4 Skills & Capabilities

Key Takeaways

  1. Training at all levels required.
  2. New qualification degree or apprenticeship.
  3. We should be managing infrastructure knowledge/resources the same way we manage physical assets.
  4. Training people, always. Making the profession attractive. Recognised career pathways. Remuneration. Variety of work is an attraction. Having a profession that makes people feel valued.
  5. Need to be pushing the status quo, looking for innovative ways of doing things better.
  6. There is clearly a skills and capability shortage in asset management. Huge opportunities for younger people development with skills shortage. The degree apprenticeship has created a pathway to enable growth.
  7. Skills shortage.
  8. Other professional bodies to help.
  9. A complex issue without a single solution.


  1. Industry encouragement for blend of education and training, employer commitment to give back, sustainable HR plan, capacity building and skills transfer part of tender evaluation criteria.
  2. Market this to councils across the country.
  3. Advocacy training needs.
  4. Not all asset managers need to be engineers, especially if we are desperate for people. How do we embrace other passionate people from outside the typical pathways?
  5. What about getting property and facilities managers into asset management for instance. It is such a large industry and they already have most of the skills needed. Perhaps we use property AM, to attract people, it's just so much sexier.
  6. Ensure innovative approaches are championed and shared.
  7. Take the AM concepts into the schooling content.
  8. NAMS to bring together, horizontal, vertical, local, central government approaches and frameworks for IAM.
  9. Collaborate with other professional bodies suffering from the same issues.
  10. Act rather than react. Need to start.

Risks / Challenges

  • Everyone is retiring, doing it is expensive (but not doing it will be catastrophic). Will require cross organisational collaboration.
  • New model for graduate or cadets resistance.
  • How do we identify them? Who is going to teach the young people with so many old heads retiring? Perhaps a mentoring scheme. Pay people more. The problem is of a scale that it requires placing the public good of the profession above the private good of the company. So it's the role of the peak body to encourage members to fund these initiatives. They are aware of the problem and may be willing to pay more to support more training.
  • Costs and effort.
  • Engineering apprenticeship does not take off.
  • Coordination. Communicating the need and telling a compelling story.
  • Buy in from the organisations.
  • Heading down the wrong direction.

Skill or Training Gap

  • Take holistic approach.
  • There is a massive gap in the digital space. A lot of knowledge is retiring. Perhaps we can make them teachers, to teach the teachers. Bad teachers can also scare young people away.
  • Industry awareness of benefits of training.


  • Across the whole stack, not just engineers, not just formal
  • New pathway to asset management
  • Gone away from creativity of inquisitiveness to science of delivery
  • New training to start in 2019

2018 Forum Outcomes

6 key themes were workshopped - click the links
below to view the outcomes from each one

1. Changing Requirements
2. Technological Change
3. Changing Business and Funding Rules
4. Skills and Capabilities
5. A Changing Environment
6. Future Cities