Careerforce's three year priorities and outcomes

As part of the Investment Plan process and engagement with the sector Careerforce has developed six priorities. Each priority has three year and longer term strategic outcomes as outlined below. The content in the three year outcomes should be considered within the context of the longer term goals as both Careerforce and the sector recognise that there are no quick fixes for this workforce and a "whole systems and planned approach" is a necessity. The macro nature of the investment plan means the micro actions for each priority have not been included as they will be located in the annual plans.

Priority 1 - Pan sector learning/competencies pathway

The development of a relevant, responsive and timely pan sector learning/competencies pathway of national qualifications which meets workforce needs including transferability and flexibility is aligned to the Career Framework and enables recognition of competency by the TEOs currently educating the regulated workforce.

Three year outlook for priority 1

Utilising the new qualification development process and acknowledging that the Foundation Skills level 2 National Certificate is in place now, 2008 will focus on the level 3 competencies and the scoping of levels 4/5. 2009 will develop the scoped 4/5 qualifications and scope emerging needs, 2010 will develop the qualifications scoped in 2009. Specific qualifications are deliberately avoided in this plan as it will be the inaugural pan sector meeting (which is now possible and is planned for October 2007) and subsequent meetings (subject to additional leadership funding) that will identify and prioritise the qualifications to be built. Learning and skill packages that were identified during the sector engagement include: supervision/team leader/coordinator, heath care assistants, needs assessment and Interai, palliative care, workplace based mental health, peer support, high and complex needs, self managed care, goal setting, obesity and diabetes. By early 2008 TEC can expect a sector pathway plan which will specify the qualifications and developments and the associated impact on training needs.

Long term outcome related to priority 1

• By 2015 - a relevant, responsive and timely pan sector learning/competencies pathway of sector endorsed national qualifications in use and encompassing pan sector core competencies, and specialised competency clusters which meet workforce needs.

Priority 2 - Sector leadership

Utilising Careerforce's leadership role to implement the pan sector engagement mechanism, which will enable the development of:

• the pan sector pathway;
• timely, pan sector informed and endorsed workforce and workplace actions;
• responsive, planned and unified approaches to other Government initiatives and changes in service provision and;
• the development and implementation of a future workforce skill needs plan.

Three year outlook for priority 2

2008-2010 requires implementation of the new engagement model in its entirety. The business case for this Sector Leadership component will identify what business as usual looks like should the business case be turned down. The pan sector learning pathway is reliant on the successful implementation of sector leadership engagement. This priority also encompasses at a leadership and business development level: workforce future skill needs plans; service delivery and sector standard developments; engagement with funders - DHBs, MoH, ACC; Iwi; Pacific; TEO engagement; policy impacts and whole of government approaches; addressing sustainability; the informal carers; consumer, tangata whaiora, family, whānau foci; and research into workplace based learning and education models, international approaches, and 'good' work, 'good' business concepts and their relationship to productivity.

Long term outcomes related to priority 2

• By 2010, initial implementation of a national workforce strategy which includes specific details about future workforce skill needs and volumes, and takes account of and is aligned to, achieving a valued, competent and recognised workforce.
• By 2012, standards and service models, being supported by a valued and recognised workforce with clearly defined roles and boundaries which are integrated to a nationally recognised framework of competencies.
• By 2012, realising sustainable futures
• By 2015, changing population (consumer focused) needs being clearly articulated and met through nationally aligned strategies and delivery mechanisms.
• By 2020, a workforce supply that effectively and sustainably meets and is responsive to, the demographic demands.

Priority 3 - Embedded workplace learning and development

Supporting workplaces to embed a sustainable culture of learning and development within their infrastructure to enable the achievement by their employees of (at least) level 2 and 3 qualifications in the workplace.

Three year outlook for priority 3

In 2008, Careerforce will provide intensive workplace support to assist workplaces currently engaged in industry training to embed a culture of learning and development within their infrastructure. In 2009 and 2010, the engagement with workplaces will include new areas of the sector (subject to increased STM funding in 2009 and 2010 to support this increased industry penetration). This priority also covers the work of the field base advisors and the annual outcomes of training plans for individual workplaces, workplace verifier and assessor training, timely completions, and workplace support tools including e-learning options and train the trainer developments.

Long term outcomes related to priority 3

• By 2010, significant examples of sustainable and self sufficient workplace capacity to implement fully embedded and planned learning and development for all staff.
• By 2010 implementation of sustainable and planned national qualification development and delivery.
• By 2010, a shift in the number of workplaces supporting consumer needs and meeting contractual requirements with quality, valued, competent and recognised staff and practices.
• By 2010, piloted workplaces utilising innovation and maximising productivity with efficient and effective use of available and sustainable resources.
• By 2020, good work and good business addressing changing demographic demands and meeting supply issues.

Priority 4 - Accessible learning

• Implementing targeted initiatives that respond to the worker's and workforce learning needs especially Māori, Pacific and workplace literacy needs.
• Supporting and managing the delivery of training enabling the volume of untrained workers to access learning and achieve national qualifications.
• Engaging with TEOs to determine and implement new ways of working, including coaching and mentoring type options and blended delivery approaches.

Three year outlook for priority 4

In 2008, there will be a continuation of existing work with workplace literacy, Māori and Pacific workplaces and workers, and a pilot focusing on supporting rural based workers. 2009 will include a review of the workplace literacy, Māori, Pacific, and rural worker initiatives, and the progress being made on trainee completions and their time in training. This priority in conjunction with the sector leadership priority includes initial engagement with TEOs to determine new ways of supporting learning and possible future joint approaches and blended deliveries. It also includes evolving understanding about learning environments, and ensuring that education, training, coaching and mentoring type opportunities which the sector has requested get explored. 2010 sees continuation of work with workforce groups and TEOs including delivering blended methodologies as appropriate and required by the national qualifications.

Long term outcome related to priority 4

• By 2010, networked, supported, and accessible (including blended approaches) quality learning and assessment delivery maximising whole of government opportunities.

Priority 5 - Quality outcomes

Achieving quality workplace and trainee assessment outcomes, and quality and timely internal Careerforce outcomes.

Three year outlook for priority 5

2008-2010 will require the establishment of quality measurements and the subsequent measurement of performance against them. It includes moderation and quality assurance, and establishing the outcomes and reviewing the performance of governance, organisational culture, communications, human resources, and corporate and customer services.

Priority 6 - Career progressions and transitions

With the advent of the pan sector learning/competencies pathway, and the Career Framework and Health Branding initiatives, develop, promote and support career progressions for return workers and those in transition, and new career and learning opportunities for school leavers including Gateway and Modern Apprenticeships.

Three year outlook for priority 6

2008 will see the development of Gateway activity, the beginning of a Modern Apprenticeships pilot (subject to funding) and supporting the content development of the MoH/DHBNZ Career Framework. In 2009 and 2010, there will be an increase in Gateway and Modern Apprenticeship activity and the development and testing of an approach for promoting careers in schools and supporting return workers and those in mid career.

Long term outcome related to priority 6

• By 2015, promoted and supported career progressions in place including school leavers, return workers and career transitions.

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