Get to know 2022 Board Nominee Brett Skyring

Brett Skyring is the Director at Panther Consultant Planners Pty Ltd

Visit Brett Skyring's LinkedIn Page

Strategy and Governance Experience

"I was a former board member Planning Institute of Australia during period of transfer from state-based entities to national entity incorporated under the Corporations Act. Member of the Executive Council – direct oversight of the operations of the organisation, authorising major expenditures, oversight of HR issues and PIA tertiary institution reviews.
Former board member Speech and Language Development Australia including oversight of the Glenleighden School in Brisbane.
Graduate AICD
I was a member of the Institute of Sustainable Development Industry Advisory Group at Bond University for five years until the beginning of 2016
Four years with Department of Communities providing governance and strategic advices to funded agencies in housing, youth justice, and child protection, community development and state interest responses to environmental and social impact assessments.

Career history demonstrating experience and insight that you will bring to the leadership of APHA

"Owner / director of Panther Consultant Planners Pty Ltd since 2006 providing planning and development advices to multiple clients in private sector including masterplanned communities, renewable energy projects and EPBC referrals.
Currently member of Rockhampton Ring Road Planning and Delivery Project Leadership Team ($1.7Bn) with direct responsibility for sustainability (ISC) and environmental/ permitting requirements of the project,
Three years member of the Dept of Transport and Main Roads Fitzroy District leadership team including District Board responsibilities with oversight of $350-$400M per annum development, plus district oversight of all business cases and related planning activities for projects with an additional minimum of $200-$350M per annum forward planning.  These include addressing economic, social, environmental and engineering assessments for new projects.
Membership of the Queensland Branch Planning Institute of Australia committee, including education and professional development committees.

Please provide an example to demonstrate your strength as an influential leader that is able to drive change and outcomes? 
"Over the past 30 years in private sector and government roles, I have developed and refined my capabilities in infrastructure and development planning, program management, strategic leadership and change management planning and implementation and operationalising delivery outcomes in complex workplace contexts including infrastructure, health, human services, and renewable energy sectors, and engagements with First Nations and multi-cultural communities.  
My success has been achieved through the following activities and my learnings will be applied to this role:
Building firm and trusting relationships and developing a rapport with key stakeholders to ensure that any issues or requirements are dealt with in an efficient and professional manner and according to agreed performance measures
The active use of on-line survey techniques, and drive ownership of change and innovations in service delivery.
Policy and procedure development, and extensive research
Making recommendations for future actions to senior leaders based on these primary and secondary engagement strategies
As a member of leadership teams, I have delivered major programs of change across in structure and culture, operational arrangements and future workforce planning.  This has driven the rethinking of service delivery models within tight fiscal restraints and a managed FTE cap, both within the organisation and frequently within the industry/ sector.  Workforce planning is a key task in my work with TMR and has been a key feature of many of the roles held within Queensland and Victorian Governments (implicitly and explicitly). 
As Manager (PPCM) with TMR my customer centric approach provides many opportunities for me to lead change, develop stronger customer service ethics and delivery frameworks within the team, breaking down historic unit silos, build new strategies with the team leaders to achieve quality outputs, deliver strong customer service outcomes and divergent thinking on how TMR infrastructure could be delivered in a resource constrained environment. 
In my current role on the Rockhampton Ring Road Project leadership team, we are currently in the development agreement phase to develop and sign the Collaborative Project Agreement (CPA) with the preferred contractors to deliver the project. Since September 2021, as a group, we have grown to become a cohesive leadership team focussed on delivering the single largest state infrastructure project in Central Queensland (over $1B). Structured and unstructured change management processed have been implemented to develop the team and culture. My specific responsibilities include permits delivery (including EPBC), leading the Design rating program for sustainability management (ISC), contract manager for the southern package, delivery program oversight and Main Roads Technical Specification finalisation. 
CPA considerations include local business engagement, housing market impacts, training and recruitment content, workforce planning and constraints and resource escalation rates, each of which are important considerations when developing the frameworks the Infrastructure Strategy and Innovation Division are responsible for. Future state economic outcomes are the ultimate outcome sort by the state government through the work of this and related teams across government.
My roles with Queensland and Victorian government agencies (prior to joining TMR) have mostly focussed on change management projects with (1) my role at Rockhampton Community Health the focus of my Master's thesis, (2) my roles with Queensland ATSI Policy and Multicultural Affairs department strongly focussed on housing and development oversight for these vulnerable communities throughout Queensland.

Why does this opportunity attract you?  "Passive house design, along with sustainable housing and development more broadly have been areas of interest for me for over 20 years, as shown through my Masters of Environmental and Community Health (including projects and policy developments on indoor air pollution, and change) and currently investigation on blue-carbon credit opportunities for major infrastructure.   Passive house design and sustainable housing (development and housing models) are a necessary part of the jigsaw of reducing the environmental impacts of housing, housing affordability and new models of housing across communities throughout Australia.  
APHA can play and influential role in these discussions at the state/ territory and national levels and my planning, development, policy and legislation, economic development and change management (big picture and focused opportunities) will provide a different, independent perspective to the discussion at the board.


Please list any prior association committee or board experience or anything else you would like to add. 

"As a team leader, change and program manager I very much operate on the model of identifying skills and capabilities of staff and project partners, new opportunities to learn and create mentor/ mentee opportunities and continuously improve processes to reduce workloads, improve efficiencies and reduce costs. Showcasing outstanding relationship-building skills while optimising communication with clients and key stakeholders, I am a skilled communicator with an ability to work under pressure in fast-paced work environments. 
Adaptability and confidence in my own skills, in sharing with others and developing the skill base of others up, down and across the organizational structure have been the hallmarks of my career.  I enjoy the challenge that comes with leading and managing teams in organisations striving to achieve operational excellence and performance."


Which role are you applying for? 

General Board Member

The building industry accounts for almost 40% of all global carbon emissions worldwide. The buildings we design today will still be operational by 2050. Reaching net zero will require huge changes to our houses, offices, and schools and the way we live in them.