peel workforce development plan 2015–2018
TRANSCRIPT
Peel Workforce Development Alliance
Peel workforce development plan 2015–2018Executive summary
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Acknowledgement
This document summarises the content of the Peel workforce development plan 2015–2018 which was prepared by the Peel Workforce Development Alliance in collaboration with the Department of Training and Workforce Development. The Alliance comprised the following individuals who generously contributed their time and expertise:
Ms Sue Leonard, Peel Development Commission (A/Alliance Chair)Ms Mellisa Teede, Peel Development Commission (former Alliance Chair)Professor Andrew Taggart, Murdoch UniversityMr Craig Lindsay-Rae, Murray EngineeringMr Dawson Ruhl, Child AustraliaMr Ian Ilsley, Ward and Ilsley Partners Pty LtdMr John O’Neill, Small Business Centre Peel Ms Margaret Collins, Department of EducationMs Margaret Sturdy, Peel Health CampusMs Rebecca Tranter, Department of Training and Workforce DevelopmentMr Roshan Perera, Challenger Institute of TechnologyMr Stephen Arrowsmith, Department of Training and Workforce Development
An electronic version of the executive summary and the full plan can be accessed from dtwd.wa.gov.au Title: Peel workforce development plan 2015–2018: Executive summaryISBN 978-1-74205-133-8© Department of Training and Workforce Development 2015 Reproduction of this work in whole or part for educational purposes, within an educational institution and on condition that it is not offered for sale, is permitted by the Department of Training and Workforce Development. This material is available upon request in alternative formats. Published by the Department of Training and Workforce Development, Optima Building, 16 Parkland Road, Osborne Park WA 6017.For further information please contact: State Workforce Planning T: 08 6551 5000 E: [email protected] Disclaimer: This publication was prepared by SED Advisory under the direction of the Peel Workforce Development Alliance and published by the Department of Training and Workforce Development. While the information contained in the publication is provided in good faith and believed to be accurate at the time of publication, appropriate professional advice should be obtained in relation to any information in this report. Members of the Alliance, the consultant, the State Government and the Department of Training and Workforce Development shall in no way be liable for any loss sustained or incurred by anyone relying on the information. While every effort has been made to vet the contents of this report, it may contain references to, or images of, people who are now deceased. The Department regrets any offence this might cause. The term ‘Aboriginal’ people in this publication is inclusive of Torres Strait Islanders. It is noted that the terms ‘Aboriginal’ and ‘Indigenous’ have both been used in this publication as a result of the terminology used in sourced information.
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Peel workforce development plan 2015–2018: Executive summary
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The Peel workforce development plan 2015–2018 (the plan) aims to build, attract and retain a skilled workforce to meet the economic needs of Peel. It contains a range of priority actions which were identified by local stakeholders to address local workforce development challenges.
The plan aligns with the State Government’s Skilling WA – A workforce development plan for Western Australia (Skilling WA), which provides a framework for government and industry’s response to Western Australia’s skill and workforce needs.
The Peel Workforce Development Alliance, which is made up of industry, community and government representatives from the region, will be responsible for overseeing the implementation of the plan. The Alliance will identify those actions within the plan that should be given highest priority and facilitate their implementation. The plan has been designed as an important reference point for all stakeholders as it identifies the challenges, agreed solutions and organisations that have a key stake in its implementation.
For the Regional Development Council, as the peak advisory body to the Western Australian Government on regional development matters, the plan is used to identify workforce issues and solutions which require policy consideration. Importantly, the plan takes into account and supports the long-term aspirations of the Peel Development Commission’s Peel Regional Investment Blueprint (Blueprint). It is expected that the Blueprint will have a significant role in prioritising many funding decisions in the region including Royalties for Regions initiatives.
For local government bodies, the plan identifies workforce issues to be taken into account as part of local decision making processes.
The plan will be used by industry associations and employer peak bodies as a reference when working directly with employers to implement industry and enterprise solutions to workforce development challenges.
The plan also captures the views and aspirations of the broader community and provides a useful reference when engaging on workforce development issues across the Peel.
The Department of Training and Workforce Development in conjunction with the Peel Workforce Development Alliance will facilitate the coordination of State Government responses outlined in the plan. This will include working with those agencies and education and training providers designated to take the lead on priority actions in the plan.
Guide to implementation
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Guide to implementation ........................................................................................................3
Background and methodology ..............................................................................................6Introduction ...............................................................................................................................6Methodology ..............................................................................................................................6Policy context ............................................................................................................................7
Profile of the Peel ...................................................................................................................9Geography of the Peel .............................................................................................................9Regional economy ..................................................................................................................11Population and demographics ................................................................................................11Labour force trends ................................................................................................................ 12Education and training profile ................................................................................................ 15Education attainment ............................................................................................................ 15Youth engagement ................................................................................................................. 16Youth employment ................................................................................................................. 18Youth unemployment ............................................................................................................. 18Aboriginal engagement .......................................................................................................... 18
Priority issues in the Peel region ....................................................................................... 21Summary of key findings ....................................................................................................... 21
Critical workforce issues .................................................................................................... 29Addressing career aspirations ............................................................................................... 29Improving education and training outcomes .......................................................................... 30Developing linkages between industry and education .......................................................... 33Building industry capacity ...................................................................................................... 34
Analysis of workforce development issues ..................................................................... 37Regional strengths, weaknesses, opportunities and threats analysis ................................... 37Key issues impacting the Peel’s workforce ........................................................................... 39
Strategies for workforce development .............................................................................. 41
References ............................................................................................................................ 58
Appendix A: Stakeholder engagement list ....................................................................... 61Consultations ......................................................................................................................... 61Forums ................................................................................................................................... 66
Contents
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Peel workforce development plan 2015–2018: Executive summary
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Appendix B: Data limitations .............................................................................................. 67
Appendix C: Community identified occupation list ......................................................... 68
List of tablesTable 1 – Comparative analysis of Peel and sub-regional priority issues ............................. 22Table 2 – Regional strengths, weaknesses, opportunities and threats analysis ................... 38Table 3 – Measure of strategic importance ............................................................................ 40Table 4 – Priority actions ........................................................................................................ 42
List of figuresFigure 1 – Map of the Peel region ......................................................................................... 10
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Background and methodology
IntroductionThe Peel workforce development plan 2015–2018 (the plan) has been prepared by the Peel Workforce Development Alliance in collaboration with the Department of Training and Workforce Development and the Peel Development Commission. The plan has been developed in response to the changing labour environment in the Peel. The overall aim of the plan is to identify the current and future skills and workforce development needs and develop strategies to ensure they can be addressed. The plan particularly focuses on best case and best practice examples and strategies in relation to youth workforce development.
The plan sits within the context of the statewide planning framework, Skilling WA – A workforce development plan for Western Australia and the Peel Regional Investment Blueprint (the Blueprint). In aligning with these documents, the plan involves a number of core considerations, including:• an assessment of the region’s economic and demographic profile;• an examination of existing capacity and capability of the workforce;• an assessment of the factors affecting the supply of labour; and• extensive consultation with a wide range of stakeholders.
A key component of the Peel workforce development plan 2015–2018 is the development of a series of targeted priority actions. These priority actions provide practical solutions to a number of complex workforce development challenges for the Peel.
Methodology The methodology involved in preparing the plan included the preparation of a regional workforce profile through desktop research; stakeholder consultations to validate the desktop research and identify issues impacting on workforce development; and the development of actions agreed by the Peel Workforce Development Alliance.
The stakeholder consultation phase was extensive as it involved over 100 representatives from government, industry, industry peak bodies, the Western Australian network of ten industry training councils, training and employment service providers and community sector organisations, including Aboriginal corporations.
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Peel workforce development plan 2015–2018: Executive summary
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Consultation methods employed to gain stakeholder insight included:• face to face interviews;• open forum style workshops;• telephone interviews; and• validation consultations to test the draft priority actions.
Face to face meetings and workshops were held in Mandurah and the regional townships of Boddington, Waroona, Pinjarra, Serpentine and Jarrahdale. Appendix A contains a list of stakeholders involved in the consultation process.
Policy contextThe Peel workforce development plan 2015–2018 has been developed within the context of both statewide and regional level policy. The principle policy documents framing the plan are Skilling WA – A workforce development plan for Western Australia and the Peel Regional Investment Blueprint.
Skilling WAThe Department of Training and Workforce Development is the lead State Government agency in Western Australia for workforce development matters. The Department has developed a coordinated and integrated whole of State workforce planning and development framework: Skilling WA – A workforce development plan for Western Australia (Skilling WA).
Skilling WA articulates five strategic goals which are aimed at building, attracting and retaining a skilled workforce to meet the economic needs of the State. The strategic goals set the direction for workforce planning and development in Western Australia. The strategic goals are:1 Increase participation in the workforce, particularly among the under-employed and
disengaged, mature-aged workers, Aboriginal and Torres Strait Islander and other under-represented groups.
2 Supplement the Western Australian workforce with skilled migrants to fill employment vacancies unable to be filled by the local workforce and address those factors which support a growing population.
3 Attract workers with the right skills to the Western Australian workforce and retain them by offering access to rewarding employment and a diverse and vibrant community and environment to live in.
4 Provide flexible, responsive and innovative education and training which enables people to develop and utilise the skills necessary for them to realise their potential and contribute to Western Australia’s prosperity.
5 Plan and coordinate a strategic State Government response to workforce development issues in Western Australia.
Skilling WA is reviewed and updated by the Department of Training and Workforce Development as required. The most recent review was completed in November 2014.
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Regional workforce development plansRegional workforce development plans are a key element of the Skilling WA framework. These plans have been developed by regional workforce development alliances to provide a whole of government, industry and community sector approach to providing services, infrastructure and support for the nine regions in Western Australia.
Peel workforce development plan 2015–2018The Peel workforce development plan 2015–2018 identifies local workforce issues related to the strategic goals of Skilling WA, and suggests strategies and priority actions to address these.
The Peel workforce development plan 2015–2018 has a four year timeframe and is intended to provide a broad assessment of the workforce development trends and issues in the region. It does not aim to tackle in depth all of the various issues and scenarios associated with employment in the region but rather to develop a more general analysis of problems, likely solutions and required actions.
The plan’s implementation will be overseen by the Peel Workforce Development Alliance (the Alliance). Specific government, industry and community based agencies have been given the ‘lead’ responsibility to coordinate strategies and projects included in the plan. Progress on these will be monitored on a six monthly basis. As economic conditions evolve the Alliance will monitor the progress of these workforce strategies, and review and modify these as necessary to address the prevailing conditions in the region.
Peel Regional Investment BlueprintTo further enhance the State’s long-term prosperity, each of the nine regional development commissions has prepared a regional investment blueprint. The Peel Regional Investment Blueprint (PDC 2014a) provides a long-term strategic and aspirational view on the key growth areas of the Peel. It examines the region’s economic, social and environmental drivers and provides strategies in which to achieve its 2050 vision to be a progressive, prosperous and dynamic region. The Blueprint focuses on goals and strategies encompassed within four themes that are considered imperative to the region’s future. These themes are: 1 Thriving industry: a broadened and diversified industry base to boost the depth and
breadth of jobs and occupations across the region. 2 Agriculture and food innovation: increased economic expansion, market base and
international competitiveness of the region’s agribusiness sector through innovation in production methods and renewable water and energy supplies.
3 Capable people: the availability of an educated and highly skilled workforce with the capacity and capability to flexibly respond to workforce requirements for the future.
4 Strong and resilient communities: creation of support services and infrastructure that will ensure the community is strong and resilient and able to increase its participation in, and contribution to, the future development of the Peel.
The Peel Workforce Development Alliance in partnership with the Peel Development Commission have ensured that the plan’s priority actions are aligned with and support the Peel Regional Investment Blueprint.
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Peel workforce development plan 2015–2018: Executive summary
Profile of the Peel
Geography of the Peel The Peel region covers over 5 600 square kilometres and represents approximately 0.2% of the State’s total area (Department of Training and Workforce Development 2011). The Peel region is located immediately south of Perth and lies between the metropolitan area and the South West region. It is bordered by the Indian Ocean in the west, with the jarrah forests and the farmlands of the Darling Range leading east to the Wheatbelt region. There are five local government areas incorporated in the Peel region, namely the City of Mandurah and the shires of Boddington, Murray, Serpentine–Jarrahdale and Waroona (Department of Regional Development and Lands 2011).
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Figure 1 – Map of the Peel region
Source of map: DRD 2014b.
Source of map: DWSS 2009.
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MOORADUNG NATURE RESERVE
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Datum and Projection InformationVertical Datum: Australian Height Datum (AHD)Horizontal Datum: Geocentric Datum of Australia 94Projection: GeodeticSpheroid: Australian National Spheroid
Project InformationClient: Department of Regional DevelopmentMap Author: Maia WilliamsFilepath: J:\gisprojects\Project\D_Series\D1101\0038_Pilbara_Director\0007 DLGRD Request - Alex Ballie\A0_Maps\mxd\2014\Filename: Perspective_Peel 2014_A0.mxdCompilation date: 05/02/2014Edition: 2
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THEME SOURCE DATE
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Road Centrelines Landgate September 2012
Hydrography Landgate August 2009
Tenure Department of Parks and Wildlife June 2013
Important Resource DMP - Modified from July 2013
Projects MINEDEX Database
DATA DICTIONARY
This map is a product of the Department of Water,Spatial Services and was printed on 05/02/2014.
This map was produced with the intent that it be usedfor display purposes at the scale of [1:135000] when
printing at A0.
While the Department of Water has made allreasonable efforts to ensure the accuracy of this data,
the department accepts no responsibility for anyinaccuracies and persons relying on this data do so
at their own risk.
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0 5 10 15 202.5
Kilometres
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SHIRE OF SERPENTINE / JARRAHDALE
BYFORD
Garden Island
ALBANY
WES
TER
N
HIG
HW
AY
WungongReservoir
MUNDIJONG
JARRAHDALE
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Keysbrook
SERPENTINENATIONAL PARK
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SOUT
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Boddington
SHIRE OF BODDINGTON RIVER
ROAD
PINJARRA - WILLIAMS
HOTHAM
WILLIAMS
RIVER
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MOORADUNG NATURE RESERVE
SHIRE OF MURRAY
WAROONA
MANDURAH
SHIRE OF WAROONA
CITY OFMANDURAH
North Dandalup Dam
RO
AD
CO
AST
LakePreston
LakeClifton
PINJARRA
DWELLINGUP
LAKES
DawesvilleChannel
ROAD
NORTH DANDALUP
Ravenswood
- Bun
bury
Nat
ural
Pipe
line
Dam
pier
OLD HARVEY
RIVER
Preston Beach
HIGHW
AY
WESTER
NSO
UTH
Lake Navarino
South DandalupDam
Willowdale
Pinjarra Alumina Refinery
Peel Inlet
Huntley
Wagerup
Pinjarra
Pinjarra Gallium
FOR
RES
T
HIGH
WAY
MurrayfieldAirpark
LANE POOLERESERVE
YALGORUP NATIONAL
PARK
BULLER NATURE RESERVE
Gas
KW
INA
NA
FREE
WAY
Marradong
NambeelupIndustrial
Park
Munda B
indi Track
Bibbulmun Track
Munda Biddi Track
Munda
Biddi Track
Bibbulmun Track
Datum and Projection InformationVertical Datum: Australian Height Datum (AHD)Horizontal Datum: Geocentric Datum of Australia 94Projection: GeodeticSpheroid: Australian National Spheroid
Project InformationClient: Department of Regional DevelopmentMap Author: Maia WilliamsFilepath: J:\gisprojects\Project\D_Series\D1101\0038_Pilbara_Director\0007 DLGRD Request - Alex Ballie\A0_Maps\mxd\2014\Filename: Perspective_Peel 2014_A0.mxdCompilation date: 05/02/2014Edition: 2
Major Road
Formed Road
Railway
Local Government Boundary
Petroleum Pipeline
Tracks
Urban Centres and Localities
!( Population more than 5000
!( 500 - 5000
!( Less than 500
p Airfield
Rivers
Lake
National Park
State Forest
!A Arts and Crafts
!I Industry
!(̂ Racetrack
!V Winery
#
Ö
Alumina refinery#B Bauxite"FF
F F) Brick/tile processing plant!? Gold"
§
) Heavy mineral sands"! Major power station")k Processing plant
Important Resource ProjectsOperating or Under Development shown in blue
Proposed shown in red
Under Care and Maintenance shown in purple
Lake Clifton
THEME SOURCE DATE
Towns Landgate/ABS May 2013
Road Centrelines Landgate September 2012
Hydrography Landgate August 2009
Tenure Department of Parks and Wildlife June 2013
Important Resource DMP - Modified from July 2013
Projects MINEDEX Database
DATA DICTIONARY
This map is a product of the Department of Water,Spatial Services and was printed on 05/02/2014.
This map was produced with the intent that it be usedfor display purposes at the scale of [1:135000] when
printing at A0.
While the Department of Water has made allreasonable efforts to ensure the accuracy of this data,
the department accepts no responsibility for anyinaccuracies and persons relying on this data do so
at their own risk.
10
Peel workforce development plan 2015–2018: Executive summary
Regional economyGross regional product In 2014 the Peel’s gross regional product (GRP) was $5.95 billion, representing 2.5% of gross state product (REMPLAN 2014). At $55 313 per person, the Peel’s GRP per capita is only 51% of the State average of $108 387.
Peel industries The mining sector is a major driver of local economies as it uses the services of other sectors, such as construction and manufacturing, as well as providing spending power for service sectors such as retail.
The mining, construction and manufacturing industries contribute significantly to the economic structure of the Peel and are responsible for over 65% of the region’s economic output, compared to just over 57% for Western Australia more broadly (REMPLAN 2014a). Within the region there are a number of large scale mining and manufacturing ventures which provide significant direct and indirect employment opportunities for the Peel.
It is also worth noting the under-representation of the region’s service base, with smaller than State average industries in a number of service sectors such as financial and insurance and professional and technical.
While mining, construction and manufacturing are important to the region’s economic successes, it is also important to note the role of other industries. Further details of the composition of the region’s key industries can be seen in the full version of the plan.
State investment in the PeelState Government funding has been invested in the Peel through the Royalties for Regions program and other funding mechanisms. According to the Department of Regional Development (2014a) State Government contributed $52.4 million in Royalties for Regions funding in 2013–14. By comparison, the Pilbara received the largest portion of funding in the State with $468.6 million.
Population and demographicsThe resident population in the Peel was 112 675 persons during the 2011 Census (ABS 2012). The Australian Bureau of Statistics (ABS) estimates that the residential population during 2013 increased by 9.9%, reaching 124 463 persons and accounting for 4.9% of the State’s population (ABS 2014a).
The population increased by 36 255 persons between June 2003 to June 2013 at an annual average growth rate of 4.0%. The Peel remains the fastest growing region in Western Australia in recent times.
The majority of the population of the Peel is centred in or close to the City of Mandurah (64.8%). The City of Mandurah is one of the largest urban centres outside the Perth metropolitan area. The shires of Serpentine–Jarrahdale (17.0%), Murray (13.1%), Waroona (3.1%) and Boddington (2.0%) make up the remainder of the Peel’s population.
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Expected population growthSteady growth in the Peel’s population is expected beyond the next 10 years. At an average annualised growth rate of between 3.3% and 4.2%, the region’s population is expected to reach 166 4001 by 2026 (WAPC 2012). Data shows noticeable spikes in growth of particular age groups, such as 10–19, 35–45 and 60–70 year age groups. This reflects the ageing population experienced in most parts of Australia.
Age and gender structure According to the ABS (2014b), the age structure trends for each of the Peel local government areas in June 2013 replicate the trend seen in the Peel as a whole. In 2013, 77 375 people in the Peel were aged 15 to 64 years, representing 62.2% of the region’s total population, compared to 68.4% for the State. Of these, 63.3% reside in Mandurah, followed by Serpentine–Jarrahdale (18.3%), Murray (12.8%), Waroona (3.1%) and Boddington (2.4%). The full plan provides further analysis of the age and gender structure of the Peel population.
Income distribution ABS 2013 data shows a growing trend of the average taxable income of individuals in the Peel between 2008 and 2010. This is almost on par with the State’s overall growing trend for the same period. In 2009–10, the average taxable income of individuals in the Peel was $63 766, lower than the State average of $65 829.
Peel’s average wage and salary income showed gradual increases in the sub-regions for financial years 2008 to 2011. The Shire of Boddington had the highest average wage and salary income in 2011 with $64 603. The City of Mandurah had the lowest closely followed by the Shire of Serpentine–Jarrahdale with $56 685 and $56 701 respectively (ABS 2013).
Household and family composition ABS (2012) statistics show that Peel households contained a higher proportion of couples without children and a lower proportion of families with children than both Western Australian and Australian averages. This is not an unexpected outcome given the Peel’s age structure, which shows that there is a high proportion of people who are of retirement age.
Labour force trendsLabour force refers to people aged 15 years and older who are employed or unemployed (able and willing to work). The Peel’s labour force grew by 15.6% between December 2010 and December 2014, up from 53 331 to 61 662 persons. The region’s share of the State’s labour force was 4.3% in December 2014 however, the region’s share of the population was 4.9%, highlighting a structural difference in the region that will have an impact on the region’s workforce development strategy (DoEm 2015).
1 Figure is based on band C of the WAPC projections.
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Peel workforce development plan 2015–2018: Executive summary
Employment by industry sector According to the 2011 ABS Census, the highest proportion of the Peel workers were employed in construction (13.7%), manufacturing (11.6%) and the retail trade (11.1%). The mining industry employed 7.8% of workers in the region. The electricity, gas, water and waste services industry, along with information, media and telecommunications, employed the lowest proportion of Peel workers at 1.1% and 0.8% respectively. In comparison, the top three employing industries for the State as a whole include health care and social assistance (10.4%), construction (10.2%) and retail (10.1%) (ABS 2012).
The region appears significantly under-represented in professional, scientific and technical services and financial and insurance services. Such under-representation possibly reflects the region’s close proximity to Perth, as these services are most likely being sourced there.
Unemployment trendsUnemployment in the Peel has predominantly remained above the State average over the period 2010 to 2014, yet briefly dropping below the average during the September and December quarters in 2012 (DoE 2015). In December 2014, the unemployment rate for Peel was 6.7% compared to the overall State annual average of 5.2%.
The Peel local government area with the highest regional unemployment rate in December 2014 was the City of Mandurah (7.7%), followed by the Shire of Murray (6.9%), Waroona (5.3%), Serpentine–Jarrahdale (4.0%) and Boddington (2.2%) (DoEm 2015).
Occupational structure As outlined previously, the construction and manufacturing industries are the Peel region’s major employers. According to the ABS (2012), the technicians and trade workers occupational category contained the highest proportion of the Peel workforce at around 20.9% in 2011. Clerical and administrative workers (12.6%) and professionals (12.4%) had the second and third highest proportions. This is likely due to the number of people employed in the retail trade and health care and social assistance sectors.
According to ABS (2012) Census data, 53.0% (23 199 persons) of Peel’s employed resident population worked within the Peel. Some 28.6% (12 515 persons) of Peel residents were employed in the Perth metropolitan area, followed by 2.7% (1 175 persons) in the Pilbara. The remaining regions cumulatively attract fewer than 3% of Peel residents who are employed.
ABS Census data also shows that 79% of the Peel workforce (or 23 297 persons) reside in the Peel. The remaining 21% do not live within the region. The vast majority of Peel employees who do not reside in the Peel live in the Perth metropolitan area (18% or 5 347 persons), followed by the South West (2% or 732 persons) and Wheatbelt (1% or 174 persons).
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Employers’ recruitment experience surveyIn May 2013, the then Department of Education, Employment and Workplace Relations (DEEWR 2013) (now the Department of Employment) conducted a survey of employers’ recruitment experiences in the Peel, with 236 employers responding.
The results demonstrated that overall recruitment conditions across the Peel were softer than all regions across Western Australia that had been surveyed in the past two years. Survey results show that annual recruitment levels in the Peel (15 vacancies per 100 staff) were slightly lower than other regions surveyed across Australia (17 vacancies per 100 staff).
Recruitment difficulties and unfilled vacanciesAccording to survey results, slightly more than half (55%) of Peel employers who recruited reported difficulty in their most recent recruitment round, with 8.0% of all recent vacancies remaining unfilled. The proportion of employers who experienced difficulty with recruitment across all surveyed regions within the State (49%) was lower than the Peel. The proportion of vacancies that remained unfilled across Australia was 4.3%, almost half the rate experienced in the Peel (DEEWR 2013). Analysis of difficult-to-fill occupations and skill level requirements is provided in the full plan.
Competition for vacanciesConsistent with a softer labour market, competition for vacancies was stronger, as indicated by the high average number of applicants per vacancy (10.7) compared with all regions surveyed to March 2013 (8.8). Recruitment expectations are conservative due to uncertainty about future economic conditions. In the Peel, 41% of employers indicated that their single greatest concern for the next year was demand/economic conditions (DEEWR 2013).
Internal migration The Peel has a relatively stable population, with 46.7% of the population remaining at the same residential address as five years previously. This compares with 54.2% of residents for Western Australia. Approximately 25% of the Peel population migrated from within Western Australia (ABS 2012).
The lower than State average internal migration figure displays the level of population growth in the Peel over the last five years. This trend might be explained by people moving to the region for retirement or lifestyle reasons or the rising cost of living in the Perth metropolitan area ‘pushing’ people to more affordable areas still within commutable distance of Perth.
International migration According to 2011 Census data (ABS 2012), an estimated 23.7% of the Peel population was born overseas compared to 33% for Western Australia. Migrants born in the United Kingdom make up the largest proportion of overseas migrants who live in the Peel (13 692 people). This is followed by New Zealand (3 551 people), Southern and East Africa (1 817 people), Western Europe (1 379 people), Maritime South-East Asia (1 156 people) and Southern Asia (524 people). This pattern roughly follows the Western Australian trend, with the largest number of migrants in the State migrating from the United Kingdom, New Zealand and Maritime South-East Asia in 2011.
14
Peel workforce development plan 2015–2018: Executive summary
Education and training profileWhile the Peel is reasonably well serviced by primary and secondary education opportunities, in particular in the City of Mandurah, tertiary students in the region have limited course options and are faced with issues associated with public transport linkages. As a result, a significant number choose courses in the metropolitan areas. A number of education and training services are delivered through public and private organisations in the Peel.
Primary and secondary In 2013, there were 42 public and 14 private schools in the Peel, including pre-primary, primary and secondary education. Since 2011, student enrolments have grown by 12.1% to 18 675 enrolments. Of these, in semester one 2012, 11 684 students were attending public schools and 6 991 were in independent schools (PDC 2012).
As a result of the increased population in the Peel region, a number of new schools have recently opened, are under construction or planned.
Post-secondary The Peel is serviced by the Peel Education and Training (PET) Campus in Mandurah. This is a multi-partnered complex comprising: John Tonkin College, providing schooling in Years 11 and 12; Career Enterprise Centre, catering for senior school students with disabilities; Challenger Institute of Technology (vocational education and training); and Murdoch University. In 2011, there were just under 4 000 students accessing courses at the PET Campus during semester two.
The Challenger Institute of Technology’s Peel campus has experienced increased demand for student support from young people trying to access training due to the raising of the school leaving age (CIT 2011).
The Career Enterprise Centre links students with disability to certificate level courses leading to traineeships, apprenticeships and real work opportunities.
Education attainmentHighest level of schooling According to the 2011 Census, a large proportion of the population in the Peel reported that the highest average level of schooling is Year 12 or equivalent, followed by Year 10 or equivalent (ABS 2012). The Shire of Serpentine–Jarrahdale has the largest proportion of the population with the highest average level of schooling in Year 12 or equivalent.
Post-school qualificationsThe attainment of Certificate III or IV level is the most common highest level of post-school qualification in each of the Peel local government areas, with a far larger proportion compared to higher level qualifications, such as a university degree (ABS 2012). Of those with either Certificate III or IV level qualifications, the majority of the people were aged between 45–54 years (20.1%) and a smaller percentage (17.2%) were aged between 25–34 years.
15
Peel has a lower rate of Bachelor Degree and above qualifications and a higher rate of vocational attainment compared to Western Australian averages. This profile is common in many regional areas.
Vocational education and training delivery The Department of Training and Workforce Development’s vocational education and training (VET) enrolment data collection indicates that in 2014 there was a total number of 6 771 course enrolments publicly funded for residents in the Peel (representing 4.8% of the State total) (DTWD 2015). Of the 6 771 course enrolments, 2 798 course enrolments were at a Certificate III level, 1 194 enrolments at Certificate IV and 1 095 enrolments at Certificate II. The proportion of institutional based course enrolments, as opposed to enrolments in employment based training, is 39.6% for Certificate III, 56.5% for Certificate IV and 79.7% for Certificate II.
The total number of apprentices and trainees in training2 with a Peel based employer grew from 1 117 as at 31 July 2007 to 1 427 (comprising 785 apprentices and 642 trainees) as at 31 July 2013 (DTWD 2014b).
Youth engagementThe Peel has a youth population3 that is lower than the State average; however, the region has consistently experienced youth unemployment that is higher than the State average.
The following information illustrates the characteristics of the Peel youth population.
Labour force participationAccording to the National Regional Profile (ABS 2013), 29.2% of the Peel’s 15–19 year olds are not engaged in either employment, education or training. This is a significant issue and requires targeted youth engagement programs to connect youth to industry and training. This plan identifies key programs and stakeholders in youth employment and participation. Although the Peel has initiatives in this area, the plan’s priority actions aim to address the identified gaps in youth participation.
According to the ABS (2013), Peel is only marginally under the State average in regards to labour force participation. This statistic demonstrates the engagement of students and industry, through part time after school employment, school-based apprenticeships and traineeships or vocational education and training (VET) industry placement. This is a key indicator of youth and industry engagement.
Although the engagement data is relatively consistent across the Peel, the Shire of Boddington represents the highest proportion of disengaged youth (33.0%) whereas, perhaps due to its close proximity to Perth, the Shire of Serpentine–Jarrahdale registered the lowest proportion of disengaged youth (21.6%).
Variance in the statistics between local government areas reinforces that the development of youth engagement strategies and programs should be considered at a sub-regional level.
2 In training is a snapshot count of apprentices and trainees with a training contract at a point in time. 3 For the purposes of this plan, the youth population is defined as 15–24 years of age, unless specified otherwise.
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Peel workforce development plan 2015–2018: Executive summary
Educational engagementSeveral schools in the Peel achieve below average Year 12 attainment rates. However, it is important to note that the proximity of the region to Perth provides the opportunity for many school students to attend Perth schools on a daily basis.
External to the workforce development benefits of educated and engaged youth is the importance of quality educational institutions as a tool for attracting and retaining professional families in the region. The retention of Year 12 students and quality of educational programs are critical in the measurement of quality educational providers.
ABS (2012) completion statistics for school leavers aged 19–25 years are fairly consistent across each of the local government areas; however, Year 12 completions are lower in the local government areas which do not offer Year 11 or 12 (Boddington and Waroona).
Data from the Department of Training and Workforce Development (2013) shows varying results for VET enrolments in the Peel, which include: • males appearing to dominate the Certificate I and II enrolments;• more females are enrolled in VET programs in Mandurah than males;• more females are enrolled in Certificate III, IV and Diploma courses; and • the divide between male and female enrolments is greatest in Serpentine–Jarrahdale
and Murray respectively.
17
It should be noted that VET and school-based apprenticeships and traineeships are critical industry and youth engagement tools for regional workforce development strategies and secondary school retention. The assessment of existing VET and school-based apprenticeship and traineeship programs and the development and introduction of new strategies is critical to the success of this workforce development plan.
Youth employmentAccording to the ABS (2012), youth employment is predominately full time and is performing in line with the State average. As with the suggestion in the Aboriginal engagement section of the plan, young people need to be encouraged to utilise part time employment to gain essential employability skills and use this employment as a pathway to full time employment.
Retail trade, construction and the accommodation and food services sectors are the major employers of youth (ABS 2012). Service based industries employing young people is unsurprising, particularly given the proportion of the region’s youth are living in the Peel’s largest local government area, Mandurah.
Youth unemploymentAlthough detailed data is not available at a regional level, youth unemployment in the Peel region is estimated at around three times the official rate4. According to the ABS (2012), 27.2% of youth in the Peel region were not in the labour force5. This compares with 29.3% across the State. When analysed by local government area, the data shows the following levels of youth not being engaged in the labour force: Waroona (28.2%); Mandurah (28.0%); Murray (27.5%); Serpentine–Jarrahdale (25.1%); and Boddington (17.6%).
Aboriginal engagement Aboriginal population The Aboriginal population comprises 1.8% of the total population (or 2 027 people) in the Peel. The accuracy of Aboriginal population data is problematic, with recognised under-reporting across the Aboriginal cohort as part of the 2011 Census. Therefore, the estimated Peel Aboriginal population is anticipated to be higher than reported, especially in the sub-regional areas of the Peel. According to ABS (2012) data, the population variance across each local government area is significant, with the City of Mandurah comprising 64.4% of the region’s Aboriginal population.
Aboriginal employmentAccording to the ABS (2012), Aboriginal employment is dominated by construction, with 15.6% of the labour force employed in that industry. Approximately 14% of Aboriginal persons are employed in the mining industry and 13.2% in the health care and social assistance industry. Interestingly, the data shows significantly under-represented employment in the education and training industry.
4 Regional Development Australia, Peel Regional Plan 2013-2016. 5 Persons not in the labour force are defined by ABS as those who, during the week prior to Census night, were neither employed nor
unemployed (eg permanently unable to work, in gaol, trainee teachers).
18
Peel workforce development plan 2015–2018: Executive summary
Aboriginal unemploymentABS (2012) statistics show the Aboriginal unemployment rate in the Peel is 6.1%. This figure is below current national unemployment levels (as of September 2014).
At a local government level, unemployment rates range between 3.9% (Serpentine–Jarrahdale) and 14.4% (Waroona). Mandurah, which has the highest population of Aboriginal people in the region, has an unemployment rate of 6.0%.
Data (ABS 2012) shows that the percentage of Aboriginal people not in the labour force is relatively consistent across the region’s five local government areas. It is estimated that there is a larger cohort of Aboriginal people not in the labour force in Mandurah because of the predominant Aboriginal population in this area.
Aboriginal training programsABS (2012) data shows that of the people who completed post-school qualifications, Certificate III and IV qualifications were the most frequently undertaken across the region. Almost 11.3% of the Aboriginal population did not state their highest level of education. The proportion of Aboriginal people going on to university education was low, as a relatively low percentage of Aboriginal people are actually completing Year 12 in the region.
As at 31 July 2013, there were 785 apprentices and 642 trainees in training6 with a Peel based employer. Of the 785 apprentices in training, 15 were Aboriginal and Torres Strait Islanders. Of the 642 trainees, 30 were Aboriginal and Torres Strait Islanders (DTWD 2014b).
Although higher education and training qualifications appear to be low, there is collaboration between government, industry, community and job providers to identify and implement strategies to increase employment, education and training for local Aboriginal people.
For example, the Winjan Strength through Skills program was recognised by the 2007 Premier Awards for its community building capacity and celebration of Aboriginal culture. The program provides tourism opportunities in the Peel region through partnerships and collaboration between the Challenger Institute of Technology and Winjan Aboriginal Corporation (DRD 2014).
The Gnaala Karla Booja Employment and Economic Development Agreement was signed in October 2009, between the Gnaala Karla Booja Aboriginal people, the Australian and Western Australian governments, Newmont Boddington Gold Pty Ltd and the South West Aboriginal Land and Sea Council. The aim of this agreement is to build social and economic assets that will facilitate increased opportunities and participation for Aboriginal people (DRDL 2011).
The Gnaala Karla Booja Enterprise and Economic Development Agreement (GKBEEDA) Steering Committee organised their first employment forum in early 2013. There were 110 participants with 37 employers represented. The next stage of planning for the GKBEEDA steering committee is the Increasing Industry Engagement project (DRD 2014).
6 In training is a snapshot count of apprentices and trainees with a training contract at a point in time.
19
A community partnership agreement was also developed between the Noongar people and the Newmont Boddington gold mine. Under the agreement, Newmont Boddington is required to provide prevocational training and directly employ a minimum of 100 Aboriginal employees throughout the life of the mine (CIT 2010).
Training programsThere are a number of programs available in the Peel to support Aboriginal people in their transition from school to training to employment.
Challenger Institute of Technology established the Kadadjiny Mia Centre for Aboriginal learning with the aim of increasing Aboriginal participation in all areas of the Institute. Whilst the physical centre is located in Rockingham, it also provides a focus on Aboriginal workforce development and student support to the Aboriginal people in the Peel.
The Winjan Aboriginal Corporation in Coodanup and Challenger Institute of Technology work in partnership to deliver a diverse range of education and training programs at the Winjan Centre, such as: • Certificate I in Creative Industries;• Certificate I in Wider Opportunities for Work;• Certificate I in Leadership Development (Aboriginal school-based training);• Certificate II in Leadership Development;• Certificate III in Aboriginal and Torres Strait Islander Arts; and• Certificate III in Business7.
The Certificate in Gaining Access to Training and Employment aims to develop literacy and numeracy, problem solving and job search skills for those in the community who require additional or different programs, in order to maximise their further training and employment opportunities. Other programs including pre-apprenticeship and entry level training programs have been delivered through Challenger Institute of Technology in partnership with Newmont Boddington Gold Mine Pty Ltd, Sodexo and Boddington District High School. Some students found employment as a direct result of this program. Other training includes basic hand tool skills, work readiness and pre-apprenticeship programs (CIT 2011).
Apart from these programs being delivered in the Peel, Fairbridge Western Australia Incorporated (Fairbridge) in Pinjarra continues to offer a significant portfolio of opportunities for young Aboriginal people. There are approximately 25 Aboriginal trainees participating at Fairbridge.
7 Challenger Institute of Technology (2011).
20
Peel workforce development plan 2015–2018: Executive summary
Priority issues in the Peel region
In the development of the Peel workforce development plan 2015–2018 a series of consultations were conducted to gather critical workforce data including employment and training trends. The consultations included meetings with:• representatives from local, State and Commonwealth government agencies;• providers of services to young people;• key industry representatives and owners of small business; and• education and training providers.
A second round of consultations then took place with employers during February 2015 to validate the draft priority actions.
It is noted that comments included in this section have been made by various stakeholders and reflect anecdotal evidence collected during the consultations. These views may or may not be supported by data and may not reflect the views of the Department of Training and Workforce Development, Peel Development Commission or Peel Workforce Development Alliance.
Summary of key findingsThis extensive consultation process uncovered a number of key issues impacting workforce development in the Peel. These issues form the basis for the priority actions outlined in this plan. A comparative analysis of regional and sub-regional priority issues identified by local stakeholders is provided in table 1.
21
Tabl
e 1
– C
ompa
rativ
e an
alys
is o
f Pee
l and
sub
-reg
iona
l prio
rity
issu
es
Peel
regi
on
• Yo
uth
unem
ploy
men
t and
lack
of c
aree
r asp
iratio
ns
• La
ck o
f em
ploy
abilit
y sk
ills a
nd w
ork
read
ines
s am
ongs
t you
ng p
eopl
e•
Lack
of p
ublic
tran
spor
t con
nect
ions
bet
wee
n re
gion
s •
Lim
ited
educ
atio
n an
d tra
inin
g in
frast
ruct
ure
outs
ide
Man
dura
h•
Nee
d fo
r gre
ater
con
nect
ion
and
path
way
s be
twee
n ed
ucat
ion
and
indu
stry
Bod
ding
ton
Man
dura
hM
urra
ySe
rpen
tine–
Jarr
ahda
leW
aroo
na
• la
ck o
f lab
our h
ire
serv
ices
• re
mot
enes
s im
pact
s th
e re
gion
’s a
bilit
y to
attr
act
and
reta
in p
eopl
e•
no Y
ear 1
1 an
d 12
cl
asse
s at
the
seco
ndar
y sc
hool
in th
e Sh
ire
impa
cts
abilit
y to
reta
in
yout
h•
Bodd
ingt
on D
istri
ct H
igh
Scho
ol e
xper
ienc
ing
chal
leng
es in
edu
catio
n ou
tcom
es a
nd li
nkin
g w
ith lo
cal i
ndus
try
• lin
kage
s w
ith in
dust
ry
and
the
Pinj
arra
se
cond
ary
scho
ols
requ
ire im
prov
emen
t
• po
pula
tion
grow
th
• bu
sine
ss c
onfid
ence
is
low
in th
e sm
all t
o m
ediu
m e
nter
pris
es
sect
or
• yo
uth
unem
ploy
men
t co
ncer
ns•
lifes
tyle
loca
tion
attra
ctin
g pe
ople
not
en
gage
d in
wor
kfor
ce
(eg
retir
ees)
and
peo
ple
wor
king
out
side
regi
on
(eg
FIFO
/DID
O)
• pr
oxim
ity a
nd
conn
ectio
ns to
Per
th
pres
entin
g w
orkf
orce
ch
alle
nges
• st
rong
net
wor
k of
ag
enci
es s
uppo
rting
w
orkf
orce
dev
elop
men
t
• di
seng
agem
ent o
f 15
–17
year
old
s fro
m
educ
atio
n•
prox
imity
to M
andu
rah
impa
cts
on y
outh
and
w
orkf
orce
rete
ntio
n•
reta
il se
ctor
gro
win
g an
d re
quire
s sk
illed
staf
f•
lack
of p
rofe
ssio
nal
serv
ice
prov
ider
s in
th
e Sh
ire•
com
mun
ity n
ot p
repa
red
for e
mpl
oym
ent a
nd s
kill
requ
irem
ents
as
new
in
dust
ry e
mer
ges
• lim
ited
voca
tiona
l tra
inin
g in
the
imm
edia
te
regi
on
• hi
gh p
opul
atio
n gr
owth
• yo
uth
leav
e th
e Sh
ire
for s
ocia
l, tra
inin
g an
d em
ploy
men
t nee
ds•
serv
ices
for y
outh
in
clud
ing
educ
atio
n pr
ovid
ers
not k
eepi
ng
pace
with
pop
ulat
ion
grow
th•
lack
of t
rain
ing
optio
ns
for b
usin
ess
in th
e lo
cal
regi
on•
smal
l bus
ines
ses
are
time
poor
and
do
not
have
cap
acity
to tr
ain
• a
larg
e pr
opor
tion
of
the
popu
latio
n le
ave
the
Shire
for b
asic
s lik
e sh
oppi
ng a
nd m
edic
al
requ
irem
ents
• no
chi
ldca
re fa
cilit
ies
in
the
Shire
impa
cts
abilit
y fo
r mot
hers
to
re-e
nter
the
wor
kfor
ce•
no Y
ear 1
1 an
d 12
cl
asse
s at
the
seco
ndar
y sc
hool
in th
e Sh
ire
impa
cts
abilit
y to
reta
in
yout
h•
diffi
culty
acc
essi
ng
train
ing
beca
use
of
rem
ote
loca
tion
• lim
ited
acce
ss to
pu
blic
tran
spor
t•
impr
oved
car
eer
pros
pect
s ne
ed to
be
esta
blis
hed
for g
irls
leav
ing
scho
ol
22
Peel workforce development plan 2015–2018: Executive summary
Key issues identified through the stakeholder consultation process that are likely to influence the Peel workforce are provided in the following sections. Issues are presented under each of the related Skilling WA strategic goals.
Workforce participation
Strategic goal 1 Increase participation in the workforce particularly among the under-employed and disengaged, mature-aged workers, Aboriginal and Torres Strait Islander and other under-represented groups.
Stakeholders identified the following key issues that are likely to influence the Peel workforce in relation to strategic goal 1.• Career aspirations, particularly amongst youth and Aboriginal people are a major inhibitor
to workforce participation in the Peel. • The ageing population in the Peel is impacting the labour market, including growing
demand for specific services (aged care and health) and increased competition in specific areas of the job market amongst mature-age workers (for example, trades, public service positions).
• The small to medium enterprise (SME) sector appears to be enduring tough times, particularly in Mandurah. This is contributing to decreased training and entry level employment opportunities.
• There is a need to improve education and training outcomes as a strategy to increase workforce participation.
• The lack of childcare across the sub-regional areas of the Peel (particularly in the Shire of Waroona) is a significant issue which impacts on the attraction of young women back to the workforce.
• Long-term unemployed youth identified the need for support to engage with industry. This will become more difficult in 2015 with the closure of the Youth Connections program8.
8 The Youth Connections program is an Australian Government initiative aimed at helping young people who are early school leavers or who are at significant risk of leaving school early.
23
The consultation feedback indicates that workforce development directions should include:• addressing employability and basic skills development in youth;• creating additional pathways for increased youth and Aboriginal employment with specific
emphasis on school-based education and training and engagement with industry;• an innovative action, focussing on early childhood9 and parental intervention as a key area
to build aspiration;• strategic visioning that will address the impacts of the ageing population on the Peel
workforce; and• engaging with industry to: – address barriers to growth; – foster entrepreneurship and innovation; and – address attitudes towards workforce development.
Migration
Strategic goal 2 Supplement the Western Australian workforce with skilled migrants to fill employment vacancies unable to be filled by the local workforce and address those factors which support a growing population.
Stakeholders identified the following key issues that are likely to influence the Peel workforce in relation to strategic goal 2.• In recent years skilled migration has played an important role in the Peel workforce,
particularly when filling highly skilled positions, such as health professionals. Lack of access to high quality education and government services, particularly in sub-regional areas, was found to be a strong deterrent to skilled migration.
• There appears to be a number of transient workers (FIFO/FOFI/DIDO10) living in Peel for lifestyle reasons. The slowing of the resource sector may cause an oversupply of people with manual skills. The construction industry is unlikely to fill the gap due to skill variations and lack of unskilled labour.
• Data suggests there is a cohort of retirees migrating to Peel for lifestyle reasons. • Peel’s agriculture sector is relying on backpackers for seasonal employment, suggesting
young people are not able/willing to fill the gap.
9 Within this context of this report, by early childhood we are referring to children of ages 3–7 (early childhood and primary school ages), and their parents.
10 FIFO = fly-in fly-out; FOFI = fly-out fly-in; DIDO = drive-in drive-out.
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Peel workforce development plan 2015–2018: Executive summary
The consultation feedback indicates that workforce development directions should consider:• the reduced availability of FIFO work which is in part due to the changing workforce
supply conditions. These changing conditions present opportunities to build long-term and sustainable local workforces;
• migration as it is contributing to the Peel’s population growth when planning. This will assist in ensuring that the supply of employment meets future demand; and
• trends associated with retirees moving to Mandurah for lifestyle reasons and the associated demand this will have on health and other service requirements.
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Attraction and retention
Stakeholders identified the following key issues that are likely to influence the Peel workforce in relation to strategic goal 3.• High unemployment rates and a lack of employment pathways appears to be a constraint
for youth development. • Employers can find it difficult to fill highly skilled positions, particularly in sub-regional
areas. The lack of access to high quality education, housing and public transportation are contributing factors in the sub-regional areas. There currently appears to be no issue with attracting skilled workers to the education, health and government sectors in the City of Mandurah.
• Real estate market conditions in Mandurah currently favours buyers. Access to affordable, quality housing will help attract people to move to Mandurah and encourage those currently residing to remain.
• Competition for public service positions appears strong, attracting people with good qualifications, but reducing opportunities for Aboriginal and young people.
• Anecdotal evidence suggests that young people leaving the region for tertiary education tend not to return to the Peel.
After cross referencing the consultation feedback with the regional profile contained in the full plan, workforce development strategies relating to attraction and retention should include:• improved access to education and training options, particularly in sub-regional areas of
the Peel, as alternative delivery methods may be required to engage at risk youth and unemployed persons. A coordinated and strategic approach to new industry development will help diversify the region’s economy. Workforce planning must align with emerging industries to ensure training and skill attainment support new businesses;
• an acknowledgement of the increasing youth unemployment problem in the Peel region and a commitment to develop employability and foundation skills. This could be achieved through further engagement with the retail and hospitality industries to assist young people in gaining work and progressing in these sectors;
• increased entry level opportunities for young people and Aboriginal employees through apprenticeships, traineeships and cadetships in the public sector; and
• the encouragement of small to medium sized enterprises to develop workforce attraction and retention strategies by developing and offering access to flexible and/or short courses on this issue.
Strategic goal 3 Attract workers with the right skills to the Western Australian workforce and retain them by offering access to rewarding employment and a diverse and vibrant community and environment to live in.
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Peel workforce development plan 2015–2018: Executive summary
Stakeholders identified the following key issues that are likely to influence the Peel workforce in relation to strategic goal 4.• The employability of young people presents a serious challenge to workforce development.
Multiple stakeholders indicated that literacy and numeracy skills and general work readiness amongst school students and young job seekers were poor.
• Lack of access to quality education and training options is impacting outcomes and behaviours, particularly in sub-regional areas. Reportedly, this issue is exacerbated by the lack of transport linkages.
• The availability of skills varies between local government areas. Stakeholders commented that it is much easier to attract applications for low skilled occupations than highly skilled, particularly outside Mandurah.
The consultation feedback indicates that workforce development directions should include:• a focus on rebuilding the perception of agriculture amongst school students with the aim of
encouraging their interest in the industry; • priority given to addressing the barriers to further education; • the development of workforce planning capabilities within the region’s small to medium
enterprises sector;• preparing young people for the commencement of employment by ensuring basic skills
development is available; and• the promotion of innovative education and training models such as those illustrated by
Fairbridge and the Peel Health Campus. Key elements of these models include mentoring, youth participation, online learning and skills development. This presents an opportunity for further roll out or knowledge transfer to other organisations across the region.
Strategic goal 4 Provide flexible, responsive and innovative education and training which enables people to develop and utilise the skills necessary for them to realise their potential and contribute to Western Australia’s prosperity.
Skills development and utilisation
27
Planning and coordination
Strategic goal 5 Plan and coordinate a strategic State Government response to workforce development issues in Western Australia.
Stakeholders identified the following key issues that are likely to influence the Peel workforce in relation to strategic goal 5.• There is a perception that there is a disconnect between how the State and local
government view Mandurah and whether it is seen as a regional city or an extension of the broader Perth metropolitan area.
• There are some well-established and well-functioning linkages and networks (ie community organisations) in Peel; however, opportunities exist for further development.
• Employer reluctance to engage young people requires change to facilitate better workforce development outcomes.
• Building infrastructure for the future will support long-term workforce development outcomes (eg addressing the lack of vocational education and training infrastructure in sub-regional areas, attracting people based on future skills needs, addressing transport linkages between Mandurah and sub-regional towns).
• Schools are autonomous and independent and are therefore, creating their own programs and pathways. Greater coordination is required.
The consultation feedback indicates that workforce development directions should include:• addressing public transport limitations with innovative solutions to help remove barriers to
higher education access;• growing the supply of highly skilled occupations in the Peel;• utilising existing interagency networks to develop working groups focussed on workforce
development, education and training;• leveraging the recently announced establishment of the Peel Workforce Development
Centre, which will provide assistance to individuals when making education, training and occupational choices and aid them in managing their careers;
• utilising the leadership of the Peel Chamber of Commerce and Industry and Peel Development Commission to encourage and support the development of workforce development initiatives; and
• supporting relevant recommendations contained in the Peel Regional Investment Blueprint and the Department of Local Government and Communities Peel Children’s Services Plan.
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Peel workforce development plan 2015–2018: Executive summary
Critical workforce issues
This section aims to further unpack the critical workforce issues identified in the Peel workforce development plan 2015–2018. The following critical issues have been presented in line with four key areas developed to categorise the priority actions detailed later in this plan. These include:• addressing career aspirations; • improving education and training outcomes;• developing linkages between industry and education; and• building industry capacity.
Each issue is explored in greater depth in the following sections.
Addressing career aspirationsUnemployment and disengagement from education and the labour force amongst young people, and other under-represented groups, is the most significant threat to the future of Peel’s workforce. Consultations undertaken identified a number of sources which contribute to this, including: lack of exposure to highly skilled professions and university options during school; instances of intergenerational disadvantage; career advisors/teachers receiving limited industry exposure; young people lacking work readiness and employability skills; and fragmented pathways to employment.
Work experience is also a critical aspect of skill development and participation both for engaged and disengaged youth. A lack of structured and centrally coordinated work experience programs across the region, particularly in sub-regional areas, has been identified.
Evidence of further barriers to employment for young people came via the views of a number of employers, particularly small to medium enterprises, who indicated a preference to employ mature workers because they are reliable and have existing skill sets. Changing these attitudes and recasting key youth employment sectors, such as hospitality and retail, will be important for developing both foundation employability skills and meaningful career pathways.
29
Building career aspirations and strong work ethic are key to youth participation and must begin during early years and secondary schooling. Career guidance teachers are a critical stakeholder in developing the career aspirations of young people. Consultations uncovered a knowledge gap and lack of understanding of industry requirements amongst some career advisors. Professional development for career advisors is a critical element for industry connection with the education sector. Understanding industry expectations and new technology assists teaching staff in developing students who are job ready.
Providing a case in point, Coodanup College is running a program where students and teachers are introduced to a variety of different professions through guest speakers and site visits. An example of this could be a site visit to an oil and gas facility whereby students and teachers hear from engineers and learn about their industry, occupation and career pathways.
Many believe that building aspiration and connection to ongoing learning experienced by young people is a role for parents, emphasising that the family environment is vital in building aspirations and pathways. Consultations confirmed that accessing students during their early years of development is important in building their aspirations and developmental outcomes later in life.
While programs which assist students in developing basic employability skills do exist, there is a lack of connection to industry through placements, work experience or volunteering, which restricts the participants of the opportunity to put their learning into action. This needs to be addressed to build the confidence and work ethic of participants, to empower them and to make the process easier to navigate.
An important connection in the development of career aspirations is industry participation. The validation consultations identified a genuine willingness of industry to engage with education to improve career aspirations and employability skills.
It should also be noted that public transport is a significant issue across the sub-regional areas of the Peel. This particularly impacts the ability of youth to access training and employment. Critical mass dictates the investment of transport infrastructure; therefore, the outer areas of the Peel will not have access for many years. Seeking alternative methods of training delivery to the sub-regions should be a focus of further enquiry.
Improving education and training outcomesConsultations found that educators and employers hold concerns for the literacy and numeracy capabilities of young people in the Peel. Employability issues and basic skill gaps were noted across the region. This was particularly the case amongst job seekers, as opposed to those already in the workforce. To combat this, there are a number of existing programs which aim to address workforce participation in under-represented groups, some examples of these programs are identified below. • The Boddington Community Resource Centre (CRC) is engaged in providing literacy,
numeracy and settlement programs for the families of mining workers to ensure integration into the community and workforce.
30
Peel workforce development plan 2015–2018: Executive summary
• The City of Mandurah offers a small number of nursing scholarships. The City is currently looking at secondary school scholarships.
• The City of Mandurah Reconciliation Action Plan 2012–2014 is in place. An action of the plan is to offer three traineeships to Aboriginal people each year. They currently receive about 60 applications per year. The City of Mandurah is also working with Coodanup College to build better relations with local Aboriginal young people.
• Newmont Boddington Gold Pty Ltd has an Aboriginal employment target of 5% which has been achieved and is now targeting 10% by 2018; however, this is difficult with an Aboriginal population of only 1.9% in the region.
• Alcoa identified that its literacy and numeracy testing outcomes for its apprentice and trainee intakes has declined over recent years. The company is exploring the option of further interrogation of the data as there is anecdotal evidence that the percentage drops in outer regions. Alcoa’s apprentice and trainee program is outstanding, with identified mentoring and support mechanisms connected to the program. The company has very few problems attracting staff because it pays well and is seen in the community as a stable employer without the DIDO or FIFO related issues. Alcoa has only a 2–6% turnover of staff per year and the only skill sets difficult to attract are chemical and electrical engineers. It should be noted that Alcoa is the largest employer in the Peel region, with operations in the Shire of Murray and the Shire of Waroona.
A number of the CRCs across the region have employed trainees for a number of years. Funding cuts have now put these training opportunities under threat. Most of the CRCs indicated they would not employ trainees in 2015, while a minority indicated that they would reduce the number from three to one. Consultations uncovered an interesting and innovative program associated with the Boddington CRC that included placement at the gold and bauxite mine. Previously these traineeships have led to full time employment for the trainees with the mine.
Education quality is an issue in attracting workers to settle in some of the regional Peel locations. The requirement of senior school students to attend other senior schools for Years 11 and 12 from the Waroona and Boddington shires has a negative effect on the retention of youth in these areas. This is also the case in the Shire of Serpentine–Jarrahdale with students travelling to Mandurah to attend senior school; however, this is likely to decrease in time as the new secondary school intends offering courses up to Year 12 as demand grows. The major negative impact associated with this situation is the lack of youth community connection to sport and industry. The travel prevents students from having after school employment and work experience is difficult. Workforce planning should include strategies to train youth from within the community, as sending students away for education significantly affects the retention of youth in the sub-regional areas.
31
Three examples of innovative education models and programs operating in the Peel are listed below. These examples can be built upon, or used by other organisations to consider ways to improve education and training outcomes in the region.
Peel Health Campus (PHC), the region’s second largest employer with 800 staff, provides a variety of occupations such as trades, administration, finance, clinical and cleaning. PHC is owned by the Ramsay medical group. Ramsay is a global organisation known for its excellent training systems and procedures. Some of the highlights of PHC’s education and training system include:• PHC is a registered training organisation;• PHC has a strong online learning platform;• PHC actively encourages its employees to up skill; and• PHC has a successful nursing graduate program with strong engagement with local
schools and higher education providers.
Fairbridge Western Australia Incorporated (Fairbridge) has an excellent model for youth participation and skill development; it includes hands on experience and provides an outstanding mentoring component. Their mantra is ‘young people for young people’ and the program has youth building and maintaining infrastructure for the next generation coming through the program. Most recently, Fairbridge completed a new accommodation complex so homeless and disadvantaged youth can stay on site.
It also employs approximately 160 (80 full time employees) staff, of which 40% are Aboriginal, 40% are long-term unemployed and 10% have a disability. Fairbridge has plans to build a hospitality complex to provide hospitality training to students and is currently seeking funding to complete this project. It is estimated that the organisation contributes $15 million to the local economy and plans to extend the program to the Pilbara, Kimberley and Mid West over the next three years.
Challenger Institute of Technology is the main public vocational education and training provider in the Peel. Challenger Institute has a number of initiatives underway aimed at improving education and training outcomes in the region. These include:• VET and VET in schools programs;• development of pathways with schools and alternative pathways to university;• industry-based training – engaging with communities and mentors;• engaging disengaged youth and adults; • building health training infrastructure in the Peel region; and• collaboration with Coodanup Community College.
32
Peel workforce development plan 2015–2018: Executive summary
In recognition of the Peel’s significant population growth, education and unemployment trends and limited access to local career advice and support services the State Government has recently announced the establishment of a Peel Workforce Development Centre (Peel WDC). The Peel WDC will be jointly funded through the Department of Training and Workforce Development and the Royalties for Regions program.
It is anticipated that the Peel WDC will provide accessible, local services that will complement existing employment and training support services in the region. An important element of the Peel WDC will be to work closely with existing local providers and to facilitate referrals where appropriate.
In line with the workforce development centres which currently operate in the other regional areas of Western Australia, services will be provided free of charge to individuals of all ages. These services are expected to include: • access to comprehensive and integrated training, occupational and labour market
information; • career guidance and assistance to develop a career action plan; • school-based career development activities;• career development resources, eg online tools;• employability workshops;• facilitated referrals; and • career development support services.
Services are expected to commence in early 2016 and will be based in the City of Mandurah. Much needed outreach services will also be provided to the sub-regional areas of the Peel.
Once established, services that will be provided through the Peel WDC will aid in the implementation of many of the priority actions contained in this plan, in particular those which are included under the ‘addressing career aspirations’ and ‘improving education and training outcomes’ focus areas.
Developing linkages between industry and educationAs noted in the previous section, there appears to be a number of employment pathways or programs established, particularly by schools. For example, there is a collaborative relationship between John Tonkin College, Challenger Institute and Murdoch University which has aided the development of defined pathways between providers. Consultations found, that although there are initiatives and partnerships present, these appear to be exclusive and fragmented, with little coordination between the broader education sector and employers.
Schools and vocational education and training providers are important stakeholders in creating employment pathways. Pathways should be established through greater linkages between industry and education – aligning with apprenticeships, traineeships, cadetships or other entry level opportunities.
33
Consultations also found that there is a lack of school-based apprenticeship and traineeship awareness in the school system. School-based apprenticeships and traineeships are not, therefore, being sufficiently utilised as a skill building platform and connection between industry and education.
Anecdotal evidence suggests that many students in the Peel prefer vocational education and training (VET) to university education as they believe it will be easier for them to find work locally. Vocational education and training in schools (VETiS) is growing as part of the changes to the Western Australian Certificate of Education. Although, stakeholders believe, there is still a ‘smart kids’ versus ‘the rest’ mentality towards VETiS, greater education and acknowledgement is required to promote this program as a provider of meaningful career opportunities.
The growth of VETiS does not appear to be region-wide due to previously mentioned constraints. For example, a school in Boddington recently elected not to offer VETiS as a lack of critical mass in classes made it financially unviable.
Highlighting the lack of linkages between education and industry, there appears to be significant concern about the new VETiS direction by industry, particularly the lack of industry engagement and job ready aspects of the courses. Consulted industry players advocate for students not to complete a VET course higher than Certificate II. Enrolling students above Certificate II can affect their chances of gaining a traineeship or apprenticeship after school because the employer may not be eligible for incentives due to the student possessing a Certificate III qualification. Work placement should also be made mandatory as part of these programs. Consultations also uncovered significant concerns about schools auspicing training and achieving low quality outcomes.
Building industry capacityAs noted in the full plan, most of Peel’s labour force is employed by the small to medium enterprise (SME) sector. Capacity for the SME sector to drive employment outcomes is limited, particularly in a strained economic environment. In some industries (eg retail) the SME sector is also under threat from larger firms entering the region (eg ALDI, Masters). Consultations confirmed that the level of entrepreneurship and innovation in the SME sector was low. There appeared to be some complacency within the sector. Anecdotally, local businesses performed well before the freeway bypass was built around Mandurah. Many business owners moved for lifestyle reasons and the attraction of starting a business in a high growth region. The economic climate has changed and many businesses appear to be struggling. Some businesses are now in a period of adjustment and change.
34
Peel workforce development plan 2015–2018: Executive summary
The take-up of new technology amongst the SME sector generally appears to be slow. National Broadband Network workshops introducing the business community to the technology have not been well attended. Regional Development Australia is aiming to change this through ‘Make Place’, their workshop space in Mandurah. Part of the workshop’s aim is to engage businesses and young people to foster and support entrepreneurship and innovation, particularly in new areas such as creative industries.
Further, consultations found that employer attitudes require changing to facilitate better workforce development outcomes. More specifically businesses:• require human resources training and development (for example workshops would assist in
attracting and retaining staff);• have a lack of understanding of the education and training sector; and• need to understand training as an investment as opposed to seeing it as a cost.
35
The Peel Chamber of Commerce and Industry (PCCI) plays an important role in supporting the SME sector. For example, PCCI provides training to members through the Business Education and Training Series Framework. Course content is driven by demand from member businesses, such as customer service for the hospitality industry.
There is a need for the Peel to build a self-sufficient economy with sectors that actively trade with regions outside of the Peel. The proposed Peel Business Park at Nambeelup presents an opportunity for this to develop. The challenge will be securing investment and a key tenant from a strategic industry (eg intensive agriculture, professional services, mining services, aquaculture). The Shire of Murray is expected to benefit from this development, increasing workforce requirements in the region. The Shire of Serpentine–Jarrahdale is also investing in the West Mundijong industrial estate with the aim of attracting agricultural processing businesses, especially in the poultry industry. The Peel Regional Investment Blueprint outlines a plan for growth in strategic industries in greater detail.
Consultations also identified a lack of professional services in Peel, particularly in the sub-regional areas. This is most evident in the Shire of Serpentine–Jarrahdale, where the population is increasing quickly and the services are not keeping pace with demand. Many of the sub-regions, including the Shire of Murray, identified this as an issue and relied on Mandurah for most services. The professional services which were identified include medical, accounting and legal services.
Opportunities for growth in the agriculture sector features heavily in the Peel Regional Investment Blueprint. Agriculture is very diverse across the Peel, including horticulture, beef and sheep production, poultry, equine and wool. There is evidence of major investment in the region, especially in the beef and equine sectors; however, there is a perceived lack of training opportunities for youth and a misunderstanding of the sector as a career pathway. The promotion of agriculture opportunities within schools needs to improve and requires greater interaction with the agricultural sector. The agricultural colleges are a great source of labour for the industry; however, they only provide a very small percentage of the workforce. Agricultural colleges at Katanning, and the Muresk Institute in Northam provide pathways to higher education in agriculture. The WA College of Agriculture–Harvey also delivers Certificate II level qualifications. Although these are outside the Peel region, their proximity to the region has a direct link to future agriculture skill attainment.
The mining industry appears to have significantly affected agriculture through labour migration to the mining industry due to the attractive wages. The current downturn has not seen an increase in the labour pool for the agricultural industry as employees are not accepting lower wages (for example, loader drivers are paid $150 000 per year in the mining industry and the agriculture sector is unable to match this). Top wages for a skilled worker in agriculture is $70 000–$80 000 per year. This has also exposed the lack of marketing the agriculture industry performs in order to attract people to enter the sector.
36
Peel workforce development plan 2015–2018: Executive summary
Analysis of workforce development issues
Regional strengths, weaknesses, opportunities and threats analysisTable 2 shows an analysis of the strengths, weaknesses, opportunities and threats (SWOT) to workforce development in the Peel. These factors have been considered in the determination of the priority actions for this plan.
37
Strengths Weaknesses
• Connectivity to metropolitan centres, particularly from coastal areas.
• Partnerships, collaboration and existing governance models in place supporting jobs growth and economic development.
• Existing and functioning linkages and networks across industry and at an issues level.
• Diverse economy acting as a service ‘hub’ for the broader region.
• The growth of Mandurah as a lifestyle city and regional capital creates opportunities in diverse industries.
• Real estate price correction (post GFC) and the steady opening of new land for housing development in Mandurah has kept housing affordable.
• Recently announced establishment of the Peel Workforce Development Centre in Mandurah which will service the Peel.
• Career aspirations are low, particularly amongst youth.
• Lack of a coordinated approach from schools on building aspirations and career outcomes.
• Career advice in schools can be limited.• Scarcity of apprenticeship and training programs.• Lack of school-based apprenticeships and
traineeships programs.• Attracting and retaining skilled professionals is
challenging in the sub-regional areas.• The lack of and underdeveloped employment
pathways is inhibiting the development of young workers.
• Training is not necessarily aligning with strategic growth sectors.
Opportunities Threats
• Pathway development and alignment/linkages between schools and industry.
• Outlook for tourism, hospitality and agriculture is positive.
• Innovative models to develop remote learning capability.
• Offering mentoring or work experience might arrest some issues with youth participation in sub-regional areas.
• Industry developing their own workforce development plans, pre-emptive strategies.
• Building linkages between schools and industry to develop pathways and changing employers’ attitudes towards employing young people.
• Career advisor professional development to assist in improved industry linkage.
• Building aspirations from early years of development.
• Lack of career aspirations of young people. • Employability skills are an issue and barrier to
people, particularly youth, participating in the workforce.
• Changing Commonwealth and State Government policies with respect to the labour market.
• Significant cuts announced to federal government funding for youth programs.
• New job creation must be in line with population growth and emerging industries.
• Ageing workforce changing labour market demographics and capability will need to be addressed in the future.
• Skilled migrants and travellers filling skills gaps present a risk to workforce and personal development opportunities for future generations.
• Lack of access to tertiary education and highly skilled employment options presents a challenge for attracting and retaining promising young people and qualified professionals.
Table 2 – Regional SWOT analysis
38
Peel workforce development plan 2015–2018: Executive summary
Key issues impacting the Peel’s workforce Based on the consultation outcomes, table 3 provides an analysis of the five strategic goals detailed in Skilling WA and their relative importance to Peel. The weighting11 provides a measure of the strategic importance of each of the themes in Skilling WA. The analysis has been used to guide the development, focus and intended outcomes of the priority actions.
11 This analysis has been completed by SED Advisory based on the evidence gathered during the initial desktop research and stakeholder consultation phase of the project.
39
Tabl
e 3
– M
easu
re o
f str
ateg
ic im
port
ance
4 4
4 =
hig
hly
impo
rtan
t, 4
4 =
impo
rtan
t, 4
= s
omew
hat i
mpo
rtan
t
Skill
ing
WA
st
rate
gic
go
al
Impo
rtan
ce
of is
sue
to
Pee
lJu
stifi
catio
n
Wor
kfor
ce
parti
cipa
tion
4 4
• At
pre
sent
the
grea
test
con
cern
is y
outh
par
ticip
atio
n in
the
wor
kfor
ce.
• Fu
ture
nee
d fo
r new
job
crea
tion
in li
ne w
ith p
opul
atio
n gr
owth
.•
Agei
ng w
orkf
orce
, cha
ngin
g la
bour
mar
ket d
emog
raph
ics
and
capa
bilit
y w
ill ne
ed to
be
addr
esse
d in
the
futu
re.
• C
aree
r asp
iratio
ns a
re lo
w, p
artic
ular
ly a
mon
gst y
outh
. •
Trai
ning
and
sch
ool o
utco
mes
nee
d to
impr
ove.
Mig
ratio
n4
• FI
FO/D
IDO
pla
ying
an
impo
rtant
role
in lo
cal w
orkf
orce
.•
Skille
d m
igra
nts
and
trave
llers
fillin
g sk
ills g
aps
but p
rese
nt ri
sk to
dev
elop
ing
futu
re g
ener
atio
ns.
Attra
ctio
n an
d re
tent
ion
4
• At
tract
ing
and
reta
inin
g pr
ofes
sion
als
is o
ften
diffi
cult
in th
e su
b-re
gion
al a
reas
.•
The
lack
of a
nd u
nder
deve
lope
d em
ploy
men
t pat
hway
s is
inhi
bitin
g de
velo
pmen
t of
youn
g w
orke
rs.
• La
ck o
f acc
ess
to te
rtiar
y ed
ucat
ion
and
high
ly s
kille
d em
ploy
men
t opt
ions
pre
sent
s a
chal
leng
e fo
r ret
aini
ng p
rom
isin
g yo
ung
peop
le a
nd q
ualifi
ed p
rofe
ssio
nals
.
Skills
de
velo
pmen
t an
d ut
ilisat
ion
4 4
4
• Tr
aini
ng is
not
nec
essa
rily
alig
ning
with
stra
tegi
c gr
owth
sec
tors
. •
The
empl
oyab
ility
of y
oung
peo
ple
pres
ents
a s
erio
us c
halle
nge
to w
orkf
orce
dev
elop
men
t.•
Ther
e ar
e go
od e
xam
ples
of p
rogr
ams
and
path
way
s, b
ut th
ey la
ck c
oord
inat
ion
(ie
sch
ools
are
runn
ing
them
inde
pend
ently
).•
Som
e ca
reer
adv
isor
s re
quire
pro
fess
iona
l dev
elop
men
t. •
Qua
lity
and
acce
ss to
edu
catio
n op
tions
is im
pact
ing
outc
omes
and
beh
avio
urs.
Plan
ning
and
co
ordi
natio
n4
4
• Ex
istin
g w
orkf
orce
dev
elop
men
t pro
gram
s ar
e go
od, b
ut o
ppor
tuni
ties
for f
urth
er
deve
lopm
ent e
xist
.•
Ther
e ar
e so
me
good
link
ages
and
net
wor
ks (i
e be
twee
n go
vern
men
t, ag
enci
es, i
ndus
try)
in th
e Pe
el re
gion
.•
Opp
ortu
nitie
s fo
r fur
ther
dev
elop
men
t of e
mpl
oyer
atti
tude
s ex
ist t
o fa
cilit
ate
bette
r wor
kfor
ce
deve
lopm
ent o
utco
mes
, par
ticul
arly
aro
und
empl
oyin
g yo
uth.
40
Peel workforce development plan 2015–2018: Executive summary
Strategies for workforce development
The priority actions detailed in table 4 have been compiled after considering the data contained in the Peel regional profile and cross referenced with the consultation outcomes information. After analysing all the information, the priority actions were then categorised into the following four key areas.1 Addressing career aspirations.2 Improving education and training outcomes.3 Developing linkages between industry and education.4 Building industry capability.
These areas of focus have been carefully chosen and work in unison to deliver improved workforce outcomes in the Peel. • Aspirations are the foundation to engaging students in learning and providing the avenue
to possibilities in career achievement.• Education and training supplies the core skills and competencies required to engage in
the workforce or pursue further education.• Industry and education links allow for shared communication and an environment to
develop work readiness and test aspirations.• Building industry capacity in delivering workforce outcomes is the final link. Businesses
need to be ready to accept employees and engage with training and professional development to encourage lifelong learning.
Table 4 presents the list of priority workforce development actions. Each action is linked to the top workforce development issues identified during the consultation process, as well as the strategic goals outlined in Skilling WA and the goals and strategies included in the Peel Regional Investment Blueprint.
The implementation of the priority actions will be monitored by the Peel Workforce Development Alliance at meetings which are held quarterly. In addition to this, agencies with lead responsibility for implementing priority actions will be asked to provide a formal progress update to the Department of Training and Workforce Development.
41
Tabl
e 4
- Prio
rity
actio
ns
1.
Add
ress
ing
care
er a
spira
tions
Prop
osed
act
ion
(h
ow)
Des
crip
tion
(w
hy)
Stak
ehol
ders
(w
ho)
Lead
ag
ency
/ag
enci
es
(who
m)
Reg
iona
l In
vest
men
t B
luep
rint
alig
nmen
t
Skill
ing
WA
al
ignm
ent
1.1
Chi
ld A
ustra
lia to
fa
cilit
ate
a fo
rum
with
th
e C
hairs
of t
he
exis
ting
Early
Yea
rs
Net
wor
k gr
oups
acr
oss
Peel
for t
he p
urpo
se o
f:
• i
dent
ifyin
g th
e m
ain
aim
s an
d si
mila
ritie
s of
eac
h of
the
Early
Ye
ars
Net
wor
k gr
oups
; an
d
• a
scer
tain
ing
if th
ere
is a
nee
d an
d de
sire
to
est
ablis
h a
regi
onal
le
vel n
etw
ork
grou
p w
hich
wou
ld in
par
t, de
velo
p ta
rget
ed
resp
onse
s to
ad
dres
s is
sues
whi
ch
focu
s on
impr
ovin
g ea
rly c
hild
hood
de
velo
pmen
t ou
tcom
es a
nd
aspi
ratio
ns.
Ther
e is
a g
row
ing
body
of e
vide
nce
sugg
estin
g th
at h
igh
qual
ity
educ
atio
n an
d ca
re p
rom
otes
po
sitiv
e de
velo
pmen
tal o
utco
mes
w
hich
incr
ease
s th
e po
tent
ial
for h
ighe
r lev
els
of a
spira
tions
am
ong
seco
ndar
y sc
hool
leav
ers.
H
igh
qual
ity e
arly
chi
ldho
od a
nd
educ
atio
n an
d ca
re p
rogr
ams
focu
sed
on th
e ea
rly y
ears
will
aid
in th
e de
velo
pmen
t of a
spira
tion
for
stud
ents
in th
e Pe
el. R
ecog
nisi
ng
pare
nts
as fi
rst t
each
ers
in th
ese
prog
ram
s ca
n al
so im
prov
e as
pira
tiona
l and
dev
elop
men
tal
outc
omes
of s
tude
nts.
This
prio
rity
actio
n is
link
ed w
ith th
e Pe
el R
egio
nal C
hild
ren’
s Se
rvic
es
Plan
and
its
prop
osal
to e
stab
lish
the
Peel
Chi
ldre
n’s
Allia
nce.
Early
Yea
rs
Net
wor
k G
roup
sD
epar
tmen
t for
Lo
cal G
over
nmen
t an
d C
omm
uniti
esPr
imar
y sc
hool
sSe
cond
ary
scho
ols
Abor
igin
al
com
mun
ities
Wel
fare
age
ncie
sEa
rly c
hild
hood
se
ctor
Chi
ld
Aust
ralia
Cap
able
pe
ople
St
rong
re
silie
nt
com
mun
ities
1.2
42
Peel workforce development plan 2015–2018: Executive summary
1.
Add
ress
ing
care
er a
spira
tions
Prop
osed
act
ion
(h
ow)
Des
crip
tion
(w
hy)
Stak
ehol
ders
(w
ho)
Lead
ag
ency
/ag
enci
es
(who
m)
Reg
iona
l In
vest
men
t B
luep
rint
alig
nmen
t
Skill
ing
WA
al
ignm
ent
1.2
Peel
Dev
elop
men
t C
omm
issi
on to
dev
elop
a
youn
g le
ader
s pr
ogra
m a
cros
s th
e se
cond
ary
scho
ol
sect
or.
Yout
h le
ader
ship
pro
gram
s ca
n be
an
effe
ctiv
e w
ay o
f bui
ldin
g hi
gh-le
vel c
aree
r asp
iratio
ns a
nd
deve
lopi
ng s
kills
suc
h as
pub
lic
spea
king
and
lead
ersh
ip. A
ttend
ance
in
suc
h pr
ogra
ms
is a
lso
high
ly
rega
rded
whe
n se
ekin
g em
ploy
men
t an
d un
iver
sity
pos
ition
s. A
ttend
ees
wou
ld b
e in
volv
ed in
lead
ersh
ip a
nd
skills
dev
elop
men
t inc
ludi
ng s
choo
l-ba
sed
and
indu
stry
act
iviti
es. C
ritic
al
to th
e su
cces
s of
this
pro
gram
is
the
dive
rsity
of m
embe
rshi
p an
d in
tera
ctio
n w
ith in
dust
ry a
nd o
ther
sc
hool
s.
Loca
l gov
ernm
ent
Uni
vers
ities
Loca
l bus
ines
sSe
cond
ary
scho
ols
Peel
Cha
mbe
r of
Com
mer
ce a
nd
Indu
stry
Peel
D
evel
opm
ent
Com
mis
sion
Thriv
ing
indu
stry
Agric
ultu
re
and
food
in
nova
tion
Cap
able
pe
ople
1.3
43
1.
Add
ress
ing
care
er a
spira
tions
Prop
osed
act
ion
(h
ow)
Des
crip
tion
(w
hy)
Stak
ehol
ders
(w
ho)
Lead
ag
ency
/ag
enci
es
(who
m)
Reg
iona
l In
vest
men
t B
luep
rint
alig
nmen
t
Skill
ing
WA
al
ignm
ent
1.3
The
Peel
Cha
mbe
r of
Com
mer
ce a
nd
Indu
stry
to e
stab
lish
a pi
lot s
econ
dary
sch
ool
men
torin
g pr
ogra
m.
Con
sulta
tions
foun
d th
at m
ento
ring
play
s an
impo
rtant
role
in th
e de
velo
pmen
t of p
eopl
e in
the
Peel
. Fu
rther
use
of m
ento
ring
is to
be
enco
urag
ed, a
t bot
h an
em
ploy
ee
and
empl
oyer
leve
l, th
roug
h th
e de
velo
pmen
t of y
oung
pro
fess
iona
l de
velo
pmen
t pro
gram
s. C
onsu
ltatio
n w
ith in
dust
ry a
lso
foun
d th
at th
e Pe
el C
ham
ber o
f Com
mer
ce a
nd
Indu
stry
(PC
CI)
play
s an
impo
rtant
ro
le in
con
nect
ing
busi
ness
es
acro
ss th
e re
gion
. PC
CI c
ould
fa
cilit
ate
this
pro
gram
. A ra
nge
of
succ
essf
ul m
ento
ring
mod
els
and
appr
oach
es h
ave
been
iden
tified
, su
ch a
s th
e ‘s
tand
ing
tall12
’ ap
proa
ch. I
t is
sugg
este
d th
at fi
eld
trips
to b
usin
esse
s an
d un
iver
sitie
s ar
e in
clud
ed in
the
prog
ram
. If t
his
prog
ram
is s
ucce
ssfu
l, it
can
be
rolle
d ou
t to
scho
ols
acro
ss th
e re
gion
.
Seco
ndar
y sc
hool
sIn
dust
ryPe
el
Cha
mbe
r of
Com
mer
ce
and
Indu
stry
Thriv
ing
indu
stry
Cap
able
pe
ople
1.3
12 W
: sta
ndin
gtal
lham
ilton
.com
.au
44
Peel workforce development plan 2015–2018: Executive summary
1.
Add
ress
ing
care
er a
spira
tions
Prop
osed
act
ion
(h
ow)
Des
crip
tion
(w
hy)
Stak
ehol
ders
(w
ho)
Lead
ag
ency
/ag
enci
es
(who
m)
Reg
iona
l In
vest
men
t B
luep
rint
alig
nmen
t
Skill
ing
WA
al
ignm
ent
1.4
Pee
l Dev
elop
men
t C
omm
issi
on in
pa
rtner
ship
with
th
e D
epar
tmen
t of
Educ
atio
n to
dev
elop
an
ann
ual,
regi
onal
ca
reer
s ex
po fo
r m
iddl
e to
sen
ior s
choo
l st
uden
ts. T
he a
im o
f th
is is
for i
ndus
try a
nd
univ
ersi
ties
to p
rom
ote
care
er p
athw
ays
in
orde
r to
enco
urag
e hi
gher
leve
l asp
iratio
ns.
The
deve
lopm
ent o
f car
eer
path
way
s pl
ays
an im
porta
nt ro
le
in b
uild
ing
peop
les’
aspi
ratio
ns
and
alig
ning
the
appr
opria
te
educ
atio
n to
thes
e as
pira
tions
. A
coor
dina
ted
effo
rt fro
m s
take
hold
ers
is re
quire
d to
dev
elop
spe
cific
in
dust
ry p
athw
ays
in li
ne w
ith
futu
re w
orkf
orce
nee
ds. A
n an
nual
ex
po s
houl
d be
est
ablis
hed
in th
e re
gion
that
incl
udes
a ‘s
peed
dat
ing’
ap
proa
ch to
intro
duce
stu
dent
s to
a
varie
ty o
f car
eer o
ptio
ns.
Loca
l gov
ernm
ents
Abor
igin
al
com
mun
ityM
ento
rsYo
uth
agen
cies
Ed
ucat
ion
prov
ider
s D
epar
tmen
t of
Educ
atio
nAs
soci
atio
n of
In
depe
nden
t Sc
hool
s of
WA
Cat
holic
Edu
catio
n O
ffice
of W
AIn
dust
ry b
odie
sTr
aini
ng p
rovi
ders
Dep
artm
ent o
f Tr
aini
ng a
nd
Wor
kfor
ce
Dev
elop
men
tU
nive
rsiti
esEm
ploy
men
t su
ppor
t ser
vice
pr
ovid
ers
Peel
D
evel
opm
ent
Com
mis
sion
in
par
tner
ship
w
ith th
e D
epar
tmen
t of
Edu
catio
n
Thriv
ing
indu
stry
Cap
able
pe
ople
1.1,
1.3
45
2. I
mpr
ovin
g ed
ucat
ion
and
trai
ning
out
com
es
Prop
osed
act
ion
(h
ow)
Des
crip
tion
(w
hy)
Stak
ehol
ders
(w
ho)
Lead
ag
ency
/ag
enci
es
(who
m)
Reg
iona
l In
vest
men
t B
luep
rint
alig
nmen
t
Skill
ing
WA
al
ignm
ent
2.1
The
Pee
l W
orkf
orce
D
evel
opm
ent
Allia
nce,
wor
king
w
ith th
e su
ppor
t of
the
train
ing
and
educ
atio
n sy
stem
s to
faci
litat
e th
e en
hanc
emen
t of
the
num
ber
of s
choo
l-bas
ed
appr
entic
eshi
ps,
train
eesh
ips
and
pre-
ap
pren
tices
hips
pl
acem
ents
acr
oss
the
Peel
.
Res
earc
h un
cove
red
a la
ck o
f sch
ool-
base
d ap
pren
tices
hips
and
trai
nees
hips
(S
BAT)
and
pre
-app
rent
ices
hip
prog
ram
s in
sc
hool
s th
roug
hout
the
regi
on. D
evel
opin
g th
ese
prog
ram
s in
con
junc
tion
with
indu
stry
w
ill su
ppor
t ski
lls d
evel
opm
ent i
n yo
ung
peop
le a
nd im
prov
e th
eir e
mpl
oyab
ility.
En
cour
agin
g th
e de
velo
pmen
t of c
aree
r pa
thw
ays
and
empl
oyab
ility
skills
by
utilis
ing
loca
l em
ploy
men
t and
trai
ning
org
anis
atio
ns
to d
evel
op S
BAT
and
pre-
appr
entic
eshi
p pr
ogra
ms
for s
peci
fic in
dust
ry s
ecto
rs
(bui
ldin
g an
d co
nstru
ctio
n, h
ospi
talit
y,
agric
ultu
re a
nd th
e he
alth
sec
tor)
will
prom
ote
bette
r out
com
es. A
key
ele
men
t of
this
act
ion
is to
incr
ease
loca
l em
ploy
er
awar
enes
s of
org
anis
atio
nal a
nd re
gion
al
bene
fits
of p
rovi
ding
wor
k pl
acem
ents
to
loca
l sch
ool s
tude
nts.
Dep
artm
ent o
f Tr
aini
ng a
nd
Wor
kfor
ce
Dev
elop
men
tD
epar
tmen
t of
Educ
atio
nC
atho
lic E
duca
tion
Offi
ce o
f WA
Asso
ciat
ion
of
Inde
pend
ent
Scho
ols
of W
AAu
stra
lian
Appr
entic
eshi
p C
entre
sG
roup
trai
ning
or
gani
satio
nsTr
aini
ng c
ounc
ilsEm
ploy
ers
Empl
oym
ent
supp
ort s
ervi
ce
prov
ider
s
Peel
W
orkf
orce
D
evel
opm
ent
Allia
nce
Cap
able
pe
ople
Ag
ricul
ture
an
d fo
od
inno
vatio
n
4.3
46
Peel workforce development plan 2015–2018: Executive summary
2. I
mpr
ovin
g ed
ucat
ion
and
trai
ning
out
com
es
Prop
osed
act
ion
(h
ow)
Des
crip
tion
(w
hy)
Stak
ehol
ders
(w
ho)
Lead
ag
ency
/ag
enci
es
(who
m)
Reg
iona
l In
vest
men
t B
luep
rint
alig
nmen
t
Skill
ing
WA
al
ignm
ent
2.2
Pee
l Wor
kfor
ce
Dev
elop
men
t Al
lianc
e to
liai
se
with
edu
catio
n an
d tra
inin
g pr
ovid
ers
rega
rdin
g th
e fe
asib
ility
of
prov
idin
g ac
cess
to
mob
ile le
arni
ng
in s
ub-re
gion
al
area
s of
the
Peel
.
Lim
ited
acce
ss to
trai
ning
is a
sig
nific
ant
barri
er to
ski
ll de
velo
pmen
t in
the
su
b-re
gion
al a
reas
. Bui
ldin
g lin
kage
s be
twee
n tra
inin
g pr
ovid
ers
and
sub-
regi
onal
co
mm
uniti
es w
ill im
prov
e tra
inin
g ou
tcom
es. I
mpr
oved
link
s w
ill ad
dres
s th
e tra
nspo
rtatio
n ba
rrier
face
d by
som
e re
side
nts
of s
ub-re
gion
al a
reas
. Clu
ster
ing
train
ing
in re
gion
al c
omm
unity
cen
tres
and
utilis
ing
roam
ing
tuto
rs w
ill im
prov
e th
e ed
ucat
ion
and
train
ing
outc
omes
of
sub-
regi
onal
com
mun
ities
. Thi
s m
etho
d w
ill as
sist
stu
dent
s en
gage
d in
onl
ine
lear
ning
w
ith a
dded
sup
port
for c
omm
ence
men
t an
d co
mpl
etio
n of
trai
ning
.
Educ
atio
n pr
ovid
ers
Trai
ning
pro
vide
rsLo
cal g
over
nmen
tsLo
cal s
choo
ls
Peel
W
orkf
orce
D
evel
opm
ent
Allia
nce
Cap
able
pe
ople
St
rong
re
silie
nt
com
mun
ities
4.4
47
2. I
mpr
ovin
g ed
ucat
ion
and
trai
ning
out
com
es
Prop
osed
act
ion
(h
ow)
Des
crip
tion
(w
hy)
Stak
ehol
ders
(w
ho)
Lead
ag
ency
/ag
enci
es
(who
m)
Reg
iona
l In
vest
men
t B
luep
rint
alig
nmen
t
Skill
ing
WA
al
ignm
ent
2.3
The
Pee
l W
orkf
orce
D
evel
opm
ent
Allia
nce
to
supp
ort t
he
esta
blis
hmen
t of
skills
dev
elop
men
t pr
ogra
ms
in th
e ke
y in
dust
ries
iden
tified
in th
e Pe
el R
egio
nal
Inve
stm
ent
Blue
prin
t.
Dat
a sh
ows
Peel
is o
ne o
f Aus
tralia
’s fa
stes
t gr
owin
g re
gion
s. W
ithou
t a d
edic
ated
fo
cus
on a
ttrac
ting
new
bus
ines
ses
and
supp
ortin
g lo
cal i
ndus
try g
row
th, j
obs
grow
th
will
be c
onst
rain
ed a
nd u
nem
ploy
men
t in
the
regi
on w
ill co
ntin
ue to
rem
ain
abov
e St
ate
and
natio
nal a
vera
ges.
Key
sec
tors
fo
r ind
ustry
gro
wth
(ie
heal
th, a
gric
ultu
re
and
the
info
rmat
ion,
com
mun
icat
ion
and
tech
nolo
gy in
dust
ries)
hav
e be
en id
entifi
ed
in th
e Pe
el R
egio
nal I
nves
tmen
t Blu
eprin
t. Pa
thw
ays
and
skill
deve
lopm
ent p
rogr
ams
mus
t be
deve
lope
d to
sup
port
the
grow
th o
f th
ese
indu
strie
s.
Reg
iona
l D
evel
opm
ent
Aust
ralia
Pe
el D
evel
opm
ent
Com
mis
sion
Loca
l gov
ernm
ents
Trai
ning
cou
ncils
Peel
W
orkf
orce
D
evel
opm
ent
Allia
nce
Thriv
ing
indu
stry
Agric
ultu
re
and
food
in
nova
tion
Cap
able
pe
ople
4.6
48
Peel workforce development plan 2015–2018: Executive summary
2. I
mpr
ovin
g ed
ucat
ion
and
trai
ning
out
com
es
Prop
osed
act
ion
(h
ow)
Des
crip
tion
(w
hy)
Stak
ehol
ders
(w
ho)
Lead
ag
ency
/ag
enci
es
(who
m)
Reg
iona
l In
vest
men
t B
luep
rint
alig
nmen
t
Skill
ing
WA
al
ignm
ent
2.4
Pee
l Dev
elop
men
t C
omm
issi
on
in p
artn
ersh
ip
with
the
Peel
W
orkf
orce
D
evel
opm
ent
Allia
nce
to
enha
nce
indu
stry
aw
aren
ess
and
indu
stry
co
nnec
tions
in
scho
ols.
Con
sulta
tions
foun
d th
at s
choo
l car
eer
advi
sors
pla
y an
impo
rtant
role
in
build
ing
stud
ents
car
eer a
spira
tions
and
m
aint
aini
ng re
latio
nshi
ps w
ith in
dust
ry.
In s
ome
inst
ance
s, s
choo
l-bas
ed c
aree
r ad
viso
rs a
re n
ot g
aini
ng e
xpos
ure
to h
ighl
y sk
illed
prof
essi
ons
or c
erta
in in
dust
ries
(eg
agric
ultu
re).
Alth
ough
pro
fess
iona
l de
velo
pmen
t of c
aree
r adv
isor
s do
es o
ccur
, th
ere
is n
o co
ordi
nate
d ap
proa
ch, t
here
by
lead
ing
to in
cons
iste
nt o
utco
mes
. Thi
s ac
tion
sugg
ests
dev
elop
ing
a re
gion
-wid
e pr
ogra
m fo
r car
eer a
dvis
ors
to e
nsur
e th
eir
enga
gem
ent w
ith s
tude
nts
follo
ws
best
pr
actic
e st
anda
rds
and
they
hav
e so
und
know
ledg
e of
terti
ary
educ
atio
n an
d in
dust
ry
sect
ors.
Dep
artm
ent o
f Ed
ucat
ion
Cat
holic
Edu
catio
n O
ffice
of W
AAs
soci
atio
n of
In
depe
nden
t Sc
hool
s of
WA
Indu
stry
Empl
oyer
sPe
el W
orkf
orce
D
evel
opm
ent
Cen
tre
Peel
D
evel
opm
ent
Com
mis
sion
in
par
tner
ship
w
ith P
eel
Wor
kfor
ce
Dev
elop
men
t Al
lianc
e
Thriv
ing
indu
stry
Agric
ultu
re
and
food
in
nova
tion
1.1
49
2. I
mpr
ovin
g ed
ucat
ion
and
trai
ning
out
com
es
Prop
osed
act
ion
(h
ow)
Des
crip
tion
(w
hy)
Stak
ehol
ders
(w
ho)
Lead
ag
ency
/ag
enci
es
(who
m)
Reg
iona
l In
vest
men
t B
luep
rint
alig
nmen
t
Skill
ing
WA
al
ignm
ent
2.5
Pee
l Wor
kfor
ce
Dev
elop
men
t Al
lianc
e to
pr
omot
e an
im
prov
ed
unde
rsta
ndin
g of
th
e em
ploy
men
t an
d tra
inin
g m
odel
s im
plem
ente
d by
Fai
rbrid
ge
and
Peel
Hea
lth
Cam
pus
acro
ss
the
regi
on.
Fairb
ridge
and
Pee
l Hea
lth C
ampu
s ar
e ex
ampl
es o
f ful
ly in
tegr
ated
peo
ple
deve
lopm
ent s
yste
ms.
Man
y em
ploy
ers
in
the
regi
on c
ould
lear
n fro
m th
eir s
yste
ms,
pr
oced
ures
, and
lear
ning
and
incl
usiv
e cu
lture
s. T
his
actio
n su
gges
ts e
ngag
ing
Fairb
ridge
and
Pee
l Hea
lth C
ampu
s to
ho
st a
ser
ies
of w
orks
hops
for i
ndus
try a
nd
educ
atio
n on
dev
elop
ing
fully
inte
grat
ed
peop
le d
evel
opm
ent s
yste
ms.
Fairb
ridge
Peel
Hea
lth
Cam
pus
Indu
stry
Peel
Dev
elop
men
t C
omm
issi
on
Peel
W
orkf
orce
D
evel
opm
ent
Allia
nce
Cap
able
pe
ople
5.3
2.6
Pee
l Dev
elop
men
t C
omm
issi
on
in p
artn
ersh
ip
with
the
Peel
W
orkf
orce
D
evel
opm
ent
Allia
nce
to im
prov
e aw
aren
ess
and
acce
ss to
em
ploy
men
t su
ppor
t ser
vice
s ac
ross
the
regi
on
for a
t ris
k yo
uth.
Res
earc
h fo
und
that
ther
e is
an
arra
y of
yo
uth
and
job
rela
ted
serv
ices
thro
ugho
ut
the
regi
on. D
ata
also
sho
ws
27%
of y
outh
ar
e di
seng
agin
g fro
m b
oth
educ
atio
n an
d em
ploy
men
t. C
onsu
ltatio
ns h
ave
reve
aled
th
e cl
osur
e of
som
e yo
uth
serv
ices
in 2
015.
Loca
l gov
ernm
ents
Indu
stry
Empl
oym
ent
supp
ort s
ervi
ce
prov
ider
sPe
el W
orkf
orce
D
evel
opm
ent
Cen
tre
Peel
D
evel
opm
ent
Com
mis
sion
in
par
tner
ship
w
ith P
eel
Wor
kfor
ce
Dev
elop
men
t Al
lianc
e
Cap
able
pe
ople
St
rong
re
silie
nt
com
mun
ities
1.3,
1.4
50
Peel workforce development plan 2015–2018: Executive summary
2. I
mpr
ovin
g ed
ucat
ion
and
trai
ning
out
com
es
Prop
osed
act
ion
(h
ow)
Des
crip
tion
(w
hy)
Stak
ehol
ders
(w
ho)
Lead
ag
ency
/ag
enci
es
(who
m)
Reg
iona
l In
vest
men
t B
luep
rint
alig
nmen
t
Skill
ing
WA
al
ignm
ent
2.7
Pee
l Dev
elop
men
t C
omm
issi
on
in p
artn
ersh
ip
with
the
Peel
W
orkf
orce
D
evel
opm
ent
Allia
nce
to im
prov
e th
e aw
aren
ess
of p
rogr
ams
for
the
up-s
killin
g of
ex
istin
g an
d lo
ng-
term
une
mpl
oyed
w
orke
rs.
Dow
ntur
n in
the
min
ing
and
man
ufac
turin
g in
dust
ries
pres
ents
a th
reat
to th
e ex
istin
g w
orkf
orce
. A re
duct
ion
in d
wel
ling
appr
oval
s al
so s
igna
ls a
dow
ntur
n in
ano
ther
maj
or
empl
oyin
g se
ctor
in th
e re
gion
, con
stru
ctio
n.
This
emph
asise
s th
e ne
ed fo
r a s
trong
ed
ucat
ion
and
skills
dev
elop
men
t sys
tem
ac
ross
the
regi
on a
nd fo
r the
regi
on to
dive
rsify
its
skil
ls an
d in
dust
ry b
ase.
Ane
cdot
al e
viden
ce
also
sug
gest
s th
at th
ere
is a
redu
ced
dem
and
for l
ow-s
kille
d, tr
ades
bas
ed w
orke
rs (F
IFO
) in
the
min
ing
indu
stry
. Th
is ac
tion
is ai
med
at:
• a
idin
g th
e tra
nsitio
ning
of n
ewly
unem
ploy
ed
wor
kers
into
new
em
ploy
men
t to
help
reta
in
them
in th
e lo
cal w
orkf
orce
; and
• e
ngag
ing
the
long
-term
une
mpl
oyed
in
edu
catio
n an
d tra
inin
g. T
his
mig
ht
inclu
de re
train
ing
wor
kers
for i
n-de
man
d fu
ture
gro
wth
indu
strie
s (e
g ag
ricul
ture
), re
cogn
ition
of p
rior l
earn
ing
or m
atur
e-ag
ed
appr
entic
eshi
ps.
This
actio
n is
clear
ly co
nnec
ted
to th
e Pe
el
Reg
iona
l Inve
stm
ent B
luep
rint’s
four
yea
r goa
ls
for d
evel
opm
ent o
f cap
able
peo
ple.
Fin
ancia
l m
anag
emen
t sem
inar
s m
ight
also
be
requ
ired
as m
inin
g w
orke
rs tr
ansit
ion
into
low
er p
aid
empl
oym
ent.
Loca
l gov
ernm
ents
Trai
ning
pro
vide
rsEm
ploy
men
t su
ppor
t ser
vice
pr
ovid
ers
Indu
stry
Pe
el W
orkf
orce
D
evel
opm
ent
Cen
tre
Peel
D
evel
opm
ent
Com
mis
sion
in
par
tner
ship
w
ith P
eel
Wor
kfor
ce
Dev
elop
men
t Al
lianc
e
Cap
able
pe
ople
Ag
ricul
ture
an
d fo
od
inno
vatio
n
4.2
51
3. D
evel
opin
g lin
kage
s be
twee
n in
dust
ry a
nd e
duca
tion
Prop
osed
act
ion
(h
ow)
Des
crip
tion
(w
hy)
Stak
ehol
ders
(w
ho)
Lead
ag
ency
/ag
enci
es
(who
m)
Reg
iona
l In
vest
men
t B
luep
rint
alig
nmen
t
Skill
ing
WA
al
ignm
ent
3.1
Pee
l Wor
kfor
ce
Dev
elop
men
t Al
lianc
e to
eng
age
with
the
Appr
entic
e an
d Tr
aine
eshi
p C
ompa
ny a
nd C
CI
Appr
entic
eshi
p So
lutio
ns to
en
cour
age
the
com
mer
cial
se
ctor
to p
rovi
de
cade
tshi
p,
train
eesh
ip a
nd
appr
entic
eshi
p op
portu
nitie
s fo
r Abo
rigin
al
stud
ents
.
Ther
e ar
e ex
istin
g pr
ogra
ms
for
Abor
igin
al p
eopl
e ev
iden
t in
the
publ
ic
and
min
ing
sect
ors.
Alth
ough
the
Peel
ha
s a
smal
l pop
ulat
ion
of A
borig
inal
pe
ople
(1.8
%) c
ompa
red
to th
e St
ate
(2.9
%),
it is
impo
rtant
to e
nsur
e th
e Ab
orig
inal
com
mun
ity h
as a
cces
s to
a
varie
ty o
f em
ploy
men
t opp
ortu
nitie
s.
Enco
urag
ing
com
mer
cial
indu
stry
to
prov
ide
cade
tshi
ps, t
rain
eesh
ips
and
appr
entic
eshi
ps fo
r Abo
rigin
al s
tude
nts
will
assi
st in
dev
elop
ing
entry
leve
l pl
acem
ents
.Th
is a
ctio
n w
ould
invo
lve
enga
ging
with
th
e re
gion
’s A
ustra
lian
Appr
entic
eshi
p C
entre
pro
vide
rs (A
ppre
ntic
e an
d Tr
aine
eshi
p C
ompa
ny a
nd C
CI
Appr
entic
eshi
p So
lutio
ns) t
o he
lp e
nsur
e th
eir s
ervi
ces
addr
ess
the
need
s of
the
Peel
.
Peel
Dev
elop
men
t C
omm
issi
onD
epar
tmen
t of
Trai
ning
and
W
orkf
orce
D
evel
opm
ent
Abor
igin
al
agen
cies
Indu
stry
Empl
oyer
s
Peel
Wor
kfor
ce
Dev
elop
men
t Al
lianc
e to
eng
age
with
the
Appr
entic
e an
d Tr
aine
eshi
p C
ompa
ny
and
CC
I Ap
pren
tices
hip
Solu
tions
Thriv
ing
indu
stry
Cap
able
pe
ople
1.4
52
Peel workforce development plan 2015–2018: Executive summary
3. D
evel
opin
g lin
kage
s be
twee
n in
dust
ry a
nd e
duca
tion
Prop
osed
act
ion
(h
ow)
Des
crip
tion
(w
hy)
Stak
ehol
ders
(w
ho)
Lead
ag
ency
/ag
enci
es
(who
m)
Reg
iona
l In
vest
men
t B
luep
rint
alig
nmen
t
Skill
ing
WA
al
ignm
ent
3.2
The
Pee
l Cha
mbe
r of
Com
mer
ce
and
Indu
stry
to
deve
lop
prog
ram
s to
add
ress
em
ploy
abilit
y sk
ills a
nd w
ork
read
ines
s.
Nat
iona
lly th
e re
tail,
agr
icul
tura
l and
ho
spita
lity
sect
ors
are
cons
ider
ed
exce
llent
indu
strie
s fo
r you
ng p
eopl
e to
dev
elop
foun
datio
n em
ploy
men
t sk
ills. A
necd
otal
evi
denc
e su
gges
ts th
e en
gage
men
t of y
oung
peo
ple
by th
ese
thre
e in
dust
ries
in th
e Pe
el c
ould
be
impr
oved
. Man
y em
ploy
ers
in th
ese
sect
ors
curre
ntly
pre
fer t
o em
ploy
ba
ckpa
cker
s an
d ot
her t
rans
ient
wor
kers
.
Agric
ultu
ral
indu
stry
Scho
ols
Dep
artm
ent o
f Tr
aini
ng a
nd
Wor
kfor
ce
Dev
elop
men
tTr
aini
ng p
rovi
ders
Peel
Wor
kfor
ce
Dev
elop
men
t C
entre
Peel
Cha
mbe
r of
Com
mer
ce
and
Indu
stry
Thriv
ing
indu
stry
Agric
ultu
re
and
food
in
nova
tion
Cap
able
pe
ople
4.1,
4.2
53
3. D
evel
opin
g lin
kage
s be
twee
n in
dust
ry a
nd e
duca
tion
Prop
osed
act
ion
(h
ow)
Des
crip
tion
(w
hy)
Stak
ehol
ders
(w
ho)
Lead
ag
ency
/ag
enci
es
(who
m)
Reg
iona
l In
vest
men
t B
luep
rint
alig
nmen
t
Skill
ing
WA
al
ignm
ent
3.3
Pee
l Dev
elop
men
t C
omm
issi
on in
pa
rtner
ship
with
Pe
el W
orkf
orce
D
evel
opm
ent
Allia
nce
to
inve
stig
ate
the
intro
duct
ion
of a
n in
dust
ry
coor
dina
tion
offic
er.
Cre
ate
an in
dust
ry c
oord
inat
ion
offic
er
posi
tion
who
se ro
le is
to fo
rm li
nkag
es
betw
een
Peel
sec
onda
ry s
choo
ls a
nd
indu
stry
in o
rder
to d
evel
op a
coo
rdin
ated
ap
proa
ch a
cros
s al
l sec
onda
ry s
choo
ls.
This
act
ion
will
assi
st in
redu
cing
indu
stry
fa
tigue
from
mul
tiple
app
roac
hes.
Im
porta
ntly,
the
indu
stry
coo
rdin
atio
n of
ficer
will
wor
k cl
osel
y w
ith V
ET
coor
dina
tors
and
car
eer a
dvis
ors
at e
ach
scho
ol to
ass
ist w
ith in
dust
ry li
nkag
es.
Seco
ndar
y sc
hool
sD
epar
tmen
t of
Educ
atio
nC
atho
lic E
duca
tion
Offi
ce o
f WA
Asso
ciat
ion
of
Inde
pend
ent
Scho
ols
of W
ATr
aini
ng c
ounc
ilsPe
el C
ham
ber o
f C
omm
erce
and
In
dust
ryPe
el W
orkf
orce
D
evel
opm
ent
Cen
tre
Peel
D
evel
opm
ent
Com
mis
sion
in
par
tner
ship
w
ith P
eel
Wor
kfor
ce
Dev
elop
men
t Al
lianc
e
Thriv
ing
indu
stry
Cap
able
pe
ople
1.1
54
Peel workforce development plan 2015–2018: Executive summary
4. B
uild
ing
indu
stry
cap
acity
Prop
osed
act
ion
(h
ow)
Des
crip
tion
(w
hy)
Stak
ehol
ders
(w
ho)
Lead
ag
ency
/ag
enci
es
(who
m)
Reg
iona
l In
vest
men
t B
luep
rint
alig
nmen
t
Skill
ing
WA
al
ignm
ent
4.1
Pee
l Sm
all
Busi
ness
Cen
tre
to im
prov
e in
dust
ry w
orkf
orce
de
velo
pmen
t and
hu
man
reso
urce
ca
pabi
litie
s of
sm
all t
o m
ediu
m
ente
rpris
es.
The
maj
ority
of b
usin
esse
s in
the
regi
on
wer
e no
n-em
ploy
ing
(63%
), w
ith th
e m
ajor
ity o
f the
bal
ance
onl
y em
ploy
ing
1–4
empl
oyee
s (2
2%).
Com
pare
d to
la
rger
firm
s, s
mal
ler fi
rms
ofte
n do
not
ha
ve th
e ca
pabi
lity a
nd re
sour
ces
to
deve
lop
syst
ems
for t
rain
ing,
man
agin
g an
d re
tain
ing
thei
r sta
ff. S
taff
do n
ot g
et
the
oppo
rtuni
ty to
dev
elop
thro
ugh
the
man
agem
ent o
f lar
ger t
eam
s in
larg
er
envi
ronm
ents
, but
do
ofte
n re
ceiv
e a
‘bro
ader
’ dev
elop
men
t pro
file
as
they
nee
d to
fulfi
l a ra
nge
of a
ctiv
ities.
C
onsu
ltatio
ns fo
und
that
SM
Es fa
ce a
ra
nge
of w
orkf
orce
dev
elop
men
t iss
ues.
Im
prov
ing
thei
r und
erst
andi
ng o
f wor
kfor
ce
issu
es a
nd h
uman
reso
urce
cap
acity
will
impr
ove
the
attri
tion
rate
s w
ithin
thes
e bu
sine
sses
. Thi
s w
ill be
par
amou
nt to
the
regi
on s
ucce
ssfu
lly b
uild
ing
wor
kfor
ce
capa
bility
. The
Dep
artm
ent o
f Tra
inin
g an
d W
orkf
orce
Dev
elop
men
t has
a v
arie
ty o
f to
ols
to a
ssis
t bus
ines
ses
in w
orkf
orce
de
velo
pmen
t and
hum
an re
sour
cing
. Thi
s ac
tion
shou
ld in
clud
e ra
isin
g aw
aren
ess
of th
ese
tool
s th
roug
h ta
rget
ed b
usin
ess
wor
ksho
ps.
Reg
iona
l bus
ines
s as
soci
atio
nsD
epar
tmen
t of
Trai
ning
and
W
orkf
orce
D
evel
opm
ent
Peel
Sm
all
Busi
ness
C
entre
Thriv
ing
indu
stry
1.1,
5.4
55
4. B
uild
ing
indu
stry
cap
acity
Prop
osed
act
ion
(h
ow)
Des
crip
tion
(w
hy)
Stak
ehol
ders
(w
ho)
Lead
ag
ency
/ag
enci
es
(who
m)
Reg
iona
l In
vest
men
t B
luep
rint
alig
nmen
t
Skill
ing
WA
al
ignm
ent
4.2
The
Pee
l Cha
mbe
r of
Com
mer
ce
and
Indu
stry
to
enc
oura
ge
empl
oyer
s to
de
velo
p th
eir
own
wor
kfor
ce
deve
lopm
ent
plan
s.
Con
sulta
tions
foun
d th
at th
e m
ajor
ity o
f em
ploy
ers
in P
eel d
o no
t dev
elop
thei
r ow
n w
orkf
orce
dev
elop
men
t pla
ns. T
his
incl
udes
pol
icie
s to
em
ploy
peo
ple
from
un
der-r
epre
sent
ed g
roup
s. N
ewm
ont
Bodd
ingt
on is
a g
ood
exam
ple
of a
co
mpa
ny im
plem
entin
g su
ch p
olic
ies.
Th
is a
ctio
n su
gges
ts s
uppo
rting
em
ploy
ers
to im
prov
e th
eir u
nder
stan
ding
of
how
to p
repa
re a
nd im
plem
ent a
w
orkf
orce
dev
elop
men
t pla
n w
ithin
thei
r or
gani
satio
n. T
his
can
be d
one
thro
ugh
a se
ries
of w
orks
hops
faci
litat
ed b
y lo
cal
gove
rnm
ents
in c
onju
nctio
n w
ith th
e PC
CI.
Peel
Sm
all
Busi
ness
Cen
trePe
el C
omm
unity
D
evel
opm
ent
Gro
upLo
cal g
over
nmen
tsD
epar
tmen
t of
Trai
ning
and
W
orkf
orce
D
evel
opm
ent
Empl
oyer
s
Peel
Cha
mbe
r of
Com
mer
ce
and
Indu
stry
Thriv
ing
indu
stry
1.1
56
Peel workforce development plan 2015–2018: Executive summary
4. B
uild
ing
indu
stry
cap
acity
Prop
osed
act
ion
(h
ow)
Des
crip
tion
(w
hy)
Stak
ehol
ders
(w
ho)
Lead
ag
ency
/ag
enci
es
(who
m)
Reg
iona
l In
vest
men
t B
luep
rint
alig
nmen
t
Skill
ing
WA
al
ignm
ent
4.3
The
Dep
artm
ent o
f Lo
cal G
over
nmen
t an
d C
omm
uniti
es
assi
st w
orkf
orce
pa
rtici
patio
n an
d de
velo
pmen
t by
impr
ovin
g ea
rly
lear
ning
and
car
e op
portu
nitie
s in
sub
-regi
onal
ar
eas
thro
ugh
the
impl
emen
tatio
n of
stra
tegi
es in
th
e Pe
el R
egio
nal
Chi
ldre
n’s
Serv
ices
Pla
n.
Con
sulta
tions
foun
d th
at b
arrie
rs to
ch
ildca
re, p
artic
ular
ly in
sub
-regi
onal
ar
eas
of th
e Pe
el, w
ere
inhi
bitin
g w
omen
fro
m re
-ent
erin
g th
e w
orkf
orce
. Wom
en
play
an
impo
rtant
role
in P
eel’s
wor
kfor
ce,
in p
artic
ular
gro
win
g in
dust
ry a
reas
. Th
is p
riorit
y ac
tion
will
link
with
the
Peel
R
egio
nal C
hild
ren’
s Se
rvic
es P
lan
and
its p
riorit
y to
dev
elop
an
info
rmat
ion
foru
m a
nd e
xpo
sess
ions
aro
und
the
oppo
rtuni
ties
to ‘r
un y
our o
wn
busi
ness
’ in
Pee
l sub
-regi
onal
are
as. T
his
prio
rity
actio
n w
ould
als
o be
sup
porte
d by
the
prov
isio
n of
acc
urat
e an
d us
er fr
iend
ly
info
rmat
ion
on th
e la
ws
appl
icab
le to
pr
ovid
ing
smal
l edu
catio
n an
d ca
re
serv
ices
.
Peel
Dev
elop
men
t C
omm
issi
onC
hild
Aus
tralia
Loca
l gov
ernm
ents
Dep
artm
ent
of L
ocal
G
over
nmen
t an
d C
omm
uniti
es
Cap
able
pe
ople
St
rong
re
silie
nt
com
mun
ities
1.2
57
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Australian Bureau of Statistics 2013a, Cat. 2003.0, Census of population and housing, Time Series Profiles 2011, accessed August 2014, http://www.abs.gov.au/websitedbs/censushome.nsf/home/communityprofiles?opendocument&navpos=230 In text reference: (ABS 2013a)
Australian Bureau of Statistics 2013b, Cat. 8731.0, Building approvals, Australia, datacube, accessed August 2014, http://www.abs.gov.au/AUSSTATS/[email protected]/DetailsPage/8731.0June%202013?OpenDocument In text reference: (ABS 2013b)
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Australian Bureau of Statistics 2014b, Cat. 3235.0, Population by Age and Sex, Regions of Australia, accessed August 2014, http://www.abs.gov.au/AUSSTATS/[email protected]/DetailsPage/3235.02013?OpenDocument In text reference: (ABS 2014b)
Centre of Policy Studies, Monash University 2011. In text reference: (CoPS 2011)
Challenger Institute of Technology, 2010, Provision of Advice on Vocational Education and Training Needs for 2011-2013 (for the Peel region), May 2010 In text reference: (CIT 2010)
Challenger Institute of Technology 2011, Provision of Advice on Vocational Education and Training Needs for 2011-2013 (for the Peel Region), August 2011 In text reference: (CIT 2011)
City of Rockingham 2013, Community Development Division Rockingham Learning City Strategy 2013-2016, April 2013, accessed June 2014, http://www.rockingham.wa.gov.au/getmedia/ea978914-f9bc-4501-9fa7-e418baf071d2/Learning-City-Strategy.pdf.aspx In text reference: (CoR 2013)
Davies, A and Tonts, M 2007, Employment in the Wheatbelt: Regional Trends, Issues and Challenges, Geowest 35, Institute for Regional Development, University of Western Australia. In text reference: (Davies and Tonts 2007)
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Peel workforce development plan 2015–2018: Executive summary
Department of Education 2013, Peel Development Commission and the Training Accreditation Council Annual Report 2012-2013. In text reference: (DoE 2013)
Department of Education 2013a, Summary Tables, generated by the SAS System (Edstat1, NET_SRV), accessed April 2011. In text reference: (DoE 2013a)
Department of Employment 2015, Small area labour markets - March quarter 2015, accessed June 2015, http://employment.gov.au/small-area-labour-markets-publication In text reference: (DoEm 2015)
Department of Education, Employment and Workplace Relations 2013, Survey of Employers’ Recruitment Experiences – Peel Region, May 2013, accessed May 2014, https://docs.employment.gov.au/system/files/doc/other/peel_rda_report.pdf In text reference: (DEEWR 2013)
Department of Education, Employment and Workplace Relations 2013a, Regional Education, Skills and Jobs Plan – Western Australia – Peel 2012 – 2014, July 2013, accessed September 2014, http://www.rdapeel.org.au/wp-content/uploads/2011/10/Peel-Regional-Education-Skills-and-Jobs-Plan1.pdf In text reference: (DEEWR 2013a)
Department of Fisheries, Department of Fisheries Annual Report 2009/10, Western Australia. In text reference: (DoF 2010)
Department of Regional Development 2013, Royalties for Regions Progress Report July 2012 – June 2013, accessed June 2014, http://www.nationalswa.com/Portals/0/Royalties%20for%20Regions/ProgressReports/R4R-Progress-Report-2012-13.pdf In text reference: (DRD 2013)
Department of Regional Development 2014, Peel: A region in profile 2014, accessed 12 March 2015, http://www.drd.wa.gov.au/Publications/Documents/A_region_in_profile_2014_Peel.pdf In text reference: (DRD 2014)
Department of Regional Development 2014a, Regional Budget Highlights 2013-14, accessed March 2014, http://www.drd.wa.gov.au/publications/Documents/Budget_Regional_Highlights_map.pdf In text reference: (DRD 2014a)
Department of Regional Development 2014b, Regional Map Peel, accessed 12 August 2015, http://www.drd.wa.gov.au/Publications/Documents/Regional_Map_Peel.pdf In text reference: (DRD 2014b)
Department of Regional Development and Lands 2011, Peel: A region in profile 2011, In text reference: (DRDL 2011)
Department of Regional Development and Lands 2013, Regional snapshots, accessed 12 February 2015, http://www.drd.wa.gov.au/publications/Documents/Regional-Snapshot-Part-5-Regional-Economies.pdf In text reference: (DRDL 2013)
Department of Training and Workforce Development 2011, Western Australian Regional Profile: Peel, accessed June 2011, www.dtwd.wa.gov.au/dtwd/detcms/navigation/regional-profiles/peel. In text reference: (DTWD 2011)
Department of Training and Workforce Development 2015, VET Enrolment Statistics, date extracted, July 2015. In text reference: (DTWD 2013)
Department of Training and Workforce Development 2014, Skilling WA: A workforce development plan for Western Australia, Second Edition, accessed December 2014, http://www.dtwd.wa.gov.au/workforceplanninganddevelopment/SkillingWA/Documents/Skilling%20WA%20-%20A%20workforce%20development%20plan%20for%20Western%20Australia%2c%20second%20edition.pdf In text reference: (DTWD 2014)
Department of Training and Workforce Development 2014a, Training Records System, date extract In text reference: (DTWD 2014a)
Department of Training and Workforce Development 2014b, Apprenticeship and traineeship statistics, March 2014 In text reference: (DTWD 2014b)
Newmont Mining Corporation 2011, The Asia Pacific region: Boddington Western Australia, Newmont Mining Corporation, accessed June 2011, http://www.newmont.com/asia-pacific. In text reference: (NMC 2011)
59
Peel Development Commission 2009, Peel Major Projects: Mining, accessed June 2011, http://www.peel.wa.gov.au/data/client/files/1031_peel_major_projects_dec_09.pdf In text reference: (PDC 2009)
Peel Development Commission 2009a, Strategic Plan, accessed May 2014, http://www.peel.wa.gov.au/wp-content/uploads/2014/10/890_pdc_strategic_plan_2009.pdf In text reference: (PDC 2009a)
Peel Development Commission 2011, Regional Skilled Migration, accessed June 2011, http://www.peel.wa.gov.au/content/migrate/. In text reference: (PDC 2011)
Peel Development Commission 2011a, Quick Statistics, viewed July 2011, http://www.peel.wa.gov.au/data/client/files/1278_sept10_peel_building_approvals.pdf. In text reference: (PDC 2011a)
Peel Development Commission 2012, Peel Profile, September 2012, accessed July 2014, http://www.peel.wa.gov.au/ wp-content/uploads/PeelProfileSeptember2012.pdf In text reference: (PDC 2012)
Peel Development Commission 2013, Annual Report 2012-2013, accessed May 2014, http://www.peel.wa.gov.au/ wp-content/uploads/2014/10/Annual-Report-20131.pdf In text reference: (PDC 2013)
Peel Development Commission 2014, Snapshot of Statistics: Peel People, accessed March 2015, http://www.peel.wa.gov.au/wp-content/uploads/2014/10/PEEL-PEOPLE.pdf In text reference: (PDC 2014)
Peel Development Commission 2014a, Peel Regional Investment Blueprint (draft), accessed November 2014, http://www.peel.wa.gov.au/wp-content/uploads/2015/02/Peel-Regional-Investment-Blueprint-Final-Draft-Version-2.9-2014_11_07.pdf In text reference: (PDC 2014a)
Regional Development Australia Peel Inc. 2010, Peel Regional Plan, July 1, 2010 – June 30, 2015. In text reference: (RDAP 2010)
REMPLAN 2014, Economic Profile: Mandurah Gross Regional Product, accessed October 2014, http://www.economicprofile.com.au/mandurah/Economy/Gross-Regional-Product In text reference: (REMPLAN 2014)
REMPLAN 2014a, Economic Profile: Mandurah Output, accessed October 2014, http://www.economicprofile.com.au/mandurah/Economy/Output In text reference: (REMPLAN 2014a)
Training Accreditation Council 2013, Annual Report 2012-2013, accessed August 2014, http://www.tac.wa.gov.au/SiteCollectionDocuments/TAC%20Annual%20Report%202012-13.PDF In text reference: (TAC 2013)
Western Australian Planning Commission 2012, Western Australia Tomorrow, Population Report No:7 2006 to 2026 – Forecast Profile: Peel Planning Region, accessed August 2014, http://www.planning.wa.gov.au/dop_pub_pdf/Peel%281%29.pdf In text reference: (WAPC 2012)
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Peel workforce development plan 2015–2018: Executive summary
Appendix A: Stakeholder engagement list
Consultations
Name Organisation Position Sub-region
Kikoo Ndlhlovu Abilities Centre Manager Mandurah
Adrian Tocker Alcoa Human Resources Manager Pinjarra
Nicole Radcliffe Atrium Resort Hotel Human Resources Manager Mandurah
Tony Greipl Bendigo Bank Manager Byford
Garry Eyres BHP / Worsley Alumina General Manager Boddington
Bree Kelly Bridging the Gap Program Facilitator Mandurah
Colin Kerr Bridging the Gap Mandurah
Jessica Stewart Bridging the Gap Program Facilitator Mandurah
Katy Montgomery Bridging the Gap Program Coordinator Mandurah
Gary Drummond Brighton Hotel Manager Mandurah
Matt Symons Bunnings – Mandurah Store Manager Mandurah
Sean Wrigley CCI–SMYL Manager Mandurah
Melanie Sorensen Challenger Institute of Technology CEO Mandurah
Jim Thompson Challenger Institute of Technology Program Manager Mandurah
Graeme Davies City of MandurahExecutive Manager, Strategy and Business Performance
Mandurah
Leslie Wilkinson City of Mandurah Director of People and Communities Mandurah
Natasa Perovec City of Mandurah Economic Development Team Mandurah
Sharron Jones City of Mandurah Youth Development Coordinator Mandurah
61
Name Organisation Position Sub-region
Luke Waldren Coles – Pinjarra Deputy Store Manager Pinjarra
Terry Arnold Coles – Pinjarra Store Manager Pinjarra
Gwen Nuth Commonwealth Respite and Carelink Waroona
Tom Hoyer Community representative
Chair of Community Resource Centre Jarrahdale
Alana Rosenthal-Klein Community Resource Centre Manager Jarrahdale
Elisabeth Hoek Community Resource Centre Manager Boddington
Trish Witney Community Resource Centre Manager Waroona
Ian AndrewsCommunity Services, Health and Education Training Council
Executive Director Perth
Patti Creevey Community Solutions; Challenger Institute Chair Mandurah
Alan Davis Construction Training Council Director Perth
Russell Trowbridge Coodanup CollegeSchool Business Community Partnership Broker
Mandurah
Janet Curran Curran Consulting Mandurah
Margaret Collins Department of Education Regional Education Director Mandurah
Geoffrey HoldenDepartment of Training and Workforce Development
Director Perth
Karen HoDepartment of Training and Workforce Development
Executive Director Perth
Fiona Allen Disability Services Commission Local Area Coordinator Mandurah
Laura Higgens Disability Services Commission Local Area Coordinator Mandurah
Theresa Wachla Disability Services Commission Local Area Coordinator Mandurah
John Cusack Dwellingup Community Centre Manager Murray
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Peel workforce development plan 2015–2018: Executive summary
Name Organisation Position Sub-region
Kevin PeacheyElectrical, Utilities and Public Administration Training Council
Executive Director Perth
Dave HicksEngineering and Automotive Training Council
CEO Perth
Mark Anderson Fairbridge CEO Pinjarra
Sue Fyfe Fairbridge Board of Management Pinjarra
Brett Hawthorn Fairbridge Coordinator Pinjarra
Allan Jones Financial, Administrative and Professional Service CEO Perth
Kay GerardFood, Fibre and Timber Industries Training Council
CEO Perth
Mal GammonFuture Now – Creative and Leisure Industries Training Council
CEO Perth
Greg Day Greg Day's Garage Owner Boddington
Kim Savins John Tonkin College Principal Mandurah
Graham Dawe Kanyana Engineering General Manager Mandurah
Pearl Rasmussen LandCorp Project Officer Perth
Jillian Dielesen Logistics Training Council CEO Perth
Steve Hollie Mandurah and Peel Tourism Organisation CEO Mandurah
Donna Cocking
Mandurah Caravan and Tourism Park, Peel Chamber of Commerce and Industry
President Mandurah
Taron Roberts Masters – Mandurah Store Manager Mandurah
Gerard Blattman McDonalds – Mandurah Store Manager Mandurah
Will Safar Mundijong and Serpentine Medical Clinic Owner/Manager Serpentine
Associate Prof Philip Nicholls Murdoch University Deputy Dean Vet and Life
Sciences Perth
Brian Aitken Murdoch University Murdoch University Senate member Perth
Dr Christopher Vas Murdoch University Academic Director Executive Education Perth
63
Name Organisation Position Sub-region
Dr Fiona Valesini Murdoch UniversitySenior Research Fellow, School of Veterinary and Life Sciences
Perth
Dr Katinka Ruthrof Murdoch UniversitySenior Research Fellow, Environmental and Conservation Science
Perth
Dr Margaret Andrew Murdoch University Lecturer Landscape and Conservation Ecology Perth
Dr Michael Laurence Murdoch University Production Animal Health Perth
Holly Knight Murdoch University Manager Campus Planning and Strategy Perth
Michael Conry Murdoch University Chief Financial Officer Perth
Professor Andrew Taggart Murdoch University Pro Vice Chancellor
Engagement Perth
Professor Bogdan Dlugogorski Murdoch University
Dean, School of Engineering and Information Technology
Perth
Professor David Hampson Murdoch University
Dean, School of Veterinary and Life Sciences
Perth
Professor David Morrison Murdoch University Deputy Vice Chancellor
Research Perth
Professor David Pethick Murdoch University Biochemistry Perth
Professor John Howieson Murdoch University
Research Institute Director, Crops and Plant Sciences
Perth
Professor Richard Bell Murdoch University School of Vet and Life Sciences Perth
Professor Shashi Sharma Murdoch University Chair in Biosecurity and
Food Security Perth
Rachel Bruechle Murdoch University A/Director Development and Communications Perth
Roslyn Retallick Murdoch University Project Manager Perth
Russell Barnett Murdoch University Murdoch University Senate member Perth
Steven Dickson Murdoch University Chief Operations Officer Perth
Craig Lindsay-Rae Murray Engineering Managing Director Pinjarra
Ami Davis Murray House Resource Centre Manager Pinjarra
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Peel workforce development plan 2015–2018: Executive summary
Name Organisation Position Sub-region
Allan James Newmont Mining Social Responsibility Manager Boddington
Paula Johnstone Peel Chamber of Commerce and Industry Manager Mandurah
Melissa Teede Peel Development Commission CEO Mandurah
Margaret Sturdy Peel Health Campus CEO/Director of Medical Services Mandurah
Sharon Ingram Peel Safety Institute Consultant Mandurah
David Cobbold Peel Zoo Owner Pinjarra
Narda Pantaleo Pinjarra Bakery Owner/Manager Pinjarra
Alan Hunt Pinjarra Senior High School Principal Pinjarra
Peter Vetten Raine and Horne Director Mandurah
John Lambrecht Regional Development Australia Executive Officer Mandurah
Nigel Haywood Resources Industry Training Council Manager Perth
Norma Roberts Retail and Personal Services Training Council Executive Director Perth
Shahan Hobson Satterley Property Group Community Development Coordinator Pinjarra
Leighton Yates SEBEL Mandurah General Manager Mandurah
Richard Kelsall Sheep and crop farmer Owner/Manager Boddington
Andrei Koeppen Shire of Boddington Economic Development Manager Boddington
Tahnee Forbes Shire of Boddington Economic Development Officer Boddington
Brett Flugge Shire of Murray Executive Manager Strategic Development Pinjarra
Elaine Edwards Shire of Murray Community Development Officer Pinjarra
Carole McKee Shire of Serpentine Jarrahdale
Director of Community Services Jarrahdale
Davina Eden-Austen Shire of Serpentine Jarrahdale
Tourism and Small Business Development Officer
Jarrahdale
Deon van der Linde Shire of Serpentine Jarrahdale
Executive Manager Strategic Planning Jarrahdale
65
Name Organisation Position Sub-region
Tori Davis Shire of Waroona Community Development Officer Waroona
Marion Fredriksson Urbis Director Perth
Ian Ilsley Ward and Ilsley Partners Director Mandurah
Robyn Garwood Waroona District High School
Teacher and Liaison Officer Waroona
Zaffer Soemya Westerfeld Engineering General Manager Pinjarra
Fred Chaney Whitby Falls Whitby
Forum Location Number of attendees
Mandurah Community Mandurah 6
Pinjarra Pinjarra 6
Waroona Waroona 4
Youth Mandurah 8
Disadvantaged youth Mandurah 4
Forums
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Peel workforce development plan 2015–2018: Executive summary
Appendix B: Data limitations
Where available, the most recent government and industry data have been used in the plan; however, there are a number of limitations associated with the availability and accuracy of data, with the Australian Bureau of Statistics (ABS) Census being the most notable. There are well known concerns with the accuracy of some Census data in rural and remote areas. Wherever possible, alternative sources of data have been used or the trends and patterns have been cross checked during regional consultations.
The data used were mostly derived from the ABS 2011 Census, labour force and business data and from the Commonwealth Department of Employment’s small area labour market data. In addition, published secondary sources of data and information have been used such as that available from the Peel Development Commission, the former Department of Regional Development and Lands (now the Department of Regional Development), Regional Development Australia, the Department of Planning, the Department of Training and Workforce Development and a number of private sector reports.
Considerable caution must also be exercised when using Aboriginal labour market data from the ABS Census. The ‘net undercount’ for Western Australia’s Aboriginal population in 2011 is estimated to have been around 20%. While the ABS does have a methodology to adjust for this, it is only applied to basic counts of Aboriginal persons, but not to any labour market related Census variables. Also, there are cultural considerations and other difficulties related to collecting information from a small and highly dispersed group of people. This means that any Census labour market data for Aboriginal people (particularly in the more remote/traditional communities) may have a higher than average error rate.
67
Appendix C: Community identified occupation list
The purpose of the Community identified occupation list is to provide a high level identification of occupations in demand within the Peel region based on available reports (primarily the 2013 survey of employers’ recruitment experiences) and consultation feedback.
This information must be read in the context of the research. The data for the identification is derived from existing reports and anecdotal consultation feedback. This list provides the starting point for an in-depth research project on future occupation needs within the region. It is by no means scientific research into skill shortages within the region.
The data collected has been categorised to ANZSCO level 6.
68
Peel workforce development plan 2015–2018: Executive summary
ANZSCO Code Occupation Mandurah Sub-
regional
Farmers and farm managers
121000 Farm managers 4
121411 Mixed crop and livestock farmers 4
841599 Livestock farm workers 4
Accountants, auditors and company secretaries
221111 Accountants (general) 4
221200 Auditors, company secretaries and corporate treasurers 4
551000 Accounting and bookkeepers 4
Human resource and training professionals
223100 Human resource professionals 4 4
223311 Training and development professionals 4
Engineering professionals
233111 Chemical engineers 4
233311 Electrical engineers 4
233411 Electronics engineers 4
233600 Mining engineers 4
233512 Mechanical engineers 4
Health diagnostic and promotion professionals
251513 Retail pharmacists 4
Medical practitioners
253111 General practitioners 4
Social and welfare professionals
421112 Family day care workers 4
Bricklayers, and carpenters and joiners
331111 Bricklayers and stonemasons 4 4
331211 Carpenters and joiners 4 4
Painting trades workers
332211 Painting trades workers 4 4
Glaziers, plasterers and tilers
333111 Glaziers 4 4
333200 Plasterers 4 4
333411 Wall and floor tilers 4 4
69
ANZSCO Code Occupation Mandurah Sub-
regional
Plumbers
334111 Plumbers 4 4
Electricians
341111 Electricians 4 4
Electronics and telecommunications trades workers
342111 Air conditioning and refrigeration mechanics 4 4
Food trades workers
351100 Bakers and pastry cooks 4 4
351211 Butchers and smallgoods makers 4 4
351311 Chefs 4 4
Hospitality and accommodation managers
431100 Bar attendants and baristas 4
431411 Hotel service managers 4
431511 Waiters 4
Wood trades workers
394111 Cabinetmakers 4 4
Stationary plant operators
721100 Agricultural, forestry and horticultural plant operators 4
Professionals
260000 ICT professionals 4 4
232611 Urban and regional planners 4 4
70
Peel workforce development plan 2015–2018: Executive summary
71
For further information or to provide comment on the plan, please contact:
State Workforce Planning Department of Training and Workforce Development T: 08 6551 5000 E: [email protected]