2014 2015
BCITO Investment Plan Proposal
Building & Construction ITO
BCITO
Table of Contents
BCITO as a High Performing ITO ........................................................................................................ 2
The Proposed Investment Plan 2013 ............................................................................................... 10
Section One – The Economic Environment ..................................................................................... 10
Section Two – Delivering on the Investment Plan Post-Merger ....................................................... 12
Section Three – What TEC wants to see in ITO Plans from 2014 ................................................... 16
Implementation of Industry Training Review recommendations ............................................. 16
Simplifying and strengthening the ITO sector ......................................................................... 16
Supporting and arranging training, and standard setting ........................................................ 17
Raising trainee achievement rates .......................................................................................... 17
Improving opportunities for progression .................................................................................. 18
Improving Māori and Pasifika achievement ............................................................................ 18
Embedded Literacy and Numeracy......................................................................................... 18
Sector Leadership Funding .……………………………………………………………………….19
Appendicies ..................................................................................................................................... 21
Appendix One – Econometric Information and Data
Appendix Two – Mix of Provision Templates
1
Plan Context
The BCITO is a high-performing ITO
The BCITO has consistently demonstrated that it is a high-performing ITO with proven
capability and capacity (including scale) to tolerate changing economic conditions, financial
viability and long term sustainability, and the ability to meet higher education standards.
Despite recessionary impacts the BCITO has remained the ITO with the strongest balance
sheet and financial performance in recent years as well as consistently delivering the
strongest Educational Performance Indicators (EPIs) in the sector.
2
The 2013 performance continues in a similar vein with the 17 September 2013 EPIs:
The TEC is seeking direct assurance from ITOs with respect to high performance. The
BCITO addresses each of these specifically acknowledging that high-performing ITO must:

identify and seek to address current and future skill requirements for its industries
The BCITO has an extensive network of sub-sector/trade/qualification based National
Advisory Groups (NAGs) as well as a network of multi-subsector Regional Advisory Groups
(RAGs) which form the primary mechanism for engagement with stakeholders.
3
In the weeks ahead of the preparation of the Investment Plan the BCITO Executive
Leadership Team have led consultation and discussion with the industry in a series of 13
RAG meetings across the country.
The BCITO also commissions regular econometric data by way of a contract with
Infometrics. As well as using this data for planning purposes the BCITO also shares it
extensively with the industry through publications and events such as builders‟ breakfasts
and conferences as well as the NAGs and RAGs. This is done to encourage greater
planning for skills and labour amongst our employer clients.
The BCITO and the BETA Group have commissioned a specific refreshed report from
Infometrics to guide the Investment Plan process.

connect its industries with the tertiary education system by developing and
maintaining national qualifications and a network of delivery that produce employees
with critical thinking skills for current and future employment opportunities
The BCITO accepted the leadership role in driving the Allied Construction Skills Targeted
Review of Qualifications. This was a huge task involving 6 other ITOs, 17 polytechnics and 7
private training providers reviewing 135 qualifications. The BCITO team supported by the
ACS TRoQ Governance Group and industry working parties made heroic progress during
2012 to deliver a comprehensive final report to NZQA in early 2013.
The BCITO team and the ACS TRoQ Governance Group are awaiting permission to develop
the qualifications identified within the report that are within the BCITO coverage. In
anticipation we have formed specific working parties and begun industry consultation on the
new New Zealand Certificates in Carpentry and in Brick and Blocklaying.
Notwithstanding, the BCITO has a proven record of developing and maintaining national
qualifications and a network of delivery that produce employees with critical thinking skills for
current and future employment opportunities and its graduates are in demand internationally.

work with industry and employers to identify relevant skills and employment
pathways for learners nationally
This is in large measure dealt with in the section above but the BCITO recognises that
specific actions are required to assist learners to successfully traverse the critical transition
points.
The BCITO has been very active participants within the school system where the core
objective is to assist learners to achieve NCEA Level 2, particularly those achievement
standards in mathematics, English and communication which are essential to be a
successful participant in the building and construction industry.
The BCITO is the standard setter for the BETA owned school based qualifications the Level
1 and Level 2 National Certificates in Building, Construction and Allied Trades Skills
(BCATS). In 2012 a total of 1240 BCATS qualifications were awarded in schools.
4
The BCITO is an enthusiastic supporter of the CATE organisation as well as individual
Careers Advisors, Transition Educators and Gateway Coordinators. The BCITO has run an
acclaimed formal Gateway programme for several years which its school based objectives
but also has a high conversion rate of students into industry training.
BCITO staff have committed strongly to the development of the Vocational Pathways, in
particular assisting the Ministry of Education (MoE) in developing the Construction and
Infrastructure Pathway. The BCITO has also been active in hosting and facilitating MoE
presenting the Pathways and Youth Guarantee to industry audiences such as at the
December 2012 Construction Sector Skills Summit and the July 2013 meeting of the
Construction Industry Council. Both these events have opened up further industry interaction
and communication opportunities for MoE.

engage with iwi and Māori and Pasifika economic development stakeholders to grow
demand for industry training by Māori and Pasifika people, particularly in high growth
areas and for higher skilled jobs
The BCITO maintains levels of participation by Maori and Pacific Island learners which
closely mirror the matching levels, by percentage, in the building and construction industry.
However, the relative percentage of Maori and Pacific Island learners decreased slightly
during the recession and the BCITO has set goals and tactics in place to regain and improve
participation levels.
Similarly, there has been little difference in the credit completion or programme completion
of Maori and Pacific Island learners compared to the BCITO norm. Regardless the BCITO
has also set goals and tactics in place to improve completion over the next two years.
The BCITO Board has set aside reserves to support these goals and significant progress
has been made since the previous investment plan proposal.
The BCITO has developed a specific Pacific Island support process with its Pacific Island
staff and trialled this in South Auckland successfully during 2011/2012. Where the
programme design allows, the BCITO is also supporting the local ITPs delivering the
Pasifika Trades Training programme with work experience and employer placement.
Unfortunately despite our best efforts we have had little success in interacting successfully
or gaining access points which have left us with any feeling of success around this
programme.
The BCITO appointed a Kaitautoko Māori / Project Coordinator in 2011 whose initial role
was to develop a new responsiveness and support plan. This process has been supported
by a formal research project (funded by Ako Aotearoa) and conducted by Kahui Tautoko
Consulting. A further Northern Kaitautoko Māori was appointed in 2012 and both roles are
aimed at supporting the BCITO field service to deal with learners and achieve outcomes in
the context of ki te waihanga i tētahi āhuatanga hei akoranga tikanga Māori – a culturally
appropriate Maori learning experience.
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The BCITO has initiated a Te Puni Kokiri pilot which has a Maori Development focus as well
as a trades education one. There are three sub-projects with a theme of “kicking participants
up one level”. The first looks at putting six months of intensive assistance into new Maori
trainees with low records of achievement and socio-economic barriers. The key objective of
this sub-group is to bridge the low input level e.g. no NCEA which is an appalling statistic for
Maori boys, and kick them up to the same starting level of other trainees so they can
progress through the rest of their qualification at the expected rate. The second sub-projects
identifies Maori within the industry who are cemented into the low-skill, low-wage part of the
industry and support them to transition into a formal apprenticeship with some greater
pastoral care and other support than normal. The final sub-sector is to identify qualified
Maori Trades people and to support them through training in supervision and management
in order that they can potentially become role-models, mentors and trainers of other Maori.
Discussions continue to be conducted with iwi and Maori incorporations to initiate Maori
programmes. The BCITO has been heavily involved with the Tumahaurangi Trust and Ngati
Whakaue in getting their programmes up and running and the delivery of their Skills for
Christchurch response with their first graduates recently beginning work in Canterbury.
The BCITO has also worked closely with Ngai Tahu‟s He Toki ki te Rika Māori Trades
Training programme and the BCITO Southern Area Manager is a member of its Operations
team. Dedicated BCITO staff have been particularly active in working on job placements.
The BCITO Chief Executive is also a member of the Editorial Board of the Waiariki based He
Kupu Whakataki academic journal of indigenous vocational education and training.
The BCITO Chief Executive is also a member of He Kai Kei Aku Ringa. Industry Skills
Analysis Advisory Group. This group is designed to provide employment advice to better
assist Māori into future employment opportunities. The analysis is the private sector‟s
contribution to recommendations 5, 6 and 7 of He Kai Kei Aku Ringa, the Māori Economic
Development Panel‟s Strategy and Action Plan. With Careers NZ providing support the work
of the group focuses on increasing Māori in-work training and involvement in the labour
market to increase Māori employment.
BCITO Group Manager, Bruce Horsley, has also been a member of TEC‟s Tū Māia Working
Group developing the TEC‟s Māori Learners Framework 2013 – 2016.

identify, in collaboration with other TEOs and industry, tertiary system approaches for
effective technology transfer within a workplace
Despite the challenges which come from an environment where the competition arising from
over-lapping provision is destructive at times the BCITO continues to work collaboratively to
achieve this goal.
Most relationships with the ITPs (particularly the Metro group) are functional and those with
PTEs growing steadily stronger.
In Auckland, for example, the BCITO is a founding and initiating member of the Auckland
Construction and Infrastructure Education and Training Alliance.
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The Alliance which involves two Metro ITPs, Te Wānanga o Aotearoa and four large ITOs
works from the proposition that the complementary roles and capabilities which the partners
have are most effectively deployed in collaborative effort. The Alliance has been developed
in the shared belief that enduring and widespread benefits can be created through strategic
collaboration.
The strategic objective is that the Alliance becomes the preferred supplier of training and
educational services to the construction and infrastructure sector in Auckland, and possibly
more broadly. The big goals are:

To act as one entity and provide a co-ordinated response to industry and a unified,
single face to Government.

To resource an Office to identify education and training opportunities and ensure the
Alliance responds effectively.

To develop an effective, flexible operating model which can be engaged to meet the
needs of the construction and infrastructure sector.

To liaise with industry and Government, particularly regarding projected demand as
set out in workforce roadmaps.

To establish strong links with schools and Maori and Pasifika organisations, iwi and
„ainga to ensure curricula are relevant and accessible and to provide clear pathways
through secondary and tertiary education and training, on to skills-based employment
and during career development.

To establish and sustain processes for co-ordinating and managing the services
available from each member, including by offering input on curriculum harmonization
and innovation, and by contributing to increases in cost effectiveness.

To maintain an informal oversight over the delivery of any training provided through
the Alliance in order that quality, efficiency and effectiveness are subject to
continuous improvement.
In accepting the leadership role in driving the Allied Construction Skills Targeted Review of
Qualifications the BCITO ensured that there was representation from both the ITP and PTEs
in the Governance Group and also had participation from ITPs in the Secretariat.
This helped ensure the ITP and PTEs were actively involved in consultation and all other
elements of the TRoQ.
The BCITO has, for example, formal representation of ITPs on the Carpentry National
Advisory Group as well as the Working Party which is driving the post-TRoQ development of
the new New Zealand Certificate.
7
In a formal collaboration with the ITP sector the BCITO developed and registered two
qualifications the National Certificates in Construction Leading Hand (level 4) and
Construction Supervision (level 5). The BCITO has been working strongly through its field
force (both Skills Brokers and Training Advisors) to encourage the take up of these
qualifications both by existing employers and their team members. Additionally, we advocate
them as a progression outcome for completing graduates of the level 4 programmes.
To broaden the access to a wider range of people within the industry (and the pool available
to ITPs to help with volume) the BCITO has recently reviewed these qualifications and
resources and completed the development of the National Certificate in Construction Trades
(level 5).
Similarly, the BCITO is the standard setter for the National Diplomas in Quantity Surveying,
Architectural Technology and Construction Management. These qualifications are all
delivered exclusively by ITPs and Universities but the BCITO accepted the role as industry
was strongly insistent on having a strong voice in their content and direction.

engage effectively with industry on vocational education and training solutions that
can be used to enhance productivity.
For over two years the BCITO funded, resourced and lead the development of the
Construction Sector Skills Strategy under the umbrella of the industry led Construction
Sector Productivity Taskforce.
This broader work has been conducted under the sponsorship of the Minister for Building
and Construction, Hon. Maurice Williamson, and sits within the Ministry of Business,
Innovation and Employment (former Department of Building and Housing section).
The Construction Sector Skills Strategy work has had broad support from the wider
construction industry, the provider sector and the government sector. The draft Strategy was
launched for consultation by the Minister, Hon Steven Joyce. The final Skills Strategy was
launched by the Minister of Labour, Hon Kate Wilkinson, in recognition of the strong
commitment and participation by the various elements of the then Department of Labour.
The Ministry of Business, Innovation and Employment has reconfirmed their commitment to
the Skills Workstream and the Productivity Partnership and the Skills Strategy
Implementation Plan was launched in August 2012.
The BCITO has been implementing various aspects of the learnings from the Skills Strategy
and incorporating them into its various plans.
The Construction Sector Skills Strategy has skills utilisation as a major thread. One of the
“Big Messages” is that the poor management and supervision skills within the industry are a
barrier to effective skills utilisation. This is a major motivator for the focus that the BCITO has
put on increasing the management and supervision skills within the industry in recent times.
The BCITO Board has set aside reserves to support the goal of increasing management and
supervision skill in the industry by providing scholarships to undertake additional support and
training. The scholarships are intended to enable employers within the building industry
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access to study programmes which will help them to develop and grow their businesses. As
such, 15 X $3000 grants are offered to employers annually.
The BCITO believes this support will help employers to run successful long-term businesses,
better placing them to provide on-going investment in training and employment within NZ‟s
building industry.
The same numbers of grants (to the same value) are offered to completing graduates of the
level 4 programmes.
Similarly the BCITO are advocating that management and supervision skills should be a
strong focus of the continuing professional development (CPD) offered by the trade
associations and professional institutes. The BCITO is supporting these organisations where
that is occurring. For example has just completed supporting a national series of CPD events
with the Brick and Blocklayers Federation.
In the same vein we are advocating with the construction licensing and registration boards to
stipulate components of management and supervision skills enhancement be included within
their CPD requirements for continued registration.
As noted above, when coaching employers on site the BCITO field force (both Skills Brokers
and Training Advisors) encourage them to consider their organisational skills plan including
seeking further training and/or coaching and mentoring in management and supervision.
The BCITO has also been urged by the industry to include productivity guidelines in the
elements of its unit standards as well as productivity outcomes within the assessment
process. ITOs are uniquely placed in facilitating training within the workplace to encourage
learning to be evaluated on the basis that a learner can carry out a task competently, carry it
out independently, carry it out repeatedly and do that within commercial time-frames, with
low waste and minimal re-work. This is in essence built in skill utilisation as well as part of
what the industry believes it is purchasing with its 30% contribution.
A high-performing ITO must also have the capability and capacity (including scale) to
tolerate changing economic conditions, financial viability and long term sustainability, and
the ability to meet higher education standards.
The BCITO is confident it can meet and demonstrate all of these expectations.
This investment Plan is the first Plan for the newly merged ITO based on BCITO but
incorporating the New Zealand Flooring Industry Training Organisation Incorporated; and the
Joinery Industry Training Organisation Incorporated. The BCITO is confident its proven
capability and capacity will support delivery of the Plan outcomes as detailed later is a
specific section of this document.
9
The Proposed Investment Plan 2014
Section One – The Growth Demand Environment
Construction still represents 5% of GDP and 8% of the New Zealand workforce. The
government acknowledges the place of the construction industry as a key enabler of the rest
of the economy in coming out of the Global Financial Crisis. In 2013 the construction
industry has moved into a dramatic growth phase and has been acknowledged as a priority
industry by the Minister. All economists and other forecasters are predicting strong growth
and an unprecedented peak extending towards 2020.
The Infometrics report in the appendix provides the most recent econometric basis for most
of the underlying assumptions which drive the current BCITO planning.
There is no doubt that the construction industry has “turned the corner” and is coming out of
the recessionary impacts of the Global Financial Crisis at a rush led by the Canterbury
Rebuild as highlighted recently by MBIE:
Mobilising labour for the Canterbury rebuild presents the greatest labour-market challenge
in a generation, the Ministry of Business, Innovation and Employment says.
''It will create an unprecedented demand for construction workers and those in supporting
industries.''
In the latest quarterly labour market report, the ministry said the Canterbury rebuild
would require many thousands of additional construction workers at its peak.
The most in-demand construction-related occupations were carpenters and joiners, paint
trade workers, plasterers and concrete workers.
The rebuild was likely to be done over many years. Such factors as continued aftershocks
had reduced the prospects of a faster rebuild.
The largest component of the construction effort related to rebuilding and repairing the
many thousands of residential properties, the ministry said. The extensively damaged
central business district might also take many years to rebuild”.
Growth Through Industry Activity - The upturn is here
In the original BCITO investment plan for 2011 to 2013 we used the title “The upturn is
coming”. We now know it is here
The strengthening economy nationwide will coincide with the Canterbury rebuild to drive
further growth in activity during 2015 and 2016.
10
Residential construction activity in the region is forecast to grow by an average of 27%pa
between December 2011 and December 2016, while non-residential work in Canterbury is
expected to increase by an average of 21%pa between December 2011 and December
2016. The Christchurch rebuild will be the largest construction project in the southern
hemisphere during this period.
The BETA report from Infometrics forecasts national growth of 11% per annum for total
construction work for the next four years to December 2016.
More importantly in the context of the Investment Plan is the growth of employment in the
sector. This is forecast to be more modest than the growth in total construction work but is
still significant as illustrated in the following table from the report.
The detailed forecasts by construction sub-sector itemised in the appendices shows average
growth of 5% being forecast for those sub-sectors within the BCITO‟s coverage with a high
of 7.6% being forecast for bricklaying.
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Funding Demand Growth As A Result Of the “Pipeline Effect”
Industry activity growth is supported by the BCITO internal data for 2013 where the
organisation began the year with 4701 active trainees and reached 6145 by the end of
August (an increase of 30%).
The BCITO is currently forecasting is a year-end number of just over 6500 active and
continuing trainees, a gain of 1800 trainees during 2013 overall.
Both the Joinery and Flooring ITOs are showing similar trends in 2013.
There is significant additional funding required as a result of the elevated starting position of
the BCITO and both the two merging ITOs.
Both the Joinery ITO and the BCITO applied for, and were granted additional in-year funding
to supplement the original 2013 investment plan as a result of the significant growth being
demonstrated.
The Flooring ITO also applied and was declined due to perceived low EPIs. However, they
echoed the growth of the other two ITOs and will end the year significantly over-delivering.
As noted above the BCITO will also end 2013 with an over-delivery.
Because all three of the merged entities predominantly deliver large, traditional trade
qualifications the large numbers of active trainees who will be continuing into 2014 risk
consuming the majority of funding proposed by the TEC leaving no room for growth and
triggering a moratorium on new enrolments by the BCITO early in 2014 (possibly by limiting
new entrants to entry when a completion or discontinuance exits).
The additional demands of the new policy settings and funding rules coming out of the
Review of Industry Training will mean that there will be few spare resources within the ITO to
service unfunded over-delivery in 2014.
The BCITO acknowledges the existence of the In-plan Application process but the current
indicators are that we would need to utilise that mechanism within the first quarter of 2014.
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Section Two – Delivering on the Investment Plan Post-Merger
Operational Capability To Support Merger
The BCITO is confident it has both the capability and capacity to maintain and enhance the
service and support currently being delivered to the industry, employers and learners by the
New Zealand Flooring Industry Training Organisation Incorporated and the Joinery Industry
Training Organisation Incorporated.
The merger agreements between the BCITO, the New Zealand Flooring Industry Training
Organisation Incorporated and the Joinery Industry Training Organisation Incorporated
include proposing the following:
a. The BCITO will agree offers of employment for merging ITO staff.
b. Merging ITO staff will be deployed to their areas of expertise within the BCITO
and be integrated in and supported by the wider BCITO teams.
c. All merging ITO staff will be supported, trained and inducted within the BCITO in
a manner that will ensure they are able to integrate successfully within the
organization and operated comfortably within their roles.
d. On merger with the BCITO the quality and nature of service for merging ITO
learners, employers and industry stakeholders will be preserved.
e. No change to the quality and nature of service for merging ITO learners,
employers and industry stakeholders, which may arise from the Review of
Specialist Trades, will be implemented without consultation with and agreement
from the affected sub-sector through the relevant National Advisory Group.
f. Existing merging ITO assessment and moderation models will remain in place
until any changes are agreed and planned subsequent to the outcome of the
Review of Specialist Trades and any changes agreed by the relevant National
Advisory Groups.
g. Existing merging ITO off-job training arrangements will remain in place until any
changes are agreed and planned subsequent to the outcome of the Review of
Specialist Trades and any changes agreed by the relevant National Advisory
Groups.
h. Existing merging ITO contracted field support will remain in place until any
changes are agreed and planned subsequent to the outcome of the Review of
Specialist Trades and any changes agreed by the relevant National Advisory
Groups. However, additional field support may be deployed to meet identified
need when it arises which may be prior to the completion of the Review.
i. Specialist merging ITO staff will be deployed to their areas of expertise within the
BCITO. Specifically the merging ITO commitments arising from the Targeted
Review of Qualifications will be addressed and supported to ensure those
commitments are met in a professional and timely manner.
h. Successful Literacy and numeracy programmes as designed by merging ITO are
to be continued, enhanced and supported through the mentoring system within
the constraints of changes in funding rules, policy settings and contractual
arrangements with the TEC or changes in educational practice.
On merger with the BCITO the merging ITO learners, employers and industry stakeholders
will be supported by all of the resources of the BCITO.
All merging ITO relevant trainee management records will be transferred to the BCITO
Trainee Management System, SmartTMS. Both the merging ITO trainee management
13
systems are bespoke and less sophisticated than SmartTMS which has been highly
developed by the BCITO.
The BCITO is confident that this methodology will ensure that the approach taken will
maintain and enhance the service and support currently being delivered to the industry,
employers and learners by the New Zealand Flooring Industry Training Organisation
Incorporated and the Joinery Industry Training Organisation Incorporated.
In addition the BCITO Board has formally resolved to form a Specialist Trades Division as of
1 January 2014 and to appoint a Group Manager Specialist Trades. The Group Manager
Specialist Trades will be the current Chief Executive of DecorateNZ/FloorNZ, Greg Durkin.
It is intended that the operational aspects of the newly merged ITOs will become a part of
the BCITO Specialist Trades division.
The first role of the Group Manager Specialist Trades will be to comprehensively review all
of the specialist trades that will be within the coverage as of 1 January, 2014. This includes
all of the specialist trades currently within the BCITO coverage as well as all the New
Zealand Flooring Industry Training Organisation Incorporated and the Joinery Industry
Training Organisation Incorporated trades.
The Review of Specialist Trades will analyse the Specialist Trades sub-sector by sub-sector
and make sure that in each case the BCITO has the right field support,
assessment/moderation methodology, off-job training (if relevant) and stakeholder
engagement in place. After that and in consultation with each sub-sector through the
relevant National Advisory Group there may be some changes agreed.
Following the outcome of the Review all of the existing BCITO sub-sectors will be transferred
to the BCITO Specialist Trades Division along with the required resources.
The BCITO is confident that the outcome of the Review of Specialist Trades will enhance the
service and support currently being delivered to the industry, employers and learners of all
three of the merging ITOs.
Ability To Manage New Zealand Apprentice Rules Post-Merger
The new policy settings and funding rules which will apply in 2014 resulting from the Review
of Industry Training require elevated levels of performance from ITOs including those arising
from the introduction of the New Zealand Apprentice.
The BCITO has been a significant coordinator of Modern Apprentices for several years. 40%
of BCITO‟s total trainees in 2013 were Modern Apprentices. As a result of the experience of
enhanced outcomes and opportunities delivered to Modern Apprentices the BCITO set out to
investigate how it could reconfigure the organisation to deliver those same benefits to its
majority of trainees who were Traditional Trade Apprentices. Following research and
planning the BCITO began to roll out a new plan in 2009 which has seen it effectively
delivering a service which mirrors the requirements of the New Zealand Apprentice for the
majority of its leaners for some years.
At the end of 2013 the BCITO will already be delivering a service to all of its learners which
is the equivalent of the New Zealand Apprentice including to the small minority who will in
future be classified as Trainees. This will represent the majority of the learners in the merger.
14
The BCITO has also been recruiting, inducting and training new field staff in 2013 to both
manage growth and build in spare capacity. Following the merger these will be reinforced by
the addition of the field force from DecorateNZ/FloorNZ which has also been added to in
recent months.
Additionally the BCITO is currently negotiating with some Independent Modern Apprentice
Coordinators to provide an additional contract field force to supplement the internal one.
Financial Capability To Support Merger
Finally the BCITO has a strong balance sheet and has the financial capacity to absorb both
merging ITOs while continuing to invest in the continuous improvement of the new merged
entity.
The Statement of Financial Position from the 31 December 2012 Audited Annual Report
follows:
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Section Three – What TEC wants to see in ITO Plans from 2014
The planning environment
Implementation of Industry Training Review recommendations
The BCITO has been strategically focused on predicting the outcomes of the Industry
Training Review throughout its evolution and progressively implementing changes as they
have emerged.
As a result the organisation is positioned for 100% implementation of the changes in 2014.
As most of the BCITO learners will be categorised as NZ Apprentices the main thrust has
been to ensure that all of the delivery parameters for NZ Apprentices are met.
Priorities for 2014-2015
Simplifying and strengthening the ITO sector
The BCITO has been working with the Joinery Industry Training Organisation Incorporated
and more recently with the New Zealand Flooring Industry Training Organisation
Incorporated, on a three way merger of construction based ITOs.
This process is continuing for an implementation by 1 January 2014 which is reflected in this
Investment Plan proposal.
The single industry focus and the alignment with the Vocational Pathways should deliver a
merged entity which meets the TEC‟s stated “improving coherence” objective more than
most recent mergers as well as delivering the sought after “scale”.
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Supporting and arranging training, and standard setting
Much of this is dealt with in the High Performing ITO section earlier in the Plan proposal. In
particular we have dealt extensively with how the BCITO is well-connected to industry, and
ensures qualifications embody skills that are valued by industry and are useful for
employees as well as ensuring that training arrangements take account of the educational
needs of trainees and the priorities of business.
We have also commented on how the BCITO leads the development of advanced trade
qualifications through collaborative arrangements with Institutes of Technology and
Polytechnics (ITPs) and other Tertiary Education Organisations relevant to their industry,
and work to increase the uptake of these qualifications across the tertiary education sector.
Additionally the BCITO has continued to invest in its ICT processes. In July 2012 the BCITO
went LIVE on its new SmartTMS Trainee Management System. Since then a dedicated ICT
Project Team within the BCITO has continued working on enhancements. In particular the
BCITO has purposefully extended SmartTMS as a remote access mobile tool rather than a
Head Office tool as used by most ITOs. The primary users are the field staff who are using
Smart TMS remotely and are able to capture all visit data and formative as well as
summative assessment material.
This again puts the BCITO in the forefront with the most sophisticated TMS in the sector
which meets all the requirements of the TEC but which is designed to support learners
towards completion of their qualifications within duration.
The BCITO is also working closely with the TEC team working on the ITR3 project and are
confident in continuing to reconcile with between 99.4% and 99.7% accuracy as we have
done since the ITR was launched.
Raising trainee achievement rates
Again, much of this is dealt with in the High Performing ITO section earlier in the Plan
proposal.
The BCITO has continued to invest in improvements to maintain and enhance educational
quality and educational performance.
The detailed implementation of the “new” assessment model has continued further
enhanced using knowledge gained from the two pieces of independent research (funded by
Ako Aotearoa) from the NZ Council for Educational Research which tested the educational
value and the efficacy of the model.
Several planned additional enhancements in 2012 and 2013 had to be “parked” because of
the financial and resourcing pressures resulting from the demands of the TRoQ process.
However, the BCITO 2014 Business Plan and Budget detail how these are being re-ignited
as well as the significant activity to be undertaken with the development of the new NZ
Certificates and supporting resources now that the Allied Trades TRoQ has reported its
results to NZQA.
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Improving opportunities for progression
Much of this is dealt with in the High Performing ITO section earlier in the Plan proposal. In
particular the BCITO is involved in several initiatives to support more young people to move
successfully from school into tertiary education and training in employment. This includes a
sustained involvement with school programmes through specific school based trade
qualifications as well as the Gateway programme.
These have more recently been incorporated into The Vocational Pathways with BCITO staff
working with the Ministry of Education to translate The Vocational Pathways into BCITO
business as usual.
We have also dealt with in the High Performing ITO section earlier in the Plan proposal how
through collaboration with other ITOs and tertiary providers the BCITO works on effective
opportunities to progress to higher qualifications.
Improving Māori and Pasifika achievement
This is dealt with extensively in the High Performing ITO section earlier in the Plan proposal.
In addition the Auckland Alliance referred to has the specific goal “To establish strong links
with schools and Maori and Pasifika organisations, iwi and „ainga to ensure curricula are
relevant and accessible and to provide clear pathways through secondary and tertiary
education and training, on to skills-based employment and during career development”.
Ensuring that Levels one to three provision includes Embedded Literacy and
Numeracy
Since the previous investment plan proposal the BCITO has continued to align its
programme for embedding Literacy and Numeracy with the cycle of review and development
of its suites of qualifications. This has accelerated as resources have been reviewed with
foresight regarding the outcomes of TRoQ.
Additionally, the BCITO has further enhanced the technology for the field force so that the
TEC internet based tool, Literacy and Numeracy for Adults Assessment Tool (LNAAT), is
accessible via the cellular network to trainees on their worksites regardless of the
geographical location within New Zealand
To date the BCITO has only been using the Numeracy tool but has advanced plans to be
testing both Literacy and Numeracy in 2014 in accordance with the “business as usual‟
activity from 2014.
The BCITO has strong doubts that the typical SME customer of the will access the support
for their individual trainees through the Workplace Literacy fund. However, the BCITO has
set aside funds in its reserves to allow trainees to directly access one-on-one assistance
through Literacy Aotearoa. The BCITO spent $42,000 in 2011, $53,000 in 2012 and is on
track to spend circa $50,000 in 2013 on direct literacy interventions from this fund.
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Sector Leadership Funding
The Allied Trades/Carpentry/Joinery cluster of qualifications consists of 127 qualifications
representing 19 diverse construction sectors/trades that range from Carpentry, Cement and
Concrete, Specialist Trades such as Plastering and Bricklaying through to Joinery, Furniture
Making, Painting and Decorating and Flooring, to Construction Management, Architectural
Design and Underwater Diving and Construction. The BCITO took the lead role in
conducting this review and industry stakeholders have high expectations as to its outcomes.
A key outcome of this work is a Qualifications‟ Landscape of 32 qualifications that presents
the conclusions of 14 Industry Working Groups and has wide support from qualification
developers and industry stakeholders. The BCITO has been confirmed as the qualification
developer for 17 of these qualifications and expects to pick up several more as a result of
ITO merger negotiations.
For each proposed qualification the key leadership roles the BCITO will have to undertake
are leading stakeholders to identify, develop and confirm the:
 strategic need for qualifications in these sectors
 roles and skills required to meet the strategic needs of these sectors
 extent any associated graduate profile(s):
need to be specific to a particular trade
meet the needs of industry
enable trainees to achieve intended employment outcomes
The proposed qualifications are:
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NZ Diploma in Architectural Technology (Level 6)
NZ Diploma in Construction with optional strands in Construction Management or
Quantity Surveying (Level 6)
NZ Certificate in Construction Trades (Main Contract Supervision) (Level 5)
NZ Certificate in Construction Related Trades (Supervisor) with an optional strand in
Business Management (Level 5)
NZ Certificate in Concrete Technology (Level 5)
NZ Certificate in Carpentry (Level 4)
NZ Certificate in Concrete Product Manufacture with strands in Pre-casting, Pre-stressing,
Pipe and Masonry Product (Level 4)
NZ Certificate in Making and Testing Concrete (Level 4)
NZ Certificate in Stonemasonry (with strands in Monumental Masonry and Structural
Stonemasonry) (Level 4)
NZ Certificate in Trowel Trades with strands in Brick and Blocklaying, Floor and Wall Tiling,
Solid Plastering, Proprietary Cladding Systems, and Ferro-Cement Tank Manufacture
(Level 4)
NZ Certificate in Interior Proprietary Systems Installation (with strands in Proprietary
Partitions, Suspended Ceilings, and an optional strand in Access Floors) (Level 4)
NZ Certificate in Interior Linings Installation (with strands in Fixing and Finishing) (Level 4)
NZ Certificate in Fibrous Plaster Product Manufacture (with optional strand in Specialist
Model and Mould Making) (Level 4)
NZ Certificate in Frame and Truss Manufacture (Level 4)
NZ Certificate in Foundation Construction with strands in Pile Foundations and Concrete
Foundation Walls and Concrete Slab-on-ground (Level 3)
NZ Certificate in Concrete Core Skills (Level 2)
Mergers with two other ITOs will see the likelihood of the BCITO pick up responsibility for
developing the following qualifications:

NZ Certificate in Joinery with Strands in Cabinetry, Exterior Joinery, Stairs, and Laminate
Fabrication (with endorsements in Computer Numerical Control and Cabinetry Installation)
(Level 4)
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NZ Certificate in Painting and Decorating (with strands in: Spray Techniques, Wallcoverings
and Specialised Coatings) (Level 4)
NZ Certificate in Flooring Installation with strands in: Carpet Installation, Fine Sand and
Finishes, Flooring Planning and Design, Resilient Flooring Installation, Substrate
Preparation, Timber Overlay Installation, and Resin Flooring Application
NZ Certificate in Flooring (Trade Supply) (Level 4)
NZ Certificate in Flooring (Introductory) (Level 3)
The latter list does not include outcomes that resulted from other mandatory reviews in which the
other ITOs took part.
The BCITO will also be leading the research and provision to industry stakeholders of
sufficient information to develop graduate profiles, possible employment and educational
pathways, qualification specifications, and the management for consistency of outcomes.
The BCITO will need to establish an Industry Working Group to assist in the development for
each of the new qualifications. Each Working Group will meet several times during the
development phase and will be comprise representatives from the range of stakeholders.
For each qualification the BCITO intends to align all of its learning and assessment material
to ensure that its programmes provide learners with:
 reflect the learning outcomes of the new qualifications
 up-to-date and forward looking material
 material that has embedded literacy and numeracy strategies that reflect the literacy
and numeracy demands of the various industry sectors
 ensure timely assessment through the removal of barriers to achievement, reflects
the holistic nature of learning that takes place through learners‟ participation in the
key industry roles, tasks and activities expected of people that are working towards
becoming commercially competent and productive members of the industry‟s
workforce
 align with the Licensed Building Practitioner scheme where necessary
The qualification and programme development for the 17+ sectors will require the BCITO to
liaise and lead with all ITPs and a range of providers. Other stakeholders that will be
involved include:
 industry peak bodies
 trade unions
 SMEs
 ITF
 NZQA
 MBIE
Associated Costs
The BCITO has set aside a budget for Qualification Development of $700,000 in 2014. This
work plan for the qualifications team is almost exclusively focused on the TROQ related work
as detailed above. The BCITO therefore seeks a contribution to these costs from the Sector
Leadership fund of $150,000.
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Appendix One
Building and Construction Econometric Report
21
22
23
24
25
26
27
28
29
30
31
Appendix Two
See Mix of Provision Templates
32