RSE ACHIEVEMENTS AND ISSUES

Overall, the first year of the RSE policy was successful. Most importantly, employers had a reliable workforce which meant that the labour supply crises of previous years were avoided - employers accessed workers when they needed them, for the time they needed them. Employers were able to plan and reported being less stressed because they were confident their workers would turn up every day.

Most workers returned home with savings which will benefit their families and communities. Workers also reported other benefits such as work-related skills and English language skills. A key indicator of the success of the RSE policy is the number of skilled workers who return for a subsequent season. Administrative data from the Department of Labour shows about 55 percent of RSE workers from the Pacific who worked during the 2007/08 season returned for the 2008/09 season and most returned to one of their previous employers. Over half of the RSE employers surveyed expressed a desire for most of their workers to return for the following season. This return rate will be investigated further in the second phase of the evaluation.

The success of the first season of RSE is notable given the speed with which the policy was rolled out by industry, Pacific governments and New Zealand government agencies. This success can be attributed to the level of commitment shown by all parties involved in RSE. It is also due to the relationship-based approach that has underpinned the development and implementation of RSE.

Immigration risks were successfully managed with less than one percent of overstayers among the RSE workers who were in New Zealand between April 2007 and January 2009. Displacement of New Zealand workers were reported by just one employer due to overestimating the number of overseas workers required.

There are some implementation issues that still need to be worked through. They include recruitment lead-in time, accommodation and dispute resolution for workers. Some of these issues have had a negative impact on worker and employer experiences.

While the RSE policy is described as a "win/win/win" arrangement for the horticulture and viticulture industries, Pacific workers and Pacific states, the findings indicate that during the first year of the policy, the industry "win" has dominated. While Pacific states have benefited from remittance incomes, the enthusiasm of their communities and a number of satisfied workers, they have also had to manage the problems of unfilled expectations among workers and communities, and pressures from oversubscribed work ready pools.

While it is recognised that the employer is the primary driver of RSE, the workers' goals and interests must also be considered if the employer is to gain ongoing access to trained workers. This 'balancing' will require ongoing oversight and management by New Zealand government officials and industry leaders in the immediate to longer term. It also requires key participants to come to a shared set of understandings of the different positions and be willing to compromise.