2004 strategy

2004 Strategy & Business Plan

December 2003

C:\Documents and Settings\dorothy.BCITO\Local Settings\Temporary Internet Files\OLK32\2004 Business Plan v5.doc

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Contents

Introduction 3

Overview 4

Mission, Vision and Values 5

2004 Objectives & Action Plans 6

1. Strategic context & orientation 7

2. Right training/qualifications 9

3. Robust quality assurance 12

4. “Smart, snazzy, cool” marketing & communications 13

5. Excellent customer service 15

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. Risk Analysis & Management 30

D. Organisational History 32

E. Organisation Structure

• Governance

• Membership

• Staffing

33

33

34

F. BCITO Health & Safety Policy 35


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Introduction 2003 was a “landmark” year for the BCITO:

• we achieved the grand target of 5000 trainees [ie in training at any one time] in late November – effectively a 56% increase over a 2 year period. That’s a great lift in training numbers, and meant we had to work hard to keep up with industry demand;

• we also worked hard to implement the 2003 Strategy & Business Plan, which sought to fix and improve a number of areas within the BCITO so that we set the right foundation for the next few years ahead;

• we worked with our sector to prepare a Charter for the BCITO, a new requirement arising from recent changes to the legislation affecting ITOs.

These three factors taken together meant for an extremely busy year for everyone within – and associated with – the BCITO. This 2004 Strategy & Business Plan builds on that momentum generated in 2003, implements the BCITO Charter, and follows the same format working across the following 7 business areas:

1. Strategic context and orientation;

2. Right training & qualifications;

3. Robust quality assurance;

4. “Smart, snazzy, cool” marketing & communications;

5. Excellent customer service;

6. Stakeholders “flying in formation”;

7. Operational strength. Probably the key external influence for the BCITO in 2004 will be the proposed introduction of a licensing regime for the building sector, and we will be working with the Government and departmental officials as the licensing regime is developed. The BCITO’s work is increasingly being influenced by the Government’s Tertiary Education Strategy 2002-2007 [TES] and Statement of Tertiary Education Priorities 2003-2004 [STEP]. The TES’ six strategies and STEP priorities are woven throughout the detailed work streams and activities that appear in the 2004 Plan. Finally, the work we do involves a broad range of industry partners and stakeholders. We worked to rebuild and strengthen relationships with a number of our key stakeholders during 2003 – and we look forward to continuing to work with our partners this coming year.

Pieter Burghout Chief Executive


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Business Plan Overview

2004 Strategy & Business

Plan

1. Strategic context & orientation • Participate in general Government policy formation • Engage with Ministry of Economic Development regarding industry licensing • Prepare and submit BCITO ‘profile’ [TEC 3 year funding submission] • Pursue set up of “Construction ITO” with like-minded ITOs

• Continue development of Maori/Pacific Island peoples’ training policy 2. Right qualifications & training Business Development: Qualifications development: • Develop Industry Training Strategy • Implement e-learning strategy

• Development of new qualifications & resources

• RCC development for all trade areas • Maintenance of existing quals & resources

• New business development as required • Manage off-job training strategy

3. Robust quality assurance Management of: Moderation & Accreditations: • Corporate moderation/QA activities • Schools & Polytechnics • Prepare Moderation Strategy • PTEs • Implement BCITO QA Manual • Carpentry • Training – internal and assessors • Specialist trades – existing

• Audits/Reports/Reviews • New trades 4. “Smart, snazzy, cool” marketing/communications • Manage the BCITO Brand • Develop/maintain BCITO marketing strategy:

o Schools o Employers/Industry

o Trainees o Expos/conferences

Marketing theme: Build your future

• Maintain and continue upgrade of existing material, development of new material [incl video and “school kit”]

• Execute external communications plan [BC News, BCITO e-bulletin] 5. Excellent customer service • Target 15% trainee growth targets • On-going management and reporting:

o Satisfaction surveys [2 per year] o MA coordination o Monitoring of Discontinuances o Monitoring of TA/client ratios

• NAGs & RAGs – organisation and servicing • Expos – participate in 20 expos per year

• Relationship management with schools – 2 visits per annum 6. Stakeholders – “flying in formation”

Work with: o CAPITA, to pursue opportunities for cooperation & liaison o Key ITOs and the Industry Training Federation o Key industry associations and employers o Providers

o TEC and NZQA

7. Operational strength • On-going business management [$ and HR] and reporting • IT Strategy [COMS]:

o Full roll-out of COMS to regions o On-going development • Website development – improve appeal and usability of BCITO website

• Prepare Business Continuity Plan


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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”


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2004 Objectives & Action Plans As highlighted in the Introduction on page 3, the BCITO’s 2004 Strategy & Business Plan builds on the 7 key areas as first introduced in 2003 – ie 2004 is a year of consolidation and continuation of these 7 overarching objectives:

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 environment;

2. Right qualifications & training – 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 outcome and level of consistency, both on-job and off-job, right around the country;

4. “Smart, snazzy, cool” marketing & communications – ensuring the BCITO

markets appropriately to prospective trainees/apprentices and employers, and communicates effectively with our sector and industry stakeholders;

5. Excellent customer service – continuing our strong industry linkages (through our

national and regional advisory groups) and the direct “face to face” relationship our regional network of training advisers have with our customers; we will again target a minimum of 15% annual growth in trainee numbers for the coming year;

6. Stakeholders “flying in formation” – working closely with the Industry Training

Federation, other key ITOs [both within CAPITA and others], key industry associations and other stakeholders to ensure that, as much as possible, we’re all working towards 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 headings.


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1. Strategic context & orientation

As noted in the introduction to this 2004 Strategy & Business Plan, the proposed introduction of a licensing regime for the building sector will have significant implications for the BCITO as well as the sector at large. A key project in this area requires our continued input into the policy work being undertaken by the Government and officials to implement industry licensing. Further, the broader policy environment for ITOs will continue to change over the medium term. As the Tertiary Education Commission [TEC] continues its review and reform of the tertiary sector and implements the Tertiary Education Strategy (TES), there will be on-going implications for the BCITO and the strategic focus we take. It is important that the BCITO is not only responsive to those changes but that it gives input to the change process. We initiated work in 2003 on developing a “docking station model” whereby related ITOs could club together to improve training outcomes for the industries we represent, and to reduce administration and compliance costs. We will continue that work with construction-related ITOs into 2004. The other key objective is further development of a Maori Training Policy for the BCITO, building on the work we did as part of a broader Industry Training Federation project in 2003.

1.1 Participate in Government policy formation - general

Actions: • Liaise with TEC/NZQA and 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

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 (contingency)

People Resources: Pieter Burghout

1.2 Engage with MED on industry licensing

Actions: • Liaise with MED on licensing policy programme • Provide input as considered appropriate

Responsibility: CEO Deadline: On-going (largely dictated by Govt)

KPI(s): • Input into licensing proposals to satisfaction of Board • Licensing proposals appropriately integrate/align with BCITO qualifications

Financial Budget:

$10,000 (contingency)

People Resources: Pieter Burghout Management team


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1.3 Prepare and submit BCITO Profile [3 year funding submission] to TEC

Actions: • Review TEC requirements for preparing Profiles • Prepare draft Profile • Work with appropriate stakeholder group, seeking input into draft Profile • Submit Profile by due deadline

Responsibility: CEO Deadline: July 2004

KPI(s): • BCITO Profile prepared to satisfaction of Board • Profile submitted on time to TEC

Financial Budget:

$20,000 People Resources: Pieter Burghout Management team

1.4 Pursue set up of “Construction ITO” with like-minded ITOs

Actions: • Organise meeting(s) of construction-related ITOs to discuss CITO concept • Pending agreement, determine action steps required for next stages • Seek to implement CITO as overarching ITO umbrella as from 1 January 2006

Responsibility: CEO Deadline: On-going

KPI(s): • Progress with CITO to satisfaction of BCITO Board

Financial Budget:


1.5 Continue development of Maori/Pacific Island peoples training policy

Actions: • Re-convene internal working group to develop policy/approach

o Review outcomes from ITF project completed in 2003 o Liaise with other ITOs to determine their policy/approach

• Agree way forward • Develop policy

Responsibility: CEO Deadline: September 2004

KPI(s): • Maori/Pacific Island training policy adopted at 3rd quarter meeting of BCITO Board

Financial Budget:

$10,000 People Resources: Pieter Burghout Bernard Te Paa


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2. Right qualifications & training

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 four key projects under this objective centre on:

• commencing work on the development of an industry training strategy, as required by recent changes to section 6(c) of the Industry Training Act;

• ensuring the BCITO’s qualification development programme is properly resourced and actioned;

• continuing to extend the BCITO’s qualifications coverage into areas not previously covered by us before; and

• working on an e-learning project – with the intention of converting the BCITO’s National Certificate of Carpentry Integrated Learning Package into an e-learning resource [depending on our securing TEC eCDF funding in support of the project].

Business Development

2.1 Develop BCITO “Industry Training Strategy”

Actions: • Discuss possible approaches with other construction-related ITOs • Develop broader project plan • Set up industry working groups/use NAGs/RAGs as considered appropriate • Contract project consultant as required • Prepare draft Industry Training Strategy and seek industry input • Finalise Strategy

Responsibility: Business Dev Manager Deadline: November 2004 KPI(s): • BCITO Industry Training Strategy adopted at December meeting of BCITO Board

Financial Budget:

$65,000 [Plus poss funding from TEC]

People Resources: All staff

2.2 Develop & implement e-learning strategy

Actions: [This project presumes TEC support for eCDF e-learning bid submitted by BCITO] • Develop broader project plan • Set up provider and industry group to oversee project • Contract project consultant as required • Prepare draft e-learning strategy and seek industry input • Finalise strategy and initiate implementation

Responsibility: Business Dev Manager Deadline: November 2004 KPI(s): • BCITO Industry Training Strategy adopted at December meeting of BCITO Board

Financial Budget:

$30,000 [Plus funding from TEC]

People Resources: Ian Shepherd David Lingard Regional staff


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2.3 Develop RCC for all specialist trades

Actions: • Work with NAGs to develop RCC for all specialist trades

Responsibility: Business Dev Manager Deadline: As agreed with NAGs KPI(s): • NAG support for RCC policies

Financial Budget:

$10,000

People Resources: Ian Shepherd Donna Fox Regional Managers

2.4 New business development work as required

Actions: • Frame & Truss – higher level completion of scoping and initial development work 5,000 • Metal Framing – completion of initial development work 1,000 • Basic Residential Property Maintenance – complete initial development 2,000 • Concrete Pipe Manufacture – initial scoping and drafting of units

2,000

Responsibility: Business Dev Manager Deadline: As agreed with relevant industry bodies/NAGs

KPI(s): • Industry body/NAG support for development work

Financial Budget:

$10,000

People Resources: Ian Shepherd David Lingard Donna Fox Regional staff

Qualifications Development

2.5 Development of new qualifications & resources

Actions: • Supervisors qualification – scoping and initial development work 5,000 • Small Business Management qualification – scoping + initial development work 10,000 • Project/Site Management qualification – scoping+ initial development work 6,000 • Frame & Truss Manufacturers operators qualification and resource 10,000 • Floor & Wall Tiling – bronze national qualification and resource 10,000 • Basic Residential Property Maintenance qualification – complete resource

5,000

Responsibility: Qualifications Manager Deadline: As agreed with NAGs KPI(s): • NAG support for qualification outcomes

Financial Budget:

$46,000

People Resources: David Lingard Donna Fox Paul Messervy Regional staff

2.6 Maintenance of existing qualifications

Actions: • Review carpentry units to ensure they cater for weathertightness & E2/B2 5,000 • Complete review of Cement & Concrete units 5,000 • Compete review of floor & wall tiling units 2,000 • Undertake review of HSIP qualification

10,000

Responsibility: Qualifications Manager Deadline: As agreed with NAGs KPI(s): • NAG support for review outcomes

Financial Budget:

$22,000

People Resources: David Lingard Donna Fox Paul Messervy


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Regional staff

2.7 Maintenance of existing resources

Actions:

• Review Carpentry Integrated Learning Package 25,000 • Review Cement & Concrete resources 4,000 • Review Interior Systems resources 4,000 • Review Floor & Wall Tiling resources 3,000 • Complete revision of PPCS resources 3,000 • Complete review of solid plastering resources 3,000 • Review HSIP resources 8,000 • Review Introductory Construction Skills learning material

5,000

Responsibility: Qualifications Manager Deadline: As agreed with relevant industry bodies/NAGs

KPI(s): • Industry body/NAG support for development work

Financial Budget:

$55,000

People Resources: David Lingard Donna Fox Ian Shepherd Regional staff

2.8 Manage the BCITO’s off-job training strategy & extend strategy to further phases

Actions:

• Implement off-job training strategy, as approved by BCITO Board December 2003 • Complete further development of strategy [other specialist trades, payment to employers for

completing ILWEP theory training]

Responsibility: Operations Manager Chief Executive

Deadline: Implementation – ongoing Strategy dev – Oct 2004

KPI(s): • BCITO Board endorsement of off-job training strategy

Financial Budget:

Nil

People Resources: Jim Kirkland Pieter Burghout Regional staff


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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: • 188 active accredited providers • potentially 420 schools • 3000+ on-site employers • 5000+ on-site trainees The key project this year is completion of a strategic review of the moderation area and determining the right resourcing and capability for this very important part of the BCITO business.

3.1 Prepare Moderation Strategy

Actions: • Review BCITO’s moderation/quality assurance systems/procedures • Develop BCITO Moderation Strategy:

o Determine QA approach [‘policeman’ vs ‘coach’] o Confirm resourcing requirements

Responsibility:

Moderation Manager Deadline: June 2004

KPI(s): • Moderation Strategy prepared to BCITO Board satisfaction

Financial Budget:

$20,000 People Resources: Donna Fox Mark Somervell Regional staff

3.2 Implement BCITO Quality Assurance Manual

Actions: • Review existing draft QA Manual, including review of AMAP and Codes of Practice if necessary • Update to align with current BCITO practices and materials • Promulgate through BCITO

Responsibility:

Moderation Manager Deadline: April 2004

KPI(s): • Quality Assurance Manual prepared to Chief Executive satisfaction

Financial Budget:

$10,000 People Resources: Donna Fox Mark Somervell National Managers Regional staff

3.3 Moderation & accreditation programme

Actions: • Develop and manage 2004 moderation and accreditation system/plan • Train and work with BCITO regional moderators • Liaise with providers and stakeholders on assessment plans for 2004

Responsibility:

Moderation Manager Deadline: Ongoing

KPI(s): • Moderation servicing levels above NZQA/ITO registered average

Financial Budget:

$75,000 People Resources: Donna Fox Mark Somervell Regional staff


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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 employers and schools – with the key change for 2004 being a proposed kit for young people interested in a career in the construction sector;

• simple, useful, clear and modern marketing products. The 2004 Business Plan builds on the success of the work completed in 2003.

4.1 Manage the BCITO’s brand

Actions: • Ensure consistency in and recognition of BCITO brand

o

Responsibility:

Marketing/Comms Mgr Deadline: Ongoing

KPI(s): • BCITO brand managed to satisfaction of Chief Executive

Financial Budget:

$10,000 [contingency]

People Resources: Rachel Winter All staff

4.2 Develop and implement BCITO’s marketing strategy

Actions: • Continue marketing strategy, building off 2003 • Implement strategy accordingly, including: • Advertising programme • Marketing into schools – including [should priorities allow] development and distribution of “school

kit” DVD/video • Support national expo programme • Direct market to potential trainees • Direct market to employers • Work with industry associations • Work with ITF and other organisations on general vocational training promotion • Develop and implement “partnership programme” discount scheme

Responsibility:

Marketing/Comms Mgr Deadline: As per detailed plan

KPI(s): • All direct marketing actions to schools completed • All expos attended • All direct marketing to employers completed

Financial Budget:

$200,000

People Resources: Rachel Winter All staff

4.3 Maintenance and development of BCITO’s range of marketing material [brochures etc]

Actions: • Continued maintenance and development of BCITO’s marketing material

Responsibility:

Marketing/Comms Mgr Deadline: Ongoing

KPI(s): • Marketing material managed to satisfaction of Chief Executive

Financial Budget:

$10,000 People Resources: Rachel Winter


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All staff

4.4 Execute external communications plan

Actions: • Publish 4 quarterly issues of BC News • Publish monthly BCITO e-bulletin • Circulate BCITO Fortnightly Update • Publish BCITO Annual Report for 2003

Responsibility:

Marketing/Comms Mgr Deadline: On-going

KPI(s): • BC News published in March, June, September and December • E-bulletin published monthly • BCITO Fortnightly Update distributed fortnightly [Chief Executive] • Annual Report printed ready for BCITO AGM [to be held by 31 March 2004]

Financial Budget:

$20,000 People Resources: Rachel Winter Pieter Burghout All staff


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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. We will continue with our strong focus on ensuring we have the right number of capable staff working “in-the-field” to properly service our clients. 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. The BCITO has a Modern Apprenticeship role – both directly as an MA Coordinator, and indirectly in terms of working with other MA Coordinators – and we need to continue to meet the appropriate service expectations. Finally, the BCITO continues to target on-going trainee number growth of 15%, building on the growth we achieved in 2004.

5.1 Achieve 15% trainee number growth targets

Actions: • Continue to improve focus on marketing to specialist trade areas, in conjunction with NAGs • Monitor and report trainee volumes monthly internally and at each Board/NAG meeting

o

Responsibility:

Operations Manager Deadline: Ongoing

KPI(s): • 15% growth in trainee numbers achieved • Contracted STM targets achieved • Target completions achieved

Financial Budget:

Nil People Resources: Jim Kirkland RMs and TAs

The following trainee growth targets have been set for 2004:

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Initial

Conventional only

Total MA

Total Conv

Total All

RCC no.s

MA Conv 1052 750 604 446 877 472 Carpentry 823 3251 +105 +80 +70 +55 +110 +60 947 3731 4662 +15% 250 Interior Systems 14 140 +12 +6 +4 +4 +2 +1 17 169 188 +21% 50 Cement & Concrete 5 102 +9 +4 +2 +2 +2 +2 6 123 129 +21% 150 PPCS 0 254 +18 +13 +6 +6 +6 +2 0 305 305 +20% Solid Plastering 6 38 +2 +1 +1 +1 +2 +1 7 46 53 +20% 5 Floor & Wall Tiling 5 48 +4 +1 +2 +1 +1 +1 6 58 64 +21% 5 HSIP 0 367 +15 +5 +3 +1 +5 +3 0 399 399 +9%

Total New +165 +110 +88 +70 +128 +70 FULL TOTALS 853 4200 1216 860 692 516 1005 542 983 4831 5814 +15% 460

5053 16% 15% 15% 16% 15% 15%

Trainee Completions Given the numbers of trainees/apprentices we have in the last year of their qualification(s), the BCITO is targeting 800 completions for 2004.


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Tertiary Education Commission contracted targets Contracted STMs with TEC for 2004 are as follows:

1st Quarter 2nd Quarter 3rd Quarter 4th Quarter 475 475 475 476

This translates to a total of 1901 STMs, as compared to 1591 STMS contracted in 2003. TEC has contracted Modern Apprenticeship numbers of 300 until June 2004.

5.2 Continued delivery against approved client servicing standards

Actions: • Implement ‘servicing’ schedules for each Training Advisor to achieve approved service standards

[minimum of 3 visits first year, 2 visits annually thereafter] • Internal monthly reporting of service levels

Responsibility:


KPI(s): • Servicing visits completed as scheduled • 85% client satisfaction level achieved

Financial Budget:


5.3 Implementation of customer satisfaction surveys

Actions: • Continue conducting surveys in March and September 2003 • Prepare for telephone based surveys from 2005

Responsibility:


KPI(s): • Surveys completed as scheduled

Financial Budget:

$15,000 People Resources: Jim Kirkland RMs and TAs

5.4 Analysis of trainee discontinuances

Actions: • Review reasons for discontinuances and report as appropriate to Board meetings

Responsibility:


KPI(s): • BCITO understanding of causes for trainee ‘discontinuances’

Financial Budget:


5.5 Modern Apprenticeship Coordination

Actions: • Monitor and manage Modern Apprenticeships within BCITO • Liaise with other Modern Apprenticeship Coordinators to ensure integration

Responsibility:

Bus Dev Manager Deadline: Ongoing

KPI(s): • TEC satisfaction with MA Coordination provided by BCITO

Financial Budget:

$5,000 (contingency only)

People Resources: Ian Shepherd Jim Kirkland RMs and TAs


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5.6 Monthly monitoring of TA/client ratios

Actions: • On a monthly basis complete an analysis of the ratio of RMs/TAs to trainees • Review with Chief Executive and RMs, and proactively action any additional TA requirements

Responsibility:


KPI(s): • Chief Executive satisfaction with monthly analysis • Regional TA/client ratios never go above 180 average in any one region

Financial Budget:

Nil

People Resources: Jim Kirkland RMs and TAs

5.7 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

Responsibility:

Qualifications 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: David Lingard Jim Kirkland RMs and TAs

5.8 Participate in minimum of 20 Expos per year

Actions: • National timetable of regional expos to be prepared • Attendance at scheduled expos

Responsibility:

Operations Manager Deadline: Timetable – Feb 2004 Expos – ongoing

KPI(s): • Expos attended to satisfaction of Chief Executive

Financial Budget:

$35,000 People Resources: Jim Kirkland RMs

5.9 Develop relationships with all secondary schools

Actions: • Prepare listing of all secondary schools • Allocate ‘relationship management’ role to RMs/TAs • Ensure schools visited twice per year

Responsibility:

Operations Manager Deadline: Listing – Feb 2004 Visits – ongoing

KPI(s): • All schools visited twice during year

Financial Budget:

Nil People Resources: Jim Kirkland RMs


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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, where possible, all these stakeholders ‘fly in formation’ – such that we are all working towards the same objective(s), rather than working at cross purposes, as much as is practicable. 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. Finally, we will continue to support the work of the Industry Training Federation, the umbrella body for all ITOs.

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:

$10,000 (contingency only)

People Resources: Pieter Burghout Management team

6.2 Working with other ITOs & the Industry Training Federation

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 • Continue contribution to the Industry Training Federation

Responsibility:


KPI(s): • Recognised support from/input by other ITOs and reciprocated in return by BCITO • Input to ITF acknowledged as being useful

Financial Budget:


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, and that they are aware of the BCITO’s approach

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


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6.4 Working with Training Providers

Actions: • Continue improving relationship with Training Providers

o Relationship meeting/contact with each Polytechnic/key PTE at least once per year o Include providers on monthly email lists

Responsibility:


KPI(s): • 80% satisfaction level with BCITO relationship from sample of providers

Financial Budget:

Nil People Resources: Pieter Burghout Jim Kirkland Regional Managers

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

Responsibility:


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


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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. This BCITO objective contributes towards Strategy One of the Government’s Tertiary Education Strategy – Strengthen System Capability and Quality. In 2003 we completed development of an HR Strategy, and 2004 will largely be about properly implementing that Strategy. In 2003 we also did substantive work on an IT Strategy, implementing new (and integrated) financial and trainee database software. In 2004 – depending on the success of a pilot trial in our Central North Island region – we will be extending use of the trainee database to our field staff through the use of Tablet PCs, as well as extending the functionality of the software. We will also continue with the revamping of our website, continuing to lift its appeal and usability. We didn’t manage to start our Business Continuity policy project in 2003, and so that has been brought across into 2004.

7.1 Ongoing Business management and reporting

Actions: • Continued business management and reporting, including:

o Regular management team and HR Committee meetings o Implementation of HR Strategy as adopted in 2003, including yearly staff survey o Monthly financial reporting to managers, quarterly reporting to BCITO Board o Occupational safety and health and management thereof

Responsibility:


KPI(s): • Management team satisfaction with internal management procedures • HR Committee satisfaction with meetings • Chief Executive satisfaction with financial reporting • 90% satisfaction rating in staff survey

Financial Budget:

$20,000 (external consultants)

People Resources: Pieter Burghout Jim Kirkland Management team HR Committee

7.2 Continued implementation of COMS [IT] Strategy

Actions: • Set up of COMS ‘management committee’, to oversee and approve software changes and

enhancements • Full roll-out of COMS for in-field use, pending successful completion of pilot in CNI region • Continued software enhancement to further improve functionality of the COMS system [eg off-job

training management, time sheeting etc] – development of agreed enhancement schedule

Responsibility:

IT Manager Deadline: Full roll out – Mar 2004 Schedule – Feb 2004

KPI(s): • Full roll-out proposals adopted by BCITO Board • Successful roll-out of new IT system to all staff

Financial Budget:

Roll-out $55,000 Enhances $50,000

People Resources: Pieter Burghout Maria Lewis COMS Committee


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7.3 Continue to improve the usability and appearance of the BCITO website

Actions: • Prepare website strategy to agree website approach • Contract consultants as required to make changes • Continue to keep website current

Responsibility:

IT Manager Deadline: Strategy – Feb 2004 Completion – Apr 2004

KPI(s): • Website strategy prepared to satisfaction of Chief Executive • Website improvements completed by due date

Financial Budget:

$50,000 People Resources: Maria Lewis Rachel Winter Regional Administrators

7.4 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

Responsibility:

Finance Manager Deadline: July 2004

KPI(s): • Business Continuity Plan adopted by Board at 2nd quarter meeting

Financial Budget:

$10,000 People Resources: Graham Olds Jim Kirkland Maria Lewis Regional Managers


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2004 Financial Budgets

BUILDING & CONSTRUCTION INDUSTRY TRAINING ORGANISATION PROJECTED STATEMENT OF FINANCIAL PERFORMANCE FOR YEAR ENDING 31 DECEMBER 2004

2003 2004 $ $ INCOME $ $

FEES & LEVIES 1,309,000 Membership Fees 1,985,000

0 Recognition of Current Competency 350,000 120,000 Course Fees 220,000

1,429,000 Other 45,000 2,600,000

TEC -Funding-ITF 4,455,900 4,289,595 -Funding-MA 1,849,700 6,305,600

OTHER INCOME 130,000 Sales of Goods (nett) 16,000 125,000 Interest 80,000 35,000 290,000 Sponsorship 20,000 116,000

6,008,595 TOTAL INCOME 9,021,600

EXPENSES PERSONNEL COSTS 2,480,698 Salaries 3,305,000

100,000 2,580,698 Other 104,100 3,409,100

OPERATING COSTS 105,000 Accommodation 117,500

0 Assessor Costs 270,000 39,000 Directors Expenses 20,000 75,000 IT Network Costs 150,000 45,000 Meeting Expenses 43,400

144,000 Motor Vehicle Expenses 132,500 207,300 Motor Vehicle Lease Expenses 371,500 608,000 Provider Costs 929,200 40,000 Staff Training 120,000

150,000 Telecommunications Costs 224,900 170,000 Travel 273,400 125,000 1,708,300 Other 138,700 2,791,100

ADMINISTRATION COSTS 148,300 Office Running Costs 137,000 90,000 Bad Debts Written Off 100,000

195,000 Depreciation 501,700 30,000 Legal/Audit/Taxation 46,500 60,000 Postage & Courier Cost 75,000

200,000 Rent 201,500 110,000 Stationery & Printing 150,000 20,000 853,300 CE Travel 30,000 1,241, 700

490,500 BUSINESS PLAN PROJECTS 970,000

5,632,798 TOTAL COST 8,411,900

375,797 NETT SURPLUS 609,700


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BUILDING & CONSTRUCTION INDUSTRY TRAINING ORGANISATION INC. PROJECTED STATEMENT OF FINANCIAL POSITION AS AT 31 DECEMBER 2004

2003 2004 CURRENT ASSETS

167,157 Cash & Bank 95,135 1,937,848 Term Deposits 2,450,000

546,500 Accounts Receivable (Nett) 650,000 378,538 Taxation Paid 0

6,500 Interest Receivable 11,500 0 Work in Progress 0

450,000 Stock on Hand 625,000 3,486,543 TOTAL CURRENT ASSETS 3,831,635 CURRENT LIABILITIES

650,000 Accounts Payable 525,000 170,000 Provision for Holiday Pay 197,000 15,000 Industry Contributions in Advance 12,500

835,000 TOTAL CURRENT LIABILITIES 734,500

2,651,543 NETT CURRENT ASSETS 3,097,135 1,916,891 FIXED ASSETS 2,582,891 1,150,000 Less Depreciation 1,651,677

766,891 NETT FIXED ASSETS 931,214 3,418,434 ACCUMULATED FUNDS 4,028,349


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Appendices A. Situation summary

B. Government’s Tertiary Education Strategy 2002-2007 - Summary C. Risk analysis & management D. Organisational history


• Governance

• Membership

• Staffing

F. BCITO Health & Safety policy


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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 Proprietary Plaster Cladding Systems 3 54 to 58

National Certificate in Proprietary Plaster Cladding Systems (Advanced) 4 56

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:

Ø Carpentry 1995

Ø Interior Systems 1995

Ø Construction Management 1998

Ø Health & Safety 1999

Ø Solid Plastering 2000

Ø Floor & Wall Tiling 2000

Ø Cement and Concrete 2000

Ø Proprietary Plaster Cladding Systems 2001 2. Current Products

Ø Carpentry Integrated Learning with Employment Package

Ø Interior Systems Self-Learning Package

Ø Solid Plastering Self-Learning Package

Ø Floor and Wall Tiling Self-Learning Package

Ø Cement and Concrete Self-Learning Package (Base Level National Certificates)

Ø Cement and Concrete Self-Learning Packages (Specialist Level National Certificates)

Ø Proprietary Plaster Cladding Systems Trainee Package


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Ø Construction Health and Safety and Injury Prevention (HSIP) Trainee Packages

Ø RCC Information and Application booklets

Ø Quik Calc card

Ø Qualifications card

Ø BC News

Ø NZS 3604:1999

Ø Marketing material – general BCITO marketing brochures and specific trade-related brochures 3. Market Penetration

Approximately:

• 15 percent of the employers in the industry sectors we cover are involved in formalised training [up from 13% in 2003];

• 25 percent of employees are involved in industry training [up from 16% in 2003];

• 32% of people working in the industry sectors we cover are trade trained [2001 Census] – a figure which should rise as more people complete their training with the BCITO.

The weathertightness issue – and related to it the issue of industry licensing – is likely to have a major bearing on these levels of penetration in future years, depending on which sectors of the industry are to covered by licensing requirements.

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.

We are keen to pursue opportunities to ‘re-unite’ the apprenticeship courses available to the building and construction sectors, so that confusion for our clients – builders and trainees/apprentices – is minimised.

6. Swot Analysis

Current Corporate Strategies

Ø Building and sub-trade coverage

Ø Pan-industry representation, together with appropriate level of independence from the Registered Master Builders Federation

Ø Increasing involvement with key trade associations

Ø Retaining charitable tax status with IRD

Ø On-going refinement of Integrated Learning with Employment Package resource materials – including exploring the option of e-learning – and extending concept to other trade resource packages

Ø Substantial Government funding of organisation through STM funding


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Ø Main focus on new entrants to industry, but with increasing industry interest in Recognition of Current Competence (RCC) for those with existing skills

Ø Increasing on job and off job training options

Differential Strengths

Ø Comprehensive technical trade qualifications

Ø National network of field staff

Ø Substantial industry ownership/input

Ø Adequate Government funding – with the Government committed to increasing the BCITO’s STM rate to the average STM rate – ie from $2200 per STM in 2003, to $2675 in 2004, and an estimated $3100 in 2005 [all $ GST exclusive]

Ø Established customer base – 2700 employers and 5000 plus trainees/apprentices

Ø Efficient credit collection and registration system

Ø Sound qualifications and resource materials development capability

Ø Good staff retention

Ø Modern Apprenticeship Coordinator role

Ø High market share in carpentry

Ø Tertiary Education Commission (TEC) recognition (December 2002)

Differential Weaknesses

Ø Relatively poor numbers training in specialist trade areas, although numbers have improved in some areas [eg PPCS, Cement & Concrete] in 2003

Ø Relative dependence on carpentry product

Ø Government funding comprises the substantive portion of the BCITO’s funding

Ø Quality control varies

Ø Risk of varying service delivery in regions

Ø Lack of industry/public awareness of organisation and products

Ø Relationship with some training providers poor

Ø Lack of formal integrated career/training pathway for new entrants and existing industry workforce

Ø Slow response to required changes in industry training Opportunities

Ø Development of new qualifications to meet industry need, including non-technical qualifications – eg supervisors, scaffolding, small business management

Ø Database of former employers involved in training

Ø Database of prospective employers

Ø Size of Auckland market

Ø Relative market/industry stability for next 3-5 years

Ø Implementation of comprehensive RCC procedure for existing workforce

Ø Limited credit packages for specialist trade areas

Ø 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

Ø Extension of non technical training to non carpentry sectors of industry


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Ø Encouraging training providers to use BCITO training material, so that irrespective of training option followed, core training is the same

Ø Involvement with CAPITA as a vehicle for joint initiatives in industry training to reduce costs and share resources, including further work on the “docking station” proposal

Ø Development of joint venture initiatives with key stakeholders in industry training – eg BRANZ, Standards, and BIA

Ø Increasing industry user pays for targeted training

Ø Increased training volumes arising from the weathertightness issue and/or industry licensing

Ø Working with Certified Builders to encourage re-unification of apprenticeship training

Ø E-learning options for the industry and the BCITO’s role

Threats/Risks

Ø Opposition from (and provision of competing training products by) certain training providers, particularly Unitec

Ø ITaB promotion through Certified Builders

Ø Alternative practical training administration and RCC by other polytechnics/providers

Ø Increase in demand by other ITOs for Government funding

Ø Trade training least attractive option for school leavers

Ø Unitec group training scheme in Auckland

7. Potential Partners

Ø Joinery ITO

Ø Flooring ITO

Ø Furniture ITO

Ø Infratrain ITO

Ø Painting and Decorating ITO

Ø Plumbing, Drainlaying & Gasfitting and Roofing ITO


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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.


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C. Risk Analysis & Management In December 2003 the BCITO Board adopted a risk management policy which requires the BCITO’s business planning and ongoing management processes to be cognisant of the risks facing the organisation and ensuring these are addressed appropriately. The BCITO policy extensively adopts and applies AS/NZS 4360:1999 and the associated handbook “Guidelines for managing risk in the Australian and New Zealand public sector” [SAA/SNZ HB143:1999]. The following flow-chart outlines the BCITO’s approach to risk management: Evaluate & Rank Risk:

• Likelihood of risk happening • Magnitude/impact of consequence

?

Yes ? Accept ?

Risk

acceptable?

No ?

Manage risk: Determine appropriate risk management strategy

? ? ? ? Reduce

likelihood Reduce

Consequences Transfer Avoid ?

? ? ? ?

Monitor and review – both formally and informally ?

Com

mun

icat

e &

con

sult

The 3 key methods the BCITO will deploy to manage risk are:

• Medium/long term and/or foreseeable risks

Develop policies – either approved by the Board as a ‘governance policy’ or adopted by management as an ‘operational policy’ – to prohibit or require certain actions, depending on the risk involved; or Include specific projects within the annual Business Plan to address or cover the particular risk.

Policy [P] BusPlan [BP]

• Short term

and/or unforeseeable risks

Require the Chief Executive to report to the Board on a regular basis on risk issues within and across the BCITO.

Report [R]

The matrix table over page captures the BCITO’s risk analysis and management strategies proposed for the 2004 year.


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Risk Likelihood Impact Rating Management method Financial 1. Government reduces

level of funding for industry training.

Low High 3 On-going engagement with Ministers, TEC, and the Industry Training Federation.

BP

2. TEC continues to under fund full STMs offered by BCITO.

High High 1 Specific liaison with TEC to encourage full STM volumes to be contracted.

BP

3. Client debt levels remain too high.

Medium Low 2 Specific debt management policies to be implemented, plus managerial accountabilities.

P

4. Key financial risks not managed – eg off-job training programme.

Medium High 1 Regular financial reporting and prudent management, plus development of policies to cover risk eg off-job training strategy.

P

Ownership/Governance 5. Dissatisfaction with

BCITO performance by owners/stakeholders.

Low High 2 On-going liaison with owners and key stakeholder groups.

BP

6. BCITO Board not exercising governance role to full effect.

Low Medium 3 Optimal information disclosure to Board, plus continued focus on strategic governance role.

P

Environmental/Political 7. Industry volume levels

drop significantly. Low High 2 On-going monitoring and

reporting. R

8. Industry licensing not linked to BCITO qualifications.

Low High 2 Input to MED and Ministers on licensing regime.

BP

Operational 9. Implementation of

Business Plan not done to optimal levels.

Medium High 1 Continuing strong focus on delivery of Business Plan, and regular reporting.

BP R

10. BCITO clients dissatisfied with service levels.

Low High 2 Continuing strong focus on customer service within BCITO, and regular reporting.

BP R

11. Inconsistent quality levels across BCITO qualification outcomes.

Medium High 1 Develop moderation strategy, and ensure focus on and appropriate resourcing of QA.

P BP

12. BCITO staff not capable of fulfilling roles required of them.

Low High 2 Implementation of HR Strategy.

BP

13. BCITO staff not fully engaged with strategic direction, Business Plan.

Low Medium 2 Continued open, transparent process within BCITO, and on-going emphasis on Business Plan objectives.

BP R

Legend: 1 = requires critical management 2 = requires a high level of management 3 = requires some management 4 = no management required

P = Policy BP = Business Plan R = Reporting


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D. Organisational History As a result of the Industry Training Act 1992, the 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.

In June 2003 the BCITO adopted revisions to its constitution by which it became a charitable organisation, so that it is no longer assessable for tax on any surplus it makes.


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i. BCITO Governance

A Governance ? CEO ? Staff

BCITO Board of Directors [6 members]

Elected by Association Members

Make recommendations to Board of Directors

B Industry Representation

i. National Advisory Groups

Carpentry Cement &

Concrete

Interior Systems

Comprising representatives of: • Trade associations

• Training providers • Individual employers • Unions

Floor & Wall Tiling

Solid Plastering

Proprietary Plaster Cladding

Systems

Construction Management

• Manufacturers

Make recommendations to applicable National Advisory Group or BCITO, depending on issue(s) involved

ii. Regional Advisory Groups

Northern Waikato/Bay of Plenty

Central North Island

Comprising representatives of:

• Training providers • Individual employers

Wellington Central South Island

Southern

• Apprentices • Trade Associations • Manufacturers

ii. BCITO Membership Structure

Voting Members Subscribing Members

• 19 (Regional) Master Builders Associations

• 3 Regional Industrial Associations of Employers

Association Members

Currently 6 [as at December 2003]: • Registered Master Builders

Federation • Cement & Concrete Association • Interior Systems Association • Cladding Institute • NZ Institute of Building • NZ Building Trades Union

Voting rights on all matters except election of Directors

Sole voting rights on election of Directors, and voting rights on all other matters

Non voting Members Corporate Members

• Organisations that are not members of Association Members

Associate Members

• Individuals and Schools


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iii. BCITO Staffing

Stewart Parker Training Advisor

Mark Waterson Training Advisor

Pieter Burghout Chief Executive

Jim Kirkland Operations Manager

Ian Shepherd Business Development

Manager

David Lingard Qualifications Manager

Donna Fox Moderation Manager

Rachel Winter Marketing & Comms

Manager

Graham Olds Finance Manager

James Kumar Assistant Accountant

Lila Collier Accounting Officer Dorothy Walker

National Administrator

National Office

Northern Regional Office

David Moodie Regional Manager

Russell Allison Training Advisor

New Appointee Training Advisor

Waikato/ Bay of Plenty

Regional Office

Trina Tanga Assistant Administrator

Les Dyason Training Advisor

Geoff Kindred Training Advisor


Charles Hinds Training Advisor

Wayne Pivac Training Advisor

Linda Moodie Regional Administrator

Graham Boswell Training Advisor

Tauranga Satellite office

Warren Buxton Training Advisor

Les Wilson Training Advisor

Tony Love Training Advisor

Tony Greeve Regional Manager

Dave Check Training Advisor

Central North Island

Regional Office

Lynette Clegg Regional Administrator

Darren Dredge Training Advisor

Tim Hantler Training Advisor

Ian Alexander Regional Manager

Michael Baron Training Advisor

David Riley Training Advisor

Central South Island

Regional Office

Lesley Brittenden Regional Administrator

Peter Gibson Training Advisor

John Videler Training Advisor


Holly Townsend Reception/ Administration

Graeme Paton Regional Manager

Darryl Bradford Training Advisor

Wellington Regional Office

Trevor Schaffer Regional Manager

Gavin Good Training Advisor

Southern Regional Office

Tracy Telfer Regional Administrator

Peter Hampton Training Advisor

Penny Moonsammy Regional Administrator

Phil Carswell Training Advisor

Jim Johnston Training Advisor

Maria Lewis IT Manager

Mark SomervellQA Manager

Paul Messervy Development Officer

Nelson Satellite office

Graham Smith Training Advisor

Bernard Te Paa Regional Manager

Malcolm Campbell Training Advisor

Darga Ihaka Training Advisor

Trena Christensen Regional Administrator

Garyth Arago-Kemp Training Advisor


Note: The above regional resourcing levels are predicated on maintaining TA/client ratios within a range of 150-180 clients per TA.


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F. 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.

2004 strategy

Documents

strategy business plan

bcito charter

business areas

filesolk322004 business

business plan overview

qualifications development

o capita

strategy coms