skills acTion Plan for The food and Beverage secTor - Department of ...

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• Communicate the relationship between high levels of foundation skills in food and beverage businesses and favourable productivity results. • Increase support and encouragement for the uptake of relevant vocational qualifications (inclusive of higher level qualifications) that provide a good match to associated job opportunities. • Continue and extend active support for alternative employment (preferably in the food and beverage sector) with tailored programmes for individual workers and investment in education and training for employees affected by business closures, downsizing and relocations. This would involve working with employers, unions, ITOs, other education providers and agencies of government and local government. Quality and Relevance • The Skills Working Group recommend in relation to the tertiary reform process, that funding must be linked to the new Tertiary Education Strategy and the Statement of Tertiary Education Priorities. This should include a stronger feedback loop between the Tertiary Education Commission (TEC) and industry and a greater capacity for ITOs to influence funding and priority setting. • The TEC and other government agencies will facilitate greater partnering of delivery between ITOs and Tertiary Education Institutions (TEIs) to better meet industry needs and enable them to be more responsive to emerging demand through its profile negotiation process and support for the ITO leadership role. • Review the quality and relevance of the large number of food and beverage related qualifications with a view to consolidating them into a smaller number of higher quality courses. In specialist areas, the option of consolidating into one centre of excellence in New Zealand should be considered (eg. fishing, dairy and meat processing and grape processing). • Review the relationships amongst polytechnics, ITOs, industry and unions in setting food and beverage related qualifications and ensuring quality and relevance of training.
Priority 3: Attractive Careers High Quality Workplaces and Career Opportunities • The Department of Labour will contract a stock-take of current initiatives in the areas of improving the attractiveness of careers in this sector and promoting opportunities offered. The findings of the stock-take will be shared with industry. • Involve unions in developing solutions including the establishment of industry standards and the uptake of technology and other productivity improvements to assist in improving productivity, wages and conditions and therefore recruitment and retention. • Tailor education and training provision for the food and beverage sector to include an increased focus on developing management and leadership capability, including the development of mechanisms to grow this capability over time. PhD Integration • The Science and Technology Adoption project has considered the impact of the presence or absence of PhD students (or such qualified staff), on businesses’ ability to adopt science and technology. Over the next few months it is proposed that the Skills Working Group continue meeting to monitor progress and completion of three remaining major projects (ie. productivity study, the science and technology adoption research and the career of choice stock-take) and provide a progress report against the Skills Action Plan. The progress report will also include an outline of how implementation of the Skills Action Plan will be monitored going forward. IMPLEMENTATION A new industry–led group called the Food and Beverage Skills and Training Action Group (STAG) is proposed to be established to oversee implementation of the Skills Action Plan. STAG will consist of the relevant education and training organisations, industry and government agencies. It is anticipated STAG will have a role in collaboration among food and beverage education and training providers to achieve more focused provision, by improving the level of knowledge about the workforce in the food and beverage sector (eg. forecasting and areas of short supply and high demand); encouraging workplace best practice initiatives (eg. productivity and foundation learning); and increasing alignment between provision of food and beverage qualifications and actual job opportunities within the sector. There is a general willingness of food and beverage related ITOs, unions and government agencies to work more closely together. STAG will take issues to Skill New Zealand (a TEC supported initiative involving the New Zealand Council of Trade Unions, Business New Zealand and government agencies) as needed to promote awareness about potential training options and the need for industry support.
Page 1 and 2: Skills Action Plan for the Food and
Page 3 and 4: CONTENTS PREFACE 1 CONTENTS 2 CHAIR
Page 5 and 6: A number of these opportunities wer
Page 7: Skill Shortages • Information has
Page 11 and 12: INTRODUCTION Background Food and be
Page 13 and 14: Sector section of this report, wher
Page 15 and 16: This requires a national means of e
Page 17 and 18: CURRENT LABOUR MARKET AND EMPLOYMEN
Page 19 and 20: • A large portion of food and bev
Page 21 and 22: • Long hours in some parts of far
Page 23 and 24: SKILLS WORKING GROUP PRIORITIES The
Page 25 and 26: • Over the five year period (2000
Page 27 and 28: Occupations by Value-Chain Activiti
Page 29 and 30: LABOUR PRODUCTIVITY Source: A Treas
Page 31 and 32: and science and technology’s abil
Page 33 and 34: There are different types of skill
Page 35 and 36: TABLE 1: SKILL SHORTAGE ASSESSMENTS
Page 37 and 38: 2. More Strategic Investment in Tra
Page 39 and 40: While industry training is an appro
Page 41 and 42: Tertiary Education Commission - Fun
Page 43 and 44: across the Primary Sector), which i
Page 45 and 46: APPENDIX 1 AUSTRALIA/NEW ZEALAND ST
Page 47 and 48: C216 C217 C218 C219 Bakery Product
Page 49 and 50: h. Reduction of training fees to en
Page 51 and 52: Sources for the above table: 1. Dep

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