Chief Executive Report

In September, I met members across the country at the New Zealand Certified Builders (NZCB) On-The-JobLearning (OTJL), LBP workshops. A few funny moments followed my introductory comments at these events, particularly in the South Island, where I mentioned my Twizel childhood. In the Christchurch audience was someone of a similar age who, at the time lived diagonally across the road from my childhood home. Although he couldn’t remember me, or my father’s car (a rather distinctive Daytona Bronze HT Monaro), he did remember my younger sister!

I also enjoyed meeting and getting to know many of you at the NZCB Conference and Expo last month, in Hamilton.

The low turnout for OTJL led to the NZCB National Support Office (NSO) Marketing Team producing and sending a survey to members, designed to provide the NSO with an understanding of why the content and format didn’t draw the numbers expected. Feedback is being analysed and will help us as we look to develop educational material that will be more attractive and valuable.

At one of the OTJL workshops, I was asked what NZCB would be doing for its members given the forecasted construction slowdown and, by extension, whether the Association would be reducing its fees to members and in tandem, trimming its costs. With regards to the forecast tougher economic environment, my response was twofold:

• We will be looking to further differentiate a NZCB builder (trade qualified and supported by a key trade association) from those who are not, in the eyes of homeowners. Over the past five years or so, high demand for builders has meant that homeowners have not had the option to be discerning about the builder they engage. In harder economic times, clients will have greater choice, and we can expect homeowners to undertake greater due diligence on builders: something that will play to NZCB members’ advantage. NZCB media commentary across September introduced this theme. • NZCB will be looking to provide non-technical educational content to its members (and to those who support the member in their business) designed to provide members with the tools they need to be more productive and profitable, with that content tailored to the current environment.

Regarding whether NZCB will be cutting subscription fees and trimming our costs in response, my answer, in short, was no. During an economic downturn, good Associations become more relevant and important through greater provision of service and by providing a recognisable quality mark to set the member apart. The strategy that NZCB will be adopting, is to expand on its service offering and to create a closer interface between members and the NSO:

• Provision of an expanded education offering requires resourcing to identify gaps and to deliver appropriate content that will benefit members. Neither a reduced income, or a trimming of resources will allow for this strategy to be delivered. • The transition of the regional Business Development Manager positions to being more wide-ranging Territory Management roles, reflects a change in emphasis away from sales driven roles, to ones that are more relational based. South Island and

Lower & Central North Island Territory Managers started with

NZCB in late October. Members will see the three Territory

Managers engaging with them in the field, supporting our

Regional Committees, and elevating the Association’s visibility across the regions. The more members I meet, the clearer it is for me that NZCB members are proud of their profession and craft, and passionate about the NZCB and the status that their membership of the Association conveys. Expect more work from us on how we can amplify the latter.

The strategy that NZCB will be adopting, is to expand on its service offering and to create a closer interface between members and the NSO.

During an economic downturn, good Associations become more relevant and important through greater provision of service and by providing a recognisable quality mark to set the member apart.

Malcolm Fleming NZCB Chief Executive