharitable organisations such as the YMCA play a majorrole in recreation service delivery, as do specialistorganisations contracted by local authorities and others.Other commercial operators such as stadiums are alsoan important part of the sector.Local authorities alone employ a significant percentageof the total paid workforce in recreation and sport andare estimated to have $7 billion invested in recreationand sports assets.The workforce is highly dynamic – there is a continualflow of people starting, leaving and re-starting jobsin the sector. A breakdown of the main areas ofemployment is provided in the following table.Employees in recreation and sport sectorSports and physicalrecreation instructionSport and physical recreation,clubs and sports professionalsSports and physical recreation, venues,grounds and facilities operationSport and physical recreation,administrative serviceNature reserves and conservationparks operationTotalThere are 118 different occupations in the recreation andsport sector. The most common occupations are shownin the following table:Employees by role/occupationEmployees2,1364,3204,3771,7012,82615,360Source: 2006 Census of Population and Dwellings, Statistics New ZealandMost common occupationsSwimming coach or instructorLifeguardGreenkeeperOther sports coach/instructorSports administratorGeneral clerkReceptionist (General)Commercial cleanerBar attendantNo. ofemployeesSource: 2006 Census of Population and Dwellings, Statistics New Zealand4.3 Workforce profileFactors such as age, gender, cultureand income all impact on learningneeds and preferred learning styles.Other factors, such as the prevalenceof part-time, seasonal, volunteerand self-employed workers, andhigh workforce mobility, also presentchallenges for training.AgeThe median age of workers in therecreation and sport sector is 35,which is 5 years younger than themedian age across the New Zealandworkforce. The largest differences inthe age profile are in the 15 to 24 agegroup, where sport and recreationworkers are over-represented; andin the 45 to 54 age group wheresport and recreation workers areunder-represented. Young peoplewith recreation and sport-relatedqualifications often come into thesector with unrealistic expectations,which can lead to disillusionmentand premature exit.Recreation & SportEmployees by Age16%21%15 - 1930 - 399%13%20%21%20 - 2940 - 4950 - 59 60+GenderThe recreation and sport sector hasa slightly higher proportion of femaleworkers compared to the total NewZealand workforce, with 51.20% ofthe sector being female compared to48.80% of the total workforce.Recreation & SportEmployees by Gender48.80%maleEuropean/PākehāMāoriPolynesianAsian51.20%FemaleEthnicity77% of recreation and sport sectorworkers identify as European/Pākehā,11.5% Māori, 4.5% Asian and 3.8%Pacific peoples. This is a higherproportion than across the NewZealand workforce for European/Pākehā and Māori but lower for theAsian and Pacific peoples.Recreation & SportEmployees by Ethnicity77%11.5%3.8%4.5%IncomeAt the time of the 2006 Census, theaverage income for people workingin the recreation and sport sectorwas $30,700, which was $8,200lower than the national averageincome of $38,900.Job mobilityStaff turnover is relatively high in thissector. This can be related to:• relatively young employees• relatively low pay• low skill demand• unclear career pathwaysInterestingly, high staff turnover isnot identified as a barrier to training.Volunteer numbersResearch shows that:• Around 800,000 people(around 25% of the adultpopulation) are involved as sportand recreation volunteers• These volunteers are estimatedto contribute over 50 millionhours per year, with an estimatedvalue of over $700 million• Volunteers in sport come froma wide range of backgrounds,but are most likely to beEuropean/Pākehā men, agedbetween 25 and 49 years• 50% volunteer for more than4 hours a week and 30% alsovolunteer for other organisations.Volunteers present specialchallenges for training.Organisations have little control overwho volunteers, and many believemanaging volunteers is difficult.It is believed to be generally moredifficult to engage volunteers intraining if they cannot directlyrecognise the benefits to them.2 The Economic and Social Value of Sport and Recreation to New Zealand - AERU Lincoln University September 2011

ecreation and sport sector16 recreation and sport sector17Volunteers also tend to have less time available thanin the past and may be unwilling to give up time fortraining. Further, many organisations using a voluntarylabour force may lack funding to train volunteers.Part-time workersThere are a large number of part-time workers in thissector. This results in low average incomes relative to theaverage full-time equivalent (FTE) income estimates.Business numbersIn February 2009 there were 1,679 businesses in therecreation and sport sector. This represents 1.13% of allNZ businesses.4.4 ProductivityThe recreation and sport sector makes an importantcontribution in terms of economic output andemployment. Indirect benefits include reduction ofmedical costs and social benefits such as a healthiersociety, better community cohesion and crimeprevention.4.5 The training environmentA large number of organisations play a role in meetingthe recreation and sport sector’s skill needs, and thetraining landscape is complex. Skills Active Aotearoahas 45 different qualifications for the recreation andsport sector and a wide range of other organisationsoffer qualifications and training. In 2008 there were 146different qualifications being provided in recreation andsport through 68 tertiary education institutions (TEIs)− universities, wananga, institutes of technology andprivate training establishments. With reasonably highmobility of workers, this often leaves employers unsureof what skill sets have been covered in any prospectiveemployee’s qualification.During 2012, the Targeted Review of Qualifications(TROQ) will see all tertiary education organisationsstart working together to develop one set of NewZealand qualifications, with the aim of reducing theduplication and confusion caused by the large number ofqualifications currently available.Many workers in this sector start in front-line jobs whereemployers don’t expect them to have a qualificationrelating to their job. Practical experience is one ofthe most sought-after characteristics and desirableattributes of new recruits to the industry.Generally, training for middle and senior managementroles is delivered through tertiary institutions suchas universities and polytechnics, and is the minimumlevel of qualification expected by employers. Foradministration and operational staff, including tutorsand coaches, there is either no minimum qualificationexpectation or the minimum is a National Certificate.4.6 External pressuresA number of factors are beginning to increase demand fromorganisations to effectively train their staff. These include:• Growing professionalism within the industry, resultingfrom increased consumer expectation• Increased compliance requirements (particularlyhealth and safety)• Growing diversity in products and services• Increased consumer willingness to pay for recreationand sport activities• Aging population with particular needs.4.7 Barriers to trainingThe following barriers to effective training of workershave been identified:• Cost of training for people who work part time. 66% oforganisations said cost was a major barrier to trainingof employees working less than 10 hours per week• In contrast, only 21% of organisations rated cost asa barrier for employees working between 31 and 40hours per week• Cost of training low-paid workers. Lower paidemployees experience higher organisational resistanceto training them• Cost of training volunteers because of the large numbersand the often small number of hours they work• Relevance and accessibility of training was alsoa major barrier for organisations, especially foremployees who worked 20 hours or less. Havingtraining available in small ‘chunks’ is seen as thesolution to this issue• Perceived quality of the training delivery was a barrierto training employees for many organisations• Very few organisations reported a direct or strong linkbetween qualification attainment and remuneration.• Literacy and numeracy skills were not seen as barriersfor employees to undertake training.4.8 Current and future skill needsAll current trained skills are likely to be required intothe future, with the following skills sets requiring eitheraddition or enhancement:• Small, targeted packages of training such as LimitedCredit Programmes (LCPs) are seen as the mostappropriate form of training / qualification for manyparts of the sector that require work-ready staff intimely supply• Lots of front-line people needing training on a regularbasis due to high turnover/ churn within front-line roles• Generic instruction/ coaching training andqualifications needed across sports, Regional SportsTrusts, dance, Territorial Authorities – wide market forthe right offering• Build ‘practical components’ into qualifications toimprove work readiness of students• Explore option of apprenticeships and studentinternships within sector• School leavers have limited understanding of sectorand possible roles within the sector – growth of sportmanagement qualifications does not match withrequirements of the sectorAside from experience as the biggest reported skillshortage, technical skills rated the highest for staffupskilling needs for employees working 10 hours or less.Customer service and communication training wereidentified as key areas for focus on staff working between10 and 20 hours per week. This also was representedstrongly for lower-paid employees but was evenly spreadacross age groups.Asset management and stakeholder management wereseen as the priority areas for staff working 20 hours aweek or more.Overall, customer service training rated as the numberone priority area.

1819fitness sector

fitness sector20 fitness sector215. fitness sector5.1 IntroductionThis section of the plan has been developed by FitnessNew Zealand and Skills Active Aotearoa. It is an excellentexample of how, by working together, we can help leadand support the fitness sector.Despite being well served by multiple training providers,there are still areas that need work for training provisionin the fitness sector. This plan describes those needsand is intended to be used by Fitness New Zealand,Skills Active Aotearoa and training providers in workingtowards meeting them.The fitness sector is growing faster than many otherparts of the New Zealand economy, and this growth isexpected to continue over the next 3-5 years. There hasbeen an increase in the number of small studios and verylarge gyms, including gym chains. There has also beenfurther development of links with the wider healthcaresector. The continuing trend of an increasing healthfocus will be a key driving force for the fitness sector inthe foreseeable future.Industry wants training to be delivered in small subdividablequalifications that are accessible (especially topart-time employees). Continual upskilling, especiallyrelated to healthcare, is seen as a priority. Training alsoneeds to be low cost and flexible, and to use resourcesand delivery methods suited to the trainees of today (e.gmultimedia and e-learning).5.2 Sector profileTo plan for the future skills and training requirementsof the fitness sector, it is important to understandcoverage, size and trends over time.The term ‘fitness’ covers a wide range of activities thatcan easily overlap with other sectors, especially sportsand health. In the context of this plan, the fitness sectoris defined as those who work in gyms, health & fitnesscentres, leisure centres (direct gym-related roles, suchas instructors, managers and support staff), and thosewho are self-employed in fitness roles, including a largenumber of personal trainers.Research by NZIER (2008) summarises the fitness sector as:• Having a mainly commercial, subscription-basedbusiness focus• Consisting of private companies and some council-runorganisations• Offering group fitness and personal training servicesand activities• Containing a workforce of both waged and selfemployedworkers, with a high worker turnover.Future trends are expected to include:• Increased domination by the larger national gymchains as well as more ‘boutique’ studios and smallpersonal training studios filling niche roles left behindby these larger organisations• Further integration with the health sector – this isexpected to generate new opportunities for fitnessprofessionals.There are three main groupings within the fitness sector,with differing training needs:• Individual trainers• Individual clubs• Organisations such as gym chains and council facilities.There were 468 5 businesses in 2008, an increase from324 in 2003 and a growth rate of four times the nationalgrowth average for businesses overall.The industry has two key bodies, Fitness New Zealandand REPs (Register of Exercise Professionals 6 ). FitnessNew Zealand is an industry body that represents themajority of gym owners. REPs maintains a registrationof fitness professionals, clubs and education providers.Between them they represent around two thirds of thoseemployed in the fitness sector in New Zealand.5.3 Workforce profileBecause the workforce has high numbers of part-timeworkers, it is likely that some people have primaryemployment outside the sector, which masks the truenumber of people working in fitness. Taking this intoaccount, it is estimated that there are about 3,000 FTEsworking in fitness roles, with a further 2,000 working insupport roles, giving a total of about 5,000 FTEs in thesector. The fitness sector has seen employment growtharound twice that of the national average, and higherthan average growth is expected to continue.Employees by role/occupationThe main fitness roles are personal trainer, groupexercise instructor, gym instructor and gym manager.Other roles include membership consultant, facilitymanager, reception staff and administrators. Volunteersdo not play a significant role in this sector.Employees by role/occupation ‡Most common occupationsFitness InstructorSupport RoleManagementChild Care Worker20 - 29No. ofemployeesAge and genderThe workforce has a high number of relatively youngworkers (

outdoor recreation sector28 outdoor recreation sector29volunteer time involved. However,there seems to be a downwardtrend in volunteerism in the sports,fitness and leisure sector overall 12 .Conversely, some organisations havewaiting lists and more volunteersthan they need 13 . Whatever thetrend, volunteers continue toplay an important role in outdoorrecreation and are the cornerstonefor organisations such as Scouts,Girl Guides, Mountain Safety Counciland other community-based groupswho, between them, have volunteerleaders numbered in the thousands.It is generally thought to be moredifficult to engage volunteers intraining if the training does notrelate directly to the underlyingbenefits sought by volunteers. Afurther significant barrier to trainingvolunteers is cost, as organisationsusing a voluntary labour force maylack funding to train them.Training that improves themanagement of volunteers is alsocritical to the effective use of avolunteer workforce.Business sizeThe average business in therecreation sector is small, with therecent Outdoors New Zealand surveyindicating that 49% of businessesemployed fewer than 5 staff,including the owner.Business drivers, goals, cultureand working conditions vary acrossthe sector and these will affectattitudes to training. Generally,small businesses are less likelyto have the capacity to deliverinternal training and assessment,especially to a nationally recognisedstandard. The diversity of activitiesoffered by an organisation will alsoadversely affect their capabilityto deliver training internally to anational standard. In general, smallbusinesses are more likely to requireexternal assistance with trainingthan large ones.6.4 Volume of trainingThere was a small reduction in theamount of training by registeredproviders against standards onthe New Zealand QualificationFramework (NZQF) over the period2003 - 2006. Over the same periodshort-course completions assessedby New Zealand Outdoor InstructorsAssociation (NZOIA) remained static,at approximately 90 assessmentsper year.Anecdotally, this reduction may berelated to an increase in training thatis not based on national qualificationsand is therefore not captured in theNQF. This assumption needs to betested and the benefits of greateruptake of national qualificationsinvestigated. The targeted review ofqualifications (TRoQ) currently underway will provide an opportunity toinvestigate this.6.5 ProductivityThe outdoor recreation sector makesan important contribution in termsof economic output and employment.Tourism is a very large export earnerand, while not all tourists participatein adventure activities, theseactivities are often the inspiration fortravelling to New Zealand.Other contributions that impact onproductivity more generally include:• Overall physical, spiritual andemotional wellbeing – the outdoorrecreation sector contributes tooverall quality of life. Participationis seen as being likely to prolongand enhance quality of life• Social benefits – enhancedproductivity due to a healthierworkforce, and reducedsocial costs from lowercrime (by engaging peoplein personal developmentactivities and connectingthem with their community)• Environment – recognising theintrinsic value of the outdoors• National identity and culture– what it means to be a NewZealander; the relationshipwith the outdoors and asense of belonging.6.6 The training environmentImproving the skills of individualsleads to a higher-quality serviceand better client satisfaction, andmay allow organisations increasecharges and pay higher wages.Greater worker completion ofqualifications is seen as a way toimprove personal skills and providegreater customer satisfaction.Qualifications build worker skills,through an accumulation of personalexperience and knowledge, toenable them to respond to a rangeof complex situations.A large number of organisationsplay a role in meeting the outdoorrecreation skill needs, with a widerange of education and trainingoptions available. They include SkillsActive Aotearoa, tertiary educationproviders (including universities,ITPs and PTEs), employersthemselves, and a range of sectorspecificorganisations, notably theNew Zealand Outdoor InstructorsAssociation, Mountain SafetyCouncil (MSC) and New ZealandMountain Guides Association.For the relatively small workforce,the variety of qualificationsavailable, along with the numberof providers able to offer them, is confusing for thosewanting to gain qualifications and for the consumerswho use the services of those who are qualified. Aninitiative to align the qualifications offered by NZOIA,MSC and Skills Active to a single set of qualifications onthe NZQF was begun in late 2009. In 2011 NZOIA decidednot to continue with this alignment, while MSC and SkillsActive remain committed to reducing the proliferation ofstandards. The TROQ review will aid in the reduction ofqualifications on the NZQF, and will be welcomed.6.7 Current and future training needsThe main demand from the sector is for external trainingand assessment against technical skills related tospecific disciplines. The preferred delivery methodsfor qualifications are workplace delivery/assessmentand short workshop training and assessment. As thetechnical skills element of qualifications increases, thesector seeks greater surety of the standard being met,through external assessment. Qualifications are likelyto continue to grow in importance with the increase inregulatory compliance requirements (see Section 6.8).Training focused on the ‘softer’ skills, such as groupmanagement and communication, may not need to beexternally validated, so is well suited to being deliveredin the workplace. Vocational training courses thatexceed 3 months need to focus on giving the traineepractical experiences in the outdoor recreationsector, and should also result in nationally recognisedqualifications being achieved.In the medium term there is likely to be a growth indemand for outdoor recreation staff to hold nationallyrecognised qualifications. However, there continuesto be some duplication of qualifications that needs tobe rationalised so employers and employees can getbetter value from the outdoor recreation qualificationframework. While there is pressure from the sectorto rationalise the number of qualifications offered,some growth is still expected in the ‘strands’ of thesequalifications as more activities, such as canyoning forexample, become commercial ventures.Inexperience and the lack of a nationally recognisedqualification 14 are seen as major barriers to employinggeneral instructors/guides. Water sports instructors orguides are more difficult vacancies to fill than dry activityvacancies. Workplaces have to spend a significantamount of time training or mentoring new staff, becauseof this qualification and experience gap.Specific skill shortages in new staff are identified as:• Group management• Technical (activity) skills• Instructional skills• Risk managementThe most commonly identified skills developmentrequirements for current staff are:• Technical competency• Instructional skills• Group management• Facilitation skills• First aid• Outdoor risk management and decision-making.• Audit• Leadership• Kaupapa Māori approaches to training• Te Ao Turoa – Traditional Māori approach to outdoorrecreation with application of tikanga to environmentalcontexts. There is an existing qualification but uptakeis low.6.8 External pressuresThe Department of Labour (DOL) report ‘Review of RiskManagement and Safety in the Adventure Tourism andOutdoor Commercial Sectors in New Zealand 2009/10’(ATOC) was sparked by concerns about a number ofserious incidents in the adventure tourism and outdoorcommercial sector. The review’s range of enquiry wasdefined as 44 adventure and outdoor commercial sectoractivity types.The review team’s main conclusions were:• There does not appear to be a fundamental problem inthe sector’s ability to develop appropriate safety systems• However, there are gaps in the safety managementframework that allow businesses to operate atdifferent standards from those generally accepted• While these gaps remain there is not enough assurancethat preventable accidents will not occur• This situation could result in harm to individuals andtheir families, and damage to New Zealand’s reputationas an international visitor destination12 (The Sports, Fitness and Leisure Ministerial Taskforce 2001)13 www.ocvs.govt.nz Office for the Community and Voluntary Sector (OCVS).14 (Outdoors New Zealand and Skills Active Aotearoa 2010).

outdoor recreation sector30 outdoor recreation sector31The review recommended that government adoptsthe following package of measures − a mix of regulatoryrequirements, industry initiatives and system improvements:• Introduce a registration scheme for the adventureand outdoor commercial sectors, with a requirementfor up-front and ongoing external safety audits ofoperators’ safety management provisions (to a levelcommensurate with the risk) and an obligation onoperators to keep their registration up to date• Partner with an industry-led entity to strengthen thesafety management framework for the sector• Develop a best practice guide for the sector• Evaluate the voluntary safety auditing schemes foradventure and outdoor commercial sector operationsto ensure they are fit for purpose• Investigate the development of a register ofgovernment-accredited adventure tourism-relatedsafety auditing schemes• Better inform operators about their currentresponsibilities• Undertake further work to determine whetherinstructors and guides should be required to holdqualifications and work only within the scope of theirqualifications for some activities• Collect better and more consistent information on thesector and improve its collation.It is likely that any auditing system will refer to industryrecognisedqualifications as one method of identifyingthe skills and knowledge required of staff involved inthe delivery of outdoor programmes. Where industryacceptedqualifications are not held by employees,audits are likely to focus on internal training andassessment as evidence of staff competence.As an outcome of the ATOC’s recommendations, DOL isinvestigating (using Outdoors NZ to carry out the work)whether qualifications should be mandatory for guiding/instructing certain outdoor activities. This is likely to leadto an increase in training and assessment as proof that allpractical steps are being taken to keep clients safe.Other factors include: • Increasing diversity of product and services:Traditionally, outdoor pursuits have included activitiessuch as bush walking, climbing and kayaking, butthere are now growing numbers of other outdoorrecreation activities such as mountain biking, surfingand whitewater boarding. It is likely that these willsupplement, rather than replace, ‘traditional’ activities• Time pressures: Increasing demand on people’s timeis thought to be a major factor behind reduction inclub membership numbers. An increase in casualinvolvement in shorter-duration activities is alsoexpected as a result. Pressure on time could lead toincreased uptake of shorter-duration commerciallyoffered activities in a controlled environment• Fluctuating demand from schools: There is someevidence of schools reducing their outdoor activitiesdue to risk management compliance concerns.Conversely, however, pressure to use qualified staff todeliver outdoor recreation may increase the demandon the commercial sector• Increased regulatory requirements and associatedcompliance costs: This may lead to an increase in thenumber of larger businesses, which are better able to handle the cost of managing risk and compliance• Costs of transport and an increase in environmentalawareness: These may lead to an increase inenvironment-focused, sustainable experiences, andinfluence the choice and location of activity• Increased involvement in multisport and disciplinespecificevents• Increased willingness to pay for leisure activities: Thismay lead to a shift towards more paid rather thanunpaid workers in the future• An aging population: This will affect the types ofoutdoor activities in which people participate, with anincreasing emphasis on activities related to health andfitness 15 .6.9 Barriers to trainingThe major barrier to training for the outdoor recreationsector has been identified as cost to the trainee andthe workplace, particularly the cost of covering seniorstaff while they are providing training and staff whoare being trained.The cost of external training and assessment is also abarrier, especially when linked to the low income of theworkforce, high staff turnover and the location and timingof external training and assessment events. Availabilityof assessors and timing of current workshop-basedassessments are also issues that were raised as barriers.6.10 QualificationsWith the increase in the numbers of people employedin outdoor recreation, and because of the requirementsof regulators such as DOL, there will be an increaseddemand for national qualifications.In general, nationally recognised qualifications areconsidered to be a useful tool to validate the competenceof outdoor leaders, especially in the areas of:• First aid• Risk management• Technical skills• Instructional skills• Decision-making.Industry training courses, such as those offered by theITO in a workplace setting and those offered by NZOIAthrough workshop assessment, are widely supportedfor these key competencies. However, not all nationalqualifications for outdoor recreation currently have theseelements in them.Some gaps in the outdoor qualification frameworkhave also been identified. These include mountain bikequalifications at higher levels, adventure-based learningor rope course qualifications, hunting qualificationsand safety auditing qualifications. However, industrydoes not want to see a proliferation of qualificationsand would like to see a rationalisation of the currentqualification schemes.The following three-tier system of qualifications in eachdiscipline is considered appropriate:• Activity leader• Instructor• Senior instructor.There is also strong support 16 for the introduction ofa low technical-skill level ‘supervisor’ qualificationthat could be used by those supervising groups ofpredominantly young people, in front country/low-riskenvironments (for example, teachers supervising lowlevelEducation Outside the Classroom (EOTC) activitiesand Scout/Guides taking groups in park situations).There is also strong support from industry for somesystem to demonstrate the ongoing current competencyof outdoor leaders, making the list of current andqualified individuals accessible to the public through aregistration database.6.11 The training and assessment landscapeThere are a large number of training and assessmentoptions in the outdoor recreation sector, ranging fromworkplace training and assessment with no externalvalidation through to training and assessment againstnationally recognised qualifications.Polytechnic and PTE programmes that offer nationallyrecognised qualifications are considered more valuablethan courses that do not lead to nationally recognisedqualifications. Polytechnic courses combined withpractical work placement are also more highly valued,as lack of experience in the outdoor sector washighlighted as a barrier to gaining employment.Industry would prefer one set of qualifications thateverybody understood to be the standard required,with flexible assessment methodologies that lowerbarriers to achieving.15 (Eschenfelder and Li, 2007)16 81% of respondent to the Outdoors New Zealand survey

3233snowsportssector

snowsports sector34 snowsports sector357. snowsports sector7.1 IntroductionThis plan provides an overview of the snowsports sector.It is designed to assist the sector to determine itstraining and development needs into the future.Most unit standards and qualifications for the sectorwere developed in the 1990s. The sector developedthese qualifications with Skills Active Aotearoa (formerlySfrito) for workplace training and recognition. Thestakeholders involved included Skills Active Aotearoa,the New Zealand Snowsports Council (NZSC), Ski AreasNew Zealand (SAANZ), New Zealand Snow IndustriesFederation (NZSIF) and New Zealand SnowsportsInstructors Alliance (NZSIA).Feedback from the industry suggests that unit standardsand qualifications have not kept pace with the changingneeds of employers and the roles now available. Manyunit standards are not being used as they do not fit thecurrent requirements of the sector.This plan provides the sector with an opportunityto review the current situation and put strategies inplace that will meet the needs of both employers andemployees for the future.The sector wants training to improve productivity foremployers and, at the same time, to provide pathwaysand opportunities for the large number of seasonalemployees so they can secure long-term roles andimprove their performance and job prospects.7.2 Sector profileThe New Zealand snowsports industry comprisesorganisations and individuals involved in the followingdisciplines:• Downhill skiing• Snowboarding• Free skiing• Adaptive snowsports• Cross-country skiing• Speed skiing• Telemark skiing• Heli-skiing (glacier skiing included)• Ski touring (back country)• Biathlon (cross country and target shooting combined)Snowsports in New Zealand are undertaken in boththe North and South Islands at commercial ski areas(includes one cross-country ski area and one indooroperation) and club areas. Heli-skiing is undertaken inthe Southern Alps, while ski touring occurs in the CentralNorth Island and Southern Alps.Ski areas are serviced by the resort towns of National Park,Turangi, Taupo and Ohakune in the North Island, and StArnaud, Hanmer Springs, Kaikoura, Methven, Fairlie, LakeTekapo, Mt Cook Village, Twizel, Lake Ohau, Wanaka andQueenstown in the South Island. These resorts provide thelabour pool (permanent residents and transient employees)for the ski areas and heli-ski companies.Suppliers of equipment are based in cities, townsand resort areas throughout New Zealand. Supply ofequipment includes retail sales and rental.Organisations involved in snowsports include: • New Zealand Snowsports Council (NZSC)• Ski Areas Association New Zealand (SAANZ)• New Zealand Snowsports Instructors Alliance (NZSIA)(1000 + members)• New Zealand Snow Industries Federation (NZSIF)• Snow Sports New Zealand (SSNZ)• New Zealand Heli-skiing Operators Group (NZHOG)The size of the snowsports industry can be measuredin ski area visits. In 2009 1,536,000 ski area visits wererecorded at commercial and club ski areas. In thatyear 32% of visitors came from Australia and 38% of allvisitors were snowboarders. In 2010 the areas generated1,427,000 visits.Average ski area visits by decade:1980 – 19891990 – 19992000 – 2009653,100934,4001,286,200The increases in ski area visits over the last 30 years havebeen as a result of:• Investment by ski areas• Improved access; modern lifts; snow making;restaurants; snowsports schools; marketing packages(learn to ski and snowboard programmes)• Growth of snowboarding• Growth of free skiing• Australian visitors (ski areaand partnership marketing).7.3 Ski areasThere are 22 companies operatingski areas (commercial and club), 80involved in importing/wholesalingand retailing/renting equipment,and 11 heli-ski operators.Ski areas are the biggest employers,with 2,857 employees. The threelargest ski area employers operatesix commercial ski areas and employ80% of all ski area employees.The Outdoors New Zealand Guidingcompanies (11 employers) employheli-ski guides and snow safetyofficers. Qualifications for guides areavailable through the New ZealandAlpine Guides Association.Snow Sports New Zealand is anumbrella group for the competitivesnowsports disciplines (alpine skiracing, snowboarding, free skiing,adaptive snowsports, cross-countryskiing and speed skiing). Memberorganisations are involved in athletemanagement, coaching, sportsscience, events (local, regional,national and international) andevent officials (paid and unpaid).The New Zealand SnowsportsInstructors Alliance is a nationalbody providing qualifications forinstructors. This organisationhas been certifying snowsportsinstructors for ski areas since theearly 1970s. It provides careerpathways for instructors and hasinternational recognition andaffiliation. This enables New Zealandinstructors to work overseas inthe off-season. The organisationemploys examiners and trainers forthe qualification courses it runs atNew Zealand ski areas.7.4 Workforce Profile ††Snow school FTSnowschool PTLift operatorsPatrollersSnow safety officersGroomer driversRoad/CarparkSnowmakersMaintenanceRace/EventsRetailRental/WorkshopTerrain parkFood and beverageChildcareGuest servicesHR/Marketing/MgmtMedical centresSnowsports RetailingTotal7461063031402286108757464411894444339200146313873,244SnowsportsEmployees by Age ††25%18 - 2839+MaleEuropean/PākehāMāoriPolynesianAsian13%29 - 38Snowsports Employeesby Gender ††FemaleSnowsportsEmployees by Ethnicity92%6%1.8%0.2%62%59.00% 41.00%†† Provided by New Zealand Snow Sports Council

snowsports sector36 snowsports sector37New Zealand62%FirstYearSecondYearThirdYearResidencyOverseas38%Employee retention1475514822The New Zealand snowsportsseason starts in June and finishesin October/November. 95% ofemployees are employed on aseasonal basis. Employees workingat ski areas with high closed-dayratios can earn significantly lessthan the full-time employmentequivalent. This tends to attractyounger people not looking forlong-term employment or careeropportunities. Many are transientemployees with enough time towork a season while travellingthrough New Zealand.7.5 IncomeSeasonal employees are onhourly rates, ranging from $13.00(minimum wage) up to $30 per hourfor some supervisor positions. Yearroundemployees (managers anddepartment heads) are on salaries.Generally the industry pays theminimum wage to employees insome occupation areas in their firstseason of employment and where theemployees do not hold qualifications.Although most employers (84.7%)link remuneration to qualifications,only 7% of employers say that thelink is substantial.7.6 Qualificationsemployees hold51% qualifications relevant totheir positions98%of instructors have aqualification or are in theprocess of gaining one89%67%26%24%of patrollers/snow safetyofficers have a qualificationof child care employeeshave a qualificationof employees in food andbeverage have a qualificationof employees in the followingareas have a qualification: liftoperations, grooming, road and carparking, snow making, maintenance,race/events, retail, rental/equipmenttechnician/boot fitting, terrain parks,food and beverage and guest services.Many groomer drivers and snowmakers are employed based ontheir experience (rather thanqualifications), gained eitheroverseas or in New Zealand or both.Volume of trainingNational qualification completionsat ski areas:20062007200820092010570312569284372145851*378826410EnrolledCompleted*Includes National Certificate in Tourism CoreSkills L3 (772-2009) (546-2010)7.7 ProductivityThe snowsports sector makes animportant contribution in terms ofeconomic output and employment.Indirect health benefits can beattributed to improved fitness of thoseparticipating in snowsports. Socialbenefits such as a healthier society,social cohesion and crime preventionare also believed be very important.7.8 The training environmentCurrently two large ski areaemployers, with over a third of thetotal ski area workforce (1,200employees), have training agreementswith Skills Active Aotearoa.Seasonal employeesMost seasonal employees donot consider the sector as a longtermcareer option. The relativelyhigh job mobility of seasonalstaff reduces employer andseasonal staff commitment totraining and development.Training that leads to unit-basedqualifications may become morevalued with employers as theyincreasingly seek evidence ofcompetence. There is demandfor qualifications that are alsorelevant to other industries. Thesequalifications could assist seasonalstaff to gain employment in theoff-season in other related areas.Instructors are included on theImmediate Skill Shortage List (ISSL),which is of benefit to the industry.Despite many New Zealandersobtaining NZSIA qualificationsthere is still a shortage ofinstructors, and the industry reliesheavily on overseas instructors.Because existing qualifications forinstructors and patrollers are wellregarded by industry there maybe no requirement for direct ITOinvolvement in these areas.Technicians are included on the ISSL as currently there isa shortage of qualified New Zealanders, so the industryis reliant on overseas employees. The industry must,however, make a serious effort to drive training andqualifications for New Zealanders to gain the necessarytraining and qualifications required.Year-round employeesThese employees consider the sector a long-term careeroption. There is a skills shortage in safety audit trainingand qualifications. There is also a lack of business/organisational management skills.7.9 Barriers to trainingThe following issues were identified in an industrysurvey 17 as being major barriers to staff training by 25%or more of employers:• Costs to the employer• Cost to the employee• Staff being away from work• High staff turnover• Course timing• Difficulty in finding and choosing providers(particularly for generic skills such as managementand human resources)• Limited workplace coordination of training needs• No training available in local area• The small size of some organisations limits their abilityto run internal training.7.10 Current and future training needsThe following training needs, and preferred trainingdelivery, have been identified:Industry training courses (e.g. New Zealand SnowIndustries Federation courses):InstructorsPatrollersSnow safety officersMaintenanceWorkshop techniciansBoot fittersITO supportITO supportITO supportWorkplace andPolytech/PTEITO supportITO supportWorkplace trainingPolytech/UniversityLift operatorsGroomer driversRoad/CarparkingRace eventsTerrain parkGuest servicesRetailRentalFood and BeverageChildcareMedicalHuman resources/Marketing/ManagementChildcareITO supportITO supportITO supportITO supportITO supportITO support andPolytech/PTEITO support andPolytech/PTEITO supportITO supportITO supportFor seasonal staff, the main skill or qualificationshortcomings are: • Lack of Level 2 snow safety qualifications• Lack of top-level instructors to deliver top-end trainingprogrammes• Lack of customer service skills• Small employers need employees with skills acrossmore than one role.

snowsports sector38 snowsports sector39In the future there will be increased need for trainingrelating to: • Risk management• Safe operating procedures• Safety auditing skills• Technical skills• Customer service• Communications• General management skills• Training for snow groomer drivers and snow makers• Nationally recognised qualifications for working in thesnowsport sector• Training on traditional Māori history of the mountains(maunga)Meeting these needs will require looking beyond reviewingthe existing qualifications. New positions and skillrequirements within the snowsports sector will drive theneed for new qualifications. The assessment resources forexisting qualifications are old and inadequate. Contentand layout needs to be revised to reflect current roles. Thesector has indicated a preference to work with only onelead ITO rather than multiple ITOs.It is difficult to retain local employees who are unableto find work in the off-season. An internationallyrecognised qualification would help this group ofemployees and the industry.

4041dive sector

dive sector42 dive sector438. dive sector8.1 IntroductionThe dive industry includes dive activity associated withthe oil and gas industry, aquaculture and dive tourism.The industry plays an important role in economicdevelopment, and contributes to the overall wealth ofNew Zealand. Further development of the oil and gasindustry, aquaculture and marine farming and tourismare expected to increase demand for qualified divers.The high participation rate for snorkelling and divingcontributes to a healthy outdoor lifestyle enjoyed bymany New Zealanders. An increase in those gainingwater-based skills at schools is very important, not onlyfor greater water safety but also to encourage peopleto enjoy New Zealand coastal areas. Appreciation of thebio-diversity and sensitivity of the marine environmenthelps raise awareness of the importance of conservationof this resource.8.2 Sector profileThe dive sector includes the following employment types:• Instruction/Tutoring• Tourism• Aquaculture• Construction• Photography• ScientificNumbers working in the various dive sectors are:ScientificInstructor TutorFilm and PhotoTourismAquacultureConstructionConstr. with Insr.Dive Numbers by Sector*0 150 300 450 600Instructor/TutorThere are estimated to be around 400,000 recreationaldivers in New Zealand. No data is available on thenumber of people seeking instruction each year, butthere is some anecdotal evidence that numbers havedeclined in the past few years.However, there has been a significant increase insnorkelling instruction. Since 2005 the Mountains toSea Conservation Trust has worked with Skills ActiveAotearoa to train instructors using the instruct snorkelunit standard (US4383), but a national qualification hasnot yet been developed. Over 9,000 children have nowbeen through the Trust’s ‘experiencing marine reserves’programme. As more instructors are trained, furthergrowth in numbers is expected.Snorkelling has also been introduced at secondaryschools, with a number of schools having accreditationto teach snorkelling unit standards and others havingarrangements with dive shops or other trainingproviders. Over 500 secondary students have achievedthe snorkelling unit standard, and around one third go onto learn scuba diving.Dive shops and a number of other organisations,including private training establishments (PTEs), offerinstructional dive training. The dive shops typically offerinternational training packages (SSI, PADI and NAUI),whereas PTEs offer unit standard-based programmes.The combined output from this training is around 100qualified instructor/tutors per year, which is believed tobe more than enough to meet existing demand.Training on servicing of equipment is provided by thesuppliers of equipment and is brand specific.Dive tourismThere are approximately 45 dive tourism companiesoperating in New Zealand. Most are small businessesbut there are a few reasonably large ones. The fivelargest operators account for around 50% of the totaldive tourism market. Dive tourism is estimated tocontribute in excess of $20 million per annum to theNew Zealand economy.The seasonal nature of dive tourism sees employmentof staff fluctuate significantly between winter andsummer, with around three times the number employedin summer. Key dive tourism locations are the Bay ofIslands, Northland, Poor Knights Islands and WhiteIsland, Coromandel and Nelson. There are also a numberof 1-2 person operations spread around the country.Dive tourism operations cater for both the domesticand international market. The domestic demand is alsocatered for by dive clubs, of which there are around 40.These clubs typically have members who are the DiveMaster/ Controller on dives. Many dive shops also rundive trips using local boat operators. On these organisedtrips, shops usually provide an instructor or guide who isoften a volunteer.While demand has been steady over the past few years,the sinking of the HMS Canterbury in Deepwater Cove hasgenerated an increase in dive tourism in the Bay of Islands.The number of people gaining instructor/tutorqualifications is believed to be sufficient to meet thedemand from dive tourism for the foreseeable future.ConstructionGlobally, the marine dive contracting industry is thrivingand can look forward to very high workloads for sometime to come. Within the next 2-3 years 50 new off-shoreconstruction vessels are expected to be commissioned,of which 10 are expected to be dive support vessels. Thedrilling industry is expected to commission about 40more floating drilling rigs within the same timeframe.Developments such as offshore wind farms in the NorthSea are adding extra demand for suitably qualifieddivers. The expected increase in demand will requireapproximately 800 additional personnel in saturationdiving and related positions. It will be a major challengeto meet this skill demand.The New Zealand construction dive sector hasexperienced steady employment over the past few yearsas local projects have created a demand for suitablyqualified divers. Oil exploration and extraction alsomakes an important contribution to the New Zealandeconomy and is expected to grow significantly overcoming years.Over the past few years construction divers havealso been involved in weed control in a number oflakes around New Zealand. Expected increases in thisweed control activity will create further demand forconstruction divers.Worldwide output of qualified construction divers isestimated at around 120 per year. New Zealand trainsaround 30 construction divers per year (excluding theNavy divers), but no saturation diving qualification iscurrently available. With high demand for qualifiedconstruction divers internationally it will be a challengeto maintain a sufficient skill base locally.If the projected global and New Zealand growth occursthere will be a serious shortfall in qualified constructiondivers and support staff. Local shortages will beexacerbated by the ability of New Zealand constructionworkers to work internationally for higher wages.AquacultureThe New Zealand aquaculture market is estimated toexceed $300 million. Government has indicated anintention to change legislation to enable the industry toexpand significantly. Aquaculture New Zealand believesthe industry could triple in size, to sales of more than $1billion by 2025, if the law is appropriately reformed.The Seafood ITO currently offers a National Certificatein Aquaculture (Diving). The prerequisite to thisqualification is the (Skills Active Aotearoa) NationalCertificate in Diving (Foundation Skills), however, PADIcourses are generally the method of delivering thisprerequisite. Proposed offshore marine farms wouldrequire an ADAS deep diving qualification, but this is notyet available in New Zealand.Although current demand for aquaculture divers issmall (79 registered aquaculture divers), the expectedsignificant increase in the industry size will createsignificant additional demand.ScienceNIWA employs 62 science divers, Cawthron Instituteabout 20, Department of Conservation about 30 and theuniversities about 40.NIWA has developed its own training programme forscientific diving to meet its minimum standards for divesafety and scientific diving. Although this programme isrun primarily for NIWA staff, it is available for others.The NIWA training programme, developed in 1974, hasnow been completed by over 600 divers from otherresearch organisations, universities and councils.Graduates of the course receive the ADAS (AustralianDiver Accreditation Scheme) Scientific Diver qualification.This qualification is accepted by DOL for issue of aCertificate of Competence – Science Diving.Some universities use local dive centres or PTEs to meettheir training needs.PhotographyThis is a very small sector, with only 32 registered divers.There is no specific qualification available for these divers.Workforce profileThere are a total of 1,519 people on the Departmentof Labour Certificate of Competence register foroccupational divers. This compares with 1,499 on theregister in 2005. During this period 833 divers wereremoved from the register, meaning that 850 new divershave joined the workforce since 2005.*Note that 195 people who work as instructor tutors also identified tourism as a part of their work.

dive sector44 dive sector45This Certificate of Competence register has beenused to estimate the number of divers, as it is an OSHrequirement that all paid divers hold a certificate.AgeThe following graph shows the age distribution ofworkers on the Department of Labour register.0%3%11%Dive Employees by Age25%23%38%There are areas which need addressing to ensure NewZealand divers can access the qualifications required byregulation for employment. Underwater constructionis one such area, where new ventures offshore haveresulted in the need for additional qualifications that arenot currently available in New Zealand.8.5 Current and future training needsIn general, the New Zealand dive industry trainingrequirements are currently being adequately met bydive shops and dive centres that offer internationallydeveloped qualifications such as PADI, SSI and NAUI. TheDive Industry Council has confirmed its support for thecontinuation of national qualifications and standardsthat are reflected on the New Zealand QualificationsFramework (NZQF) and that will be reviewed as part ofthe TROQ review starting in 2012.These international qualifications provide a pathwayfor those who wish to advance to the higher-levelqualifications required to work in some parts of theNew Zealand dive industry.15 - 1920 - 29 30 - 39 40 - 4950 - 59 60+Work statusMost retail stores and tour operators have dedicatedstaff who are passionate about diving and theenvironment. Many dive industry workers have been inthe industry for a long time and many have worked forthe same business for 10-15 years.8.4 The training environmentNew Zealand’s capability to deliver quality divetraining goes back to the 1970s, when the New ZealandUnderwater Association delivered instructor trainingbefore the introduction of PADI to New Zealand.Since then most retail dive shops have become divetraining agencies for international training organisationssuch as PADI, SSI and NAUI. Pathways for ongoingskills development are available through thesetraining organisations.

4647emerging sectors- entertainmentvenues and dance

emerging sectors - entertainment venues and dance48 emerging sectors - entertainment venues and dance499. emerging sectorsEntertainment venuesThe Entertainment VenuesAssociation of New Zealand(EVANZ) has identified a need toaddress skills gaps in its industry.It commissioned an evaluationof industry training options inFebruary 2011. The ensuing reportconcluded that although therewas no ITO responsible for theentertainment venues sector, therewas potential for the sector to workwith at least three ITOs with relevantqualifications and expertise.Skills Active Aotearoa was identifiedas one of those three, having arange of qualifications relevantto management of facilities andevents. Skills Active Aotearoa hassubsequently been working withEVANZ to develop a foundationqualification for the entertainmentvenues sector.The report identified the need forshort, flexible training options toreflect the high number of casual,part-time and contract workers inthe sector and high staff turnoverin some roles. It also raised thepossibility of developing a careerdevelopment strategy to identifycareer pathways and assist venuesto upskill and retain staff.Skills Active Aotearoa looks forwardto continuing to work with EVANZ onthese initiatives and will incorporaterelevant information into this StrategicTraining Plan in the future.includes commitment to ‘sustainableand diverse careers in dance’, and‘comprehensive and integratedopportunities for skill development’.The strategy has five elementsidentified as key areas for strategicfocus. One of these is: ‘Skill − Educate,train, develop and support dance’.Priority actions relating to traininginclude the following: • Develop an industry trainingstrategy• Establish career pathways• Develop leaders, creators andartists• Assure the quality of dancetraining, teaching, creating andartistry• Strengthen dance and its provisionin tertiary, schools and communitySkills Active Aotearoa is committedto working with DANZ to developand implement a sector trainingplan to help the dance industry torealise the potential identified inits strategy. This plan will then beintegrated into the overall SkillsActive Aotearoa Strategic TrainingPlan as appropriate.DanceThe dance industry is relativelysmall, with 765 people identified asdance teachers in the 2006 Census.Dance Aotearoa New Zealand(DANZ) has recently developed adance industry strategy aimed athelping to develop a vibrant danceindustry. Its vision for the industry

5051action plans

action plans52 action plans5310. action plans10.1 All sectors • Use the Targeted Review of Qualifications (TRoQ) torationalise the number and content of qualificationsto, as far as possible, move to single nationalqualifications for each training requirement at eachlevel, and reduce overlap between qualifications• Current training is not necessarily well matched to onjobrequirements of employers. Skills Active Aotearoaand all training providers need to work together tounderstand industry needs. There is a need to addressthe industry preference for training to be deliveredin small chunks, and the issue this creates with TECfunding requirements• Establish and maintain relationships with trainingproviders, to develop a process for approval andmonitoring of qualification delivery to achieve greaterconsistency of results for trainees• Develop a communications strategy, including acareer-mapping tool, to achieve greater awarenessof career pathways. Potential trainees need tounderstand the skills required and the opportunitiesavailable in the industry• Through TRoQ, embed appropriate interpersonalskills (eg rapport, listening and questioning etc)and business skills (eg customer service, peoplemanagement etc) into existing qualifications• Build capability of in-house trainers and assessors• Investigate development of a new qualification forstakeholder management across all sectors• Develop career pathways based on kaupapa Māoriapproaches• Develop cooperative arrangements with schools andtraining providers to offer transfer and transitionprogrammes.10.2 Recreation and sport• Investigate the development of a new qualificationfor physical activity instruction for roles in RegionalSports Trusts, Territorial Authorities, Public HealthOrganisations and other organisations that offerphysical activity instruction• Through TRoQ, build ‘practical components’ intoqualifications to improve work readiness of studentswhere appropriate• Investigate development of a new asset managementqualification • Explore option of apprenticeships covering more thanone qualification for Local Authority recreation andparks units and larger organisations such as YMCA's,using the Modern Apprenticeship model to fund ITOsupport of these trainees• Investigate development of a strand for traditionalMāori games that could be embedded into existingqualifications or developed as a separate qualification(eg Ki-o-Rahi).10.3 Fitness• All fitness qualifications will be reviewed through 2012within the scope of the TRoQ• Through TRoQ, develop a new Level 4 NationalCertificate to bridge the gap between the currentNational Certificate Level 3 exercise consultantqualification and any current or future NationalDiploma in Fitness• Through TRoQ, determine how best to addressa knowledge/training gap between exerciseprofessionals and nutritionists, possibly byincorporating new material into either the aboveproposed Level 4 qualification or any future NationalDiploma in Fitness• Develop short programmes designed to providespecialty training to fitness professionals for peoplewith special health-related issues such as obesity,cardiovascular disease and diabetes. Likely to beat Level 5 and provide a bridge between exerciseprofessionals and the health sector• Develop a suitable qualification related to groupfitness class instructors (Level 3) who only use prechoreographedroutines. This qualification couldalso provide a pathway on to higher group fitnessqualifications at level 4 +• Consult with the 250 Hauora providers (deliveringa broad range of services) to determine relevanceto fitness qualifications and how best to deal with aHauora approach in qualifications development in thefitness sector.10.4 Outdoor recreation• Develop a ‘supervisor’ level qualification forthose leading low-risk, low-technical activities infront country setting, that can be contextualisedaround the requirements of groups such asEOTC teachers, Scouts, Girl Guides etc • Develop pathways for club instructors to accessqualifications. Work with groups such as Scouts,Guides and Sea Cadets to align in-house training withnational qualifications• Work with industry to ensure there is the correctassessment methodology to ensure quality andconsistency at each ‘tier’ in the qualificationframework. Assessment methodologies includeworkplace assessment, external assessment andmixture of both. Tiers include:• Supervisor• Leader• Instructor• Senior instructor• Identify gaps (eg mountain biking, ropes courses,hunting/firearms) in existing qualifications frameworkbased on the three-tier requirement for:• Leader• Instructor• Senior instructor • Work with industry through the TROQ process toidentify what qualifications should be on the NZQF tomeet the needs of the tiers• Develop new qualifications for risk management,safety officers/managers in commercial organisationsand safety auditors• Work with industry groups to develop a process ofrevalidation/proof of current competency for NZQFqualifications• Review Te Ao Turoa qualification in outdoor recreationstrand as part of TRoQ• Through TRoQ, investigate training needs of the Māoriworkforce involved in running outdoor recreation activitiesfor groups with disabilities or other special needs.10.5 Snowsports• Establish training agreements between Skills ActiveAotearoa and individual ski areas. The trainingagreement details can be determined according toeach ski area’s requirements, productivity objectivesand size. The agreements can go beyond thequalifications in place currently and take into accountthe growth and changing roles and expertise within theski area. Engagement with Skills Active Aotearoa willdetermine what current unit standards are required,what needs reviewing and what additional unitstandards are required for changing roles • There is also a need to incorporate qualificationsadministered by other service ITOs relevant to thesnow sector• Offer qualifications that can be recognised nationallyand internationally• Through TRoQ, align qualifications in the above skillareas with skill requirements in other sectors offeringemployment opportunities in the summer months – egaquatic, outdoor recreation, community recreation,events, tourism, hospitality and heavy vehicle sectors• Work with industry to establish whether workplacetraining that is not based on national qualificationsis meeting industry needs, and whether nationalqualification-based training could provide greatervalue to employers and employees• Establish an industry advisory group to work withSkills Active Aotearoa on the review of the snowsportequipment qualification content and delivery.The review should consider incorporating trainingoffered by equipment manufacturers. Training andqualifications need to include international standardsrecognised by the NZSC Snow Safety Group andbinding safety programmes implemented by industry• Develop new qualifications for risk management andsafety auditing systems and safe operating procedures.10.6 Dive• Investigate development of a snorkelling qualification• Investigate development of a qualification suitablefor 30m + ADAS certification to support expectedincrease in demand from off shore oil exploration andaquaculture projects.

Developed in partnership with0508 4 SKILLS (0508 475 4557)www.skillsactive.org.nzinfo@skillsactive.org.nz