‘A Regional Approach to Crunch Time’

2. ‘A Regional Approach to Crunch Time’

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

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

5. Crunch Time

6. Solutions • How do we address anticipated skills shortages, whilst maintaining the economic prosperity of the Southern Adelaide region?

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

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

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

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

11. Ideas from respondents for regional workforce development strategies • Strengthen links between School career education, TAFE SA, Universities and private RTO’s in the region • Strengthen the ability for job agencies to offer better matches between worker and business and to offer more economical and practical solutions to attracting and retaining workers

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

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

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

15. Key Recommendations • Regional Workforce Information Service • Workforce Advisory Planning Service • Workforce Development Program • Regional Workforce Development Demonstration Program • Workforce Planning Incentive Scheme • Sectoral Planning

16. Proposed Strategic Alignment • Workforce • Development • Taskforce • Councils • Advanced Manufacturing • Health and Medical Devices • Environmental Industries • Food, Wine and Tourism • Education • DFEEST • DTED • DEEWR EducationProviders Southern Adelaide Economic Development Board Industry Industry SkillsCouncils/Boards OtherGovernmentSectors BECsCentre for Innovation Communications Strategy

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

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

19. Southern Adelaide Model Taskforce Education And Training Suppliers Data Analysis And Facilitation of Connections ‘Need’ Industry Intelligence Forecasts Services

20. Progress 1. Build a business casefor Workforce Planning  2. Secure authority to proceed  3. Establish a team ofWorkforce Planning champions  4. Consider externalWorkforce Planning advice  5. Implement the communication strategy  Source: An Introduction to Workforce Planning, Julie Sloan (2008) 6. Undertake the Workforceprofile survey 

21. Progress 7. Verify critical job groupsand critical timeframes 8. Analyse and report on workforce profile outcomes 9. Identify workforcedevelopment strategies 10. Identify supply sourcesfor critical job groups 11. Undertake risk assessmentand identify mitigation strategies 12. Monitor, map and measure Source: An Introduction to Workforce Planning, Julie Sloan (2008) 13. Integrate into normalbusiness practice

22. Workforce Development and Workforce Planning