What we’ve heard
The feedback reveals both encouragement and clear areas requiring attention:
Support for the Strategy focus.
There is strong support for having a Workforce Strategy specifically dedicated to the social work profession. This cross-government approach is seen as long overdue and necessary.
Te Tiriti commitment needs strengthening.
A significant theme from the feedback is that the draft Strategy did not adequately communicate our commitment to Te Tiriti o Waitangi. More work is needed to authentically articulate the aspirations of Māori and Pacific social workers within the Strategy framework.
Workforce lifecycle challenges confirmed.
The issues raised by stakeholders align closely with our workforce lifecycle model and reinforce the need for action across multiple areas:
- Education and training pathways (attraction, recruitment, skills development)
- Professional supervision and support structures
- High workloads and retention challenges
- Career development pathways, including kaupapa Māori frameworks
- Ensuring equitable outcomes for Māori
Many submissions also noted the impact of current public sector funding constraints and resource pressures on workforce sustainability.
Engagement approach needs reconsideration.
Perhaps most importantly, we’ve heard clearly that opportunities for meaningful engagement have been limited, and that the Action Plan development should not be rushed. Social workers and sector organisations want to see their aspirations more fully reflected and are seeking deeper involvement in shaping the actions.
Our revised approach
Taking this feedback seriously, we have made several important adjustments:
Enhanced Te Tiriti focus.
We have sought further guidance from our Chief Adviser Māori and Māori social work advisors to better incorporate our commitment to Te Tiriti throughout the Strategy. This work is being prioritised and given the time it deserves.
Extended timeline for genuine co-design.
Rather than proceeding to a December 2025 launch of both Strategy and full Action Plan, we are now working towards a mid-2026 launch by Minister Upston. This extended timeframe allows for the collaborative, inclusive approach that stakeholders have asked for.
Phased engagement with sector partners.
We will be forward plan with peak bodies and key partners on next steps, ensuring the timeline works for all stakeholders and creates genuine opportunities for co-design of the Action Plan.
Why this matters
This revised approach better aligns with our stated goal of taking an inclusive and collaborative approach. It demonstrates that we are listening and responding, and it creates the space needed to reflect diverse perspectives across the profession. Ultimately, this will strengthen both the Strategy and the Action Plan, and build the shared ownership necessary for successful implementation.
It also aligns with our Engagement Strategy principles – moving from reactive to proactive engagement, and building genuine partnerships rather than token consultation.
Next steps
Over the coming months, we will be reaching out to work with you and other stakeholders on the next phase of development. We will continue to provide updates through the Workforce Planning page on our website and through direct communication with the EAG.
Thank you for your continued commitment to strengthening the social work workforce in Aotearoa New Zealand.
Feedback
We received feedback from three different collection methods – here are the links to those summaries:
Part A – Feedback form
Part B – Online hui
Part C – Workshop at SSPA conference
We received input from the professional associations. ANZASW and the Alliance. Their full feedback is available in these downloadable PDFS below: