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New Zealand’s food and fibre sector is calling on the Government to overhaul the country’s tertiary education and training system with the release of its Food and Fibre Workforce Capability Strategy.
Led by key players in the Food and Fibre Chief Executives Group – Beef + Lamb New Zealand, DairyNZ, Federated Farmers, Foundation for Arable Research, Horticulture New Zealand, IrrigationNZ, New Zealand Forest Owners Association and Seafood New Zealand – the strategy sets out a collective vision for ensuring a resilient work-based learning pathway to train the next generation of skilled workers.
The food and fibre sector is a cornerstone of New Zealand’s economic success – generating billions of dollars for the economy each year and comprising 81 percent of the country’s goods exports.
Yet the food and fibre network is facing a serious challenge: vocational education and training for these industries is fragmented and currently in a downward spiral. Employers are disengaging, regional polytechnics are withdrawing from the market and the Primary Industry Training Organisation (Primary ITO) is in limbo, awaiting decisions on its future which will be determined over the next two years.
Horticulture New Zealand Chief Executive Kate Scott says a change in mindset will be required if the pan-sector is to shift from “chasing volume” to generating value.
“For too long, workforce development has been driven by enrolment numbers and learner-led demand, rather than targeted investment in high-impact skills,” Kate says. “The food and fibre sector may not have a large volume of learners, but these learners generate a large amount of value.
“Just like the sector itself, our learners punch above their weight.”
New Zealand Forest Owners Association Chief Executive Dr Elizabeth Heeg says New Zealand’s food and fibre sector is at a critical juncture.
“The success of the Government’s Going for Growth agenda – which aims to double export value by 2034 – hinges on our primary industries,” Elizabeth says. “To achieve these goals, we need more than just increased output; we need a skilled, adaptable workforce that meets industry needs while driving productivity.
“This industry-led Food and Fibre Workforce Capability Strategy provides government with a comprehensive set of recommendations to address immediate workforce challenges, while rebalancing the system to effectively serve both employers and learners.”
At the heart of the strategy is a call for a shift towards employer-led, work-based learning, giving employers greater input and oversight of training and development to ensure the skills being taught align with real-world industry demands.
“We need a broad-based programme of regulatory simplification across the tertiary education and training sector,” Elizabeth says. “The current system is hindered by bureaucratic rules that make it too difficult for employers to engage and providers to respond.”
A proposed “low-volume, high-value” training fund, with an allocation of $10 – $20 million, would also allow the sector to focus on specialised skill sets that are essential for productivity but are often overlooked due to the commercial pressures of enrolment-driven funding models.
Simplifying and modernising assessment and quality assurance processes is also emphasised by the strategy, alongside a call for nationwide delivery capability, ensuring that training is available across New Zealand, especially in regional areas. This is especially critical as the future of regional polytechnics and the Primary ITO remains uncertain.
Migrant workers, who form a vital part of New Zealand’s food and fibre workforce, are currently restricted from accessing public subsidies for critical workplace training. The strategy urges the restoration of eligibility for workplace training for workers on work visas – a change that would not only ensure migrant workers can gain the necessary skills but also help employers meet their seasonal workforce needs while retaining and growing a skilled talent pool year after year.
The Food and Fibre Chief Executives Group are calling for the Government to take action and support the implementation of the Food and Fibre Workforce Capability Strategy to ensure a reliable and resilient workforce for the benefit of the pan-sector – and ultimately, the economy.
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