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SKILLS STRATEGY IMPLEMENTATION PLAN 30 November 2012. Construction Skills Summit - Wellington Lyn McCurdy & Peter Askey Third Bearing Ltd. The t eam…. Founded 2001 Expertise in… Engineering Science Business & Education Sector experience since 2002. What are we engaged to do?.

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Construction skills summit wellington lyn mccurdy peter askey third bearing ltd

SKILLS STRATEGY IMPLEMENTATION PLAN30 November 2012

Construction Skills Summit - Wellington

Lyn McCurdy & Peter Askey Third Bearing Ltd


The t eam
The team…

  • Founded 2001

  • Expertise in…

    • Engineering

    • Science

    • Business & Education

  • Sector experience since 2002


What are we engaged to do
What are we engaged to do?

To provide services to…

the Productivity Partnership

that will result in a plan for the implementation of

the Skills Strategy


What have w e b een d oing
What have we been doing?

Implementation Plan Focus


How did w e d o i t
How did we do it?

Analysis of Skills Strategy

Developed 7 key themes

1. Supervision & Management

2. Immigration

3. Government Enablement

4. Technology

5. Integrated Teams

6. Health and Safety

7. Careers vs Jobs

Desk top research

Interviews


What h ave we f ound out s o f ar
What have we found out so far?

Overwhelming co-operation by sector respondents

Sector well informed by the Productivity Partnership

Sector pleased to see action and be involved

Projects already happening

Projects planned

Clear direction for Productivity Partnership to develop sector wide strategic projects


Productivity partnership leadership
Productivity Partnership Leadership

Pre March 2012

Post February 2013

March 2012 to Jan 2013


What happens n ext
What happens next?

PP Projects



What are t he b ig t houghts
What are the big thoughts?

  • Broaden definition of skills

  • Call for Strategic Leadership

  • Sharing of Sector “Intellectual Capital” knowledge

  • Opportunities for use of technology

  • Engagement of SME firms

  • Careers versus jobs

  • Is a similar approach to sector needs relevant?

  • Christchurch versus Auckland

  • Engaging with government enablers

  • Internal migration versus immigration

  • The opportunities from health and safety

  • Destructive commercial behaviours


Conclusion
Conclusion…

The feedback is that we are on the right track

To ensure success strategic productivity projects will need to be driven by a central hub

The central hub in the current sector structure is the Productivity Partnership

Ownership of sector wide strategic projects should rest with the Productivity Partnership

Sector is willing to engage

Sector expects accountability around the delivery of these projects