Certified Builders Association of NZ Inc Strategic Plan

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2 Contents INTRODUCTION... 3 THE BUSINESS OF CERTIFIED BUILDERS...4 STRATEGIC & ENVIRONMENTAL ANALYSIS... 5 PURPOSE VISION & VALUES... 7 STRATEGIC OBJECTIVE: RETAIN AND GROW THE MEMBERSHIP BASE... 8 STRATEGIC OBJECTIVE: REGULATORY FRAMEWORK... 9 STRATEGIC OBJECTIVE: MEMBERSHIP SERVICES STRATEGIC OBJECTIVE: ADVOCACY STRATEGIC OBJECTIVE: TRAINING STRATEGIC OBJECTIVE: DEVELOPMENT PATHWAYS STRATEGIC OBJECTIVE: CERTIFIED BUILDRS BRAND STRATEGIC OBJECTIVE: FINANCIAL SUSTAINABILITY IMPLEMENTATION, MONITOR & REVIEW CHIEF EXECUTIVE ACCOUNTABILITIES - REPORTING... 17

3 INTRODUCTION The Strategic Plan succeeds the Strategic Plan. The Plan builds on the achievements of the earlier one and provides the future focus for Certified Builders. The main achievements of the Strategic Plan were: Membership increased by an average of 10% per year. Building support service to members established or refined, principally licensing, contracts, guarantee, insurance, market research and membership deals with suppliers. Effective membership support office in Tauranga. Certified Builders financially viable. ITABS funding secured. Certified Builders position as a strong advocate for members and the betterment of the industry cemented in the NZ building industry and regulatory environment. Certified Builders brand known and respected. The future focus for Certified Builder is to: Retain and grow the membership base. Assist the membership base to adjust to the new Licenced Building Practitioner regulatory framework. Expand the building support services provided to members to include both building support services and business support services. Continue to advocate with one voice for Certified Builders members with the public, industry, suppliers, and regulatory authorities, including central and local government, through: o Representing members interests and concerns. o Participating and leading in the pan-building industry debate. o Helping to shape the future building environment. Seek to re-introduce a national common standard for builder training. Create pathways for Certified Builders member s professional development. Maintain the Certified Builders brand.

4 THE BUSINESS OF CERTIFIED BUILDERS Activity/Service/Product Recognition of trade qualification as the basis for Certified Builders membership Advocacy on behalf of members Builders guarantee Standard documentation for members Collegiality of Association Promotion and maintenance of best practice in the building industry Promotion of Certified Builders membership as a quality brand Continuing industry development and training Promotion of industry as a career path Recipients/Beneficiaries Certified Builders members Strategic alliance partners Certified Builders members Customers of Certified Builders members Certified Builders members Certified Builders members Customers of Certified Builders members Certified Builders members Builders (current and future)

5 STRATEGIC & ENVIRONMENT ANALYSIS May You Live In Interesting Times The purpose of this section is to summarize the key issues and trends which may potentially impact on Certified Builders members in the period 2012 to 2016 and beyond. This summary is the result of a Certified Builders strategic planning workshop in Wellington 1-2 September 2011, which included input from suppliers, industry, regulatory authorities and Board members. The Future Building Market As at 2011, the NZ building industry is operating at 60-80% of capacity Auckland and Canterbury are predicted to be the significant growth areas over the next five years The impact of immigration of future building demand is uncertain and likely to be variable Building costs will continue to increase There will be a desire to make new houses more affordable for home owners cost reductions will be sought in design, construction and materials There will be a trend towards smaller houses for many segments of the customer base More affluent home-owners will still desire bespoke houses Energy efficiency will continue to grow in importance and desirability The building industry will continue to consolidate Small business builders who are trade qualified and adept at business will continue to be a key part of the NZ building industry Implications for Certified Builders and members: o Members will likely focus on opportunities in the following areas, with the inherent flexibility to undertake work in one or more areas depending on market opportunities and members desires and needs: New home builds Contract builds for large building companies such as group home entities and volume builders Sub-contract work for other builders Labour-only builds Addition and alterations Residential and commercial o Small business builders will continue to seek to belong to an Association such as Certified Builders in order to harness the benefits of collectivization. Regulatory Environment A. New Regulatory Environment Building Act 2004 Changes The Building Act 2004 and new legislation will place new responsibilities on Certified Builders members: o Licensing supervision, CPD, disciplinary hearings o Shift of responsibility from Councils to Builders o Contracting, pre & post-contract disclosure o Guarantees & insurance for defects liability o Disputes will potentially erode profit margins o Credit control - payment claims, security, escrow o Personal liability for owner-operators

6 These new responsibilities are likely to have the following impacts for Certified Builders members: o More time on project management, less on building o More time spent on education & legal compliance, including dispute resolution o Business documentation must be more sophisticated o Increasing importance of customer management o Trend towards less credit, more asset protection o Higher overheads insurance, admin, advice, disputes B. Possible Government-Encouraged Industry Improvements: A more consistent national training approach A more consistent and efficient national approach to administration of the existing building consent system Introducing greater use of digitisation and technology to simplify and streamline administration, reduce costs and better support builders, administrators and home-owners Implications for Certified Builders and members: o Current level of building support and information provided to members such as contract documentation and support, legal advice, dispute resolution, bulk purchasing deals, financial consulting, insurance services, and surveys and feedback, is likely to need to be enhanced and updated in view of the Building Act changes, particularly the advent of the Licenced Building Practitioner and the introduction of new technologies. o Members are likely to need/want additional support in small business areas, similar to that provided currently for building. Likely business focus areas are: Financial management and understanding Cash flow planning Understanding risk Marketing Understanding what customers value Understanding how information technology can enhance building o Certified Builders will need to continue to be actively engaged with central and local Government, industry, suppliers and regulatory authorities in order to continue to advocate and lobby with one voice for Certified Builders members and their interests. A more consistent national training approach is one example. The Future Builder Future builders will be technologically literate and at ease with building tools and information provided digitally on-site Training for future builders should be different from the current model in that it should be industry led, not provider led and that there should be a single national qualification for builders common throughout the country Future Certified Builders will be adept at both business and building and respected and valued members of the building industry.

7 OBJECTIVES 1. Membership Retain and grow the membership base PURPOSE To support our members to succeed and excel in building and business 2. Regulatory Framework Assist all members to adjust to the new Licensed Building Practitioner regulatory framework 3. Membership Services Expand the support services provided to members to include both building and business support services VISION To be recognised and respected as one of the premier Associations of qualified building professionals in New Zealand 4. Advocacy Advocate (with one voice) for Certified Builders members with the relevant stakeholders including the public, suppliers and regulatory authorities including central and local government 5. Training A single industry endorsed, nationally recognised qualification, licensing linked, with multiple pathways to learn VALUES We recognize trade qualifications We act with integrity and honesty We strive for quality workmanship (meeting or exceeding customers expectations) We are safe in everything we do We celebrate best practice 6. Development Pathways Create pathways for Certified Builders members professional development 7. Certified Builders Brand Develop and build the Certified Builders brand to one of the premier building association brands 8. Financial Sustainability Financial sustainability is achieved.

8 1.1 Enhance the prestige of the brand to attract builders and the building public Refer Brand (Objective 7) Refer Brand (Objective 7) 1.2 Develop benefit and commitment value propositions for stakeholders Stakeholder value propositions launched and reviewed for relevance Develop value propositions for each stakeholder group 1. Membership Retain and grow the membership base 1.3 Ensure members talk the talk and walk the walk in line with the stakeholder propositions Survey complete and learning s identified Member needs and satisfaction survey - every two years Membership growth of 2% pa to Encourage apprentices to join Certified Builders by the promotion of membership benefits 10% apprentices move to Gold Card status on graduation Develop and deliver specific benefits package target finishing apprentices. 1.5 Support and encourage regional associations Annual visit to all regions completed Develop and deliver local participation initiatives via either Chairman/CEO/Or Operations Manager 1.6 Promote web site and develop on line membership tools and services 2 new on line tools/services per annum delivered From known member needs information develop and launch new tools/services

9 2.1 Ensure members are informed and possible implications Packs delivered to all regions and members and who are informed Create briefing packs for regional committees on changes to Building Act 2004 and implications Create briefing packs for all members on changes to Building Act and implications 2. Regulatory Framework 2.2 Develop awareness amongst members of implications to their business of the LPB framework Survey of members illustrate an awareness of the LBP Identify and regularly communicate (In house and web) implications to members Assist all members to adjust to the new Licensed Building Practitioner regulatory framework 2.3 Develop business tools to support members adjust to the new regulations (eg 0800 facility) A suite of business tools are in place Determine member needs and develop business tool solutions 2.4 Understand the implications of these changes for Certified Builders as an Association A tactical responsive plan is in place. A rolling analysis plan is established including measures 2.5 Investigate the need for enhanced dispute resolution support to be provided Full briefing report including recommendations is presented to Certified Builders Board Undertake dispute monitor and resolution investigation project

10 3.1 Ensure services are current, relevant and meet minimum standards Members services needs analysis is completed and reviewed annually Undertake an analysis of members needs 3. Membership Services Member services review forum established and input sought Expand the support services provided to members to include both building and business support services 3.2 Develop new services as required 2 new services are launched per annum (Refer 1.6) Scan NZ small business support environment for applications and services 3.3 Ensure service delivery is efficient and effective All services (both building and business) are delivered with technology as a prime enabler Existing services are reviewed to ensure efficiency of delivery via technology

11 4.1 Maintain a proactive and cordial relationship with the DBH to ensure the strategic positioning of Certified Builders Certified Builders is seen as a strategic partner with DBH re licensing and growing industry competency Develop and implement a DBH stakeholder plan 4.2 Maintain a proactive and cordial relationship with other key stakeholders To be recognised as the prime body for Builders in NZ Understand the roles and value of various agencies and build relationships 4. Advocacy Advocate (with one voice) for CBANZ members with the relevant stakeholders including the public, suppliers and regulatory authorities including central and local Government 4.3 Advance Certified Builders capability for active participation in builders licensing 4.4 Active participation in Industry Conferences & Seminars Certified Builders is ahead of the LBP initiative curve Certified Builders attends/participates in all relevant industry forums National training forums are held supported by key stakeholders Identify regular relevant forums 4.5 Ensure key stakeholders attend Certified Builders conference and forums Key stakeholders are invited to Conferences/Forums Review key stakeholders list 4.6 Encourage regions to develop continued relationships with territorial authorities and other key stakeholders Regions relationships are enhanced with Territorial Authorities The topic is put on every agenda for National Support Office personnel visits to regions

12 5.1 Raise awareness with relative stakeholders of weaknesses in current framework Awareness of current framework weaknesses is raised Identify key stakeholders and build relationship 5.2 Demonstrate weaknesses of current framework with case studies or bad news resulting from current framework A minimum of 2 cases per annum are communicated to stakeholders Use the itab connection to identify relevant cases 5. Training A single industry endorsed, nationally recognised qualification, licensing linked, with multiple pathways to learn 5.3 Engage with key stakeholders to build support for change 5.4 Collaborate with likeminded stakeholders (e.g. DBH) A range of key stakeholders support the need for change Informal agreements are in place to support change Identify key influencer stakeholders Identify like minded stakeholders 5.5 Promote the 8000 hour (4 year) model as a viable alternative Stakeholders understand the benefits of this model Document and communicate the benefits of this model 5.6 Provide support for the investigation of variable pathways for training delivery A formal investigation is underway Engage with key stakeholders to establish best practice model

13 6.1 Enhance the current members Continuing Profession Development (CPD) programme New CPD plan in place and active Document and review the current CPD and update 6.2 Continue activity in itab including resourcing and achievement of goals itab numbers increase by 15% Establish annual plan for itab including recruitment delivery and resourcing 6. Development Pathways Provide schools and members who are seeking apprentice employees with relative information Create pathways for Certified Builders members professional development 6.3 Promote activities of Apprentice Scholarship Trust (AST) Profile of AST and its activities is lifted Activities of AST are reviewed and communicated to all regional forums and other communication 6.4 Encourage Certified Builders members to employ and train apprentices through itab 8% of new apprentices employed each year are through itab Refer establishment of itab plan 6.2 (above)

14 7.1 To ensure Certified Builders is the first choice for trade qualified builders and apprentices seeking Association membership More members join Certified Builders Membership growth plan to be developed 7.2 Certified Builders Brand is recognised by stakeholders for building standards Brand Survey completed with No 1 in category results Develop marketing plan including brand guidelines and tactical brand equity build plan 7. Certified Builders Brand Develop and build the brand to one of the premier building association brands 7.3 Certified Builders Brand is recognised by industry and consumers as the pre-eminent organisation representing builders 7.4 Create a high level of awareness and usage of services by members Service usage levels are increased by 20% Member service review and developed and communicated regularly 7.5 Profile of Certified Builders and its membership is raised Profile of Brand is raised proved by survey Develop marketing plan (Refer 7.2)

15 8.1 Investigate opportunities for Government funding for education and training Funding for education and training is sourced from Government Gain understanding of opportunities available 8.2 Develop alternative sources of revenue Minimum of 1 opportunity identified and implemented each year Investigate and prioritise opportunities available 8. Financial Sustainability Financial sustainability is achieved. 25% of annual operating expenses are sourced from other than member subscriptions Revenue sufficient to meet operating expenses and strategic goals 8.3 Develop and implement appropriate relevant Board policies Reserve fund established to meet possible contingent liabilities Present policies for Board discussion and approval 8.4 Risk management strategy and plan developed and implemented CBANZ Board ownership and development Include in Board work plan