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CADETSHIP PROGRAMME

CADETSHIP PROGRAMME. The Need. New Plymouth Mayor involved in Mayors Taskforce; All young people under 25 in work or training by 2005; Taranaki & NPDC are importing labour at a time when 14% of our youth & 23% of our Māori youth workforce is unemployed;

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CADETSHIP PROGRAMME

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  1. CADETSHIP PROGRAMME

  2. The Need • New Plymouth Mayor involved in Mayors Taskforce; • All young people under 25 in work or training by 2005; • Taranaki & NPDC are importing labour at a time when 14% of our youth & 23% of our Māori youth workforce is unemployed; • Firms & organisations want skilled workers which youth do not have, but want to get; • Our youth are caught in this “no skills trap”.

  3. Strategic Direction In 2004, the proposed LTCCP has after community consultation, identified a vision for the district: ‘New Plymouth district will be a caring, dynamic, diverse and safe place to be’ The 7 community outcomes are:

  4. Council Approach A three-pronged approach to combat issues such as youth unemployment was identified, where the council would: • Take on young long-term unemployed as ‘cadets’ and give them one year’s on the job training with assistance to cope with transition into the workplace • Offer scholarships to tertiary students from the district – including fee payment and holiday work • Set up an ongoing apprenticeship scheme in relevant aspects of the councils operations e.g. horticulture

  5. Cadet Scheme • 14 cadets per year • At least 50% Maori • Long-term unemployed • Youth – 18-25 years • Twelve week training programme – including life skill training • Balance of year spent in specially created jobs throughout the council

  6. Key Partners Early communication with other agencies concerned with youth unemployment was key. • Contribution (financially and other) from: • Work and Income (WINZ) • Tertiary Education Commission (TEC) • Community Employment Group (CEG) • Te Puni Kokiri (TPK)

  7. Key Partners Funding from these partners contributes to the costs of the scheme including: • A full time coordinator • Cadet training – including trainers, course fees, NZQA units • Cadet salaries The scheme has no impact on rates thanks to the contribution of the partners

  8. Selection Process • WINZ provided a list of 30 candidates • A presentation was given to candidates by council and told what to expect ie. training, personal development, NZQA qualifications and an opportunity for permanent positions for 12 months • In return they must show up, work, show good conduct and not work under the influence of drugs or alcohol – for which they would be tested • Several withdrew their applications

  9. Selection Process • 14 were selected following interviews, written and ability tests • Individual interviews followed this allowing applicants to be more forthcoming regarding their aspirations and expectations • Many were long-term unemployed • 13 of the 14 had whakapapa – with most identifying themselves as Maori

  10. Training - Induction • First six weeks were classroom training – subjects included: • Induction to the council • Change management / transition from being unemployed to employed • Goal setting and attitudes • Working in teams • Communication skills • Personal presentation • Budget and self-sufficiency training • Treaty of Waitangi

  11. Scheme Coordinator • Manage selection process • Manage induction • Manage placement into work positions • Manage on-going training – including NZQA unit assessment • Ongoing monitoring and support to cadets • Facilitating cultural components • Total commitment - 24/7 job

  12. Unofficial training • Motivation and encouragement • Trust • Honesty • Self respect and respect for others • Time management • Health • Attitude

  13. A Must Have • Full support of CE and EMT especially Line Managers and Team Leaders • Total organisation needs to be aware of programme and objectives • Cadets treated as employees and involved in the wider scope of Council • Buddy system • Open communication with key partners

  14. Key observations • Programme has met objectives, performance targets and standards • A good foundation established for future programmes • It has attracted the attention of the wider community • Programme enhancements required: • Follow up for those not immediately successful to ensure cadet opportunity not lost by WINZ (case management) • Ongoing mentoring and monitoring those employed by NPDC (life skills)

  15. The Challenge It has been a pleasure to share with you one “great idea” And it has also been a pleasure to be part of a partnership between central and local government to ensure that the district’s young people are given the opportunity to become self-sufficient and productive members of the Taranaki community The challenge is for others to adopt this “good practice”

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