IUPAT DC21 APPRENTICESHIP TRAINING & JOURNEYPERSON EDUCATION FUND STRATEGIC PLAN

Transcription

1 IUPAT DC21 APPRENTICESHIP TRAINING & JOURNEYPERSON EDUCATION FUND STRATEGIC PLAN Revised July 20080

2 M ISSION S TATEMENT The District Council 21 Joint Apprenticeship and Training Fund of Eastern Pennsylvania provides necessary skills to individuals for career advancement to journeyperson status and continued education in the International Union of Painters and Allied Trades construction industries. This commitment to apprentice and journeyperson education and training is essential to the success of our various skill trade unions and our contractor associations. The JATF exists to serve a number of purposes: To supply all contractors with highly skilled workers including apprentices, journeypersons, supervisors, project managers, etc. To facilitate a unique learning environment with varying instructional objectives and technologies. To provide activities and resources that fosters a positive, comprehensive training environment. To provide career advancement through a combination of classroom instruction as well as shop and field experiences. To provide continuing education and training in the form of Journeyperson Upgrade classes. Apprentice development and progression is achieved by partaking in classes such as Health and Safety, Blueprint Reading, Mathematics, and Leadership and Foreperson Training. With two state of the art training centers, we specialize in complete training for trades such as Painters, Glaziers, Glassworkers, Architectural Metal Workers, Drywall Finishers, and Wall Coverers. Men and women are afforded comprehensive curriculum and unequaled training. It is impressed upon our members the realization that acquiring vital trade specific skills is necessary in securing and maintaining fair wages, health and pension benefits, and favorable working conditions. The District Council 21 Memorial Training Center s vision is unparalleled. Our comprehensive training programs are a collaborative effort designed to supply our union contractors and associations the most uniquely qualified workforce, now and into the future. DC21 Strategic Plan ~ December 2007 ~ Page 2

3 O VERVIEW The existence of this strategic plan and its successful implementation signals the desire to lead the DC21 fund to a more formal planning strategy. Developing a strategic direction is not a one-time event, but an ongoing commitment and process. The strategic direction represents a compass that will be used to guide future strategic decision-making and ongoing operational work. Organizational strategic focus or intent is very important. One of the challenges that we face is the fact that there is more to be done for members and key stakeholders than we have resources to accomplish. The temptation to do every thing can often lead a not-for-profit organization to try to be all things to all people. Planning strategically is the counter to the all-things syndrome. It is about identifying a limited number of key strategic activities that must be undertaken to move successfully into the future. A strategic plan that covers the 3 to 5 year planning horizon can only stay current and relevant if the governing body insures that the plan is updated on an annual basis. A strategic plan is not laser-beamed onto a marble tablet that can never be changed. It is the leadership team s working document. Therefore, the governing body has both the right and the responsibility to: 1) change the 3 to 5 year strategic plan when it needs to be changed based on sound reasoning and assessment, and 2) update the plan on an annual basis. T HREE TO F IVE-YEAR P LAN The following is the three-to-five year strategic plan, which consists of goal statements, and strategies and milestones for each goal. We envision a future with the following characteristics: More apprentices. More consistency in training. Significantly improved its communication with the educational system and the understanding of the finishing trades industry as a viable career field. Increased worker productivity. More qualified instructors. Increased its communication with all key stakeholder groups. Have instituted a process to better track the consistent delivery of high quality training. The ability to identify future required workforce skills and expertise. Significantly increased Journeyperson training hours. Institutional accreditation. DC21 Strategic Plan ~ December 2007 ~ Page 3

4 G OALS Goal A. Goal B. Goal C. Goal D. The DC21 Fund will become a candidate for accreditation and complete the accreditation process through the Council on Occupational Education. The DC21 Fund will develop new sources of revenue through grants and other educational resources. The DC21 Fund will be a leader in helping to improve the recognition of the finishing trades industry as a viable and important career field. The DC21 Fund will have an infrastructure that supports and communicates our strategic goals. DC21 Strategic Plan ~ December 2007 ~ Page 4

5 G OALS & STRATEGIES Strategies indicate how we will organize, focus, and expend our resources to maximize effectiveness and efficiency in achieving these goals. The strategies will be reviewed and updated on an annual basis. The strategies were rated in importance of when they should be undertaken. The three rating include: High: Work on this strategy should be undertaken in the next calendar year. Medium: Work on this strategy should be undertaken within 1-3 years. Low: Work on this strategy should be undertaken within 3-5 years. Milestones are used to determine the overall progress toward a goal. Goal A: The DC21 Fund will become a candidate for accreditation and complete the accreditation process through the Council on Occupational Education. Strategies: A1. (High) Complete the application for candidacy. A2. (High) Participate in the candidacy site visit and institute all recommendations from the team. A3. (High) Institute and complete the self study process with trustees, staff and students. A4. (High) Participate in the accreditation site visit and institute all recommendations from the team. A5. (Medium) Look into the potential for offering an associate s degree to all apprentices. Milestones: An increase in: Trustee participation. Staff participation. The quality of programs. Recognition by our peers through the third party accreditation. The existence of: Attainment of COE candidacy status. Attainment of COE full accreditation status. DC21 Strategic Plan ~ December 2007 ~ Page 5

6 Goal B: The DC21 Fund will develop new sources of revenue through grants and other educational resources. Strategies B1. (High) Assess the current availability of grant opportunities that the state makes available to educational institutions. B2. (Medium) Assess the availability of state FTE revenues. B3. (Medium) Secure Title IV funding for apprentices. B4. (Low) Look into federal grant resources for educational institutions. Milestones: An increase in: Revenues outside of employer/employee contributions. Apprentices as a result of their ability to secure student loans and grants to assist with the cost of attendance for the program. Viability of our organization for securing and managing grants. The existence of: Process to gather and disseminate successful grant strategies in the educational arena at the federal and state level. Title IV approval for student grants and loans. Grant writing capability within the Fund. DC21 Strategic Plan ~ December 2007 ~ Page 6

7 Goal C: The DC21 Fund will be a leader in helping to improve the recognition of the finishing trades industry as a viable and important career field. Strategies C1. (High) Show future trades people that our finishing workers earn good wages and benefits. C2. (Medium) Attend proper career days and job fairs to promote our trades. C3. (Medium) Continue partnerships with high school vocational programs. C4. (Low) High Light work of the union finishing trades people through increased community involvement. Milestones: An increase in: Apprentices. Ongoing qualified workforce that meets the industry s evolving needs. Contacts from the educational systems for information. The image of the industry as a viable career and successful field. Effective communication to all organizations and activities, which could provide apprentices (e.g. career days, job fairs). The existence of: A process to show off the work of the union finishing trades people. Goal D: The DC21 will have an infrastructure that supports and communicates our strategic goals. Strategies D1. (High) Ensure that the BOT and craft committees have greater interaction. D2. (High) Provide ongoing communication with all finishing industry stakeholders D3. (Medium) Partner with other entities to promote and market the apprenticeship programs. Milestones: An increase in FTI s: Training effectiveness and efficiency. Accountability. The existence of: A realigned governance structure. New and stronger partnerships. P LAN E VALUATION DC21 Strategic Plan ~ December 2007 ~ Page 7

8 The District Council 21 faculty will meet annually to review this strategic plan. The faculty will compile an honest overview of the achievements and failures of the plan. A report of these achievements and failures shall be prepared by the Director of Training and presented to the Board of Trustees at the first Trustee Meeting of each new calendar year. The Board of Trustees shall make all final decisions on changes, additions, and improvements to this plan. DC21 Strategic Plan ~ December 2007 ~ Page 8