TalentNZ presentation 'Building a talent-base economy in New Zealand' at the annual conference of the World Future Society held in San Francisco (25-26 July 2015)
The document outlines an agenda for a development meeting for chairpersons and deputies at Parliament. The agenda includes presentations from James Picker, Wendy McGuinness, and Roger Dennis on various topics, as well as a discussion period. Wendy McGuinness' presentation focuses on foresight in New Zealand since 1976 and long-term insights briefings. It discusses stress testing the briefings and why they might fail. Roger Dennis' presentation focuses on helping leaders make sense of a fast-changing world. A survey was conducted on the briefings and results will be discussed.
TalentNZ Workshop at the NZ Community Boards Conference - 15 and 16 May 2015McGuinness Institute
This document summarizes a TalentNZ workshop discussing talent and the future of work. It addresses what talent means, the future of different skills, and what people want. It also discusses future studies and risks, demographics, and climate change impacts. Finally, it discusses what community boards can do, including developing shared visions, engaging policy components, and developing initiatives. The overall workshop aimed to create a place where talent wants to live.
The Institute hosted an evening workshop with Patron Todd Krieble and Master of Public Policy student Danijela Tavich to build on the ideas discussed in the draft Think Piece 27 – Civics and Citizenship Education in New Zealand: A case for change? and Working Paper 2017/11 – Civics and Citizenship Education in New Zealand Schools. Additional feedback is welcome.
This document outlines the agenda and presentations for a one-day workshop in Gisborne on tackling poverty. The workshop includes sessions on youth perspectives on poverty, national and local perspectives on poverty from Treasury and Victoria University, challenges and opportunities in tackling poverty, and observations on survey results and a discussion paper. Presenters will discuss concepts like the living standards framework, the impacts of poverty on health, data on poverty indicators in the Tairāwhiti region, the role of Treaty settlements in social and economic revitalization, and community-led approaches to tackling poverty.
Wendy McGuinness recently spoke on a panel about civics, citizenship and political literacy run by a working group from the New Zealand Political Studies Association.
This presentation was made by Wendy McGuinness, Chief Executive of the Sustainable Future Institute at a Futures Thinking Aotearoa Forum. 26 February 200
The document outlines an agenda for a development meeting for chairpersons and deputies at Parliament. The agenda includes presentations from James Picker, Wendy McGuinness, and Roger Dennis on various topics, as well as a discussion period. Wendy McGuinness' presentation focuses on foresight in New Zealand since 1976 and long-term insights briefings. It discusses stress testing the briefings and why they might fail. Roger Dennis' presentation focuses on helping leaders make sense of a fast-changing world. A survey was conducted on the briefings and results will be discussed.
TalentNZ Workshop at the NZ Community Boards Conference - 15 and 16 May 2015McGuinness Institute
This document summarizes a TalentNZ workshop discussing talent and the future of work. It addresses what talent means, the future of different skills, and what people want. It also discusses future studies and risks, demographics, and climate change impacts. Finally, it discusses what community boards can do, including developing shared visions, engaging policy components, and developing initiatives. The overall workshop aimed to create a place where talent wants to live.
The Institute hosted an evening workshop with Patron Todd Krieble and Master of Public Policy student Danijela Tavich to build on the ideas discussed in the draft Think Piece 27 – Civics and Citizenship Education in New Zealand: A case for change? and Working Paper 2017/11 – Civics and Citizenship Education in New Zealand Schools. Additional feedback is welcome.
This document outlines the agenda and presentations for a one-day workshop in Gisborne on tackling poverty. The workshop includes sessions on youth perspectives on poverty, national and local perspectives on poverty from Treasury and Victoria University, challenges and opportunities in tackling poverty, and observations on survey results and a discussion paper. Presenters will discuss concepts like the living standards framework, the impacts of poverty on health, data on poverty indicators in the Tairāwhiti region, the role of Treaty settlements in social and economic revitalization, and community-led approaches to tackling poverty.
Wendy McGuinness recently spoke on a panel about civics, citizenship and political literacy run by a working group from the New Zealand Political Studies Association.
This presentation was made by Wendy McGuinness, Chief Executive of the Sustainable Future Institute at a Futures Thinking Aotearoa Forum. 26 February 200
This document summarizes a presentation about establishing reference climate scenarios for Aotearoa New Zealand. It defines reference climate scenarios as three or four synthesized narratives that describe plausible climate futures for New Zealand based on the latest science and how the country might respond. The presentation discusses the need to recognize uncertainties, provide a shared understanding of potential futures, and establish a common language and platform for climate risk reporting. It also reviews survey results on organizations' consideration of and preparation for climate impacts. Additionally, it poses questions about how the reference climate scenarios should be developed, including their purpose, timeline, name, scope, time horizon, development process, and responsible parties.
This document summarizes key points from a discussion paper about New Zealand's COVID-19 response and future challenges:
1) COVID-19 is still not under control globally with new variants emerging quickly and vaccine effectiveness waning, posing ongoing risks.
2) New Zealand's vaccination rollout has been slow with doses too close together, and stock levels and logistics have not been properly managed.
3) To prepare for future pandemics and crises, governance systems need to be redesigned to incorporate long-term thinking, interdisciplinary collaboration, equity, and flexibility to adapt to changing circumstances.
4) Significant uncertainties remain around COVID-19, requiring continued vigilance and a range of policy options to
Proposal for Poverty Demarcation Zones – Rural and Provincial Sector meeting McGuinness Institute
This document proposes the introduction of special demarcation zones in regions of high poverty need as one approach to tackling poverty in New Zealand. It suggests demarcating zones and implementing targeted policies and investments within those zones to help reduce poverty. The document also outlines six other proposals such as simplifying the benefit system, revisiting the role of the state as an employer of last resort, and introducing asset-based assistance for high-risk children.
This document summarizes a panel discussion on long-term foresight in government planning in New Zealand. The panelists were Wendy McGuinness, Roger Dennis, and David Skilling. They discussed New Zealand's history with long-term foresight initiatives since 1976. Skilling provided examples of foresight practices from Singapore, Finland, and Denmark that New Zealand could learn from. The panel also discussed challenges with New Zealand's new Long-term Insights Briefings program and how to build demand for strategic foresight among senior officials and ministers to make these exercises more impactful.
Wendy McGuinness, Mark Hucklesby and Warren Allen spoke at the CPA Congress 2016 held at SkyCity Convention Centre in Auckland on 18 October 2016. Their session was titled: Keynote 1— Panel discussion: Integrated reporting: Changing the corporate mind-set from one of compliance to it becoming a business imperative.
TCFD Workshop: Practical steps for implementation – Ian EdwardsMcGuinness Institute
Across Wednesday 16 October and Thursday 17 October 2019, the McGuinness Institute partnered with Simpson Grierson to host two workshops exploring the Recommendations of the TCFD in Auckland and Wellington. This presentation was given by Ian Edwards, a Queensland-based climate change adaptation consultant.
This document summarizes a panel discussion on long-term foresight in government planning in New Zealand. The panelists were Wendy McGuinness, Roger Dennis, and David Skilling. They discussed New Zealand's history with long-term foresight initiatives since 1976. Skilling provided examples of foresight practices from Singapore, Finland, and Denmark that New Zealand could learn from. The panel noted the importance of linking foresight to policy decisions, building capability across agencies, and taking an international perspective. The discussion aimed to help strengthen New Zealand's approach to strategic foresight and long-term public policy planning.
TacklingPovertyNZ Workshop - How to tackle poverty in RotoruaMcGuinness Institute
This document summarizes a one-day workshop held in Rotorua on tackling poverty. The workshop included several sessions: a welcome from McGuinness Institute; a youth presentation; a national and local perspective on poverty from NZ Treasury; a discussion of challenges and opportunities; and observations from participants. It provides an agenda, outlines of presentations, and handouts on topics like community, social services, employment, and education. The goal was to build and share ideas on how to tackle poverty from local communities.
This document summarizes key points from a discussion paper about New Zealand's COVID-19 response and future challenges:
1) COVID-19 is still not under control globally with new variants emerging quickly and vaccine effectiveness waning, posing ongoing risks.
2) New Zealand's vaccination rollout has been slow with doses too close together, and stock levels and logistics have not been properly managed.
3) To prepare for future pandemics and crises, governance systems need to be redesigned to incorporate long-term thinking, interdisciplinary collaboration, equity, and flexibility to adapt to changing circumstances.
4) Significant uncertainties remain around COVID-19, requiring continued vigilance and a range of policy options to
Talent Central – It’s all about growing and retaining our talentMcGuinness Institute
This document outlines a framework to promote regional growth through developing talent, leadership, innovation, and pathways between education and employment. The three key pillars are:
1) Extending leadership skills in the region through initiatives like Leadership Manawatu.
2) Fostering a culture of innovation for all ages and employment types.
3) Creating education to employment pathways at all levels through coordination between schools, universities and local industry like Pathways Manawatu.
A new body called Talent Central would own and coordinate this framework to scale up existing programs, generate new initiatives, and identify gaps to further promote regional economic growth.
The WakaNZ three-day workshop explored what a preferred future might look like in a post-Treaty settlement New Zealand on Thursday, 14 July 2016.
Fiona Ross, Chief Operating Officer at New Zealand Treasury, presented to the 36 participants on Tuesday, 22 November 2017.
TacklingPovertyNZ Sustaining and Empowering Factors FrameworkMcGuinness Institute
At each of the TacklingPovertyNZ 2016 national tour workshop, participants were asked to develop specific, actionable suggestions for how to address poverty. As a result of the tour’s six workshops, 240 ‘hows’ were identified. In the process of reviewing the ‘hows’, we created the Sustaining and Empowering Factors Framework. This framework enabled us to divide the 240 ‘hows’ to correspond with sustaining factors (which relate to an individual’s short-term survival and security needs) and empowering factors (which relate to the empowerment of an individual, community or nation). We then grouped these ‘hows’ by similarity, producing 33 sub-factors for analysis. The sub-factors are terms we have created to align with the voices we heard on tour.
1. Sir Paul Callaghan gave a presentation in 2011 outlining his vision for making New Zealand "a country where talent wants to live" through focusing on education, R&D, branding, and leadership.
2. The presentation discussed strategies like boosting science education, increasing R&D investment, marketing NZ's quality of life, and taking a bipartisan approach to economic development.
3. The document proposed creating a "Ministry of Talent" to both attract tourists and promote NZ as a destination for global talent, in order to maximize economic benefits while reducing environmental impacts.
This document summarizes a webinar about measuring the impact of foresight on public policy in New Zealand. It discusses how New Zealand has incorporated long-term foresight into policymaking since 1976 through various initiatives. Specifically, it outlines the current Long-term Insights Briefings program where government departments produce reports on long-term challenges and opportunities. It also notes feedback from a recent survey that was analyzed in a September 2021 webinar, which asked public servants their preferences around the format of these briefings.
The document discusses mission-oriented innovation as an approach to tackling societal challenges like climate change. It provides examples of how countries are using mission-oriented innovation, including the EU's mission areas, Australia's portfolio approach through CSIRO, Denmark's commitment to phase out oil and gas by 2050, and UNDP's community-led experimentation in Pakistan. It also discusses what approaches seem to be working better than others, such as portfolio-led institutions and research-led missions coordinated across sectors, while top-down strategies and place-based approaches face more challenges due to political cycles and complexity.
StrategyNZ: Mapping our Future presentation: World Future Society Conference,...McGuinness Institute
This presentation covers the StrategyNZ: Mapping our Future event hosted by the Sustainable Future Institute in March 2011 in Wellington.
This presentation was delivered by Wendy McGuinness, Dr Peter Bishop, Rory Sarten and Jess Prendergast at the World Future Society Conference in Vancouver 2011.
A. The document summarizes New Zealand's experience with political stability under minority coalition governments since adopting mixed-member proportional representation (MMP) in 1996. It discusses New Zealand's system of government, origins of electoral reform, types of coalition agreements formed, and areas for potential further improvement.
B. The document then examines New Zealand's constitutional responses to two emergencies - the COVID-19 pandemic and climate change. It outlines the distancing strategy and governance structure implemented for COVID-19. It suggests nationally preparing for climate impacts and building trust internationally to address climate change.
C. Finally, the document discusses similarities between the emergencies, how they could potentially merge issues, and whether global problems require global
McGuinness Institute Presentation: Government Department Strategies Index 2015McGuinness Institute
McGuinness Institute
For more information on the GDS Index 2015 see www.gdsindexnz.org
More information about the Institute can be found at www.mcguinnessinstitute.org
This presentation was made by Wendy McGuinness, Chief Executive of the Sustainable Future Institute at the SANZ UNDESD Future Dialogues. 17 November 2008
Futures studies involves using scenarios and trends to explore possible, probable, and preferred futures. There are three key aspects: probable futures focus on forecasting based on current trends; possible futures explore alternative scenarios and risks; and preferred futures develop strategies for enacting a visionary future. Key steps include defining parameters, exploring uncertainties, building scenarios, and using implications. Strategy maps translate strategies into a cause-and-effect framework to achieve an organization's mission and vision. Significant events, talent, and reviews can impact a nation's future direction.
This document summarizes a presentation about establishing reference climate scenarios for Aotearoa New Zealand. It defines reference climate scenarios as three or four synthesized narratives that describe plausible climate futures for New Zealand based on the latest science and how the country might respond. The presentation discusses the need to recognize uncertainties, provide a shared understanding of potential futures, and establish a common language and platform for climate risk reporting. It also reviews survey results on organizations' consideration of and preparation for climate impacts. Additionally, it poses questions about how the reference climate scenarios should be developed, including their purpose, timeline, name, scope, time horizon, development process, and responsible parties.
This document summarizes key points from a discussion paper about New Zealand's COVID-19 response and future challenges:
1) COVID-19 is still not under control globally with new variants emerging quickly and vaccine effectiveness waning, posing ongoing risks.
2) New Zealand's vaccination rollout has been slow with doses too close together, and stock levels and logistics have not been properly managed.
3) To prepare for future pandemics and crises, governance systems need to be redesigned to incorporate long-term thinking, interdisciplinary collaboration, equity, and flexibility to adapt to changing circumstances.
4) Significant uncertainties remain around COVID-19, requiring continued vigilance and a range of policy options to
Proposal for Poverty Demarcation Zones – Rural and Provincial Sector meeting McGuinness Institute
This document proposes the introduction of special demarcation zones in regions of high poverty need as one approach to tackling poverty in New Zealand. It suggests demarcating zones and implementing targeted policies and investments within those zones to help reduce poverty. The document also outlines six other proposals such as simplifying the benefit system, revisiting the role of the state as an employer of last resort, and introducing asset-based assistance for high-risk children.
This document summarizes a panel discussion on long-term foresight in government planning in New Zealand. The panelists were Wendy McGuinness, Roger Dennis, and David Skilling. They discussed New Zealand's history with long-term foresight initiatives since 1976. Skilling provided examples of foresight practices from Singapore, Finland, and Denmark that New Zealand could learn from. The panel also discussed challenges with New Zealand's new Long-term Insights Briefings program and how to build demand for strategic foresight among senior officials and ministers to make these exercises more impactful.
Wendy McGuinness, Mark Hucklesby and Warren Allen spoke at the CPA Congress 2016 held at SkyCity Convention Centre in Auckland on 18 October 2016. Their session was titled: Keynote 1— Panel discussion: Integrated reporting: Changing the corporate mind-set from one of compliance to it becoming a business imperative.
TCFD Workshop: Practical steps for implementation – Ian EdwardsMcGuinness Institute
Across Wednesday 16 October and Thursday 17 October 2019, the McGuinness Institute partnered with Simpson Grierson to host two workshops exploring the Recommendations of the TCFD in Auckland and Wellington. This presentation was given by Ian Edwards, a Queensland-based climate change adaptation consultant.
This document summarizes a panel discussion on long-term foresight in government planning in New Zealand. The panelists were Wendy McGuinness, Roger Dennis, and David Skilling. They discussed New Zealand's history with long-term foresight initiatives since 1976. Skilling provided examples of foresight practices from Singapore, Finland, and Denmark that New Zealand could learn from. The panel noted the importance of linking foresight to policy decisions, building capability across agencies, and taking an international perspective. The discussion aimed to help strengthen New Zealand's approach to strategic foresight and long-term public policy planning.
TacklingPovertyNZ Workshop - How to tackle poverty in RotoruaMcGuinness Institute
This document summarizes a one-day workshop held in Rotorua on tackling poverty. The workshop included several sessions: a welcome from McGuinness Institute; a youth presentation; a national and local perspective on poverty from NZ Treasury; a discussion of challenges and opportunities; and observations from participants. It provides an agenda, outlines of presentations, and handouts on topics like community, social services, employment, and education. The goal was to build and share ideas on how to tackle poverty from local communities.
This document summarizes key points from a discussion paper about New Zealand's COVID-19 response and future challenges:
1) COVID-19 is still not under control globally with new variants emerging quickly and vaccine effectiveness waning, posing ongoing risks.
2) New Zealand's vaccination rollout has been slow with doses too close together, and stock levels and logistics have not been properly managed.
3) To prepare for future pandemics and crises, governance systems need to be redesigned to incorporate long-term thinking, interdisciplinary collaboration, equity, and flexibility to adapt to changing circumstances.
4) Significant uncertainties remain around COVID-19, requiring continued vigilance and a range of policy options to
Talent Central – It’s all about growing and retaining our talentMcGuinness Institute
This document outlines a framework to promote regional growth through developing talent, leadership, innovation, and pathways between education and employment. The three key pillars are:
1) Extending leadership skills in the region through initiatives like Leadership Manawatu.
2) Fostering a culture of innovation for all ages and employment types.
3) Creating education to employment pathways at all levels through coordination between schools, universities and local industry like Pathways Manawatu.
A new body called Talent Central would own and coordinate this framework to scale up existing programs, generate new initiatives, and identify gaps to further promote regional economic growth.
The WakaNZ three-day workshop explored what a preferred future might look like in a post-Treaty settlement New Zealand on Thursday, 14 July 2016.
Fiona Ross, Chief Operating Officer at New Zealand Treasury, presented to the 36 participants on Tuesday, 22 November 2017.
TacklingPovertyNZ Sustaining and Empowering Factors FrameworkMcGuinness Institute
At each of the TacklingPovertyNZ 2016 national tour workshop, participants were asked to develop specific, actionable suggestions for how to address poverty. As a result of the tour’s six workshops, 240 ‘hows’ were identified. In the process of reviewing the ‘hows’, we created the Sustaining and Empowering Factors Framework. This framework enabled us to divide the 240 ‘hows’ to correspond with sustaining factors (which relate to an individual’s short-term survival and security needs) and empowering factors (which relate to the empowerment of an individual, community or nation). We then grouped these ‘hows’ by similarity, producing 33 sub-factors for analysis. The sub-factors are terms we have created to align with the voices we heard on tour.
1. Sir Paul Callaghan gave a presentation in 2011 outlining his vision for making New Zealand "a country where talent wants to live" through focusing on education, R&D, branding, and leadership.
2. The presentation discussed strategies like boosting science education, increasing R&D investment, marketing NZ's quality of life, and taking a bipartisan approach to economic development.
3. The document proposed creating a "Ministry of Talent" to both attract tourists and promote NZ as a destination for global talent, in order to maximize economic benefits while reducing environmental impacts.
This document summarizes a webinar about measuring the impact of foresight on public policy in New Zealand. It discusses how New Zealand has incorporated long-term foresight into policymaking since 1976 through various initiatives. Specifically, it outlines the current Long-term Insights Briefings program where government departments produce reports on long-term challenges and opportunities. It also notes feedback from a recent survey that was analyzed in a September 2021 webinar, which asked public servants their preferences around the format of these briefings.
The document discusses mission-oriented innovation as an approach to tackling societal challenges like climate change. It provides examples of how countries are using mission-oriented innovation, including the EU's mission areas, Australia's portfolio approach through CSIRO, Denmark's commitment to phase out oil and gas by 2050, and UNDP's community-led experimentation in Pakistan. It also discusses what approaches seem to be working better than others, such as portfolio-led institutions and research-led missions coordinated across sectors, while top-down strategies and place-based approaches face more challenges due to political cycles and complexity.
StrategyNZ: Mapping our Future presentation: World Future Society Conference,...McGuinness Institute
This presentation covers the StrategyNZ: Mapping our Future event hosted by the Sustainable Future Institute in March 2011 in Wellington.
This presentation was delivered by Wendy McGuinness, Dr Peter Bishop, Rory Sarten and Jess Prendergast at the World Future Society Conference in Vancouver 2011.
A. The document summarizes New Zealand's experience with political stability under minority coalition governments since adopting mixed-member proportional representation (MMP) in 1996. It discusses New Zealand's system of government, origins of electoral reform, types of coalition agreements formed, and areas for potential further improvement.
B. The document then examines New Zealand's constitutional responses to two emergencies - the COVID-19 pandemic and climate change. It outlines the distancing strategy and governance structure implemented for COVID-19. It suggests nationally preparing for climate impacts and building trust internationally to address climate change.
C. Finally, the document discusses similarities between the emergencies, how they could potentially merge issues, and whether global problems require global
McGuinness Institute Presentation: Government Department Strategies Index 2015McGuinness Institute
McGuinness Institute
For more information on the GDS Index 2015 see www.gdsindexnz.org
More information about the Institute can be found at www.mcguinnessinstitute.org
This presentation was made by Wendy McGuinness, Chief Executive of the Sustainable Future Institute at the SANZ UNDESD Future Dialogues. 17 November 2008
Futures studies involves using scenarios and trends to explore possible, probable, and preferred futures. There are three key aspects: probable futures focus on forecasting based on current trends; possible futures explore alternative scenarios and risks; and preferred futures develop strategies for enacting a visionary future. Key steps include defining parameters, exploring uncertainties, building scenarios, and using implications. Strategy maps translate strategies into a cause-and-effect framework to achieve an organization's mission and vision. Significant events, talent, and reviews can impact a nation's future direction.
The StrategyNZ one-day workshop explored how New Zealand might better prepare and publish government department strategy documents on Thursday, 14 July 2016.
This document provides a summary of a report on the future state of New Zealand that was prepared for a world conference. It identifies 21 global drivers of change that could impact New Zealand's future and groups them into primary and secondary change agents as well as wild cards. For each driver, it outlines potential obstacles and opportunities for New Zealand, noting issues like climate change, population growth, ecosystem vulnerability, and energy supply challenges but also opportunities in technology adoption, agricultural productivity, and protecting biodiversity. The full report will analyze how these drivers may influence New Zealand's future context in more detail.
The document discusses the need to plan strategically for New Zealand's future in the year 2058. It argues that developing a clear vision and shared goals for issues like energy, the environment, and social issues can help ensure New Zealand thrives and is an example to the world. The speaker cites historical figures like King Tawhiao and Julius Vogel as examples of leaders who strategically planned for the future and helped New Zealand progress. Developing a strategic blueprint will require public discussion and debate to create a plan with widespread support.
Evolve - Women and Leadership; Otago University - 16 June 2011McGuinness Institute
This document provides an overview of a women and leadership course. It discusses key concepts like identifying a preferred future to compel action and leadership. It also touches on insights around population trends, emerging technologies like artificial intelligence, the importance of patrons and mentors, and cultivating a positive mindset to enhance creativity and problem solving. The document concludes by encouraging the reader that the future needs them and wishes them good luck.
This document summarizes a presentation on how to make government department strategies count. It examines 290 strategies published over the last 20 years and the 136 currently in operation. Some key findings are that many strategies have been published but can be difficult to find. The number published each year has generally increased. The Ministry of Health, Ministry for Primary Industries and Ministry of Foreign Affairs and Trade have produced the most strategies. Strategies aim to influence New Zealand's future over long time frames, despite changes in government.
This presentation was made by Wendy McGuinness, Chief Executive of the Sustainable Future Institute at the World Futures Conference, Chicago. 20 July 2009
The document discusses futures studies and scenario planning for long-term national strategic development in New Zealand. It outlines key drivers of global change, possible futures for New Zealand in 2058 under different scenarios, and the need for a national sustainable development strategy to optimize New Zealand's future and align its industry. Past initiatives exploring New Zealand's strategic development and possible futures are also summarized.
This presentation was made by Wendy McGuinness, Chief Executive of the Sustainable Future Institute at Massey University's Agriculture Address series. 7 April 2009
20160714 StrategyNZ - One-day Workshop - Simon Wakeman Powerpoint(2016) McGuinness Institute
The StrategyNZ one-day workshop explored how New Zealand might better prepare and publish government department strategy documents on Thursday, 14 July 2016.
StrategyNZ is a McGuinness Institute project that began in early 2006. The overall aim is to contribute to a discussion on how to improve long-term strategic thinking and strategy stewardship in both the private and the public sector. To learn about the history and methodology of this project, see http://strategynz.info/.
This presentation was made by Wendy McGuinness, Chief Executive of the Sustainable Future Institute at the Wellington Regional Strategy (WRS) Summit. 14 November 2008
The document discusses New Zealand's history and potential future scenarios. It covers:
1) Key events in New Zealand's history from Maori settlement to modern issues around sustainability and the economy.
2) Drivers of change and challenges facing New Zealand's future like climate change, resources, and population issues.
3) Four possible futures for New Zealand in 2030 and 2058, ranging from prosperous to failure, to explore uncertainties and policy choices.
4) The need for a national sustainable development strategy and long term strategic thinking to help New Zealand optimise its future prospects.
This document discusses how the nature of work is changing from the traditional "9:00am to 5:00pm" model. It first provides background on key dates in technology and society. It then addresses three questions: 1) Why spatial information is important by defining it and giving examples of its uses. 2) How the traditional work model is changing due to new priorities around work-life balance, flexibility, and diversity. 3) Suggestions for moving forward, including quotes about learning from others, building empathy, and focusing on character over credentials. The document advocates embracing these changes to work styles and perspectives.
This talk was given by Wendy McGuinness, Chief Executive of the Sustainable Future Institute to visiting International Honours Progam Students, Massey University. 11 February 2009
Building a Talent-Based Economy in New Zealand: What is the McGuinness InstituteWorldFuture2015
The document is about the McGuinness Institute, a non-partisan think tank in New Zealand that conducts research and policy analysis to contribute strategic foresight towards a sustainable future. The Institute collaborates with others to untangle policy issues and explore solutions. It produces research reports and thinks pieces. It also runs workshops for youth to develop understanding of government. The document discusses how sociological transformation may precede technological transformation in driving growth. It outlines the TalentNZ initiative to create a place where talent wants to live through growing, attracting, retaining, and connecting talent. The next steps proposed are continuing the TalentNZ journal and newsletters to build a flourishing community.
This document summarizes a report by McKinsey & Company on addressing the twin crises of high youth unemployment and skills shortages. It begins by noting that 75 million young people are unemployed worldwide despite skills shortages reported by employers. The report aims to fill a knowledge gap on effective practices for connecting education and employment by surveying over 8,000 youth, employers, and educators across 9 countries. Key findings include that half of youth are unsure if their education improved job prospects and almost 40% of employers say skills shortages cause entry-level vacancies. The report takes a global perspective on skills training systems and identifies common practices across borders to help address these interconnected problems.
The CIPD is the professional body for HR and people development. The not-for-profit organisation champions better work and working lives and has been setting the benchmark for excellence in people and organisation development for more than 100 years. It has 140,000 members across the world, provides thought leadership through independent research on the world of work, and offers professional training and accreditation for those working in HR and learning and development.
This document summarizes a conversation on social innovation in building a network society. It discusses the need for new social structures like maverick networks to foster innovation. It also addresses the importance of more effective communication through public consultation and agile policymaking. Failure is seen as necessary for learning and social progress. Small startups like experience platforms and charities can drive social innovation. New forms of storytelling and collaboration hubs are needed to share new ideas and opportunities. The big ideas are new networks, new consultation processes, and new platforms to collaboratively build a network society.
Urban Hub 10 : EDUCATION a future - Thriveable CitiesPaul van Schaık
A series of graphics from integralMENTORS integral UrbanHub work on IMP and Thriveable Cities This work shows the graphics from a dynamic deck that accompany a presentation on Visions & WorldViews and Thriveable Cities.
The history of the co-evolution of cities, evolving WorldViews, Visions & Mindsets in urban Habitats and technology is presented in an integral framework.
Integral theory is simply explained as it relates to these themes. This volume is part of an ongoing series of guides to integrally inform practitioners.
"This book brings together all the education related pages from the first 9 volumes of this Urban Hub series and adds a few new ideas"
The 10 Most Visionary Leaders Transforming Education.pdfinsightscareindia
This edition features a handful of business The 10 Most Visionary Leaders Transforming Education that are at the forefront of leading us into a digital future
The 10 Most Visionary Leaders Transforming Education.pdfCIO Look Magazine
This edition features a handful of business The 10 Most Visionary Leaders Transforming Education that are at the forefront of leading us into a digital future
Ewan Fisher from Generations Working Together discusses intergenerational practice in the workplace. Intergenerational practice aims to bring younger and older generations together to promote understanding and build cohesive communities. The modern workplace includes four generations - Traditionalists, Baby Boomers, Generation X, and Millennials - which can lead to both challenges and benefits. While there is a risk of conflict, an intergenerational workforce also enhances skills and brings different perspectives. Case studies showcase how intergenerational activities between older adults and youth help reduce stereotypes. Generations Working Together is developing training to help employers better support an intergenerational workforce.
This 3-page document is the 2012 Annual Report for the Calgary Science Centre & Creative Kids Museum Society (now known as TELUS Spark).
The summary highlights that in 2012:
- TELUS Spark engaged over 383,533 visitors, exceeding attendance targets and goals. This included over 77,965 students engaged in school programs.
- The organization surpassed membership targets, attracting over 20,805 members.
- Over 170 programs were piloted and the organization partnered with over 83 community organizations on programming.
- The annual operating funding totaled over $9.9 million from sources like admissions, memberships, programs, civic grants and donations.
The report provides an overview of the
The document discusses Silicon Valley's innovation ecosystem and its strengths. It notes that Silicon Valley has high transparency in its venture capitalism system, with standardized legal documents and many experienced VC experts. This helps entrepreneurs easily access funding and resources. However, it also identifies weaknesses like high housing costs and threats like strict US immigration laws, which could cause some startups to move elsewhere. Overall the document provides an overview of key factors that have contributed to Silicon Valley's success as well as challenges it faces.
E-BOOK A multicultural approach to CSR (Business Campus project)-2Claudia Marengo
This document provides an overview of corporate social responsibility (CSR), including definitions, drivers, and key areas of focus. CSR is defined as a business approach that contributes to sustainable development by delivering economic, social and environmental benefits for all stakeholders. The drivers pushing businesses toward CSR include demands from customers, investors, employees and other stakeholders for greater transparency and ethical practices. Key areas of CSR focus are environmental protection, community engagement, fair treatment of employees, and contributing to society.
Common Purpose's 2020 impact report celebrates the leadership and impact of their alumni in a disruptive year. They worked with over 1,000 organizations and delivered programs to over 9,000 leaders online and in person. Throughout the pandemic, Common Purpose continued to facilitate connections and conversations among diverse leaders worldwide through their digital programs and alumni webinar series. The report highlights how Common Purpose and its alumni demonstrated agility and stepped up to address challenges in 2020.
Innovation from Everyone and Everywhere (1)Marianne Doczi
This document discusses developing sustainable innovation capabilities for 21st century New Zealand. It advocates taking an "innovation from everyone and everywhere" approach to fully harness New Zealand's human capital. The document outlines principles of innovation from all people in all places, customer-centricity, and collaboration both within and across organizations. It also discusses the skills, leadership, culture, and management practices needed in organizations to enable innovation from all sources. The goal is to start an online community to further discuss improving attitudes, skills, and practices for widespread innovation.
The document outlines a curriculum for an empowering charter school that incorporates STEAM education, an entrepreneurial framework including BizWorld and teaching kids business, the Big History Project combining history and science, the Engage New York language arts curriculum, and Khan Academy. It describes the mission of the school to reimagine education and integrate entrepreneurial spirit by taking best practices from hands-on, project-based learning. Various components of the curriculum are summarized, including STEAM, entrepreneurship programs, and online resources.
i-teams: The teams and funds making innovation happen in governments around t...Antonio Sánchez Zaplana
The i-teams featured in this report work to drive innovation in government through four main categories: developing solutions, engaging citizens and external partners, transforming processes and skills within government, and achieving policy and systems change. Common elements across the i-teams include strong leadership, diverse teams and partnerships, explicit methods, and impact measurement. The report analyzes 20 i-teams from around the world to understand their approaches and identify lessons for setting up new innovation teams in government.
2019 New Trends in Education & Teaching Innovation Timothy Wooi
Theme
"Turning Good Teachers to Great Innovation Leaders"
Objectives
To introduce Educators to the concept of Innovation Leadership in Education.
To equip Educators with Leadership skills needed in carrying out instructions and other school based tasks.
To help Educators develop their skills in Innovation.
http://mountvernonschool.org The Council on Innovation comprises about 20 members -- experts and visionaries inentrepreneurship, education, business, and community leadership. Called together as a league of advisors, the Council provides ins
This document provides information about the Council on Innovation (COI) hosted by the Mount Vernon Institute for Innovation (MVIFI). The COI brings together experts and visionaries in fields like entrepreneurship, education, business, and community leadership to provide insights and inspiration to help transform Mount Vernon Presbyterian School. The 2015 COI focused on the theme of "Disruptive Curiosity". The schedule for the day is outlined along with brief biographies of participating COI members and facilitators. Background information on past COI events and members is also included.
http://mountvernonschool.org The Council on Innovation comprises about 20 members -- experts and visionaries inentrepreneurship, education, business, and community leadership. Called together as a league of advisors, the Council provides ins
Silicon Valley has established itself as the leading global innovation ecosystem due to key factors such as transparency in venture capitalism funding, support from top universities, and a skilled workforce culture. However, strict immigration laws and high housing costs present challenges. While venture capital and university partnerships remain strengths, addressing foreign talent restrictions and infrastructure sustainability will help Silicon Valley maintain its edge in the face of global competition.
Similar to 20150726 Building a talent-base economy in New Zealand - World Future Society 2015 (20)
Learning lessons from early adopters of Aotearoa New Zealand Climate Standard...McGuinness Institute
The document provides an overview of climate-related disclosure requirements in New Zealand. It summarizes the initial results of analyzing climate statements from 111 annual reports of listed companies. Key findings include: 5 companies fully disclosed according to climate standards, 26 disclosed partially, and 34 expressed intent to disclose fully in the future. Disclosures provided insight into long-term climate scenarios and risks. Recommendations include improving accessibility of climate statements.
The document provides a timeline of 857 historical events that have contributed to the development of Aotearoa New Zealand from 1769 to present day. The timeline is organized into different domains and threads and can be read chronologically or filtered by domain, thread, or index entries. Some of the earliest events included are Cook's arrival in 1769 and claiming of New Zealand for Britain, the introduction of diseases that significantly impacted Māori populations, and other first contact between Māori and Europeans in the late 18th century.
Foresight tools help us brainstorm ideas about the future so we are better prepared for the opportunities and challenges that may arise. It provides the ability to forward engage, interacting early before issues become difficult to manage.
This booklet – the first of three in the series – outlines 20 foresight tools to throw into the mix, while you walk forward into the future.
This document provides an overview of the role of aquaculture in New Zealand's marine space, with a focus on salmon farming in the Marlborough Sounds and Cook Strait. It discusses the lack of scientific data on ocean flora and fauna, and how this allows commercial interests to trump environmental protection. Seven infographics are included to illustrate current ocean management challenges, such as many outdated permits, poor baseline data collection, and the discharge of farmed salmon waste. The document argues for improved governance and decision-making to better protect New Zealand's marine environment and meet international conservation commitments.
This document provides 7 infographics summarizing the current state of ocean management in the Marlborough Sounds and Cook Strait of New Zealand. It finds a lack of scientific data on ocean flora and fauna, with commercial interests often prioritized over environmental protection. The infographics examine issues like protected species, aquaculture regulations, the impacts of climate change on salmon farming, and future strategic options for the industry. The document concludes with recommendations for improving ocean governance and management.
The document outlines the agenda for a BIG Ideas Briefing to the Incoming Government event on February 22, 2023. The agenda includes an introduction by Wendy McGuinness, a discussion led by Professor Girol Karacaoglu, and a Q&A session. Refreshments will be provided. The briefing will discuss cross-cutting themes identified in research and provide an implementation checklist for BIG policy actions. The goal is to share insights with new government patrons on developing shared narratives, establishing supportive governance, stakeholder engagement, and effective implementation of anticipatory policies.
20221007 3pm McGuinness 3Waters Oral Powerpoint FINAL -plus 5.pdfMcGuinness Institute
The document provides an oral submission on the Water Services Entities Bill from Wendy McGuinness, CEO of the McGuinness Institute. It identifies several errors and inconsistencies in the bill and explanatory note. It recommends strategic and operational improvements to governance, including establishing a Minister of Water, a single water services entity modelled after Scottish Water, and aligning the entities with climate change policy and reporting requirements. It emphasizes concepts like public accountability, foresight in planning for climate shocks, and the need for flexible policy given increasing climate impacts on water systems. Questions are posed for discussion.
This document provides an overview of how futurists think compared to strategists. It discusses that futurists focus on possible futures by looking for weak signals and patterns, while strategists focus on a preferred future. It also notes that futurists consider a wide range of data, even data they have low confidence in, to develop foresight, while strategists focus on known information. The document recommends separating foresight and strategy tasks but also thinking like a futurist before acting like a strategist.
The document proposes reclassifying stewardship land on the West Coast of New Zealand to increase conservation and create ecological corridors. It summarizes three myths about current conservation efforts and outlines eight recommendations, including increasing national park areas, creating biodiversity corridors, restoring native forests, and establishing metrics to measure conservation outcomes. The rationale provided is the urgent need to address the biodiversity crisis as species decline and face increased threats from climate change and associated extreme weather. Reclassifying stewardship land is presented as a strategic solution that can both protect biodiversity and help mitigate climate change impacts through carbon sequestration.
The document proposes reclassifying stewardship land on the West Coast of New Zealand to increase conservation and create ecological corridors. It summarizes three myths about current conservation efforts and outlines eight recommendations, including increasing national park areas, creating biodiversity corridors, restoring native forests, and establishing metrics to measure conservation outcomes. The rationale provided is the urgent need to address the biodiversity crisis as species decline and face increased threats from climate change and associated extreme weather. Reclassifying stewardship land is presented as a strategic solution that can both protect biodiversity and help mitigate climate change impacts through carbon sequestration.
The document summarizes concerns about errors and inconsistencies in the Water Services Entities Bill and explanatory note. It provides strategic recommendations to improve the bill's governance, including establishing a Minister of Water, creating a single water services entity instead of four regional ones, and transferring water service assets to either a new type of local authority or a Crown entity similar to the Scottish model. The recommendations also address pricing of water usage, broadening the purpose of regulation, including access and risk management in law, and improving accountability through public registers and extending oversight bodies' jurisdiction to water services entities.
The document provides a summary of concerns and recommendations regarding the Water Services Entities Bill presented to the Finance and Expenditure Committee in New Zealand Parliament. Key points include:
- There are errors and inconsistencies in how the bill and explanatory note describe the proposed water services entities and their ownership and governance structure.
- The proposed model differs from the Scottish model, where water services are provided by a Crown entity with independent regulation.
- Strategic recommendations include establishing a Minister of Water, creating a single national water entity instead of four regional ones, and placing water services assets under a new type of local authority or Crown entity to improve governance and accountability.
- Operational recommendations focus on improving transparency, accountability
This document provides an overview and analysis of government department strategies (GDSs) in New Zealand. It notes that as of December 2021 there were 221 operational GDSs across government departments. It then provides key statistics on GDSs such as length, number of strategy maps, climate change mentions, and more. The preface discusses the purpose of GDSs and this handbook. Finally, it outlines four major recommendations: 1) Improving communication of government priorities 2) Reassessing all GDSs to consider climate change 3) Establishing a central GDS register 4) Guidance for departments on improving GDS content.
2021 Government Department Strategies Index Handbook – He Puna RautakiMcGuinness Institute
This document provides an overview and analysis of Government Department Strategies (GDSs) in New Zealand. It notes that as of December 2021 there were 221 GDSs in operation. Some key findings include: the Ministry of Health holds the most GDSs at 48; the average length of a GDS is 34 pages; 77 GDSs include a strategy map while 144 do not; and 61% of GDSs were published in the last four years. The document aims to support understanding and use of GDSs through providing relevant information, analysis and resources.
This document provides an agenda and summary of a workshop on climate-related disclosures presented by Wendy McGuinness. The agenda includes sections on why climate intelligence is important, what is happening nationally and globally regarding climate policy and regulations, and how companies can make climate-related disclosures. Under the "What" section, recent developments in New Zealand and globally are summarized, including new standards from the XRB, NZX, FMA, and initiatives like the ISSB and GFANZ. The "How" section outlines what organizations are required to disclose based on size, and provides examples of frameworks and scenarios that can be used to guide disclosures.
The document summarizes a workshop report on future scenarios for local government presented by Wendy McGuinness of the McGuinness Institute. It discusses global drivers of change and maps issues around climate change, democracy, technology, connection to land, and wellbeing. It also briefly summarizes an article on ancient supervolcanic eruptions in New Zealand, and references additional resources on societal contracts, future pathways, empathy versus compassion, and the shortest serving New Zealand Prime Minister.
This document is an application to establish a new salmon farm within a 1,000 hectare site located approximately 5 kilometres due north of Cape Lambert. It was submitted by Wendy McGuinness. The majority of the document discusses climate-related financial reporting requirements that the applicant would need to comply with if the farm was approved, including disclosure according to the Task Force on Climate-related Financial Disclosures framework. It also addresses potential climate change risks to the proposed salmon farm operation.
20211101 9am presented draft future of local govt review presentationMcGuinness Institute
This document provides a history of foresight initiatives in New Zealand from 1936 to 2010. It discusses how even relatively simple structures like bridges can fail unexpectedly, demonstrating the difficulty of predicting political changes. Major volcanic eruptions have significant climate impacts globally through sulfate aerosols. The document outlines four-step models for planning future initiatives and recaps foresight work since 1976. It discusses the Long-term Insights Briefings produced for the Australian Government and Prime Minister Helen Clark's vision for New Zealand. Various local councils created scenarios and the document proposes creating a national reference scenarios framework to help organizations prepare for uncertain futures.
20211029 5pm presented draft future of local govt review presentationMcGuinness Institute
This document provides a history of foresight initiatives in New Zealand from 1936 to 2010. It discusses how even relatively simple structures like bridges can fail unexpectedly, demonstrating the difficulty of predicting political changes. It also summarizes the impacts of major volcanic eruptions on climate and agriculture. The document then outlines four-step models for planning future initiatives and recaps some key New Zealand foresight projects from the 1980s onward. It provides examples of long-term insights briefings and scenarios developed by local councils and government agencies on topics like poverty, civic engagement, and climate change.
Contributi dei parlamentari del PD - Contributi L. 3/2019Partito democratico
DI SEGUITO SONO PUBBLICATI, AI SENSI DELL'ART. 11 DELLA LEGGE N. 3/2019, GLI IMPORTI RICEVUTI DALL'ENTRATA IN VIGORE DELLA SUDDETTA NORMA (31/01/2019) E FINO AL MESE SOLARE ANTECEDENTE QUELLO DELLA PUBBLICAZIONE SUL PRESENTE SITO
United Nations World Oceans Day 2024; June 8th " Awaken new dephts".Christina Parmionova
The program will expand our perspectives and appreciation for our blue planet, build new foundations for our relationship to the ocean, and ignite a wave of action toward necessary change.
This report explores the significance of border towns and spaces for strengthening responses to young people on the move. In particular it explores the linkages of young people to local service centres with the aim of further developing service, protection, and support strategies for migrant children in border areas across the region. The report is based on a small-scale fieldwork study in the border towns of Chipata and Katete in Zambia conducted in July 2023. Border towns and spaces provide a rich source of information about issues related to the informal or irregular movement of young people across borders, including smuggling and trafficking. They can help build a picture of the nature and scope of the type of movement young migrants undertake and also the forms of protection available to them. Border towns and spaces also provide a lens through which we can better understand the vulnerabilities of young people on the move and, critically, the strategies they use to navigate challenges and access support.
The findings in this report highlight some of the key factors shaping the experiences and vulnerabilities of young people on the move – particularly their proximity to border spaces and how this affects the risks that they face. The report describes strategies that young people on the move employ to remain below the radar of visibility to state and non-state actors due to fear of arrest, detention, and deportation while also trying to keep themselves safe and access support in border towns. These strategies of (in)visibility provide a way to protect themselves yet at the same time also heighten some of the risks young people face as their vulnerabilities are not always recognised by those who could offer support.
In this report we show that the realities and challenges of life and migration in this region and in Zambia need to be better understood for support to be strengthened and tuned to meet the specific needs of young people on the move. This includes understanding the role of state and non-state stakeholders, the impact of laws and policies and, critically, the experiences of the young people themselves. We provide recommendations for immediate action, recommendations for programming to support young people on the move in the two towns that would reduce risk for young people in this area, and recommendations for longer term policy advocacy.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Combined Illegal, Unregulated and Unreported (IUU) Vessel List.Christina Parmionova
The best available, up-to-date information on all fishing and related vessels that appear on the illegal, unregulated, and unreported (IUU) fishing vessel lists published by Regional Fisheries Management Organisations (RFMOs) and related organisations. The aim of the site is to improve the effectiveness of the original IUU lists as a tool for a wide variety of stakeholders to better understand and combat illegal fishing and broader fisheries crime.
To date, the following regional organisations maintain or share lists of vessels that have been found to carry out or support IUU fishing within their own or adjacent convention areas and/or species of competence:
Commission for the Conservation of Antarctic Marine Living Resources (CCAMLR)
Commission for the Conservation of Southern Bluefin Tuna (CCSBT)
General Fisheries Commission for the Mediterranean (GFCM)
Inter-American Tropical Tuna Commission (IATTC)
International Commission for the Conservation of Atlantic Tunas (ICCAT)
Indian Ocean Tuna Commission (IOTC)
Northwest Atlantic Fisheries Organisation (NAFO)
North East Atlantic Fisheries Commission (NEAFC)
North Pacific Fisheries Commission (NPFC)
South East Atlantic Fisheries Organisation (SEAFO)
South Pacific Regional Fisheries Management Organisation (SPRFMO)
Southern Indian Ocean Fisheries Agreement (SIOFA)
Western and Central Pacific Fisheries Commission (WCPFC)
The Combined IUU Fishing Vessel List merges all these sources into one list that provides a single reference point to identify whether a vessel is currently IUU listed. Vessels that have been IUU listed in the past and subsequently delisted (for example because of a change in ownership, or because the vessel is no longer in service) are also retained on the site, so that the site contains a full historic record of IUU listed fishing vessels.
Unlike the IUU lists published on individual RFMO websites, which may update vessel details infrequently or not at all, the Combined IUU Fishing Vessel List is kept up to date with the best available information regarding changes to vessel identity, flag state, ownership, location, and operations.
Preliminary findings _OECD field visits to ten regions in the TSI EU mining r...OECDregions
Preliminary findings from OECD field visits for the project: Enhancing EU Mining Regional Ecosystems to Support the Green Transition and Secure Mineral Raw Materials Supply.
Preliminary findings _OECD field visits to ten regions in the TSI EU mining r...
20150726 Building a talent-base economy in New Zealand - World Future Society 2015
1. WHAT
IS
THE
MCGUINNESS
INSTITUTE?
A
non-‐par5san
think
tank
working
towards
a
sustainable
future,
contribu5ng
strategic
foresight
through
evidence-‐based
research
and
policy
analysis.
[[add
picture
of
5
cable
st
bldg]]
McGuinness
Ins5tute
1
2. HOW?
Informa5on
Instruments
Ins5tu5ons
We
collaborate
with
others
to
untangle
policy
knots
and
explore
solu5ons.
We
produce
research
reports
and
think
pieces.
We
run
workshops
with
18-‐25
year
olds
to
develop
a
deeper
understanding
of
the
machinery
of
government.
3.
“The
factors
driving
growth
are
mul5ple,
not
singular.
They
are
as
much
sociological
as
technological
-‐
skills
and
educa5on,
culture
and
coopera5on,
ins5tu5ons
and
infrastructure.
These
factors
are
mutually-‐
suppor5ng,
not
exogenous
and
idiosyncra5c.
And
they
build
in
a
cumula5ve,
evolu5onary
fashion,
rather
than
spontaneously
combus5ng.”
Andrew
G
Haldane,
Chief
Economist
at
the
Bank
of
England
Speech:
Growing,
Fast
and
Slow
17
February
2015
“On
this
interpreta5on,
sociological
transforma5on
supported,
perhaps
preceded,
technological
transforma5on.”
WHICH
COMES
FIRST?
SOCIOLOGICAL
v
TECHNOLOGICAL
TRANSFORMATION
7. WHAT
IS
TALENT?
Talent
=
Personality
x
Character
x
Prac3ce
(skills)
8.
HOW
WOULD
YOU
GO
ABOUT
CREATING
A
PLACE
WHERE
TALENT
WANTS
TO
LIVE?
Grow:
“If
I
could
rewrite
the
school
curriculum,
I
would
say
let’s
forget
French
and
let’s
make
sure
that
programming
is
a
core
language,
because
it
is
the
language
of
the
21st
century.”
Francis
Valin+ne
AIract:
“Talent
does
aIract
talent,
and
talent
wants
to
live
in
places
where
it
is
exci3ng,
where
they
are
challenged
and
s3mulated
in
many
different
ways”
Andrew
Coy
Retain:
“In
terms
of
retaining
people,
we
try
to
do
right
by
our
staff,
giving
them
freedom
to
do
their
jobs
and
sa3sfac3on
from
‘geOng
shit
done’.”
Mike
(MOD)
O’Donnell
Connect:
“Innova3on
happens
when
ideas
have
sex,
and
that
only
happens
if
you
put
a
whole
bunch
of
different
disciplines
in
the
same
place
and
let
them
bump
into
each
other.”
Kaila
Colbin
ASK
30
TALENTED
NEW
ZEALANDERS
10. HOW
CAN
WE
INTERVENE
TO
MAKE
AN
ECOSYSTEM
FLORISH?
11. RETAIN
Make the most of the talent we have
Anchor talent to New Zealand
ATTRACT th
ebestfromoverseas
OVERSEAS
NEW ZEALAND
GROW talent
through schools,
apprenticeships,
polytechnics and
universities
GROW talent
through civil society
and social and private
enterprise
ATTRACT
talent back on
the conveyor belt
Revel in the opportunity to CONNECT talent
NEW ZEALANDRevel in the opportunity to CONNECT talent
THE
TALENTNZ
TOUR
13. 1. Put
the
student
at
the
centre
2. Build
a
curriculum
fit
for
the
future
3. Incen3vise
15-‐21
year
olds
who
want
to
be
makers
4. Incen3vise
18-‐25
year
olds
who
want
a
university
educa3on
to
complete
their
undergraduate
degree
in
New
Zealand
5. Cul3vate
new
entrepreneurs
6. Promote
storytelling
(Pūrākau)
7. Seek
out
a
youth
voice
Grow
Talent
14. 1. Map
the
ecosystem
2. Iden3fy
the
talent
you
want
3. AIract
interna3onal
talent
4. Showcase
exis3ng
talent
5. Showcase
hard
infrastructure
6. Showcase
so_
infrastructure
7. Provide
an
appropriate
income
package
AIract
Talent
15. 1. Use
the
talents
we
have
2. Provide
clear
career
pathways
for
individuals
3. Deliver
a
caring
and
enjoyable
environment
(Manaaki)
4. Focus
on
crea3ng
a
good
entry
and
exit
5. Combine
talents
to
build
effec3ve
teams
6. Communicate
future
inten3ons
7. Share
community
goals
Retain
Talent
16. 1. Take
responsibility
for
connec3ng
2. Connect
exis3ng
entrepreneurs
with
a
purpose
3. Create
twinning
opportuni3es
4. Embrace
diaspora
5. Create
hubs
6. Create
an
online
presence
7. Manage
logis3cs
by
aligning
people,
data,
products
and
services
Connect
Talent
17. INSERT
THE
BOTTLE
WORKSHEET
HERE
_
BIG
TalentNZ is an initiative of the McGuinness Institute.
Worksheet
Illustrate an understanding of the impact of health and medical
advancements.
Task 1. Shade in the 2015 bottles illustrating where you think the
extra twenty years (extra two bottles) of life expectancy due
to health and medical advances will occur. Will these advances
lead us to live for longer at the end of our lives, or will it
allow us to live healthy during our lives. Where will these
twenty years be spent?
Task 2. What are the implications for communities?
0-10 21-3011-20 31-40 41-50
1950’s
2015
51-60 71-8061-70 81-90
0-10 21-3011-20 31-40 41-50 51-60 61-70
18. [[insert
picture
of
2016
TALENTNZ
JOURNAL
WITH
30
PEOPLES
FACES
ON
IT
1. TalentNZ
Journal
2016
2. Expand
the
TalentNZ
Menu
(more
examples)
3. Con5nue
monthly
TalentNZ
newslefers
(crea5ng
a
fer5le
and
flourishing
community)
4. Keep
design
and
foresight
at
the
forefront
of
our
work
programme
WHAT’S
NEXT?
19. LAST
WORD
DO
YOU
WORRY
THAT
TOP
TALENT
IS
GRAVITATING
TO
BUSINESS,
NOT
GOVERNMENT?
“I
have
worked
in
law
firms
…
and
served
on
corporate
boards.
But
there
isn’t
any
comparison
between
private
rewards
and
rewards
for
public
service.
It’s
human
nature
to
strive
for
status,
wealth,
possessions.
But
you
realize
there’s
more
to
life
than
that,
and
nothing
matches
serving
a
cause
larger
than
oneself.”
George
Mitchell,
The
majority
leader
of
the
US
Senate,
Harvard
Business
Review
June
2015
20. Thank
you
If
we
can
be
of
any
assistance
please
do
not
hesitate
to
contact
us.
Level
2,
5
Cable
Street
PO
Box
24-‐222,
Wellington
6142
(04)
499
8888
www.mcguinnessins5tute.org
Editor's Notes
Source:
Stringleman, Hugh; Peden, Robert (14 March 2013). ”Story: Sheep farming”. Te Ara: The Encyclopedia of New Zealand (https://en.m.wikipedia.org/wiki/Sheep_farming_in_New_Zealand)
New Zealand Official Yearbook, 2008, p 359 (https://en.m.wikipedia.org/wiki/Agriculture_in_New_Zealand)
http://www.stuff.co.nz/business/farming/dairy/9522856/NZs-dairy-cattle-population-hits-6-6-million