10 MAY <strong>2024</strong>
MAY <strong>2024</strong> TOURISM How we rise the tide By NICOLA GREENWELL When I meet business and community groups, the most common perception is that the role of a regional tourism organisation (RTO) is to promote its region as a must-see destination to bring in more tourism dollars. While it’s true this is a vital part of what regional tourism organisations like Hamilton and <strong>Waikato</strong> Tourism do, what’s often less understood is our broader role of facilitating ‘regenerative tourism’ – ensuring tourism benefits our people and places beyond just dollars and cents – and advocating for, and building the capability of, the sector. I’ve written and spoken a lot about regenerative tourism over the past 24 months but our role building the capability of the sector is equally important. By developing the skills, knowledge and awareness of tourism operators and event organisers and others involved in the sector, we can have an amplifying effect and rise the tide for all and to ensure our manuhiri have an amazing experience in our region. A great example was the Thermal Explorer Regional Events Fund roadshow, which brought together more than 60 event organisers from our region and across the central North Island in <strong>March</strong>. The $3.75 million Thermal Explorer Regional Events Fund, which is now in its final year of operation, was established by central government in the aftermath of the Covid-19 pandemic to help stimulate domestic tourism. Workshops in Hamilton, Taupō, Ohakune and Rotorua helped event organisers and those involved in event management develop strategies for measuring the performance of their events and plan for future growth. It was attended by everyone from event HEALTH IN BUSINESS Cancer conversations By HELEN CARTER While business doesn’t stop for a cancer diagnosis, with four in every 10 New Zealanders diagnosed with cancer before they’re 75 and cancer rates set to double by 2040, the reality is conversations about cancer are going to become more and more common at work. If you’re a business leader, just how do you balance empathy and flexibility with the everyday realities of business and what does somebody with cancer really need from their workplace? Pause and remember that someone with a new cancer diagnosis is grappling with their own mortality - this is huge. They may also be anxious about losing their livelihood and becoming a burden to their colleagues. Allow them time to process the news in a way that works for them. Let them take the lead in terms of how they want to show up, or not, in those first few days. Get clarity about how much they want to tell the wider team and remember this will likely change in the weeks that follow. Avoid asking details about treatment timeframes - the journey is rarely straightforward. Demonstrate you can handle this uncertainty, as uncomfortable and inconvenient as it might be. Show up, and keep showing up, as the unflappable boss - a steady hand who they can trust and keep the communication lines open. Keep tabs on the support they are getting at home and find ways to help in practical yet organisers and venue and council event teams to community organisations and club representatives. It included organisers of some of our best-known events, as well as newcomers. By bringing everyone together to network, share what has and hasn’t worked, and learn from expert presenters, we and other RTOs in the Thermal Explorer region are helping create sustainable events that return each year and add vibrancy – and a source of income – to our communities. The <strong>March</strong> roadshow was the third in a series of four funded as part of the Thermal Explorer Regional Events Fund. It was fantastic to see the survey of participants at the <strong>March</strong> workshops found all survey respondents rated them as ‘extremely valuable’ or ‘valuable’ and all would be interested in attending further workshops. That’s a glowing endorsement of the value capability building is providing, and the growing number of events coming to our region – and returning each year – provides living proof of the difference capability building efforts like this provide. As RTOs head into a new financial year and contend with some of the tightest funding constraints we’ve faced, it’s vital we don’t lose the ability to support regenerative tourism or deliver on our capability building promise. For destination management to succeed regions need both marketing and industry development, including capability building, to help ensure the economic, social and environmental health of our regions. • Nicole Greenwell is the Chief Executive of Hamilton and <strong>Waikato</strong> Tourism unintrusive ways. Sometimes communication funnels through a colleague with whom they have the closest friendship. Ask ahead of treatment what works best for them. Be mindful of the rumour mill and remember your discretion is critical. Just because colleagues want to help doesn’t entitle them to personal information that somebody isn’t comfortable disclosing. Check in before making any moves to re-allocate work or reassign direct reports. Any attempts to be proactive and alleviate stress without consultation, while wellmeaning, may backfire. Avoid offering advice but remember there are organisations well placed to do this, including the Cancer Society. Keep a note of milestones, be it the first, tenth or final day of chemotherapy or radiation and consider checking in with a text either directly or via their support person. Remember there are lots of invisible ways a person who has undergone cancer treatment may struggle when they return to the office. They may experience numbness in their hands and feet which affects fine motor skills, or suffer from fatigue, brain fog, headaches or nausea. Make it safe for them to tell you and make it no big deal to accommodate them. Talk openly about workload expectations and remember the mental health rollercoaster is still very much in motion. • Helen Carter is chief executive, <strong>Waikato</strong>- Bay of Plenty Cancer Society Level 2 586 Victoria Street Hamilton 3204 0508PATHWAYS enquiries@pathwaysnz.com Level 3 50 Manners Street Wellington 6011 11 ADVERTORIAL Employers be aware – immigration policy changes will impact you! Due to concerns over unsustainable immigration levels, the high proportion of lower skilled workers coming to New Zealand under the Accredited Employer Work Visa (AEWV) and ongoing migrant exploitation, the Government has recently introduced a number of policy changes. Changes, to limit the number of low skilled workers, include a minimum English standard, an initial visa term reduced to 2 years, and the need to involve Work & Income in the job-search process. Employers will also need to explain why any New Zealand job applicants are not able to be “job-trained” to work in the role. These changes only apply to Skill level 4 and 5 roles which mainly comprise manual, clerical, service and administrative workers (with some limited exceptions). Employers need to be mindful that while it is still possible to obtain an AEWV for a lower skilled role this may prove a time-consuming and challenging process, with Immigration NZ likely to increasingly focus on why NZers cannot be readily trained for such roles. Expect Job Check and AEWV processing times to be extended as a result of these changes. Employers must now take reasonable steps to ensure any AEWV worker meets the required qualification and skill requirements for their employment. They must also notify Immigration NZ (INZ) within 10 working days of any AEWV holder leaving their employment, and also inform INZ of any changes in the key people making any hiring decisions. New penalties, including instant fines and accreditation suspension/ cancellation, have now been introduced for employers for breaches of employer accreditation regulations meaning all accredited employers need to be particularly mindful of all of their accreditation obligations. Most of the 34,000+ INZ accredited employers will need to apply for the renewal of their accreditation during the next year. Interestingly a significant number of employers have not, as yet, employed any AEWV workers. Given the additional obligations and penalties, and current economic conditions, it would not be surprising if a number of employers decided not to renew their accreditation at this time. If an employer does not renew their accreditation their AEWV holders can continue to work for them. However, they will need to become accredited again if/when their worker needs to extend their AEWV, or apply for residence or when employing any new AEWV worker. With any accreditation renewal application INZ is expected to now check the business’s financial standing, and whether they have met their original accreditation obligations - including the completion of the Employment NZ employer and employee modules, and the timely provision of settlement information to each AEWV worker. For those employers who have not met these obligations it is hoped INZ will take an “educative” approach, and use this opportunity to more clearly and pro-actively set out what is actually required of all accredited employers – something which was previously lacking. Accredited employers looking to renew their accreditation can benefit from professional input from a Pathways Licenced Immigration Adviser to check their accreditation performance to date, and how to address any potential issues, in order to best prepare for their renewal application. As the new Government continues to review the immigration settings, more changes are expected. For advice on any changes, and how these may impact your business, please do not hesitate to contact Pathways for any clarification. www.pathwaysnz.com