2003 Strategy

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2003 Strategy

  1. 1. 2003 Strategy & Business Plan December 2002
  2. 2. Contents Introduction 3 Overview 4 Mission, Vision and Values 5 2003 Objectives & Action Plans 6 1. Strategic context & orientation 7 2. Right training/qualifications 9 3. Robust quality assurance 11 4. “Smart, snazzy, cool” marketing & communications 13 5. Excellent customer service 16 6. Stakeholders “flying in formation” 18 7. Operational strength 20 Financial budgets 22 Appendices: A. Situation Summary 25 B. Government’s Tertiary Education Strategy - Overview 29 C. Organisational History 30 D. Organisation Structure • Governance 31 • Membership 32 • Staffing 33 E. BCITO Health & Safety Policy 34 C:WINDOWSDesktop2003 Business Plan.doc Page 2 of 34
  3. 3. Introduction Qualifications and training within the building and construction sector are set to enter an exciting phase – and the Building and Construction Industry Training Organisation [BCITO] is looking forward to working with the sector to continue lifting the numbers of people involved in industry training and extending the range of qualifications available. • There is increasing interest from industry in improving the numbers of trade-skilled staff working in the sector, and the Weathertightness issue has reinforced the need for improved skill levels. Only around 30% of those working in the sectors represented by the BCITO are trade trained/qualified, and there is significant scope to further increase that level of trained and qualified people within the industry. • The BCITO is also working to broaden the range of its qualifications, both in terms of developing qualifications “further upstream” from the standard trade qualifications – including Foreperson/Supervisor, Project Management and Small Business Management – and in terms of developing qualifications in entirely new areas – for example steel housing, roof trusses etc. The Weathertightness issue – together with the associated debate about industry registration and accreditation – is also likely to have a bearing on the numbers of people involved in training with the BCITO. At minimum, there will be increasing numbers of people who have worked in the industry for some time wanting to get their existing skills recognised. At the other extreme, compulsory registration matched by trade qualification requirements will have a fundamental impact on the industry – and on the BCITO. The Government’s Tertiary Education Strategy 2002-2007 will also have an important bearing on the work of the BCITO. The TES’ six strategies are woven throughout the detailed work streams and activities that appear in the 2003 Plan. We have recently reviewed our ‘Recognition of Current Competency’ policies and procedures so that, should the numbers of people seeking that option significantly increase, we’re ready to respond. As well as having the right mix of qualifications matching industry need, the BCITO is improving its focus on quality assurance – making sure that the training provided to the sector meets the right standards, both off-job and on-job. We’re also increasing our marketing and communications effort, so that more young people (and their parents), those already working in the sector and employers are aware of trade training and career opportunities within the building and construction sector, while also raising the overall societal perception of industry training. Finally, the work we do involves a broad range of industry partners and stakeholders – we look forward to working with our partners this coming year. Pieter Burghout Chief Executive C:WINDOWSDesktop2003 Business Plan.doc Page 3 of 34
  4. 4. Business Plan Overview 2003 Strategy & Business Plan 1. Strategic context & orientation • Participate in Government policy formation • Participate in Industry Training Federation • Complete changes to BCITO constitution • Develop Maori/Pacific Island peoples’ training policy • Complete Weathertightness review of BCITO qualifications 2. Right training/qualifications • Qualification development & maintenance programme • Develop e-learning strategy • Research/forecasting methodology • Promulgate subpackaging policy and RCC methodology • Prepare training strategy, particularly for off-job training provision 3. Robust quality assurance • Moderation programme for: o Schools o Providers o ITOs o Assessors o Employers • AMAP review • Accreditation requirements (new, existing, and reviews) 4. “Smart, snazzy, cool” marketing/communications • Complete BCITO brand strategy • Complete marketing strategy for: o Schools o Industry associations Marketing theme: o Employers o General Learning on job is cool • Upgrading of BCITO marketing material • Prepare & implement external communications plan • Target 10% trainee growth targets 5. Excellent customer service • Promulgation of approved service standards & reporting methodology • Implementation of customer satisfaction surveys • Monitoring of discontinuances • NAGs/RAGs organisation and servicing • Modern Apprenticeship coordination 6. Stakeholders – “flying in formation” • Work with: o CAPITA, to purse opportunities for cooperation & liaison o Key ITOs o Key industry associations and employers o Providers o Skill New Zealand/TEC and NZQA 7. Operational strength • Prepare HR Strategy [performance, training, communication, OSH] • Prepare IT Strategy [needs analysis & implementation] • Robust financial management [operational and capital] • Prepare Business Continuity Plan • Prepare Corporate Procedures Manual C:WINDOWSDesktop2003 Business Plan.doc Page 4 of 34
  5. 5. BCITO Mission, Vision & Values BCITO Mission: To promote, develop and organise relevant, appropriate, effective qualifications and training in the building and construction industry, by being responsive to the training needs of trainees, employers and enterprises. BCITO Vision: To be the leading Industry Training Organisation for the building and construction industry. BCITO Organisational Values: • Leadership • Responsiveness • Integrity & fairness • Excellence in customer service • Professionalism • Adding value & innovation • Investing in people • Team work BCITO ‘Catch-Line’: “We’re building people” C:WINDOWSDesktop2003 Business Plan.doc Page 5 of 34
  6. 6. 2003 Objectives & Action Plans As highlighted in the Overview on page 4, the BCITO’s 2003 Strategy & Business Plan is focussed on 7 key areas: 1. Strategic context and orientation – ensuring the BCITO is “aware” of the strategic environment it is operating in and pursues opportunities where appropriate to influence that strategic environment; 2. Right training & qualifications – ensuring the BCITO has the right suite of qualifications that matches industry need and the right mix of training tools/options to support those qualifications; 3. Robust quality assurance – making sure that BCITO trainees are being taught to the right level, both on-job and off-job, around the country; 4. “Smart, snazzy, cool” marketing & communications – ensuring the BCITO markets appropriately to prospective trainees/apprentices and employers, and continuing to target a minimum of 10% annual growth in trainee numbers; 5. Excellent customer service – the BCITO’s core strengths are it’s strong industry linkages (through national and regional advisory groups) and regional network of training advisers; we need to be able to measure the levels of client satisfaction with the services we provide; 6. Stakeholders “flying in formation” – ensuring the BCITO works closely with other key ITOs [both within CAPITA and others], key industry associations and other stakeholders to ensure that we’re all aiming for the same objectives/outcomes; 7. Operational strength – getting the basics of the BCITO business right, particularly in the areas of people (HR) and IT. The pages that follow give details as to the actions to be taken under each of these seven overarching objectives. C:WINDOWSDesktop2003 Business Plan.doc Page 6 of 34
  7. 7. 1. Strategic context & orientation The policy environment for ITOs is likely to change over the medium term. The establishment of the Tertiary Education Commission and the promulgation of the Tertiary Education Strategy (TES) will have implications for the workings of the BCITO and the strategic focus taken. It is important that the BCITO is not only responsive to those changes but that it gives input to the change process. Three other key objectives in this area centre on achieving further BCITO constitutional change (with a view to securing charitable status with the IRD), developing a Maori Training Policy (contributing to Strategies Two and Five of the TES), and completing the review of the BCITO’s qualifications package as recommended in the Building Industry Authority’s Weathertightness Report. 1.1 Participate in Government policy formation Actions: • Liaise with SNZ/TEC/Ministers as appropriate, depending on Government policy programme • Prepare submissions as appropriate – either on own account or in conjunction with other ITOs • Continue proactive relationship with TEC members o Forwarding of relevant BCITO material to Dr Andrew West, Chair, TEC o Continued liaison with other key TEC members (eg John Blakeley, TEC member and CE of Forestry ITO) Responsibility: CEO Deadline: On-going (largely dictated by Govt) KPI(s): • Input into Government/TEC policy programme to satisfaction of Board • Favourable policy environment for BCITO in medium to long term Financial Budget: $10,000 People Resources: Pieter Burghout (contingency) 1.2 Participate in Industry Training Federation Actions: • Work with ITF on general vocational/industry training communications strategy • Attend appropriate ITF meetings as required to ensure BCITO presence o Responsibility: CEO Deadline: Comms strategy prepared June 2003 (led by ITF) KPI(s): • General vocational/industry training communications strategy finalised • BCITO increasingly seen by ITF as leading ITO – input sought into key ITF work streams Financial Budget: Nil People Resources: Pieter Burghout Management team 1.3 Achieve constitutional change Actions: • Prepare/finalise draft constitution (based on Contracting ITO model) • Adopt constitution at BCITO AGM o Responsibility: CEO Deadline: March 2003 KPI(s): • Revised constitution adopted at BCITO AGM • Financial Budget: $10,000 People Resources: Pieter Burghout C:WINDOWSDesktop2003 Business Plan.doc Page 7 of 34
  8. 8. 1.4 Develop Maori/Pacific Island peoples’ Training Policy Actions: • Initiate internal working group to develop policy/approach • Liaise with other ITOs to determine their policies/approach • Discuss with TEC regarding ITO best practice and Government expectations (if any) • Develop policy o Responsibility: CEO Deadline: July 2003 KPI(s): • Maori/Pacific Island peoples’ Training Policy adopted at August meeting of BCITO Board • Financial Budget: $10,000 People Resources: Pieter Burghout Bernard Te Paa 1.5 Complete and action review of BCITO qualifications (as per Weathertightness report) Actions: • Work with contracted independent reviewer to complete review • Liaise with stakeholders to keep appraised of review and to seek their required input • Finalise report in association with Board (and key stakeholders as/if appropriate) • Promulgate recommendations as considered appropriate o Responsibility: CEO Deadline: March 2003 KPI(s): • Report on the Review of BCITO Qualifications presented to BCITO AGM March 2003 • Recommendations implemented as approved by Board • Financial Budget: $30,000 People Resources: Pieter Burghout (balance of project) Other national & regional staff as required C:WINDOWSDesktop2003 Business Plan.doc Page 8 of 34
  9. 9. 2. Right training/qualifications It is critically important that the BCITO has the right industry qualifications matching industry need (contributing to Strategies Three and Four of the TES). The two key projects under this objective centre on: • ensuring the BCITO’s qualification development programme is properly resourced and actioned; and • commissioning a skills forecasting study to determine future industry needs. 2.1 Qualifications development & maintenance programme Responsibility: Qualifications Manager Deadline: Various – as per Business Development Mgr schedule below KPI(s): • Qualifications/resource material developed to satisfaction of relevant NAG/industry body • Total Budget: $169,000 People Resources: Grant Jones Ian Shepherd Chris Leach Regional staff Sector Qualification/Resource Key Outcome Date $ Cost Carpentry Unit standards & qualification None for 2003 [review due Jan05] NA Nil ILWEP None for 2003 [review due Jan05] NA Nil Cement/Concrete Unit standards & qualification Rolled over to Dec 2005 Assessment Manual & Self Review, update, and bring up to Jun 03 $10,000 Learning Package ILWEP standard Interior Systems Unit standards & qualification None for 2003 NA Nil Assessment Manual and None for 2003 [for 2004] NA Resource Package Solid Plastering Unit standards & qualification Roll over to be approved [3yrs] Jun 03 Nil Assessment Manual and None for 2003 [for 2004] NA Resource Package Floor/Wall Tiling Unit standards & qualification Roll over to be approved [3yrs] NA Nil Assessment Manual and Review, update, and bring up to June 03 Resource Package ILWEP standard PPCS Unit standards & qualification Advanced qual needs to be linked Jun 03 $5,000 to new Supervisor/Small Bus HSIP Unit standards & qualification Review & consultation Jul 03 $10,000 Assessment Manual and Review, update, and bring up to Dec 03 $15,000 Resource Package ILWEP standard Elementary Const Assessment Manual and Completion and delivery to Jan 03 $4,000 Resource Package schools Scaffolding Unit standards & qualification Re-scoping and consultation Feb 03 $5,000 Draft and register July 03 $10,000 Truss/Wall Frame Unit standards & qualification Initial scoping & consultation Sep 03 $15,000 Draft and register May 04 Metal Frame Unit standards & qualification Initial scoping & consultation Oct 03 $15,000 Draft and register Jun 04 Supervisor Unit standards & qualification First draft Jan 03 $50,000 [& SBM, Adv etc] Consultation with industry Feb 03 Complete and register Mar 03 Assessment Manual and First draft Jun 03 Resource Package Building Certifiers Unit standards & qualification Initial scoping & consultation Aug 03 $5,000 Res Property Unit standards & qualification Initial pilot using Elementary Mar 03 $10,000 Maintenance Construction unit standards Complete & register Oct 03 Concrete Houses Unit standards & qualification Initial scoping & consultation Dec 03 $5,000 Quality Codes of Practice Review systems & material Sep 03 $10,000 Management Establish electronic system Dec 03 Quality Management system None for 2003 [for early 2004] Nil C:WINDOWSDesktop2003 Business Plan.doc Page 9 of 34
  10. 10. 2.2 Develop BCITO e-learning strategy Actions: • Continued involvement in Plumbing ITO e-learning project • Initiate internal working group to develop BCITO e-learning policy o Responsibility: Qualifications Manager Deadline: July 2003 KPI(s): • BCITO e-learning strategy adopted at August meeting of BCITO Board • Financial Budget: $10,000 People Resources: Grant Jones Ian Shepherd Chris Leach Regional staff 2.3 Complete skills forecasting study Actions: • Contract appropriate organisation to undertake skills forecasting study (based on similar work completed by CTA) • Work with contracted organisation as study report developed o Responsibility: Business Development Deadline: September 2003 Manager KPI(s): • Skills forecast report completed • Financial Budget: $30,000 People Resources: Ian Shepherd Regional staff 2.4 Promulgate Sub-Packaging and RCC policies Actions: • Finalise Sub-Packing and RCC policies – both at generic level and as applied to each sub-trade • Promulgate policies as required – including BC News and separate promotional literature • Depending on up-take of RCC, review resourcing of management of RCC o Responsibility: Business Development Deadline: March 2003 Manager KPI(s): • Sub-Packing and RCC policies promoted in March issue of BC News • BCITO Board approval sought for any increase in RCC resourcing if so required • Financial Budget: $5,000 People Resources: Ian Shepherd Regional staff 2.5 Develop appropriate training strategies to accompany each qualification Actions: • Draft training strategies prepared – initially for carpentry, before rolling out further to other sub-trade areas – including determining mix of off-job training options [non-tutored classes, tutored classes, longer block courses] as appropriate for each region and for each trade o Responsibility: Operations Manager Deadline: March 2003 KPI(s): • 80% satisfaction with training options [measured through BCITO Satisfaction Survey results] • Financial Budget: Nil People Resources: Grant Jones Jim Kirkland Regional Managers C:WINDOWSDesktop2003 Business Plan.doc Page 10 of 34
  11. 11. 3. Robust quality assurance The BCITO has an Accreditation and Moderation Action Plan that sets out a five yearly timetable underpinning the BCITO’s moderation and accreditation activities. The AMAP is reviewed on an on-going basis, given that it needs to take into account what’s actually happening on the ground. Moderation is becoming an increasingly important focus for the BCITO, even more so given the increasing number of people teaching/training to our material, including: • 150 accredited providers • potentially 420 schools • 2000+ on-site employers. 3.1 Moderation & Accreditation programme Actions: • Monitor and manage moderation and accreditation system • Train and work with BCITO regional moderators • Liaise with providers and stakeholders • Work with projects that impact on moderation, assessment and accreditation activities • Continued improvement of quality assurance systems o Responsibility: Moderation Manager Deadline: Ongoing KPI(s): • RCC moderation procedures completed • Contract assessor pilot project completed • Complete database of assessors • Implement school moderation system • Moderation servicing levels above NZQA/ITO registered average Financial Budget: $10,000 People Resources: Donna Fox Mark Sommervell Regional staff The detailed moderation programme for 2003 is as follows: MONTH ACTIVITIES TIMELINES PEOPLE INVOLVED Priority issues for 2003 • Number of schools coming on board (420 schools potentially) • Polytechnic course approvals situation • Contract assessors and RPL numbers January Accreditation - ALL YEAR Jan-Feb. All regions Set up tracking system regionally for provider moderation as it occurs. All regions start Reports held in regional offices for random sampling. Moderation planning day for unfinished Donna & Mark/Les/ issues from 2002 Chris • 5 yr plan review. • Contract assessor • RPL Start notification to providers and schools Donna for moderation 2003 C:WINDOWSDesktop2003 Business Plan.doc Page 11 of 34
  12. 12. MONTH ACTIVITIES TIMELINES PEOPLE INVOLVED February Continue follow up of notifications All Feb. Donna • Phone calls • Letters Send information to regions on providers Donna and schools that will need scheduling for moderation 2003 Complete feedback of new report forms All regions for off-site and on-site mod. Put into Quality Management System. Chris Work with NZPPC on course approval Donna issues. Pieter Data systems March National moderation training day Early March All moderators Review feedback contract assessor On-going Donna and Ian project and RPL for potential moderation Shepherd system in place, issues. April Approach other ITO moderations due and On-going Donna set dates. Shane and Donna Set up internal moderation system for April or other ITO units used by BCITO. before Work on specialist trade moderations Donna Start regional training visits Throughout Donna year May AMAP review & issues arising May Donna June Consider issues that may have arisen June Donna from new systems ie on-line moderation, onwards contract assessors, polytech on-site. etc Prepare NZQA annual report Usually 30th June July Review results of school moderations July-Aug. Donna August Start work with t/a on moderation visits as Aug-Dec Donna required. Sept. Moderation visits etc Donna October Planning meeting for 2004 Oct Donna and Moderation Group Nov. Conference preparation Nov Donna Dec. Feedback on 2003 and scheduling Donna activities for 2004 C:WINDOWSDesktop2003 Business Plan.doc Page 12 of 34
  13. 13. 4. “Smart, snazzy, cool” marketing/communications The ‘skills market’ is becoming increasingly competitive – both between industries (for example, the building sector competes with the civil construction and transport sectors for workers – both skilled and un-skilled) and within industries. It is important the BCITO has: • a clear brand strategy, so that people know what the BCITO stands for and that the use of our brand is consistent and professional; • a marketing strategy, particularly to schools, employers and the industry at large; • simple, useful, clear and modern marketing products. 4.1 Finalise Brand Strategy Actions: • Complete brand strategy development work with NBPR o Responsibility: Marketing/Comms Deadline: February 2003 Manager KPI(s): • Brand strategy completed Financial Budget: $10,000 People Resources: Marketing Manager Pieter Burghout 4.2 Marketing Strategy Actions: • Finalise marketing strategy development work with NBPR • Undertake actions accordingly – including: o Advertising programme o Direct marketing work with schools – including posters and possible promotional DVD video o Expo programme o Direct marketing to employers (includes completion of employer database) o General marketing/communications to sector at large – in association with industry bodies as appropriate o Investigation of ‘apprentice discount’ options [eg phones, petrol, safety gear etc] • Work with ITF on general vocational training marketing/communications strategy o Responsibility: Marketing/Comms Deadline: Strategy finalised Manager January 2003 Actions implemented as per Strategy KPI(s): • All direct marketing actions to schools completed • All expos attended • All direct marketing to employers completed Financial Budget: $205,000 People Resources: Marketing Manager Bernard Te Paa Pieter Burghout C:WINDOWSDesktop2003 Business Plan.doc Page 13 of 34
  14. 14. 4.3 Marketing material upgrade Actions: • Finalise upgrade plan with NBPR • Upgrade marketing material as per prioritised schedule o Responsibility: Marketing/Comms Deadline: As per schedule Manager KPI(s): • All material upgraded as per schedule • Financial Budget: $10,000 People Resources: Marketing Manager Bernard Te Paa Regional staff 4.4 External communications plan Actions: • Publish 4 quarterly issues of BC News (in to-be-revamped format) • Develop monthly email newsletter for circulation to key BCITO stakeholders • Continue with BCITO Fortnightly Update but circulate to broader audience o Responsibility: Marketing/Comms Deadline: On-going Manager KPI(s): • BC News published in March, June, September and December • First monthly email newsletter published January 2003, monthly thereafter • Financial Budget: $25,000 People Resources: Marketing Manager All staff 4.5 Achieve 10% trainee number growth targets Actions: • Prepare individual marketing plans for each trade group, in conjunction with industry bodies • Monitor and report trainee volumes monthly internally and at each Board meeting o Responsibility: Jim Kirkland Deadline: On-going KPI(s): • 10% growth in trainee numbers achieved • Contracted STM targets achieved Financial Budget: Nil People Resources: Jim Kirkland RMs and TAs The following trainee growth targets have been set for 2003: Central South Waikato/BOP Central North Wellington Southern Northern Island Island Initial Total Total Total Conventional only MA Conv All MA Conv 835 536 452 341 610 353 Carpentry 515 2324 +45 +48 +56 +35 +76 +30 694 2614 3308 +16% Interior Systems 9 113 +30 +9 +13 +5 +1 +1 19 172 191 +56% Cement & Concrete 3 87 +25 +14 +10 +5 +1 +1 7 143 150 +66% PPCS 0 106 +35 +10 +18 +5 +4 0 0 178 178 +67% Solid Plastering 3 36 +2 +2 +6 0 +4 +4 3 54 57 +46% Walls & Tiling 2 46 +8 +11 0 -1 +1 +3 2 68 70 +46% HSIP 0 415 -35 -30 -44 -10 -27 +7 0 276 276 -34% Total New +110 +64 +59 +39 +60 +46 FULL TOTALS 532 3127 945 600 511 380 670 399 725 3505 4230 +16% 13% 12% 13% 11% 10% 13% +15% C:WINDOWSDesktop2003 Business Plan.doc Page 14 of 34
  15. 15. Trainee Completions As with the previous year, the BCITO is targeting 800 completions for 2003. Skill New Zealand contracted targets Contracted STMs with Skill New Zealand for 2003 are as follows: 1st Quarter 2nd Quarter 3rd Quarter 4th Quarter 397 398 398 398 This translates to a total of 1591 STMS, as compared to 1545 STMS contracted in 2002. Skill New Zealand has contracted Modern Apprenticeship numbers of 110 until June 2003. C:WINDOWSDesktop2003 Business Plan.doc Page 15 of 34
  16. 16. 5. Excellent customer service Client servicing and satisfaction (both employer and trainee/apprentice) are key requirements for the BCITO to maintain its operations on a sustainable – and growing – basis. The BCITO has recently adopted client servicing standards which set clear servicing performance measures, and these need to be promulgated and delivered against. As well as direct client servicing, the BCITO prides itself on strong industry input through its National and Regional Advisory Groups – professional servicing of these Groups is also critical. Finally, the BCITO has a Modern Apprenticeship role – both directly as an MA Coordinator, and indirectly in terms of working with other MA Coordinators – we need to have systems in place to ensure we meet appropriate service expectations. 5.1 Promulgation of approved service standards Actions: • Implement ‘servicing’ schedules for each Training Advisor to achieve approved service standards • Ensure database can report on servicing levels o Responsibility: Operations Manager Deadline: February 2003 KPI(s): • Servicing visits completed as scheduled • 80% client satisfaction level achieved Financial Budget: Nil People Resources: Jim Kirkland RMs and TAs 5.2 Implementation of customer satisfaction surveys Actions: • Make amendments as appropriate to surveys once pilot survey in Wellington completed • Implement surveys in March and September 2003 o Responsibility: Operations Manager Deadline: February 2003 KPI(s): • Surveys completed as scheduled • Financial Budget: $5,000 People Resources: Jim Kirkland RMs and TAs 5.3 Analysis of Trainee Discontinuances Actions: • Review reasons for discontinuances and report as appropriate to Board meetings • Responsibility: Operations Manager Deadline: Ongoing KPI(s): • BCITO understanding of causes for trainee ‘discontinuances’ • Financial Budget: Nil People Resources: Jim Kirkland RMs and TAs C:WINDOWSDesktop2003 Business Plan.doc Page 16 of 34
  17. 17. 5.4 NAG/RAG servicing Actions: • Hold National Advisory Group meetings as appropriate for each trade sector, but preferably no fewer than 2 per year • Hold Regional Advisory Group meetings as appropriate for each region, but preferably no fewer than 2 per year o Responsibility: Operations Manager Deadline: Ongoing KPI(s): • NAG/RAG meetings held as scheduled • NAG/RAG chairperson satisfaction with organisation and servicing of meetings • Financial Budget: Nil People Resources: Jim Kirkland RMs and TAs 5.5 Modern Apprenticeship Coordination Actions: • Monitor and manage Modern Apprenticeships within BCITO • Liaise with other Modern Apprenticeship Coordinators to ensure integration of systems and information o Responsibility: Business Development Deadline: Ongoing Manager KPI(s): • Skill New Zealand satisfaction with MA Coordination provided by BCITO • Financial Budget: $5,000 People Resources: Ian Shepherd (contingency only) Jim Kirkland RMs and TAs C:WINDOWSDesktop2003 Business Plan.doc Page 17 of 34
  18. 18. 6. Stakeholders “Flying in Formation” The BCITO can not achieve all of its objectives without working with other sector stakeholders. It is critically important that all these stakeholders ‘fly in formation’ – such that all are working towards the same objective(s), rather than working at cross purposes. The BCITO is also looking to work closely/collaborate with other ITOs to ensure appropriate level of cost efficiencies, economies of scale, and market leverage are achieved. 6.1 Working with CAPITA Actions: • Continued involvement and input to CAPITA • Encourage CAPITA members, where appropriate, to work/cooperate together to achieve cost efficiencies, economies of scale, and market leverage • Preparedness to invest in combined projects where value to be gained • Responsibility: CEO Deadline: Ongoing KPI(s): • BCITO recognised for having taken lead role on CAPITA • Financial Budget: $20,000 People Resources: Pieter Burghout (contingency only) Management team 6.2 Working with other ITOs Actions: • Continue seeking out opportunities to work with other ITOs, either formally or informally – particularly the key larger ITOs where the BCITO can leverage off investments already made • Responsibility: CEO Deadline: Ongoing KPI(s): • Recognised support from/input by other ITOs and reciprocated in return by BCITO • Financial Budget: Nil People Resources: Pieter Burghout Management team 6.3 Working with key industry associations Actions: • Continued involvement and liaison with key industry associations – both nationally and regionally • Regular meetings with association leaders (elected and professional) to ensure BCITO is aware of industry issues and concerns • Responsibility: Pieter Burghout Deadline: Ongoing KPI(s): • Industry associations satisfied with relationship with BCITO staff at all levels • Financial Budget: Nil People Resources: Pieter Burghout Management team 6.4 Working with Training Providers Actions: • Continue improving relationship with Training Providers o Relationship meeting/contact with each Polytechnic/key PTE to occur at least once per year o Include providers on monthly email list • Responsibility: CEO Deadline: Ongoing KPI(s): • 80% satisfaction level with BCITO relationship from sample of providers • Financial Budget: Nil People Resources: Pieter Burghout Regional Managers C:WINDOWSDesktop2003 Business Plan.doc Page 18 of 34
  19. 19. 6.5 Working with key Government agencies Actions: • Continue improving relationship with the Tertiary Education Commission and NZQA o Relationship meeting with TEC and NZQA at least once per year o Responsibility: CEO Deadline: Ongoing KPI(s): • 100% satisfaction level with BCITO relationship (evidenced by informal surveying of key agency staff) • Financial Budget: Nil People Resources: Pieter Burghout Management team C:WINDOWSDesktop2003 Business Plan.doc Page 19 of 34
  20. 20. 7. Operational strength Finally, there are a number of internal policies and systems that need to be working efficiently and effectively to support the work of the BCITO, particularly the BCITO’s people (HR) policies and IT systems. The BCITO is also keen to ensure it retains a measure of financial strength to withstand any financial shocks arising from abrupt changes to its external environment. This BCITO objective contributes towards the final strategy of the Government’s Tertiary Education Strategy – Strengthen System Capability and Quality. 7.1 Preparation of HR Strategy Actions: • Work with HR Committee to develop broader HR Strategy, covering matters such as: o Performance management system [performance planning and annual appraisals] o Career management o Training o Occupational safety and health o Responsibility: CEO Deadline: Ongoing KPI(s): • HR Strategy completed June 2003 • 90% satisfaction rating in staff survey • Financial Budget: $10,000 People Resources: Pieter Burghout (external consultant) Jim Kirkland HR Committee 7.2 Preparation of IT Strategy Actions: • Work with committee of staff and with external advisers to develop BCITO Information/IT Strategy, covering such matters as: o Hardware and software requirements o Replacement accounting software o “In the field” use of information technology & training requirements • Roll-out system once IT Strategy adopted by Board o Pilot region in first instance o All BCITO thereafter o Responsibility: CEO Deadline: Strategy – Feb 2003 Pilot – Mar-May 2003 Full roll out – Jun 2003 KPI(s): • Strategy adopted by Board • Successful roll-out of new IT system to all staff • Financial Budget: $50,000 People Resources: Pieter Burghout [exclusive of system cost] Graham Olds Jim Kirkland IT Committee 7.3 Prepare Business Continuity Plan Actions: • Set up internal committee to lead process • Develop Business Continuity Plan, managing o National Office risk o Regional Office risk o Responsibility: Finance Manager Deadline: July 2003 KPI(s): • Business Continuity Plan adopted by Board • Financial Budget: $10,000 People Resources: Graham Olds Staff Committee C:WINDOWSDesktop2003 Business Plan.doc Page 20 of 34
  21. 21. 7.4 Prepare BCITO Corporate Policy/Procedures Manual Actions: o Work with committee of staff to prepare Corporate Policy/Procedures Manual o Responsibility: Finance Manager Deadline: June 2003 KPI(s): • Corporate Policy/Procedures Manual adopted by BCITO Management Team • Financial Budget: $10,000 People Resources: Graham Olds [contingency] David Moodie Linda Moodie Staff Committee C:WINDOWSDesktop2003 Business Plan.doc Page 21 of 34
  22. 22. 2003 Financial Budgets Financial performance budget 2002 2003 Year end Budget Projection INCOME Subscriptions & Fees 1,111,730 1,223,000 Recognition of Prior Learning 120,000 Note 1 Recognition of Current Competence Skill New Zealand 2,734,374 3,231,000 Provides for the income expected from take up of Sales of Goods (net) 175,632 160,000 Recognition of Current Competence policies by the Sponsorship 43,200 35,000 Carpentry and Cement & Concrete trades. Other Income 255,201 80,000 Interest 128,611 85,000 TOTAL INCOME 4,448,748 4,934,000 EXPENSES Personnel Salaries 1,908,017 2,279,000 Staff Recruitment Costs 48,642 25,000 Other Personnel Costs 34,086 44,000 Total Personnel Expenses 1,990,745 2,348,000 Operating Accommodation 88,962 105,000 Advertising 112,000 Consultancy 99,011 Directors Expenses 39,216 39,000 Meeting Expenses 19,226 20,000 Moderation Costs 47,006 0 Motor Vehicle expenses 61,309 77,800 Motor Vehicle Leases 145,464 181,000 Provider Costs 157,087 300,000 Staff Training 14,116 70,000 Travel 62,247 75,200 Other Operating Expenses 6,536 44,275 Business Plan Projects 645,000 Note 2 Business Plan Projects $000 Total Operating Expenses 852,180 1,557,275 Strategic Issues 60 Qualifications 215 Administration Quality Assurance 10 Accounting/Audit 104,997 10,000 Marketing 250 Minor Assets 7,131 3,600 Customer service 10 Bad Debts 120,055 90,000 Stakeholders 20 Cleaning 9,083 11,000 Operational strength 80 Computer R & M 29,804 25,000 Depreciation 91,947 115,400 Note 3 Depreciation Equipment Rental 12,308 11,700 The estimate of depreciation will be affected by the Insurance 11,000 13,800 method determined to fund asset purchases. Two Legal Expenses 17,521 10,000 factors should influence this: Postages 35,464 37,200 1. The tax status of the BCITO. As a tax paying Power 8,994 9,000 entity, best practice would be to lease equipment Public Relations 27,144 under an operating lease, and payments are fully Rent 164,325 206,000 deductible in the year of payment. If the BCITO Repairs & Maintenance 5,066 5,000 secures charitable status, best practice would Stationery & Printing 75,224 60,000 suggest outright capital purchase; Subscriptions 14,000 15,000 2. The rate of technical obsolescence of the assets Sundries 6,482 6,000 being acquired – the higher the rate, the more Taxation Services 20,750 15,000 likely leasing would be appropriate. Telephone & Tolls 110,807 134,000 CEO Travel 15,000 25,000 Other Admin Expenses 8,755 6,000 Total Admin Expenses 895,857 808,700 Other expenses Bank Fees & Interest Paid 26,427 4,000 Loss on disposal of assets 1,277 Total Other Expenses 27,704 4,000 TOTAL EXPENSES 3,766,486 4,717,975 Surplus before Tax 682,262 216,025 C:WINDOWSDesktop2003 Business Plan.doc Page 22 of 34
  23. 23. Financial position budget 2002 2003 YEAR END BUDGET PROJECTION CURRENT ASSETS 249,733 Cash, Bank & Call Deposits 325,709 2,000,000 Term Deposits 2,400,000 25,000 Sundry Debtors 25,000 347,000 Skill New Zealand 350,000 20,835 Payments in Advance 20,000 231,000 Provisional Tax Payments 37,422 6,000 Interest Receivable 9,500 Development Work in Progress 500,000 Stock on Hand 220,000 $3,379,568 TOTAL CURRENT ASSETS $3,387,631 CURRENT LIABILITIES 350,000 Sundry Creditors 350,000 10,000 Membership fees in advance 15,000 Provision for taxation 25,000 GST Payable 25,000 100,000 Accrued holiday pay 100,000 $485,000 TOTAL CURRENT LIABILITIES $490,000 NON-CURRENT ASETS 300,000 Fixed assets (nett) 446,515 228,588 Training Package (Intellectual Property) 183,588 $528,588 TOTAL NON-CURRENT ASSETS $630,103 $3,423,156 MEMBERS EQUITY $3,527,734 Fixed asset Purchases Depreciation Opening Balance 300,000 Nett Assets Depreciation on existing assets 74,000 Purchases Hardware-Q2 50,000 File Server & peripherals 13,500 Software-Q2 20,000 Database/Accounting 5,400 Hardware-Q3 150,000 Regional PCs 13,500 Software-Q3 100,000 Support software 9,000 320,000 Total Purchases 41,400 Nett Disposals -5,473 To MBS -52,612 To Federation -58,085 561,915 Projected Balance at 31/12/03 115,400 C:WINDOWSDesktop2003 Business Plan.doc Page 23 of 34
  24. 24. Appendices A. Situation summary B. Government’s Tertiary Education Strategy 2002-2007 - Summary C. Organisational history D. Organisation Structure • Governance • Membership • Staffing E. BCITO Health & Safety policy C:WINDOWSDesktop2003 Business Plan.doc Page 24 of 34
  25. 25. A. Situation Summary 1. Current Qualifications Level Credits National Certificate in Carpentry 4 266-303 National Certificate in Carpentry (Advanced) 4 40 National Certificate in Concrete Construction 3 89 or 91 National Certificate in Concrete Construction (Specialist) 3 63-110 National Certificate in Concrete Production 3 73-86 National Certificate in Elementary Construction Skills 2 78 National Certificate in Fibre Cement Linings Fixing 4 81-87 National Certificate in Fibre Cement Linings Finishing 4 81-87 National Certificate In Fibrous Plaster (Installation) 4 167 or 182 National Certificate In Fibrous Plaster (Manufacture) 4 103-123 National Certificate in Floor & Wall Tiling 4 233 National Certificate in Construction Health & Safety & Injury Prevention 4 50, 53 or 81 National Certificate in Plaster Board Fixing 4 90 to 93 National Certificate in Plaster Board Finishing 4 90 to 93 National Certificate in Rigging 2, 3, 4 106, 141, 166 National Certificate in Scaffolding 2 or 4 123 or 176 National Certificate in Solid Plastering 4 141 or 276 National Certificate in Specialist Interiors (SCI) 3 84 or 106 National Certificate in Specialist Interiors (PPI) 4 100 or 122 Registration dates: Carpentry 1995 Interior Systems 1995 Construction Management 1998 Health & Safety 1999 Solid Plastering 2000 Floor & Wall Tiling 2000 Cement and Concrete 2000 Proprietary Plaster Cladding Systems 2001 2. Current Products Carpentry Integrated Learning with Employment Package Carpentry (Practical) Apprenticeship Package Interior Systems Apprenticeship Package Solid Plastering Apprenticeship Package Floor and Wall Tiling Apprenticeship Package Cement and Concrete Self-Learning Package (Base Level National Certificates) Cement and Concrete Self-Learning Packages (Specialist Level National Certificates) C:WINDOWSDesktop2003 Business Plan.doc Page 25 of 34
  26. 26. Proprietary Plaster Cladding Systems Trainee Package Construction Health and Safety and Injury Prevention (HSIP) Trainee Packages Quik Calc card Qualifications card BC News NZS 3604:1999 Marketing material – general BCITO marketing brochures and specific trade-related brochures 3. Market Penetration Approximately: • 10 percent of the employers in the industry sectors we cover are involved in formalised training; • 16 percent of employees are involved in industry training; • 32% of people working in the industry sectors we cover are trade trained [2001 Census] These rates of penetration vary around the country – from an estimated average trainee penetration in the Northern region of 11% to 25% in the Southern region. The Weathertightness issue – and related to it the issues of industry registration/accreditation – may have a major bearing on these levels of penetration in future years, particularly if some form of compulsory registration [and associated qualifications] is required. 4. Market Share We have an estimated 95 percent market share – ie of those involved in formalised training in the sectors we cover, 95% complete their training through the BCITO. 5. Competitive Situation While the BCITO is the recognised industry training organisation and standards setting body for the building and construction sector, the threat of new entrants and substitutes is relatively high. The ITAB scheme has gained some momentum in Auckland through Unitec, and has continued to extend into other centres. Conversely, a number of off-job training providers have re-aligned themselves with the BCITO and are using BCITO training resources and materials to teach their courses. The BCITO is keen to pursue opportunities to ‘re-unite’ the apprenticeship courses available to the building and construction sectors. 6. Swot Analysis Current Corporate Strategies Building and sub-trade coverage Pan-industry representation, together with appropriate level of independence from Master Builders Federation Increasing membership with key trade associations Securing charitable tax status with IRD On-going refinement of Integrated Learning with Employment Package resource materials, and extending concept to other trade resource packages Substantial Government funding of organisation C:WINDOWSDesktop2003 Business Plan.doc Page 26 of 34
  27. 27. Main focus on new entrants to industry, but with increasing industry interest in Recognition of Current Competence (RCC) for those with existing skills On job and off job training options Differential Strengths Comprehensive technical trade qualifications National network of field staff Substantial industry ownership/input Adequate Government funding – although, at $2200 per STM, the BCITO has the lowest STM rate of all ITOs [highest STM rate - $3800, average STM rate - $3000] Established customer base (1800 employers and 3500 plus trainees/apprentices) Efficient credit collection and registration system Sound qualifications and resource materials development capability Good staff retention Modern Apprenticeship Coordinator role High market share in carpentry Skill New Zealand (SNZ) recognition (last renewed in 1998, fast tracked process in 2002 [pending final SNZ Board meeting to approve in December 2002]) Differential Weaknesses Relatively poor numbers training in all trades, but more particularly so in sub- trades and existing established workers in industry Dependence on carpentry product Dependence on Government funding Quality control varies Varying service delivery in regions Lack of industry/public awareness of organisation and products Relationship with some training providers poor Lack of formal integrated career/training pathway for new entrants and existing industry workforce Lack of formal promotional/communication plan Response to changes in industry training required is slow Opportunities Development of new qualifications to meet industry need, including non-technical qualifications – eg supervisors, scaffolding, small business Database of former employers involved in training Database of prospective employers Size of Auckland market Development of comprehensive RCC procedure for existing workforce Limited credit packages for sub-trades Improved marketing of vocational training generally, and marketing of the building sector specifically, including the promotion of trade training as an alternative to university and polytechnic study Extension of non technical training to non carpentry sectors of industry C:WINDOWSDesktop2003 Business Plan.doc Page 27 of 34
  28. 28. Encouraging training providers to use BCITO training material, so that irrespective of training option followed, core training is the same Involvement with CAPITA as a vehicle for joint initiatives in industry training to reduce costs and share resources Development of joint venture initiatives with key stakeholders in industry training - BRANZ / BIA Increasing industry user pays for targeted training Development of qualification for building certifiers in conjunction with BOINZ Increased training volumes arising from the Weathertightness issue and/or industry registration/accreditation Working with Certified Builders to encourage re-unification of apprenticeship training E-learning options for the industry and the BCITO’s role Threats/Risks Opposition from (and provision of competing training products by) certain training providers, particularly Unitec ITaB promotion through Certified Builders Alternative practical training administration and RCC by other polytechnics/providers Increase in demand by other ITOs for Government funding Dealing with the boom/bust cycle within the industry Trade training least attractive option for school leavers Unitec group training scheme in Auckland 7. Potential Partners Painting and Decorating ITO Joinery ITO Building Service Contractors ITO New Zealand Contracting ITO Design and Construction Consultants ITO Plumbing & Drainlaying ITO C:WINDOWSDesktop2003 Business Plan.doc Page 28 of 34
  29. 29. B. Government’s Tertiary Education Strategy 2002-2007 - Overview The Government’s inaugural Tertiary Education Strategy for the 2002-2007 period contains the following six over-arching strategies: • Strategy One: Strengthen System Capability and Quality – National goals cannot be achieved unless we enhance the strategic capability and robustness of the tertiary education system as a whole. • Strategy Two: Te Rautaki Matauranga Maori – Contribute to the Achievement of Maori Development Aspirations – We need to recognise the unique position of Maori as Treaty partners, and the huge significance that learning and education has for Maori communities. This strategy addresses issues related to skill development, research and capability-building for Maori. • Strategy Three: Raise Foundation Skills so that all People can Participate in our Knowledge Society – Improving foundation skills (literacy, numeracy and other basic skills) will ensure that more New Zealanders are able to participate effectively in the economic and social benefits of our vision for national development. • Strategy Four: Develop the Skills New Zealanders need for our Knowledge Society – This strategy recognises that we will need high-level generic skills in much of the populace, and more highly-specialist skills in areas of comparative advantage, for New Zealand to accelerate its transformation into a knowledge society. • Strategy Five: Educate for Pacific Peoples’ Development and Success – Pacific peoples represent a significant and rapidly-growing proportion of New Zealand’s population. This strategy addresses issues relating to Pacific people’s capability needs and skill development that will ensure their success and development. • Strategy Six: Strengthen Research, Knowledge Creation and Uptake for our Knowledge Society – This strategy recognises that research and innovation are key drivers of modern economies, and also that the broader application of new knowledge will enable the achievement of social, environmental and infrastructural goals. C:WINDOWSDesktop2003 Business Plan.doc Page 29 of 34
  30. 30. C. Organisational History As a result of the Industry Training Act 1992, BCITO was established in 1993 as a trading division of the Industrial Association of Employers. The organisational form chosen was that of an incorporated society, the members of which were 19 Regional Master Builder Associations and 3 Regional Industrial Associations of Employers. In 2001 the IAE approved a new Constitution, changed the name of the incorporated society to the Building and Construction Industry Training Organisation Inc, and introduced a category of “Association Members” solely responsible for electing the Directors of the BCITO. C:WINDOWSDesktop2003 Business Plan.doc Page 30 of 34
  31. 31. D. Organisation Structure BCITO Governance A Governance BCITO Board of Directors [6 members] CEO Staff Elected by Association Members Make recommendations to Board of Directors B Industry Representation i. National Advisory Carpentry Cement Interior Groups & Systems Concrete Comprising representatives of: • Trade associations Floor & Wall Proprietary Construction • Training providers Tiling Plaster Cladding Management • Individual employers Solid Plastering Systems • Unions • Manufacturers Make recommendations to applicable National Advisory Group ii. Regional Advisory Northern Waikato/Bay of Central North Groups Plenty Island Comprising representatives of: Wellington Central South Southern • Training providers Island • Individual employers • Apprentices • Trade Associations • Manufacturers C:WINDOWSDesktop2003 Business Plan.doc Page 31 of 34
  32. 32. BCITO Membership Structure Voting Members Subscribing Members Association Members • 19 (Regional) Master Builders Currently 6: Associations • Registered Master Builders • 3 Regional Industrial Federation Associations of Employers • Cement & Concrete Association • Interior Systems Association • Cladding Institute • NZ Institute of Building • NZ Building Trades Union Voting rights on all matters except Sole voting rights on election of election of Directors Directors Voting rights on all other matters Entitlement to net assets on winding up of BCITO No entitlement to assets on winding up of BCITO Non voting Members Corporate Members Associate Members • Organisations that are not • Individuals and Schools members of Association Members C:WINDOWSDesktop2003 Business Plan.doc Page 32 of 34
  33. 33. BCITO Staffing Pieter Burghout Chief Executive Jim Kirkland Ian Shepherd Grant Jones New Appointee Donna Fox Graham Olds Operations Manager Business Development Qualifications Marketing/Comms Moderation/ QA Finance Manager Manager Manager Manager Manager Chris Leach James Kumar Development Officer Accounts Officer Sally Reay National Office Dorothy Walker Holly Townsend Accounts Officer National Administrator Reception/ Administration Northern Bernard Te Paa Penny Moonsammy Regional Manager Regional Administrator Regional Office Malcolm Campbell Shane Conquer Hakaraia Ihaka Jim Johnston Training Advisor Training Advisor Training Advisor Training Advisor Geoff Kindred Tony Love Wayne Pivac Mark Somervell Training Advisor Training Advisor Training Advisor Training Advisor Waikato/ David Moodie Linda Moodie Regional Manager Regional Administrator Bay of Plenty Regional Office Russell Allison Warren Buxton Les Wilson New Appointee Training Advisor Training Advisor Training Advisor Training Advisor Central North Tony Greeve Lynette Clegg Regional Manager Regional Administrator Island Regional Office Dave Check Darren Dredge Mark Waterson Training Advisor Training Advisor Training Advisor Wellington Graeme Paton Regional Manager Regional Office Darryl Bradford Paul Mitchell Training Advisor Training Advisor Central South Ian Alexander Lesley Brittenden Regional Manager Regional Administrator Island Regional Office Michael Baron David Riley Graham Smith New Appointee Training Advisor Training Advisor Training Advisor Training Advisor Southern Trevor Schaffer Regional Manager Regional Office Gavin Good New Appointee Training Advisor Training Advisor C:WINDOWSDesktop2003 Business Plan.doc Page 33 of 34
  34. 34. E. Health & Safety Policy The Building and Construction Industry Training Organisation [BCITO] is committed to maintaining a safe and healthy working environment for the safety and health of our employees and other people in our places of work. Health and safety is everyone’s business, and everyone is expected to share in our commitment to avoid all accidents and incidents, which may cause personal injury, property damage or loss of any kind. Every employee is expected to act safely at all times to ensure their own welfare and that of their fellow employees and others in their workplaces We will ensure the safety and health of our employees by: • Providing and maintaining a safe working environment; • Providing facilities for health and safety; • Ensuring all plant and equipment is safe for use; • Ensuring all employees are not exposed to unmanaged or uncontrolled hazards; • Developing and implementing emergency and evacuation procedures. To achieve this we will: 1. Systematically identify and control all hazards in our places of work. Where there are significant hazards we will take all practicable steps to eliminate, isolate and or minimise these hazards to prevent injury or damage. 2. Inform all employees of these hazards and the hazard controls. 3. Ensure all employees are properly trained and supervised. 4. Inform all employees of emergency procedures and evacuation procedures. 5. Record and investigate all incidents and accidents in our place of work, and take all practicable steps to prevent these events from happening. C:WINDOWSDesktop2003 Business Plan.doc Page 34 of 34

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