MCCM Strategy Document 2024 - 2026

MALTA CHAMBER OF CONSTRUCTION MANAGEMENT

CHAMBER STRATEGY 2024 - 2026

MALTA CHAMBER OF CONSTRUCTION MANAGEMENT

CHAMBER STRATEGY 2024 - 2026

CONTENTS

1.

Introduction

2.

Professionalism, Innovation and Quality in Construction Management

3.

Mission Statement

4.

Collaboration

5.

Education and Development

6.

Short Term Strategy

7.

Long Term Strategy

INTRODUCTION - Message from the President Looking back, we realise how time flies. Together with the founding council members, MALTA CHAMBER OF CONSTRUCTION MANAGEMENT it feels as if it was only yesterday that we were debating and preparing to launch the CHAMBER STRATEGY Chamber’s Strategy covering years 2021 to 2023. This provides us with a clear context 2024 - 2026 and dimension on the essence of time, and how upon considering our Chamber’s rather young ‘enterprise’, altogether we managed to achieve so much. We are equally eager and motivated towards further progress, improvement and continuous development going forward.

As expected, we do recognize the fact that we had a humble beginning. We are today new to an ‘environment’ that for many years has not experienced any ‘fresh blood’; an ‘environment’ which remains to a certain extent compliant to the perceived dominant players consisting of only a small number of long-established professional bodies. The fact that today we are acknowledged as another player is already a ‘milestone’ in itself. Our achievements and success in the past months fuel us with the right motivation to persevere MCCM’s original objectives. Additionally, they encourage us to do our best to support the holistic efforts that are being done to bring about a real change in our industry.

Looking back at the first publication and at the same time taking note of the goals we set back then, we must admit that in certain aspects we did not reach certain targets however, we managed to launch initiatives that were not envisaged as part of the original strategy. The magazine “Managing Construction’’ is one of these initiatives. This informative, quarterly publication which has gone from strength to strength with each edition tries to capture the very essence of the chamber’s message, the professional management of the whole project life cycle.

We can proudly say that our collaborators include reputable professionals working in the industry and indeed we can state that there are even more professionals who are willing to support us with their expertise by providing us with more qualitative material for future editions.

On a personal basis, as President of the Chamber, I would like to convey my sincere thank you to all those firms and companies that believed in our cause from day one and who supported us by participating in the advertising programme of the magazine. Without their support, this publication would have never reached the desired success. Thanks to these companies we are capable to continue evolving this publication that is now an established one targeting the construction and built environment.

As any journey, these past three years were characterised with ups and downs. Undoubtedly, the most disappointing is the matter regarding our main objectives in relation to the Legal Recognition of our profession. Although the document has been submitted to the authorities 18 months ago, including revisions done during the year 2022, until the present date the process is still ‘on hold’. Notwithstanding, we shall continue to strive so that this objective progresses towards its realisation.

Jesmond Chetcuti MCIOB AMICE

MALTA CHAMBER OF CONSTRUCTION MANAGEMENT

CHAMBER STRATEGY 2024 - 2026

GOALS

OBJECTIVES

MEASURE OF SUCCESS

PROFESSIONALISM, INNOVATION AND QUALITY IN CONSTRUCTION MANAGEMENT The core and foundations of our chamber remain unaltered, Professionalism, Innovation and Quality in Construction Management.

During the past months we proved with our publications, CPD`s, Communities of Practice, and the participation in various events, that our principles are not restricted to construction management, but extend to broader aspects of the construction industry related to the built environment.

We considered what the stakeholders and all those involved in the industry told us. Furthermore, we revised our statute almost every year so that we could address the recommendations done. Primarily, we want to make our chamber more inclusive and remove once and for all the perception that our chamber is just a chamber for construction project managers. Inclusivity is important otherwise improvements and progression will not occur. We strongly believe that to be successful, it is critical to welcome other professionals that have the development and upscaling of the built environment at heart. Our Chamber’s endorsement to the CIOB’s International Equality, Diversity and Inclusivity Charter is a proof of this.

MALTA CHAMBER OF CONSTRUCTION MANAGEMENT

CHAMBER STRATEGY 2024 - 2026

MALTA CHAMBER OF CONSTRUCTION MANAGEMENT

CHAMBER STRATEGY 2024 - 2026

PROFESSIONALISM, INNOVATION AND QUALITY IN CONSTRUCTION MANAGEMENT

GOALS We shall continue the constructive debate and convince the relevant authorities to ensure that the legal status for the Construction Project Manager is processed successfully.

We shall increase our efforts towards making our voice and messages heard more within the broader industry and not just in the construction management sector. Our objective is to continuously find ways in which our message reaches all those that really want to improve and develop their managerial skills. We need to tackle complacencies and the notion that ‘we have always done it this way’!!

MALTA CHAMBER OF CONSTRUCTION MANAGEMENT

CHAMBER STRATEGY 2024 - 2026

PROFESSIONALISM, INNOVATION AND QUALITY IN CONSTRUCTION MANAGEMENT

OBJECTIVES The membership is an area that did not render immediate results and target numbers. Therefore, it is our objective to improve our strategy to increase memberships. One of the actions that has already been implemented is the introduction of another Tier which was even expanded to student membership. Although the number of new members has been on the rise, we still perceive that despite the hard work and exposure that our chamber has been getting, the number of members does not reflect the efforts that are being done. When one considers the fact that our LinkedIn following is at par with one of the major professional bodies that has been established for over half a century, the number of members is expected to be much more.

Therefore, we shall strive to improve our communication and message with the aim to increase memberships.

MALTA CHAMBER OF CONSTRUCTION MANAGEMENT

CHAMBER STRATEGY 2024 - 2026

PROFESSIONALISM, INNOVATION AND QUALITY IN CONSTRUCTION MANAGEMENT

MEASURE OF SUCCESS The legal recognition for the Construction Project Manager remains the ultimate target to success and hence it is the priority on our agenda.

An increase in memberships and an increased exposure of our chamber’s work both locally and internationally are other top priorities.

MALTA CHAMBER OF CONSTRUCTION MANAGEMENT

CHAMBER STRATEGY 2024 - 2026

MISSION STATEMENT Our local industry is continuously evolving and therefore we must continue to update our statute to align accordingly. We shall continue our commitment to explore new ways and means on how to improve our delivery and service. The originally drafted Mission Statement is still valid.

We are very proud of our own values, and we are even more proud in becoming one of the main stakeholders in the project lifecycle.

Together with our international partner, the Chartered Institute of Building, we shall continue to strive to keep in check our members and their level of service, but at the same time we shall continue to ensure that the standards we profess are implemented and become ingrained within the local built environment.

We acknowledge that this is no easy feat especially when considering that for many years we experienced poor quality and application of low standards which were deemed “acceptable’’ at local level. The most recent unfortunate and tragic events are a definite confirmation that change is inevitable. Therefore, as the specialist and professional body that holds all activities together, our Chamber should be one of the main drivers promoting the right change in mentality and attitude, for the best interest of future generations.

MALTA CHAMBER OF CONSTRUCTION MANAGEMENT

CHAMBER STRATEGY 2024 - 2026

MISSION STATEMENT

GOALS To continue with our participation in public events and to play an active role when authorities and regulatory bodies table draft documents and white papers aiming to enhance our industry.

To set up an Internal Disciplinary Board (IDB) aimed at processing and investigating complaints which might involve any of our members.

MALTA CHAMBER OF CONSTRUCTION MANAGEMENT

CHAMBER STRATEGY 2024 - 2026

MISSION STATEMENT

OBJECTIVES The IDB should have been set up during the first strategy period, however this did not occur due to other priorities and initiatives that absorbed most of the chamber’s resources. We shall therefore target that this board is set up and implemented by not later than the end of this three-year strategy programme.

MALTA CHAMBER OF CONSTRUCTION MANAGEMENT

CHAMBER STRATEGY 2024 - 2026

MISSION STATEMENT

MEASURE OF SUCCESS MCCM shall continue its active participation in the work of the new government consultative body that will be replacing the BICC. Furthermore, it will increase its participation in the CIOB EDI Charter, ensuring to be present in all public events that are earmarked for the stakeholders operating within the built environment.

MALTA CHAMBER OF CONSTRUCTION MANAGEMENT

CHAMBER STRATEGY 2024 - 2026

COLLABORATION Collaboration is the key for the successful implementation of any project, being a construction project or any other project.

At MCCM we firmly believe that for our ‘dream’ to become a reality, collaboration between as many stakeholders as possible is essential.

We can proudly say that during the past three years, through our continued work and initiatives, we managed to ‘shake’ the managerial movement which for many years was left without any sort of guidance. More importantly, we encouraged other bodies to raise the bar and be more active within the local context. We also, encouraged other professionals who to date are considered as small players within the lifecycle context, to organise themselves and start promoting their role and importance.

We wish to have an improved relationship with the other traditional professional bodies, and we always acknowledged that this was not going to be easy. Through our hard work, during the past three years we proved that MCCM can be a strong contributor to the change process. Going forward we shall therefore change our strategy from one that has been driven predominately by listening and discussing to one that should be based on more ‘aggressive’ collaboration, hence, taking the lead in specific areas.

We are sure that in the coming months an increasing number of bodies and individuals will be joining us and play their part for the best of the industry.

MALTA CHAMBER OF CONSTRUCTION MANAGEMENT

CHAMBER STRATEGY 2024 - 2026

COLLABORATION

GOALS The goals identified three years ago are still valid- we need to be there to help other professionals form their representative bodies.

Moreover, following events that we held jointly with our international partners and even with the main chamber that represents businesses locally, we would like to expand this level of collaboration to other bodies which are more focused on the technical aspect. We are confident that such jointly held events will adhere to the Quintano Report recommendations.

MALTA CHAMBER OF CONSTRUCTION MANAGEMENT

CHAMBER STRATEGY 2024 - 2026

COLLABORATION

OBJECTIVES The setting up of a round table with the participation of all the professionals that somehow are involved in the planning and execution of a construction project. This round table could be facilitated and driven by the new consultative council that will be replacing the BICC.

MALTA CHAMBER OF CONSTRUCTION MANAGEMENT

CHAMBER STRATEGY 2024 - 2026

COLLABORATION

MEASURE OF SUCCESS The above goals and objectives can only be measured by ensuring that an increasing number of professions operating in the industry are somehow legally recognized. Legal recognition is to be followed by a clear plan on how these legally recognised professions (new and old) are to be integrated within the legal and contractual structure of the local built environment.

MALTA CHAMBER OF CONSTRUCTION MANAGEMENT

CHAMBER STRATEGY 2024 - 2026

EDUCATION AND DEVELOPMENT A major problem that the industry is facing is the limited number of opportunities relative to courses and training programmes associated with our industry. In an era where digitalization is a game changer, we are still facing issues such as persons insisting on the fact that “we always did it this way.’’ Nowadays one can easily establish through a tablet the number of screws and bolts required to construct a whole steel structure. Yet we are still finding sites in which the working conditions are worst then in a Third World Country.

The quality of work is so poor, giving clear evidence that whoever is constructing our houses is lacking adequate resources including but not limited to updated technology, tools, equipment, trained and skilled human resources. We are very disappointed to remark that within these sites one finds the so called ‘site and construction managers.’

We are lucky to be operating in an industry that is evolving day by day. Gone are those days when one could build a property solely through the services of an architect and stone mason. If elevated standards and upscaling of the development processes are to be achieved, the ‘project team’ nowadays must take into consideration a composite number of persons including continuously trained professionals that are kept abreast with the latest technologies, practices and most of all standards and legislation. Thus, the process is more unique and complex.

MALTA CHAMBER OF CONSTRUCTION MANAGEMENT

CHAMBER STRATEGY 2024 - 2026

EDUCATION AND DEVELOPMENT

GOALS During the first three years we managed to establish a strong foundation on which our chamber and its members should have the right opportunities not only to build their knowledge and expertise, but more importantly, to make the most of the experience gained by our members and share it with the younger generation through collaboration agreements with the local educational institutions.

MALTA CHAMBER OF CONSTRUCTION MANAGEMENT

CHAMBER STRATEGY 2024 - 2026

EDUCATION AND DEVELOPMENT

OBJECTIVES We acknowledge the fact that until the CPM obtains the Legal Recognition through a warrant, it is not going to be easy to attract the younger generation. It is a known fact that the construction industry is not an easy field. If one has never been involved in this industry directly or indirectly, it is very unlikely to be attracted to pursue a specifically related career. To overcome this hurdle, we must make sure to be present in as many career events as possible (like the I Choose) as well as in other events (like the MARE Summit) that have the potential to attract new blood towards the industry.

MALTA CHAMBER OF CONSTRUCTION MANAGEMENT

CHAMBER STRATEGY 2024 - 2026

EDUCATION AND DEVELOPMENT

MEASURE OF SUCCESS Success here can only be measured by an increase in the number of courses offered by the local institutions and by a heightened participation in these courses, not only from newcomers, but also from experienced individuals who would like to improve their level of expertise.

MALTA CHAMBER OF CONSTRUCTION MANAGEMENT

CHAMBER STRATEGY 2024 - 2026

SHORT TERM STRATEGY The short-term targets proposed in the previous edition were a big gamble. When we were drafting the first edition, we had to be careful not be ambitious with our targets, after all not all circumstances surrounding our targets depended on us, no matter how hard our chamber worked.

One of these targets was the legal recognition of the CPM. We believe that we did our best to present a document that considers the present scenario within the local construction industry but most of all we tried to make sure that the status of all those obtaining this recognition is equivalent to their achievements, both academically and in terms of experience.

Despite being unplanned, three years ago, we managed to secure an Indemnity Insurance, tailor made for the Construction Project Manager in collaboration with one of the main local brokers and their international partner. This is also a recognition at an international level of the professional status of the CPM. Now, it is up to us the members of MCCM to make sure that this Insurance is utilised and acquired by our members. We cannot afford to lose it as it will be very hard that other insurances will invest in the local market with a similar policy.

MALTA CHAMBER OF CONSTRUCTION MANAGEMENT

CHAMBER STRATEGY 2024 - 2026

FOR THE MEMBERS The Legal Recognition More Courses at various levels (from Level 4 up to Level 7) Continuous collaboration with public entities like the BCA and the OHSA to constantly upscale the quality and standards of the industry.

Renewal of collaboration agreements and initiation of new agreements with industry stakeholders, both local and abroad.

MALTA CHAMBER OF CONSTRUCTION MANAGEMENT

CHAMBER STRATEGY 2024 - 2026

FOR THE GENERAL PUBLIC To be “a user friendly’’ chamber which the public considers as a catalyst for the change that the industry in our country is striving for. We must provide solutions to ‘’old’’ problems that have been there for decades and bring about a real change, a valuable change that we owe it to future generations.

MALTA CHAMBER OF CONSTRUCTION MANAGEMENT

CHAMBER STRATEGY 2024 - 2026

LONG TERM STRATEGY The targets for the short-term plan were a gamble, let alone the long-term targets.

In the first edition of the chamber strategy document, the focus was mainly on the establishment of the chamber as a body, the legal recognition, the dual membership with an international body, the speeding up of the introduction of BIM technology and the recognition of the manager as a permanent fixture in anything related to the industry, through MCCM. There was no mention neither of a periodic publication nor of a permanent office and no reference to the organisation of main events that attract all those interested in being part of this “revolution’.

MALTA CHAMBER OF CONSTRUCTION MANAGEMENT

CHAMBER STRATEGY 2024 - 2026

The Publication of a Magazine which continues to be the main voice of the Chamber.

The Publication of Guidance Notes for the local Construction Project Manager

The continuation of events that bring closer to the industry all those that to date feel to be in a minority.

Having a vital role and a post in the new Consultative Council (ex BICC) so as to encourage the authorities and even the private sector to involve us more in decisions that eventually will affect all those involved in the lifecycle of a project.

MALTA CHAMBER OF CONSTRUCTION MANAGEMENT

CHAMBER STRATEGY 2024 - 2026

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info@mccm.org.mt