TAIRĀWHITI RAU TIPU RAU ORA - COVID-19 PANDEMIC RESPONSE AND RECOVERY PLAN 2020 Not simply restoring the good things we had before COVID-19, but ...
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TAIRĀWHITI
RAU TIPU RAU ORA
COVID-19 PANDEMIC RESPONSE AND
RECOVERY PLAN 2020
Not simply restoring the good things we had before COVID-19, but it is also
about future proofing, and re-establishing an even better region with a whole
of wellbeing approach.
RĀRANGI TAKE
CONTENTS
HE MIHI
FOREWORD 3
TĀ MĀTAU WHAKAUTU, Ā MOHOA NEI
HOW WE’VE RESPONDED SO FAR 4
TE TIROHANGA WHAKAMUA ME NGĀ AROTAHINGA MATUA MĀ TĀTAU
OUR FUTURE VISION AND FOCUS 7
E Te Tairāwhiti e! NGĀ AROTAHINGA
FOCUS AREAS
Kia hiwa rā, kia hiwa rā! NGĀ MĀTĀPONO
PRINCIPLES
Kia hiwa rā tū māia mai
TĀ MĀTAU KAUPAPA TĪREWA ME TE WHAKARĀPOPOTO O NGĀ MAHI KA HUA
kia hiwa rā tū ngātahi mai OUR FRAMEWORK AND ACTION SUMMARY
tātau tātau i roto i ngā rā TE TAUTOKO I TŌ TĀTOU WHĀNAU ME TE HAPORI
SUPPORTING OUR WHĀNAU AND COMMUNITY 15
o te mate weriweri korona nei! HE AHA NGĀ TAUWHĀINGA WHAKARAUORA MŌ TE TAIRĀWHITI?
Tātau tātau i roto i ngā rā WHAT ARE THE RECOVERY CHALLENGES FOR TAIRĀWHITI?
NGĀ WHĀINGA MATUA MAHERE WHAKARAUORA
o te rau tipu o te rau ora nei! RECOVERY PLANNING PRIORITIES
Tihe mauri mua! TE WHANAKETANGA I TŌ TĀTOU ŌHANGA
GETTING OUR ECONOMY MOVING 25
Tihe mauri ora! NGĀ WHĀINGA MATUA MAHERE WHAKARAUORA
RECOVERY PLANNING PRIORITIES
NGĀ WHĀINGA MATUA MAHERE WHAKARAUORA
RECOVERY PLANNING PRIORITY ACTIONS
TŌ TĀTOU TAIAO
OUR ENVIRONMENT 37
HE AHA NGĀ TAUWHĀINGA WHAKARAUORA MŌ TE TAIRĀWHITI?
WHAT ARE THE RECOVERY CHALLENGES FOR TAIRĀWHITI?
NGĀ WHĀINGA MATUA MAHERE WHAKARAUORA
RECOVERY PLANNING PRIORITY ACTIONS
Ō TĀTOU KAIMAHI
OUR WORKFORCE 43
HE AHA NGĀ TAUWHĀINGA WHAKARAUORA MŌ TE TAIRĀWHITI?
WHAT ARE THE RECOVERY CHALLENGES FOR TAIRĀWHITI?
NGĀ WHĀINGA MATUA MAHERE WHAKARAUORA
RECOVERY PLANNING PRIORITY ACTIONS
TĀPIRITANGA
APPENDIX 52
TAIRĀWHITI RAU TIPU RAU ORA COVID-19 GLOBAL PANDEMIC JUNE 2020
HE MIHI
FOREWORD
The COVID-19 pandemic has challenged the world, the nation and our region to think
more than ever before about how we live, work, play and connect. As we consider
the impacts of COVID-19 in our planning and investment decisions for Tairāwhiti,
we must also recognise that the situation is fluid and that we are operating in a
fast- changing environment. Our Tairāwhiti community, our people, our leaders and
organisations have done an excellent job in uniting against COVID-19. Our recovery
will bring opportunities amid challenges, and this plan will clarify how to grow those
opportunities for our region.
We know for certain that the effects of COVID-19 will create worldwide disruption, with
the after-effects felt for decades to come. How we respond to this as a nation and a
region will shape the future of our tamariki and mokopuna.
Our resilience continues to be tested on all fronts, from region-specific crises, to
national and global events. Yet, we rise past those challenges, and strive as a people
to achieve the best for our culture our environment and our economy. Our strength
is our people. All of us are descendant of strong and noble ancestry. We embrace
change and we move forward with confidence. We are resilient and resourceful.
Through workshops with leaders, discussions with the business sectors, surveys and
public feedback we have developed a living recovery document, our Recovery Plan -
Rau Tipu Rau Ora. This plan outlines our vision for our recovery, the principles that will
guide us and the outcomes we want to achieve.
It is intended that this document will guide those involved in the recovery so we can
build and capitalise on who we are, our uniqueness as people and our uniqueness as a
region. Our plan encapsulates our aims for our local economic recovery, alongside our
commitment as a Governance group to deliver on our plan with kindness. This plan is
about supporting all our people, from our pēpi to our kaumātua, while making sure
that we take the time to care for all those who are vulnerable to the health and social
impacts of COVID-19.
We therefore present to you the Tairāwhiti COVID-19 pandemic Response and
Recovery Plan – Rau Tipu Rau Ora. The plan brings together an initial set of priorities
and actions that we will track, and report regular progress on, over the next three
to four years. But, the Plan is a living document, and will be reshaped over time by
the views, aims and new priorities of Tairāwhiti people, communities, hapu and iwi,
businesses and partner agencies.
Together, we will support our kuru pounamu – our elders and people in need;
and invigorate our local economy in ways that are inclusive and environmentally
sustainable.
2 3
TĀ MĀTAU WHAKAUTU, TOITŪ TAIRĀWHITI
IWI ACTIVATED RESPONSE INCLUDED:
Ā MOHOA NEI
Timely access and use of whānau/hapū/
iwi assets and infrastructure, ie Marae,
hapū and community hubs and networks
HOW WE’VE RESPONDED SO FAR Tangihanga guidelines and practices
informed by local iwi Tikanga
Tailoring communications to whānau,
hapū, and iwi members living at home
As a region our response to COVID-19 has been swift and robust. We have led by example in our and abroad to ensure they were informed
and remained connected
OUR ECONOMIC RESPONSE,
response efforts and should all be proud of what has been achieved. THROUGH TRUST TAIRĀWHIT PROVIDED:
Proactive immunisation programmes and
Business support, which involved calling and
assisting in promoting regional health
surveying businesses to determine their needs
initiatives
and directing them to appropriate information
Leveraging iwi social and health services and support. We also provided:
including Whānau Ora for the provisions of
Accessed an initial $23M economic
manaaki and emergency relief packs and
support package from central government
grants
for worker redeployment and training
Accessing and distributing government
CARE forum (Commitment, Action and
OUR and iwi emergency relief funds
Reciprocity that results in sustainable
HEALTH RESPONSE Accessing resources such as firewood, Employment) continued to support
ACHIEVED:
meat and cash equivalent from iwi forestry training and employment for unemployed
Deliberate testing regime and protection OUR and farm companies, milk and food from and newly unemployed
of regional boundaries alert levels 3 and 4 CIVIL DEFENCE RESPONSE national and local businesses
Business support – calling and surveying
The highest per capita testing rate in the ENSURED: Establishing and operating iwi 0800 over 800 businesses to determine their
country Coordination and collaboration to ensure helplines. needs and directing businesses to
cross agencies response to Government’s appropriate information and support,
The highest rate of testing Māori
direction with over $150,000 in immediate business
Fifth highest rate for testing Pasifika support funding funnelled into local
Closing key facilities businesses
Redesigned health service delivery
including leap in use of electronic media, Boosting regional communications Set up and activated a strong shop-local
joined up services, alliancing for action. support to businesses and community campaign “Let’s Shop Tairāwhiti”
AS A
Establishment and maintainance of the COMMUNITY Continue to require Māori employment
region’s Emergency Coordination Centre targets in current and future contracts
We did our part and strictly observed the
Conversion of Council’s War Memorial for government and regional economic
Alert rules.
Theatre into a COVID-19 community stimulus packages
testing facility in partnership with Hauora We saw tremendous community and
Rates remission support and rate review
Tairāwhiti voluntary sector support for whānau,
friends and neighbours Free parking in the CBD.
Regional welfare support (packages) and
connecting our people to community- We called community groups and
based supports surveyed to determine community needs,
and targeted our funding to areas of most
Initiation of Operation Manaaki – calling need
over 7,000 people over 65 in our region to
check in and make sure they were ok We increased engagement with whānau
including children and youth through
Providing safety advice and equipment to social media and intergenerational
community checkpoints. transmission of knowledge.
4 5
TAIRĀWHITI RAU TIPU RAU ORA COVID-19 GLOBAL PANDEMIC JUNE 2020
TE TIROHANGA WHAKAMUA
ME NGĀ AROTAHINGA MATUA
MĀ TĀTAU
OUR FUTURE VISION AND FOCUS
Rau Ripu Rau Ora’s Vision for a successful COVID-19 pandemic response and recovery is:
Tairāwhiti households, whānau, commerce, essential services and communities stand strong
together in the face of the immediate, medium and long-term impacts of the Global Pandemic,
COVID-19.
This Vision speaks to a range of outcomes, challenges and actions, some of which underpin existing plans and
strategies for our region, including ‘Tairāwhiti 2050’, the district spatial plan, and Te Huarahi Hei Whai Oranga, the
Tairāwhiti Economic Action Plan.
A raft of other priority actions in Rau Tipu Rau Ora are newly minted, and are direct results of our communities’ and
business sector’s experiences during COVID-19 Alert Level 4 ‘lock down’. In all, they represent a mix of practical
measures to boost the prospects of our economic recovery while staying responsive to the health, social and broader
well-being needs of our people and communities.
6 7
TAIRĀWHITI RAU TIPU RAU ORA COVID-19 GLOBAL PANDEMIC JUNE 2020
NGĀ AROTAHINGA
FOCUS AREAS
At the centre of our framework is our workforce. The importance of our people, building and SUPPORTING OUR GETTING OUR
developing a resilient and confident workforce is critical to the success of our recovery. These are the WHĀNAU AND COMMUNITY ECONOMY MOVING
main factors to ensuring success in supporting our communities, moving our economy forward and
managing and protecting our natural environment. Our people must have confidence in their Stimulate our regional economy
health, social and emergency services to by delivering large scale capital
cope with a repeat of the pandemic, while works projects, injecting significant
maintaining core services and support for Government funding into our
those in need. Our ongoing responses community. Targeting investment
will build on services, partnerships and and support for our Tairāwhiti
approaches that worked well during Alert businesses through enhanced
Level 4; address key gaps in our services procurement processes will enable
and support for those most affected by the creation of further employment
COVID-19 and its impact; and increase local and training opportunities.
decision-making across health, emergency Opportunities for growth through
services and the social sector in support the Recovery Plan will include a
of Tairāwhiti households, whānau and focus on meeting housing and
WHĀNAU AND communities. infrastructure needs.
COMMUNITY
OUR OUR
ENVIRONMENT WORKFORCE
As part of our broader interests in managing To improve our economic recovery,
and protecting our natural environment we and ensure our households and
unlock immediate opportunities for ‘green’ whānau have greater resilience
employment and training. This will include against future shocks, we boost
initiatives to sustain our local waterways and the opportunities for local training,
WORKFORCE riparian lands, and endangered ecosystems. qualifications and jobs. We partner
As well as those initiatives, we practice good with industry and employers, iwi,
kaitiakitanga (guardianship): which means tertiary education providers and
improving biodiversity, fresh water and Government, to include a strong
clean rivers, sustainable land management, focus on re-deployment. For large
ECONOMY ENVIRONMENT and climate change mitigation. scale investments we focus on
developing regional procurement
guidelines to support workforce
development with an emphasis on
our local labour workforce. This is
particularly important for locally
funded public organisations.
8 9
TAIRĀWHITI RAU TIPU RAU ORA COVID-19 GLOBAL PANDEMIC JUNE 2020
NGĀ MĀTĀPONO
PRINCIPLES
The development of principles guide us in the way we work towards our outcomes. They are the
foundation for how we do things. Confidence, inclusion, innovation and resilience are our Rau Tipu Rau
Ora foundation principles.
MĀIATANGA
CONFIDENCE
RAU TIPU OUTCOME
Our people are confident in our essential services – and in themselves - to manage the risks of a new outbreak.
RAU ORA OUTCOMES
Our people are confident in the main pandemic safety measures at work, at play and in the community.
Our people are buying local and supporting our local businesses to stay in business and stay employing.
TE WHAKAPIRINGA
INCLUSION
RAU TIPU OUTCOME
Our kuru pounamu will all get the essential support they need to cope with the physical, emotional and financial
impacts of the COVID-19 pandemic.
RAU ORA OUTCOME
Our job and business initiatives include our remote and rural communities, workers in vulnerable sectors and
jobs, and those in need of work, education or relevant training.
TE AUAHATANGA
INNOVATION
RAU TIPU OUTCOME
Our COVID-19 “Lock Down” successes are helping redefine health and wellbeing, education and social support to
our kuru pounamu and our remote communities.
RAU ORA OUTCOME
We are capitalising on our regional brand, building on our environment, economic strengths and diversifying
our industries and markets.
TE PAKARITANGA
RESILIENCE
RAU TIPU OUTCOME
Our whānau are participating in work, skills and acquiring qualifications, and are building their savings for later
in life and any future uncertainties.
RAU ORA OUTCOME
Our region has the infrastructure, environment, regulation and skilled workforce to adapt to new opportunities,
and absorb future economic shocks.
10 11
TAIRĀWHITI RAU TIPU RAU ORA COVID-19 GLOBAL PANDEMIC JUNE 2020
TĀ MĀTAU KAUPAPA TĪREWA ME TE WHAKARĀPOPOTO O NGĀ MAHI KA HUA
OUR FRAMEWORK AND ACTION SUMMARY
The following outlines the goals to be achieved in each of the focus areas, the levers, and a summary of
the actions we will progress.
SUPPORTING OUR GETTING OUR OUR OUR
WHĀNAU AND COMMUNITY ECONOMY MOVING ENVIRONMENT WORKFORCE
Our people (young and old) are confident Our economy is strengthened by the Our environmental projects deliver on Tairāwhiti people have the skills and
and included, they are safe at home, at work initiatives that we implement in this our commitment to regenerate, protect capabilities to secure and maintain
and at play. Our whānau and communities plan. Investment in construction and and enhance our natural and cultural employment, create or adapt to new
have greater capacity to absorb significant infrastructure creates local employment capital. They also boost local employment opportunities, and be confident in
life shocks and are healthy, connected and and becomes a core part of our ongoing outcomes. Our partners and iwi are responding to a new outbreak or
productive. operations. Our initiatives supports broader supported to co-design and implement emergency. Education, training and
community and whānau relationships that environmental projects that are hapu- employment opportunities will be
We support:
underpin our economy and ensures our led such as: landscape; catchment-scale; increased with a strong focus on re-
Regional recovery
region has the capacity and facilities to ecological restoration; agroecology and deployment of people who have lost
Effective Social provision during Alert nurture local people who want to stay, live community revitalisation. We leverage off jobs due to COVID-19. Social procurement
Level 4 and Alert Level 3 and work here. the investment received from Government, guidelines will ensure that local labour force
Effective Health provision during in partnership with farmers, to deliver development and employment is a key
Alert Level 4 and Alert Level 3 We support:
on our regional environmental projects outcome in large scale investments.
Adaptive recovery – Health and Tourism redesign
aimed at pest management and improving
Emergency Management ‘Buy local campaign’ We support:
waterways.
Tamariki/Mokopuna Shared technology and science Tairāwhiti workforce development
innovations We support: Marae training hubs
Welfare
Māori Land Development Fast track nature-based employment Technology labour force
Addictions and immunisation projects in partnership with iwi,
Locally processed wood development
Housing conservation organisations/groups
Targeted support to SMEs Health training
Local decision-making including and farmers.
‘commissioning services’ Technology Ecosystem Regional social procurement
A regional water storage scheme
approach
Health education Technology Research and monitoring on
Manaaki Tairāwhiti outcomes Regional Food Security and Food environmental impacts.
Sovereignty Protocols and mechanisms for
Local economy through implementing changes to RMA
construction projects legislation
Removing barriers to development
Productivity and innovation of
primary industries
12 13
TAIRĀWHITI RAU TIPU RAU ORA
SUPPORTING OUR
WHĀNAU AND
COMMUNITY
14 15
TAIRĀWHITI RAU TIPU RAU ORA COVID-19 GLOBAL PANDEMIC JUNE 2020
HE AHA NGĀ TAUWHĀINGA WHAKARAUORA MŌ TE TAIRĀWHITI? NGĀ WHĀINGA MATUA MAHERE WHAKARAUORA
WHAT ARE THE RECOVERY CHALLENGES FOR TAIRĀWHITI? RECOVERY PLANNING PRIORITIES
SHORT TERM LONG TERM SHORT TERM MEDIUM TO LONG TERM
Housing shortage of 400 homes. New affordable Long term community resilience and confidence Establish Manaaki Tairāwhiti commissioning Devolve central and regional decision-making
housing options will reduce pressure on the agency to develop new investment for greatest to local iwi/communities
Progressive, sustained and community-driven
rental housing market which is currently driving impact
improvements in health and recreation outcomes Speed up delivery on Manaaki Tairāwhiti key
up demand for emergency and temporary
Continue work to identify and support result areas Housing, Addiction, Family Violence
housing. Impacts on the wider housing sector as Re-focusing of health on wellness and illness
vulnerable members of the community to build and Child Wellbeing
a result of economic downturn are unknown prevention instead of treatment through
their strengths
community action Progress connected walkways/cycle-ways to
Health and wellbeing issues, particularly mental
Rapidly increase the supply of housing enable connection and health and welbeing.
health and addiction, while also recognising the Retraining and sustainable employment
impact that poor housing and joblessness have Build new facilities and services to address Establish “new normal” health service delivery
Supporting sustainable employment outcomes
on wellbeing priority health and wellbeing needs including including greater use of telehealth, stronger
for local talent
mental health and addiction and release already community-based care and a reduced reliance
Identifying ways to use the successes of Young people supported in education and ascribed funding for Māori-led, community- on the hospital. This will increase the region’s
the COVID-19 response on other health and progressing to training and employment based mental health and addiction intervention capacity to recover volumes of services
wellbeing challenges amenable to community
Supporting environmentally sustainable business services
change: for example family harm, alcohol use, Support rural wellbeing and resilience
low rates of breastfeeding practices Sharing knowledge about what is needed from
Housing Impact assessment
Māori Housing Strategy the perspective of whānau and how to work
Maintaining a strong focus on wellbeing and Continue to progress priority actions from the
effectively to meet those needs to improve
reducing health risks including the risk of future Manaaki Tairāwhiti Housing Strategy
health, education and social outcomes
pandemics
Responding to the current and new welfare Prioritise papakāenga development in planning
Anticipated increase in demand for residential consents, infrastructure planning and social
needs that emerge as a result of COVID-19, for
treatment for addictions and community-based housing investment. Combine papakāenga
example continue to maintain accommodation
services planning with cottage industry development
needs of our region’s homeless
Integrating local data sets across health, and aged residential care options
Improving health literacy and the
economic and social sectors to produce evidence Training, redeployment and development to
communication between health, education and
and insights that support decision making and support the construction section
social services
action
Identify retraining and redeployment
Enable on-line education provision and
opportunities to support industries needing
continued improvement in whānau participation
increased labour, including the health and social
in children’s learning and intergenerational
sectors
transmission of cultural knowledge and resilience
skills Support our community and voluntary sector’s
contribution to the region’s recovery and wider
Social and physical isolation of whānau and
resilience
friends
Progress the region’s Community Facilities
Impact on arts, culture and heritage
Strategy
Impact on tikanga, marae, hapū and iwi
Impact on the sport and recreation sector
16 17TAIRĀWHITI RAU TIPU RAU ORA COVID-19 GLOBAL PANDEMIC JUNE 2020
ACTION DESCRIPTION IMPACT WORKFORCE DEVELOPMENT/ TIMEFRAME PARTNERS
NEW JOBS
RAU TIPU RAU ORA PRINCIPLE RAU TIPU OUTCOME
MĀIATANGA Our people and communities are confident in our essential services – and in themselves - to manage the risks of a new outbreak.
CONFIDENCE
Health and Emergency The lessons learnt in our pandemic approach enable seamless collaboration in Civil Defence Community anxiety due to concerns for Full civil defence leadership and CDEM
Management (Our emergencies and in welfare and recovery. This will be locally led, drawing on local insights kaumātua/seniors, and relatively high volunteer network, in place and NZ Police
adaptive recovery) and partnering with iwi, agencies, NGOs and community groups. proportions of people with chronic trained across each of our local
Hauora Tairāwhiti
Our region’s civil defence emergency management facility has a permanent location with health conditions, especially in isolated communities.
communities without easy access to FENZ
adequate distribution facilities on site or nearby. COVID-19 recovery is supported by
health services. central government funding and led St Johns
We have adaptive recovery in place with clear and effective Level 4 quarantine and tracking
measures for people arriving from out-of-region or overseas. locally, investing in local solutions. GDC
All reasonable measures are in place to maintain a strong ‘regional bubble’ during a national Our facility is fit for purpose and we Iwi and
pandemic. have used local labour force and community
suppliers to fit out. partners
Our Level 4 essential services
partners’ workforce are equipped
with PPE, sanitisers and training to
carry out their welfare distribution
and support roles, safely.
Tamariki, Mokopuna Support our tamariki into safe environments, where they can grow in confidence in this new Define measures that consider how Our tamariki are supported by Immediately Parents,
world. our tamariki and mokopuna have fared champions from within the region, Grandparents
during the response. not led by external agencies.
RAU TIPU RAU ORA PRINCIPLE RAU TIPU OUTCOME
TE WHAKAPIRINGA Our kuru pounamu will all get the essential support they need to cope with the physical, emotional and financial impacts of the 2020 pandemic.
INCLUSION
Welfare support Ensure support and coordination with local food wholesalers, supermarkets and grocers to In the event of a future lock-down: TBC CDEM
maintain food supply and confidence for households throughout the region. • All people in Tairāwhiti are confident NZ Police
Support a range of community garden initiatives with local marae and community groups they have access to food and other Iwi
across Tairāwhiti to increase food security and nutrition outcomes. essentials.
NGOs
Develop guidance for local and remote communities for permissible food gathering during • Isolated communities have increased
Community
lock down. food security and options (gardens
Organisations
Maintain welfare assistance for high needs people and households during winter. and ‘kapata kai’).
House of
Support the continuation of the Oasis Church homeless shelter. • Kuru pounamu (our members with
Breakthrough
high vulnerability or needs) have
additional access to food and other Gizzy Kai Rescue
essentials. Oasis Church
Homeless Shelter
18 19TAIRĀWHITI RAU TIPU RAU ORA COVID-19 GLOBAL PANDEMIC JUNE 2020
ACTION DESCRIPTION IMPACT WORKFORCE DEVELOPMENT/ TIMEFRAME PARTNERS
NEW JOBS
Addictions Additional support services will be provided as part of our mental health services in Tairāwhiti. Pre-COVID, and forecast new demand, New jobs will be created in health. 3 months MT
for in-region addiction rehabilitation New jobs will be created in Hauora Tairāwhiti
services. construction. Ngāti Porou
A pandemic, and its impact on business, New jobs will be created in Te Puia. Hauora
jobs and households, increases the risk
Community-
and incidence of substance abuse and
based addiction
addictions.
services
Addiction rehabilitation services offer
scope to help people affected by drug
use to return to the workforce.
RAU TIPU RAU ORA PRINCIPLE RAU TIPU OUTCOME
TE AUAHATANGA Our ‘Level 4’ collaborations, service design and delivery approaches are helping redefine health and wellbeing, education and social support to our whānau, kuru pounamu and our remote
communities.
INNOVATION
Commissioning Tairāwhiti Commissioning Agency business case received by central government. Safeguard community services that Safeguard existing social sector jobs. 6 months MT
Commissioning Agency will receive bulk funding to procure local services. deliver for vulnerable whānau. Create new training pathways. Government
agencies
Health Build on the energy within health sector and establish a “new normal” health service High needs health populations have Recruit locally to health services into Hauora Tairāwhiti
approach and model. This will include greater use of telehealth, stronger iwi and community- improved access, and more appropriate supported career development. PHOs, Iwi and
based partnerships and care services, and reduced reliance on hospital to increase capacity to services, to improve health outcomes. Māori health
recover volumes of services. providers and the
Modify assessment and planning processes to ensure equity of outcomes is prime in health local health sector
service recovery. network.
Roll out “Manage My Health” to every person enrolled in a PHO. Tairāwhiti sports
and recreation
sector.
Health: An annual flu vaccination programme achieves over 80% uptake by our seniors and other Concern to keep our kuru pounamu Recruited support people to expand Ongoing Hauora Tairāwhiti
Immunisations priority members. safe from the flu and its impact on their the reach of services to people in PHOs, Iwi and
Our flu vaccination rates achieved in 2020 resulted from DHB leadership, roll out by health resilience to the COVID-19 virus. their homes and where they meet. Māori health
network partners, strong multi-media communications, and engaged whānau and Concern to maintain the capacity of our providers and the
households. health system by reducing flu-related local health sector
This must be the ‘new normal’ to keep more of our kuru pounamu healthier over winter, and demands. network.
reduce stress on our health system. Local media.
20 21TAIRĀWHITI RAU TIPU RAU ORA COVID-19 GLOBAL PANDEMIC JUNE 2020
ACTION DESCRIPTION IMPACT WORKFORCE DEVELOPMENT/ TIMEFRAME PARTNERS
NEW JOBS
Education Support the Tairāwhiti school network to: Education delivery drew on a mix Refer to the ‘Our Workforce’ section MSD
• Ensure parents, whānau and schools are confident in the ongoing COVID-19 health and of online and public broadcasting of the Rau Tipu Rau Ora Plan. Tairāwhiti schools
safety measures to keep our teachers, schools staff and students well. platforms, and paper-based resources and kura
to keep students connected to learning
• Be prepared to maintain education continuity if we have to deal with future lock downs. Hauora Tairāwhiti
during Level 4 lock down.
• Capitalise on the opportunities presented by digital/online learning. Parents, whānau
While this presented real challenges it
and students
also highlighted the potential of remote/
virtual education to bridge subject and
curriculum gaps across schools and
communities of learning, including
Māori education.
For ongoing learning ‘at school’ it is
crucial that we continue to give clear
guidance and, where needed resources,
to ensure students, whānau and school
staff maintain good physical hygiene
and safety practices before, during and
after school.
Housing A building programme to develop 400 new and affordable homes in our region. Pre COVID-19 Tairāwhiti faced an Estimated construction workforce of By 30 June 2020: Kainga Ora
Create a Housing Taskforce for Tairāwhiti. immediate shortage of 400 affordable up to 200. Full proposal to MT
homes for ownership or rent. Social procurement targets of: Government.
Address an immediate shortage of affordable homes and, in doing so: MSD
This puts pressure on emergency • 33%% local contractors; By 31 August:
• create local employment and trades apprenticeships; GHL
housing which, during a pandemic and decision on
• supply locally processed timber for the building programme; and • 33%% Māori trainees and Māori HUD
lock down, is further stretched, and consents.
contractors.
• include scope for papakāinga housing for whānau Māori. potentially compounded by demand for Project start GDC
accommodation for quarantine. Support for an in-region wood
dates TBC HUD
processing workforce.
TT
Whānau/Hapū
Iwi
EIT and local
tertiary providers
Play, recreation and Progress the region’s Community Facilities Strategy. Reducing inequities that prevent people Sport Gisborne
sport Support resumption of safe and appropriate sporting and recreation activities. from being active and able to connect. Tairāwhiti
Support the local system to innovate/combine services (for example budget allocation Sporting codes
opportunities – sport and recreation, arts and culture, community and voluntary). and clubs
Gain insights for decision making and continue momentum from lock down, focus on being Iwi
active together, connecting with the environment and cultural heritage etc. (Innovative TT
Streets fund, Healthy Families East Cape - Safer Streets work, kapa haka and other performing GDC
arts).
Community
Progress connected, safe cycleways that link people with key areas of congregation (e.g. city organisations
beaches, CBD, schools etc).
Arts Support the regions art and cultural sector (artists and creatives) to access Government The arts and cultural sector is particularly Trust Tairāwhiti funding for the 24 months TT
funding. vulnerable to economic shocks. Tairāwhiti Arts festival will support 5 Arts and culture
Invest in the Tairāwhiti Arts Festival to remain accessible with events. But with the right support, the arts and fulltime jobs to deliver the 2020 and sector
cultural sector can also create jobs, drive 2021 Tairāwhiti Arts Festivals and
GDC
economic recovery and enhance social approximately 40 jobs over the 2-3
wellbeing and cultural identity. week period when the arts festivals
are held.
22 23TAIRĀWHITI RAU TIPU RAU ORA
GETTING OUR
ECONOMY MOVING
24 25TAIRĀWHITI RAU TIPU RAU ORA COVID-19 GLOBAL PANDEMIC JUNE 2020
NGĀ WHĀINGA MATUA MAHERE WHAKARAUORA NGĀ WHĀINGA MATUA MAHERE WHAKARAUORA
RECOVERY PLANNING PRIORITIES RECOVERY PLANNING PRIORITY ACTIONS
SHORT TERM LONG TERM SHORT TERM MEDIUM TO LONG TERM
Identifying the BIG Project proposals that meet Diversification and resilience of regional economy Make sure we continue to support key Increase wood processing in the region.
agreed regional needs industries of forestry, agriculture and Creating jobs, diversity of markets and diversity
Alternative income streams
horticulture that are proving resilient in of products from logs, as well as growing the
Attracting domestic tourism and redesigning our
Ongoing impact on key sectors (tourism, supporting the Tairāwhiti economy and will margins of the products we send to markets
tourism offerings
hospitality, retail, fuel and automotive, education into the future. Help them find ways to be more
Address infrastructure gaps and other barriers
Business sustainability (next 12 months) and training) productive, diverse and globally competitive
to boost the contribution of whenua Māori to
Employment opportunities and job security Increase capacity of construction sector Increase numbers for the region’s vocational whānau and regional prosperity
Future proofing existing local work-force Make planning provisions a better fit for purpose training and qualifications, matched to
Develop a regional food security and food
immediate job opportunities and longer-
Create economic stimulus through infrastructure Provide affordable housing sovereignty strategy unlocking further value-
term workforce and skills demand from local
spending in region added opportunities for our regional produce
Resilient infrastructure employers and sectors
Influencing Government policy to effect change Help the tourism sector to reset in a way that
Ensure infrastructure is built to stimulate Acceleration and refinement of key actions in
supports quality jobs and authentic experiences
Regional collaboration on funding initiatives that economic growth and meet community needs the Tairāwhiti Economic Action Plan to better
based on the region’s cultural uniqueness and
support our plan (eg Provincial Growth Fund, support our economic recovery
Minimise environmental impacts. natural environment
Crown Infrastructure Partners, Small and Medium Establish a shared technology and science
Enterprise business loans) Diversify primary industry for scale – focus areas
innovation programme including attracting
include:
Innovation and supporting start ups. new business and linking our technology
• Capability development
learning initiatives to technology jobs and
industry • Ecosystem monitoring and management
• Apiculture
Continue to build and support the region’s Buy
• Horticulture
Local Campaign with support for businesses
to provide online services and local delivery • Bioactives and natural health products
potentially on a shared marketplace platform • Water security
• Research and development, particularly to
Establish a business support programme for
help unlock the potential of underutilised
hospitality, accommodation and events and
Māori land
experiences in the region
• Sustainable employment and training
Prepare for a domestic tourism campaign and needs
implement an ‘Act now for Tourism’ programme • Supporting infrastructure, such as cool
Fast-track high value, high employment stores and pack-houses
business opportunities committed to the region • Supporting the agriculture sector to
and ensure they have the capability, capacity improve productivity and innovation.
and capital to succeed.
26 27TAIRĀWHITI RAU TIPU RAU ORA COVID-19 GLOBAL PANDEMIC JUNE 2020
ACTION DESCRIPTION IMPACT WORKFORCE DEVELOPMENT/ TIMEFRAME PARTNERS
NEW JOBS
RAU TIPU RAU ORA PRINCIPLE RAU ORA OUTCOME
MĀIATANGA Our people are buying local and supporting our local businesses to stay in business and stay employing.
CONFIDENCE
Tourism Provide a business support programme for the region’s hospitality, accommodation and COVID-19 has severely disrupted global The focus is on retaining existing 3-24 months TT
events and experiences operators. tourism. jobs, but opportunities exist for 100+ Iwi
Tairāwhiti Gisborne domestic tourism campaign will be activated using consumer data insight There will be losses within the tourism new jobs during the bounce back.
Tourism Operators
to target high value domestic visitors. sector and support is needed to retain Providing increased accommodation
Develop an ‘Act now for Tourism’ programme aimed at supporting our tourism sector to jobs and help position businesses to is expected to provide 80+ jobs
bounce back with increased resilience and tourism products that showcase our natural and bounce back. during construction and 40+ jobs
cultural points of difference. The Government’s May budget has ongoing.
Complete and implement a regional tourism strategy that affirms our long term strategy and provided the sector with opportunities Accommodation network supports 12-36 months
direction for high value, low volume authentic cultural tourism approach. to bounce back. development of multiple tourism
Tairāwhiti secures it share of businesses to establish on the East
Trust Tairāwhiti will work with key stakeholders to prepare feasibility studies and business
additional tourism funding to support Coast touring route.
cases for:
development of these initiatives.
• A high quality commercial hotel development within walking distance of the CBD/ inner
harbour area. The “Eat and Stay” sectors industry
supported 700+ jobs pre COVID-19 and
• A conference/business events centre in the Gisborne CBD.
will require dedicated support.
Trust Tairāwhiti will work with Ngāti Porou Holding Co. Ltd, in collaboration with local hapū
There is a lack of commercial
and communities to prepare feasibility studies for:
accommodation for all industries along
• Commercial accommodation on the East Coast SH35. This is holding back economic
• Enhancing accommodation options on the network of high-quality campgrounds development.
to support State Highway 35 and the communities of the East Coast to develop an There is also increased economic
appropriate touring route. Support community tourism development aligned to local opportunity associated with additional
business, cultural and whānau development aspirations. hotel accommodation and conference
facilities in the CBD.
Shop Local Activity Continue to actively promote our “Let’s Shop Tairāwhiti Campaign” Shut down caused revenue loss while Increase in-store and online sales 0-12 months Iwi
An online shared market place and sales platform is being investigated to reduce costs for business costs remained. support business resilience and drive TT
local businesses and increase market share and resilience. Customers have lost confidence and staff employment. Retain existing
some buyer behaviour moved online jobs. Existing businesses keep or
during the lockdown. grow sales and grow product sales
margins.
2-5 jobs to support market platform
preserved or created in local support
businesses.
Science and Innovation Support Māori Land Research and Development funding to develop commercial land use Unlocking the economic use and 10-12 roles during research product Iwi
opportunities. potential of Māori land blocks, which innovation. GDC
are typically small and multiply owned. Increase in land-based employment TT
Allowing for resilient locally owned from innovation product
businesses. development.
28 29TAIRĀWHITI RAU TIPU RAU ORA COVID-19 GLOBAL PANDEMIC JUNE 2020
ACTION DESCRIPTION IMPACT WORKFORCE DEVELOPMENT/ TIMEFRAME PARTNERS
NEW JOBS
RAU TIPU RAU ORA PRINCIPLE RAU ORA OUTCOME
TE AUAHATANGA We are capitalising on our regional brand, building on our environment and economic strengths and diversifying our industries and markets.
INNOVATION
Māori Land • Support and progress Tūranga Whenua, a collective vehicle to improve the stewardship, High demand in Chinese market for 35 FTEs during design and 3-12 months Ngāti Porou Mīere
Development connection of owners and economic utilisation of participating Māori land blocks. Ngāti Porou honey. construction. collective
• Build an export-quality honey extraction and processing facility to underpin the expansion 60 facility related FTEs. 2021-2026 Ngāti Porou
of the manuka honey sector on the East Coast. Holding Co. LTD
• Facilitate and support for Māori land owners to access capital to reach new and emerging
markets.
Wood Processing Grow our domestic wood processing through sawmilling and creating engineered wood Early impact on forestry, since recovered, Retain 41 jobs and grow 9 new ones 3-12 months TT
products to increase: current high demand for logs. for sawmill. SCION
• Regional economic resilience Transitioning from heavy reliance on Grow 20-25 new jobs in engineered
• Opportunities to create more valuable products a single product, single market of logs wood products business.
to Asia, to one of diversity of products, Three times indirect job multiplier for
• Timber volumes for the construction sector including housing
diversity of markets and greater margin every direct job.
• Year-round baseload for container shipping. for Tairāwhiti from existing Pinus radiata
50% Māori and 75% local
forest estates.
employment targets.
80% local or national manufacturing
and engineering supplier spend
target.
Minimum $300m in local and
national supply chain spend over 10
years.
Start-ups and small and Provide Regional Business Partnership (RBP) funding and contribute advice to businesses The viability of many of our region’s At least 140 of the region’s small 0-12 months TT
medium enterprises focused on: SMEs has been seriously affected by and medium enterprises will be Callaghan
(SMEs) • Human resources COVID-19. supported by the additional funding Innovation
Start-ups provide an opportunity and support provided through the
• Health and wellbeing
for building economic diversity and RBP programmes.
• Business continuity planning and finance
resilience. A minimum of 12 start-ups will be
• Cash flow management supported this year, including three
• Digital enablement and marketing strategies Māori SMEs..
Support initiatives will also include improved engagement, advisory, and where appropriate,
‘incubation’ support for Māori SME start-ups on the East Coast and wider Tūranga .
Continue to provide Research and Development (R&D) start-up loans.
Trust Tairāwhiti business start-up support fund will be established to help the region’s
entrepreneurs get their business ideas off the ground.
30 31TAIRĀWHITI RAU TIPU RAU ORA COVID-19 GLOBAL PANDEMIC JUNE 2020
ACTION DESCRIPTION IMPACT WORKFORCE DEVELOPMENT/ TIMEFRAME PARTNERS
NEW JOBS
Building our The region will support opportunities to accelerate the rollout of 5G, the improvement of Shut down for four weeks left businesses Supports business growth TT
Technology Ecosystem rural broadband and to address the ‘digital divide’ that exists for Māori and lower income isolated. TORO: Iwi
households in the region. Our rural sector has been negatively 10-15 new jobs 3 months EIT
As part of the development of a regional digital and technology strategy, Venture Studio impacted due to inconsistent
53 internal jobs Immediately GDC
TORO will be considered as an investment in Tairāwhiti. TORO are implementing a venture broadband.
studio model for global animation, accelerating technology start-ups, building cross-sector 28 cross-sector jobs 3 years TORO
Philanthropic investment into local social
technology innovation, workforce training, talent attraction, and establishing an investment and environmental projects is reduced 273 unemployed retrained 1 year Tonui
fund. due to the economic downturn. Rangai proposal: Toha
The Rangai Technology and Innovation Hub proposal is also being considered and is seeking Help build economic resilience and 4 new jobs Rangai
to connect rangitahi with educational pathways via Eastern Institute of Technology tertiary diversity by connecting to global 20 students per year in collaboration
courses and providing hands-on work opportunities. technological opportunities. with Eastern Institute of Technology.
The region’s connections with (locally founded) Toha will be explored via a feasibility or pilot TŌNUI Collab and our rangitahi at
project. Toha is a community-established digital platform to facilitate the flow of finance to secondary schools in the region are
those working on environmental projects. linked into these pathways
RAU TIPU RAU ORA PRINCIPLE RAU ORA OUTCOME
TE PAKARITANGA Our region has the infrastructure environment, regulation and skilled workforce to adapt to new opportunities, and absorb future economic shocks.
RESILIENCE
Infrastructure Support regionally prioritised Crown Infrastructure Projects that generate the most regional Spade-ready projects provide jobs and $318m of construction generated job 2020-2023 EG
investment for wellbeing benefits and local employment opportunities. economic stimulus for the region. creation and associated training for
TT
productivity Tairāwhiti via 300 FTEs.
improvements and GDC
resilience
Waste to Energy Accelerate other waste to energy and green energy initiatives for Tairāwhiti - including wood 6-10 employment opportunities with EG
waste to energy, to support existing and new wood processing in region, with excess energy any plant constructed, up to 6 jobs TT
to provide regional energy resilience. As well as fast tracking large scale solar and wind and ongoing to operate generation plant.
home-level solar and battery solutions. Region grows greater distributed,
renewable energy resilience.
Remove barriers Minister to support a streamlined planning process Land use rules and restrictions may 15 new staff to develop plan. 2020-2023 GDC
to development Enable provision of housing currently disincentivise investment and Unlocking of economic potential
constrain regional economic recovery. through resource management.
CBD revitalisation
Provide infrastructure
Transport Invest in airport, SH35 and local roads, and shipping infrastructure to provide improved The limited options for moving our The reduction of transport costs and 2020-2023 EG
network optimisation and resilience for tourism and trade. goods to market are a potential opportunities for local businesses GDC
disincentive for economic investment in to ship containerised products to
NZTA
our region. export ports would support the
retention of existing jobs for access-
dependent businesses.
32 33TAIRĀWHITI RAU TIPU RAU ORA COVID-19 GLOBAL PANDEMIC JUNE 2020
ACTION DESCRIPTION IMPACT WORKFORCE DEVELOPMENT/ TIMEFRAME PARTNERS
NEW JOBS
Climate leadership A Regional Emissions Reduction Plan will set out emissions reduction opportunities across The scale of post-COVID-19 investment Green innovation will lead to 2020-2021 TT
sectors and communities. and its legacy for future generations sustainable jobs in the region. EG
Trust Tairāwhiti and Eastland Group are completing organisational emissions profiles and makes this a crucial opportunity to
GDC
setting science-based targets to guide future decision making. decarbonise our region, and the
NZ economy as a whole. To meet TEAP Steering
Environmental procurement guidelines will be developed for ‘spade-ready’ and other projects group member
greenhouse gas (GHG) emissions targets
to help reduce emissions and circular economy aspirations into our regional recovery. organisations
by 2030 NZ needs to reduce non-
Regional leadership will advocate for central government investment into the biological GHGs by 50% and biological
decarbonisation of NZ’s economy, with transport the top priority. GHGs by 10%.
COVID-19 has also shown how
significant economic activity can be
undertaken using technology, and these
opportunities should be captured in
business as usual, supporting reductions
in transport emissions wherever
practical.
34 35TAIRĀWHITI RAU TIPU RAU ORA
OUR
ENVIRONMENT
36 37TAIRĀWHITI RAU TIPU RAU ORA COVID-19 GLOBAL PANDEMIC JUNE 2020
HE AHA NGĀ TAUWHĀINGA WHAKARAUORA MŌ TE TAIRĀWHITI? NGĀ WHĀINGA MATUA MAHERE WHAKARAUORA
WHAT ARE THE RECOVERY CHALLENGES FOR TAIRĀWHITI? RECOVERY PLANNING PRIORITY ACTIONS
SHORT TERM LONG TERM IMMEDIATE TERM MEDIUM TO LONG TERM
Water quality, security and sustainability Ensuring infrastructure is built to stimulate Sharing and expanding sustainable Catchment Planning
economic growth, meet community need and procurement practices in the region
Reducing greenhouse gas emissions Tairāwhiti Environment Centre’s Ecology Hub
minimise environmental impact
Completing a regional emissions reduction plan
Climate Change
Nature-based employment that supports other
Sustainable Land Use ecological and community revitalisation:
• Pāmoa
• Tītīrangi
• Raukūmara Pae Maunga/Waiapu
• Waimatā Catchment Project
• Tairāwhiti Agroecology Recovery Project
• Whinray Ecological Trust
• Uawanui sustainability project
• 1BT
38 39TAIRĀWHITI RAU TIPU RAU ORA COVID-19 GLOBAL PANDEMIC JUNE 2020
ACTION DESCRIPTION IMPACT WORKFORCE DEVELOPMENT/ TIMEFRAME PARTNERS
NEW JOBS
RAU TIPU RAU ORA PRINCIPLE RAU ORA OUTCOME
TE WHAKAPIRINGA Our job and business initiatives include our remote and rural communities, workers in vulnerable sectors and jobs, and those in need of work, education or relevant training.
INCLUSION
RAU TIPU RAU ORA PRINCIPLE RAU ORA OUTCOME
TE PAKARITANGA Our region has the infrastructure, environment, regulation and skilled workforce to adapt to new opportunities, and absorb future economic shocks.
RESILIENCE
Nature-Based Support immediate job and training opportunities aligned to our ongoing interests of good • Budget focus on nature-based • Raukūmara: up to 23 new jobs and 2020-2031 Hapū Iwi
Employment kaitiakitanga and environmental health and sustainability for future generations. Our range employment. a further 18 seasonal jobs across 2020-2031 GDC
of riparian and ecosystem restoration projects could take in multiple areas and catchments • Biodiversity threats not managed the Raukūmara Park (Tairāwhiti
2020-2200 (100 DOC
including: during lock down. and Eastern BOP).
year accord with MPI
Wharekāhika River • Green jobs are a major redeployment • Pāmoa: 10 new jobs. MPI, GDC and
Farmers/
Raukūmara Range and the Waiapu catchment opportunity. • Waiapu: Scale up existing training TRONPnui)
landowners
Uawanui catchment and planting. 6-12 months
Pāmoa/Waingake • Wharekāhika River Restoration: 5
new jobs.
Te Ārai, Waipaoa, Uawa, Te Wherowhero
• Tītīrangi: 2 new jobs.
Tītīrangi Restoration
• TARP: 50 new jobs (estimate)
Hapū-led Tairāwhiti Agroecology Recovery Project (TARP)
Water Security Develop a regional water storage scheme. Impact of drought during COVID-19. 25 FTE’s during design and 12-month GDC
Include Township three waters investment. No opportunity to scale due to water construction. design phase Central
security. 12-24-month government
Right to reticulated water and drinking build
water in Tairāwhiti. 2021-2026
Environmental Monitor for positive effects on the environment to inform baselines for the future. Community has reported positive effects Cadetships for rangatahi looking for GDC
Monitoring Data of lock down period. a pathway to science.
Baseline for environmental management
goals.
Tairāwhiti Economic Redeployment of recently unemployed. Unemployment numbers rising. Approx 220 redeployed Present - GDC
Support Package On the job training and employment into nature-based employment. Redeployment of approx. 220 6 months PDU
unemployed during COVID EG
TT
Environmental Have in place protocols and mechanisms for implementing changes to RMA legislation that: Unlocking the economic use and With provision to fast track consents 6 months RTRO Governance
Protocols • protect the environment; potential of Māori land blocks, which there is a need to ensure that Group agreement
are typically small and multiply owned. partners work collaboratively and
• enable economic development while ensuring sustainable and responsible management
Allowing for resilient locally owned respectfully to sustain ongoing
of natural resources.
businesses. positive relationships.
40 41TAIRĀWHITI RAU TIPU RAU ORA
OUR
WORKFORCE
42 43TAIRĀWHITI RAU TIPU RAU ORA COVID-19 GLOBAL PANDEMIC JUNE 2020
HE AHA NGĀ TAUWHĀINGA WHAKARAUORA MŌ TE TAIRĀWHITI? NGĀ WHĀINGA MATUA MAHERE WHAKARAUORA
WHAT ARE THE RECOVERY CHALLENGES FOR TAIRĀWHITI? RECOVERY PLANNING PRIORITY ACTIONS
SHORT TERM LONG TERM SHORT TERM MEDIUM TO LONG TERM
Adequate and diverse training programmes Ensuring those not in employment, education Local workforce development Embedded pastoral support
or training are supported
Skills to job match Facility development Learning centres
Youth engagement/youth focus Technology education and accessibility
Availability of jobs for people Health pathways
Availability of trainers Social procurement
44 45TAIRĀWHITI RAU TIPU RAU ORA COVID-19 GLOBAL PANDEMIC JUNE 2020
ACTION DESCRIPTION IMPACT WORKFORCE DEVELOPMENT/ TIMEFRAME PARTNERS
NEW JOBS
RAU TIPU RAU ORA PRINCIPLE RAU ORA OUTCOME
MĀIATANGA Our people are confident in the main pandemic safety measures at work, at play and in the community.
CONFIDENCE Our people are buying local and supporting our local businesses to stay in business and stay employing.
RAU TIPU RAU ORA PRINCIPLE RAU ORA OUTCOME
TE WHAKAPIRINGA Our job and business initiatives include our remote and rural communities, workers in vulnerable sectors and jobs, and those in need of work, education or relevant training.
INCLUSION
RAU TIPU RAU ORA PRINCIPLE RAU ORA OUTCOME
TE AUAHATANGA We are capitalising on our regional brand, building on our environment, economic strengths and diversifying our industries and markets.
INNOVATION
RAU TIPU RAU ORA PRINCIPLE RAU ORA OUTCOME
TE PAKARITANGA Our region has the infrastructure, environment, regulation and skilled workforce to adapt to new opportunities, and absorb future economic shocks.
RESILIENCE
Tairāwhiti Workforce The Tairāwhiti CARE Framework is being ramped up to better support linking of talent with COVID-19 job losses have heightened Four new employment coordination 3-6 months TT
Development jobs in the region. the need for greater coordination to roles have been established to MSD
Workforce development plans are being completed for growth industries. support our local talent into available boost the CARE Framework’s
PDU
jobs. implementation. These roles will
Supporting our people The CARE Framework will: Sector
support transitioning the workforce
into jobs. • Partner with industries to address capabilities and capacity gaps; Representatives
into new job opportunities, from
• Establish a Workforce Skills register to capture nature, numbers, and needs; education to employment, and from EIT
• Secure and coordinate central government investment in skills and training to support long term unemployment.
industry, business and employers’ workforce development plan;
• Ensure tertiary education provision is directly aligned with regional workforce skills and
capability needs;
• Adopt an continual focus on reducing the number of working age in receipt of benefit;
• Design a four-point action plan to specifically attend to and engage 16-24 year olds who
are not in education, training, or employment.
Youth insights Better understand COVID-19 impacts on young people and potential alternative career COVID-19 employment impact on young TT
pathways. people is large due to their work in MSD
hospitality and retail sector, and many in
PDU
casual employment status.
Sector
Representatives
EIT
Marae, churches, halls Initiate a range of work experience, training and qualifications projects that: This range of initiatives will include Marae-centred training programmes
and facilities • support the maintenance and improvement of local marae, churches, halls and other targeted training for rangatahi and are being developed at a proposed
facilities valued by our communities, hapū and local interest groups; and other job seekers across our local scale of 150 trainee roles across the
communities. region.
• create a pool of talent to pathway into more intensive trades training and apprenticeships,
and/or entry level work in the local construction sector. Trainee and job numbers for
programmes to renovate churches,
halls and other facilities.
46 47TAIRĀWHITI RAU TIPU RAU ORA COVID-19 GLOBAL PANDEMIC JUNE 2020
ACTION DESCRIPTION IMPACT WORKFORCE DEVELOPMENT/ TIMEFRAME PARTNERS
NEW JOBS
Technology Accelerate and support technology training and partnerships with schools, businesses and 287 retrained staff for a growing 12 months
the tertiary sector including: pipeline of technology investment.
• TORO Jobs in training and students for film
• Toha and television production.
• Rangai Technology for social enterprise roles
• Eastern Institute of Technology 4 FTE’s 20 students.
Technology literacy Ensure all Tairāwhiti families have at least one device to access the internet, with free internet Increase people’s ability to access the Improved access to healthcare, 3 months Hauora Tairāwhiti
and support in the connection. internet. education, training and social MSD
home connectivity remotely to reduce
TEC
barriers to access, cost, distance and
transport. EIT
TT
Health Establish local training programmes for all health professions including physiotherapy and Recruit local people to create a skilled Increase number of science-focussed 12 months Hauora Tairāwhiti
occupational therapy. local workforce and better relationships students. MSD
Recruit locally to health services to and support pathways into career development. working with the community. Increase opportunities for training 18 months TEC
Link education and health to promote health knowledge and use of technology across Double the impact of devices in the locally.
EIT
sectors for whānau: use of devices for health education in homes. community for education and health Expand numbers of local people
purposes in families. TT
employed in health.
Increase the ability of people to access Increase in health literacy through 6 months
the internet. access to the web.
Publicly funded Regional publicly funded organisations implement good practice guidance on social Increase number of local employment Decrease number of unemployed. 6 months GDC
entities commit to procurement practice. This includes indigenous procurement practice embedded. opportunities and business contracting Increase local contracting TT
a regional social This work will be undertaken in parallel with work to improve sustainable procurement in opportunities. opportunities. GHL
procurement approach Tairāwhiti. Social procurement provides an EG
opportunity to support our local
Hauora Tairāwhiti
talent and businesses. It will also
provide an opportunity to realise
the Tairāwhiti Economic Action Plan
and CARE framework target – 75%
of local positions are filled by local
talent of whom 50% are Māori.
RAU TIPU RAU ORA PRINCIPLE RAU TIPU OUTCOME
TE PAKARITANGA Our whānau are participating in work, skills and qualifications acquisition, and are building their savings for later in life, and future uncertainties.
RESILIENCE
Support Support more of our people to be work ready, and to take up immediate work opportunities Our region’s workers will be TT
with strong pastoral care initiatives in place that are aligned to CARE. supported through pastoral care MSD/MBIE
initiatives.
GDC
Industry partners
Education Online Learning centred on Information and Communications Techonology/remote learning – to [TBD]
Continuity ensure continuity of learning during a pandemic, and helping to address teacher shortages
for rural schools and Kura Kaupapa Māori.
Support services for whānau and students engaged in remote learning.
48 49You can also read
