peel workforce development plan 2015–2018

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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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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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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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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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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Important Resource DMP - Modified from July 2013

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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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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

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!( Population more than 5000

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National Park

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!V Winery

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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.

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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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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


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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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).

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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.

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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).

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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

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pact

s th

e re

gion

’s a

bilit

y to

attr

act

and

reta

in p

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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

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se

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requ

ire im

prov

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t

• po

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grow

th

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sine

ss c

onfid

ence

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all t

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m e

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pris

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sect

or

• yo

uth

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ploy

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t co

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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

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g w

orkf

orce

ch

alle

nges

• st

rong

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ag

enci

es s

uppo

rting

w

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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

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in th

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ire

impa

cts

abilit

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reta

in

yout

h•

diffi

culty

acc

essi

ng

train

ing

beca

use

of

rem

ote

loca

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• 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


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.

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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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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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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

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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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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


• 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


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


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


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


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


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


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


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


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


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


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


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


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


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

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s in

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onal

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ugh

the

impl

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tatio

n of

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th

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el R

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ldre

n’s

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n.

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tions

foun

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at b

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ch

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re, p

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ular

ly in

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-regi

onal

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eas

of th

e Pe

el, w

ere

inhi

bitin

g w

omen

fro

m re

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erin

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e w

orkf

orce

. Wom

en

play

an

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rtant

role

in P

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wor

kfor

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in p

artic

ular

gro

win

g in

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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

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dev

elop

an

info

rmat

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foru

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nd e

xpo

sess

ions

aro

und

the

oppo

rtuni

ties

to ‘r

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our o

wn

busi

ness

’ in

Pee

l sub

-regi

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as. T

his

prio

rity

actio

n w

ould

als

o be

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the

prov

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acc

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on th

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1.2

57

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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)

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58


Department of Education 2013, Peel Development Commission and the Training Accreditation Council Annual Report 2012-2013. In text reference: (DoE 2013)

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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)

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60


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


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


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

62



Kevin PeacheyElectrical, Utilities and Public Administration Training Council


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


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

64



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


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

66


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


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


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]