ONTARIO COLLEGE OF

TRADES

2017Business Plan

Protect the Public InterestLead Change

Promote Pride of ProfessionDeliver Organizational Excellence

Table of ContentsINTRODUCTION 1

ABOUT US 1

STRATEGIC FRAMEWORK 2 Our Mission 2 Our Vision 2 Our Values 2

STRATEGIC PLAN 2015 – 2020 2 Background 2 Strategic Goals and Objectives 2

MEMBERSHIP BASE 3 Total Membership 3 Active Paying Members 3 Top Ten Membership Trades 4 Journeypersons & Apprentices Age Distribution 4 Apprentice Applicants 5

2017 BUSINESS PLAN 6 Operating Plans, Initiatives & Key Performance Indicators 6 GOAL 1: PROTECT THE PUBLIC INTEREST 6 GOAL 2: LEAD CHANGE 7 GOAL 3: PROMOTE PRIDE OF PROFESSION 8 GOAL 4: DELIVER ORGANIZATIONAL EXCELLENCE 9

FINANCIAL PROJECTIONS 12 Projected Historical Trend 12

GOVERNANCE STRUCTURE 12

1

INTRODUCTIONSince opening our doors to members in 2013, the Ontario College of Trades (College) has been focused on its core mandate to protect the public interest, modernize the apprenticeship system and promote the skilled trades as viable careers for Ontarians of all ages. Now with its new mission statement — Protecting the public interest through world-class training, self-regulation and promotion of a diverse and professional skilled trades’ workforce that contributes to the prosperity of Ontario — the College enters 2017 ready to continue to build on its record.

Our ambitions agenda for 2017 will see the College focus on four key strategic priorities:

1. Stabilize College Membership & Increase Membership Opportunities;2. Define and Deliver Service Excellence;3. Work with Research Advisory Committee to inform Decision Making; and4. Investigate Increased Role for College in the Apprenticeship System.

The following pages capture these and many more initiatives, including how the College will measure its success upon completion of these initiatives.

In 2017, the College will continue to protect the public interest by advancing consumer protection, increasing public awareness by educating and informing stakeholders on the value of membership, and ensuring regulatory compliance/deliver fair compliance and enforcement process by ensuring that procedures supporting the complaints, discipline and registration appeals functions are fair, effective and efficient.

Under its long-term financial model, the College is demonstrating financial self-sufficiency. Membership and service fees are forecasted to continue to cover the College’s operating and capital costs. Continued fiscal management will be required going forward as financial projections show revenues and expenses to align by the year 2019.

The 2017 Business Plan was developed to articulate the short-term business directions and guide the work of the College to greater development and growth.

ABOUT USThe Ontario College of Trades (College) is an industry-driven, professional regulatory body that protects the public by regulating and promoting the skilled trades. The College, created under the Ontario College of Trades and Apprenticeship Act, 2009, ensures individuals performing the work of compulsory trades have the training and certification required to legally practice in Ontario. With more than 235,000 members across four sectors (construction, industrial, motive power and service) and in 156 skilled trades, the College gives tradespeople in Ontario a voice, allowing them to shape the decisions that impact their trade.

2

STRATEGIC FRAMEWORKOur MissionProtecting the public interest through world-class training, self-regulation and promotion of a diverse and professional skilled trades’ workforce that contributes to the prosperity of Ontario.

Our VisionAn Ontario where our highly trained and proud skilled trades workforce is the envy of the world for its commitment to excellence and safety.

Our ValuesThe Ontario College of Trades is committed to accountability, transparency, diversity, integrity and professionalism, while fulfilling its mandate.

STRATEGIC PLAN 2015 – 2020BackgroundIn August 2014, the College’s Board of Governors adopted a strategic plan for 2015-2020. The Strategic Plan set out four strategic goals:

1. Protect the public interest; 2. Lead change; 3. Promote pride of profession; and4. Deliver organizational excellence.

Each strategic goal has four supporting strategic objectives to be achieved over the course of the six-year plan as set out in the chart below.

Strategic Goals and Objectives

Protect the Public Interest• Advance consumer protection• Increase public awareness• Ensure regulatory compliance• Deliver fair compliance and

enforcement process

Promote Pride of Profession• Build professionalism within the trades• Create respect for skilled trade professions• Promote the trades as a viable career of

choice• Provide a voice for trade professionals

Lead Change• Engage members in self-regulation• Improve standards and regulations• Reduce barriers and create more

opportunities• Advance diversity and foster a culture

of inclusion

Deliver Organizational Excellence• Provide quality, responsive and

sustainable services• Support inclusive and transparent

governance• Ensure effective program delivery• Maintain accountability to our members

and the public

3

Membership BaseWhile the College launched with an apparent membership base of ~280,000 in April of 2013, during the following two years, a number of deemed journeypersons and apprentices chose not to transition into full-paying active members. Membership activation, renewal and cancellation activity began to normalize in 2015 and has continued throughout 2016.

Total Membership1

Active Paying Members1

53,134 Apprentices Class

178,294 Journeypersons Class

2,754 Journeyperson Candidates Class

278 Employer/Sponsor Class

145 Tradespersons Class

282,469

261,076

237,008232,192

236,000

234,605

210,000

230,000

250,000

270,000

290,000

2012 2013 2014 2015 2016

225,000 224,838

2016 Projection2015 ProjectionActual

1. As of January 9, 2017.

4

19.9%18.6%

13.1%

11.4%

7.3%

3.6%2.9%

2.1% 1.9% 1.8%

0%

5%

10%

15%

20%

ElectricianConstruction & Maintenance

Automotive Service Technician

Hairstylist

Truck & Coach Technician

Plumber

Refrigeration & Air Conditioning Systems Mechanic

Sheet Metal Worker

General Carpenter

Auto Body & Collision Damage Repairer Br. 1

Steamfitter

Top Ten Membership Trades1

Journeypersons and Apprentices Age Distribution1

Over the next decade, Ontario will continue to lose thousands of journeypersons due to retirements. The above chart illustrates this is happening at a rapid rate—greater than the growth of both the total number and age of average apprentice members.

As part of the 2017 Business Plan, the College will increase its focus on apprentices, their completion and helping to create more apprenticeship opportunities with employers and sponsors.

0

1000

2000

3000

4000

5000

6000

7000

16 18 20 22 24 26 28 30 32 34 36 38 40 42 44 46 48 50 52 54 56 58 60 62 64 66 68 70 72 74 76 78 80 82 84 86 88 90

Age

Journeyperson 2016

Journeyperson2015

Apprentice2016

1. As of January 9, 2017.

5

Apprentice Applicants Weekly Intake and Registration Completion Activity

-

100

200

300

400

500

600

700

800

900

Week Ending

Avg Received

Received

Registered

6

2017 BUSINESS PLANOperating Plans, Initiatives and Key Performance Indicators

GOAL 1: PROTECT THE PUBLIC INTEREST

Advance consumer protection.Initiatives/Activities Output/Key Performance Indicators CO

MM

UN

ICATION

S & MARKETIN

G

1) Roll out recruitment and retention strategy action plan based on strategy developed in 2016 (Strategic Priority#1: Stabilize College Membership and Increase Membership Opportunities).

• Implement recruitment and retention strategy action plan to increase membership in the Employers/Sponsors Class and the Journeypersons Class through ‘Value Add’.

• Further develop and build member benefits program.

• Increase membership in the Employers/Sponsors Class by 25%.

• Increase membership in the Journeypersons Class by 2,500 members.

• Increase Apprentices Class by approximately 500.

• Increase Apprenticeship Opportunities through new Employers/Sponsors members.

Increase public awareness.Initiatives/Activities Output/Key Performance Indicators CO

MM

UN

ICATION

S & MARKETIN

G

1) Educate and inform stakeholders on the value of membership.

• Create written and online content on topics important to the trades by featuring members.

• Monitor media on a daily basis — share College featured stories and other trades-related stories with staff, the Board and stakeholders.

• Have a presence at partners’ events to promote the value of the College

• Increase visitors to the corporate website, collegeoftrades.ca, by 15%.

• Increase views of the Public Register by 25%.

• Increase circulation of quarterly magazine by 15%.

Ensure regulatory compliance /Deliver fair compliance and enforcement process.Initiatives/Activities Output/Key Performance Indicators

CORPO

RATE GOVERN

ANCE

1) Ensure that processes and protocols supporting the complaints, discipline and registration appeals functions are fair, effective and efficient.

• Enhance procedures that reflect best practices in the administration of complaint, discipline, fitness to practice and registration matters.

• Ensure that committees and panels receive training, legal advice and other support that enables them to execute their duties in a timely and professional manner.

1) Decisions and advice of committees, panels, staff and legal counsel are documented to build a foundation of knowledge and precedents.

• Sector-specialist panels of the Complaints Committee meet once every two months to review six to eight cases on average.

2) Policies, procedures, forms and rules of procedure are monitored for their effectiveness.

• Public hearings before panels of the Discipline Committee take place efficiently and according to schedule, as required.

3) Internal file handling and communications processes are established and functioning effectively.

• Panels of the Registration Appeals Committee meet once every two months to consider appeals as required.

7

GOAL 2: LEAD CHANGE

Advance diversity and foster a culture of inclusion.Initiatives/Activities Output/Key Performance Indicators

CORPO

RATE SERVICES: HU

MAN RESO

URCES

1) Continue to refine the staff succession plan, including the following:

• Define competencies for key positions identified; and

• Identify potential internal candidates and provide targeted training and stretch assignments.

2) Enhance recruitment strategies and selection process to attract and retain exceptional talent.

3) Regularly seek employee feedback to identify ways to motivate and inspire employees to drive performance and increase job satisfaction.

4) Offer ongoing professional training and development.

5) Champion a culture of diversity, equity and inclusion and inspire excellence in people.

1) Successors identified for key positions – ⅓ of key successors identified.

2) 100% of recruitment done internally.

3) Employee turnover rate of less than 5%;

4) Increase use of technology and technological improvements, reducing the need to hire incremental staff.

5) Temporary assignments allocated to internal staff rather than external temporary agencies

• Engaged and productive staff

• Collaboration between departments/divisions

Improve standards and regulations/Engage members in self-regulation.Initiatives/Activities Output/Key Performance Indicators

LITIGATION & LEGAL SERVICES

1) Develop and amend regulations, by-laws, policies and procedures in a manner consistent with the College's legal and regulatory framework.

• Implement Code of Ethics for members of the College, which will seek to protect the public by promoting high standards of professionalism in the practice of trades. A breach of the Code could result in a finding of professional misconduct by the College’s Discipline Committee.

2) Use the professional discipline process as a tool to educate members about their obligations as professionals and members of the College and the benefits of membership.

• Code of Ethics to be used in conjunction with the Professional Misconduct Regulation.

1) The membership, stakeholders and public are educated on the importance of professionalism in the trades and ramifications if conduct does not meet a minimum threshold.

• Post any changes to by-laws and regulations on the College’s website; publish advisories in quarterly members magazine Trades Today, as required.

2) Current by-laws updated to include Code of Ethics

3) Hearings decision and reasons are published on the College’s website.

4) Publication as ordered by the Discipline Committee and Fitness to Practice Committee.

Reduce barriers and create more opportunities.Initiatives/Activities Output/Key Performance Indicators

POLICY & PRO

GRAMS

1) Establish Red Seal trade qualifier hours for Trade Equivalency Assessments (TEA).

2) Identify all provincial trades that need examinations updated to reflect current standards.

3) Analysis of all existing exemption tests (Red Seal and Provincial) including age of exam, relevance to current industry standards and item analysis to see how the questions are performed.

4) Launch Research Advisory Committee (Strategic Priority #3: Work with Research Advisory Committee to Inform Decision-Making).

1) Aligned Ontario qualifying hours with other provinces; and in association with the Trade Boards develop a plan to implement new hours

• Completed best practices review from other jurisdictions.2) 6-8 examinations updated to reflect current standards.3) Identify exams that are performing poorly

• Prioritize development based on set criteria

• Propose going forward strategy for exemption exams

4) Development of College research framework

8

GOAL 3: PROMOTE PRIDE OF PROFESSION

Promote the trades as a viable career choice/Provide a voice for trades professionals.Initiatives/Activities Output/Key Performance Indicators

COM

MU

NICATIO

NS & M

ARKETING

1) Strategically target youth and inspire them to explore the opportunities in the skilled trades.

• Advertising in print publications, radio online/digital and on television.

• Organize at least four stakeholder events across the province hosted by the College’s CEO/Registrar, Deputy Registrar, Board members and senior staff.

• Host specific roundtables with media, including ethnic and Aboriginal trades-specific media.

• Partnership with Skills Ontario.

• Respond to emails within three business days; letters and other stakeholder inquiries responded to within two business days.

• Increased government and stakeholder understanding on the value of the skilled trades and the role played by certified skilled trades professionals.

• Increased media coverage in print, digital and television.

Build professionalism within the trades/Create respect for skilled trade professions.Initiatives/Activities Output/Key Performance Indicators

COM

PLIANCE & EN

FORCEM

ENT

1) Develop client-centred partnerships and relationships aimed at increasing the pride of being a tradesperson.

• Investigate allegations of professional misconduct, incompetence and incapacity.

• Train and prepare officers to produce high quality investigations.

• Work with law enforcement partners to gain assistance and expertise in certain specialized fields.

2) Publicize our achievements, including those in the courts, which will create trust among the public and trades as we demonstrate our willingness to identify and help bring violators to justice.

3) Using risk-based principles, develop a mechanism and program for recognizing compliant employers/contractors; program will encourage College membership and will include audits and response to reported incidents.

1) Demonstrated collaboration with law enforcement partners. Policies and procedures reflect partner collaboration; partnerships developed with other regulatory bodies to further College’s mandate, by the third quarter.

2) The absence of violation, people feel safer, reduced victimization and fair competition amongst the trades. Will work with legal department to develop the required policies and procedures.

• Completion of 15,000 field visits (divided between sectors) and completion of four to six blitzes by the end of 2017.

3) Pilot sector specific Compliant Employer Initiative.

Initiatives/Activities Output/Key Performance Indicators

LITIGATION & LEGAL SERVICES

1) Communicate results of prosecutions to educate the membership and demonstrate to all stakeholders that the College is fulfilling its mandate to protect the public while fostering accountability and professionalism within the trades.

• Track and draft summaries of every prosecution before the court and the College's Discipline Committee; provide summaries to the communications department for publication on the College website.

• Work with the communications and marketing department to educate members and the public on the professional misconduct complaints, investigation and prosecution process.

1) Publicize prosecutions on the College website, in Trades Today magazine and via other media outlets.

• Every prosecution outcome to be posted on the College’s website; two to three articles in Trades Today; one media outlet appearance.

9

Provide a voice for trade professionals / Create respect for skilled trade professions.Initiatives/Activities Output/Key Performance Indicators

POLICY & PRO

GRAMS

1) Complete Programs Evaluation Process (PEP) of all trades and establish a new program approval framework and new program development criteria in 2017.

2) Assume greater responsibility in Apprenticeship System (Strategic Priority #4 - Investigate Increased Role for College in the Apprenticeship System).

• Examine the respective functions of the Ministry of Advanced Education and Skills Development (MAESD) and the College.

3) Revise ratio review criteria and process.

1) Established framework for trade’s approval, with an operational plan for ongoing PEP.

• Successful completion of the evaluation of the first 25 trades identified for the first phase.

• Approval to proceed with the 2nd phase of PEP.

2) Create a functional mapping of the apprenticeship system.

• Completion of the new Memorandum of Understanding with College and respective Ministries by Q3.

• Proposal for Apprenticeship Functional Classification ready by Q3.

3) Revised ratio review criteria and process; completed research framework.4) Investigate and understand plan to increase role in apprenticeship system.

GOAL 4: DELIVER ORGANIZATIONAL EXCELLENCE

Provide quality, responsive and sustainable services.Initiatives/Activities Output/Key Performance Indicators

COM

PLIANCE & EN

FORCEM

ENT

1) Continue developing a complete Compliance and Enforcement Division Activity Management System (Resolver).

• Development of a Records and Activity Management System for incoming calls, records of inspections and their results.

• Gathering of ongoing statistics for work load analysis and tasks assignment.

• Produce monthly, quarterly and yearly reports as required by supervisors, managers and directors as well as operational analytics and metrics requirements.

2) Targeted enforcement strategy followed by impact analysis on journeypersons and apprentices rates.

1) Successful implementation of Resolver, including:

• Provision of assignment/scheduling capabilities, doc-ument retrieval and production, Part I offence notice gener-ation and division-related reporting; and

• Streamlined input of information and the automated retrieval of information to produce complete and concise reports as required for the courts, Complaints Committee and Discipline Panels, including statistical data. System completion by end of Q4 2017.

2) Impact analysis to be completed within four months of targeted enforcement.

Initiatives/Activities Output/Key Performance Indicators

POLICY & PRO

GRAMS

(Strategic Priority#2: Define & Deliver Service Excellence).

1) Processing of incoming Trade Equivalency Assessment (TEA) applications in an efficient and timely manner.

• Increase efficiency through the implementation of paperless processing.

• Update TEA operational manual and TEA analyst manual and process improvement.

2) Provide examination counselling support to clients and establish action plans for client success.

• Provide trade-specific exam guidance sheets; manage clients in transition; conduct gap analyses and situational assessments.

1) Increased efficiency of TEA processing, six to eight weeks for rendering a decision. Timing to be measured on a monthly basis, meeting the target 80% of the time.

2) Exam counseling technical support provided including:

• Maximizing client success by providing a supportive environment that reflects individual client needs; and

• Successfully completing cases referred by the Registration Appeals Committee, the Ministry, Trade Boards, Enforcement & Client Services.

• Report exam guidance outcomes.

10

Provide quality, responsive and sustainable services. (continued)

Initiatives/Activities Output/Key Performance Indicators

CORPORATE SERVICES: INFORM

ATION TECHNOLOGY/FINANCE

1) Begin the implementation of a multi-year information security roadmap.

• Establish annual security awareness training plan for staff and Board of Governors.

• Implement software and hardware controls needed to strengthen organizational security.

• Annual review of cyber security risk and mitigate strategy .

• Full implementation and roll out of SharePoint (Data Management System) to all staff across the College.

• Review existing telephone system for member services.

1) Board members and senior management understand cyber risks and help establish risk appetite.

2) Cyber controls at operational levels have assigned owners maintaining oversight and effective monitoring of potential new threats impacting the College.

3) Annual Cyber Audit

• Annual independent third party audit of the College’s cyber security posture.

4) All files have standard naming convention and access to data defined for all staff (access to confidential information controlled).

5) Annual disaster recovery test.

Initiatives/Activities Output/Key Performance Indicators

MEM

BER SERVICES

(Strategic Priority#2: Define & Deliver Service Excellence).

1) Manage all aspects of day-to-day Client Services operation: core front-line customer service to applicants, members, stakeholders and the public.

2) Manage all aspects of day-to-day member records operation: core membership application intake and processing service to applicants and sponsors.

• Call abandoned rate < 5%

• Avg. call answer time < 1:30

• Avg. talk time < 4:00

• Avg. calls/shift/agent > 60

• 80% emails responded to within 24 business hours

• Overall Customer Satisfaction (CSAT) performance >80%

• 80% apps processed within three business days (non-TEA)

Support inclusive and transparent governance.Initiatives/Activities Output/Key Performance Indicators

CORPO

RATE GOVERN

ANCE

1) The Board Development and Education Plan is regularly reviewed, updated and executed to ensure high functioning strategic stewardship of the College.

2) Continue to improve information flow, communication and collaboration between all levels of the governing structure.

3) Board/committee terms of office and succession issues are appropriately monitored and addressed.

4) Continuously review policies and processes to enhance efficiency and timeliness of Board and committee decision-making.

5) Ensure that the College’s Strategic Plan and annual priorities are monitored and assist the Board with its strategic planning process.

• Regularly report the status of the 2017 Strategic Priorities to the Board.

• Help facilitate the Board’s 2017 Strategic Priorities planning process as well as overall stewardship of the 2015-2020 Strategic Plan.

1) Board evaluations and skills matrixes effectively identify gaps and strengths to ensure that training is delivered and succession planning is informed.

2) Board and committee members receive the training they require to effectively fulfill their respective roles. Board members receive training five to six times per year and committee members as required.

3) Vacancies on committees are filled in two months or less whenever possible.

4) Policy and process enhancements are identified, reviewed and implemented leading to greater overall satisfaction with the governance function.

5) Each quarterly Registrar’s Report contains up-to-date status reports on each of the 2017 Strategic Priorities.

• A 2017 Strategic Priorities update is provided to the Board and Trade Boards on a quarterly basis.

• Planning is underway to conduct a comprehensive review of the 2015-2020 Strategic Plan.

11

Ensure effective program delivery.Initiatives/Activities Output/Key Performance Indicators

CORPORATE SERVICES: INFORM

ATION TECHNOLOGY/FINANCE

1) Capital hardware, upgrade and network server refresh (three-year lease expires in 2017) to ensure no disruption in service to members.

2) Negotiate new leases for expired equipment, including a detailed completion of a needs analysis to ensure only the most cost effective and needed upgrades are completed.

3) Investigate potential new Trade Management System (TMS).

1) No disruption in service to staff or members.

2) Improved hardware by 2017.

3) Complete needs analysis for new TMS including preparation of an Request for Proposal (RFP).

Initiatives/Activities Output/Key Performance Indicators

POLICY & PRO

GRAMS

1) Product development and inventory: Training and Curriculum Standards.

• Develop Training and Curriculum standards to support on-the-job and in-school apprenticeship. Pre-development, development, validation and weighting, approvals and implementation (this includes engaging Subject Matter Experts).

• Adhering to service standards set by the Red Seal Secretariat.

1) Up-to-date and current standards developed.

• Training standards development for 14 trades begins in 2017.

• Training standards for 10 trades implemented in 2017.

• Explore online logbook pilot.

Maintain accountability to our members.Initiatives/Activities Output/Key Performance Indicators

CORPORATE SERVICES: INFORM

ATION TECHNOLOGY/FINANCE

1) Development of a Business Intelligence System to enhance research capabilities.

• Provide an enriched infrastructure that gives users a comprehensive set of tools to produce reports and management dashboards.

2) Explore and enhance the current accounting system to develop standard financial reports.

• Development of standard financial reports to improve timeliness of financial analyses of operating results.

• Foster a culture of accountability by encouraging staff to plan and prioritize projects and initiatives to ensure variance to budget is minimized.

1) First DataMart completed for membership;

• Reduced dependency on any one individual to pull queries from database as standard reports and queries will be defined.

2) Completion of standard monthly financial statements.

• Budget vs. actual variance <5%.

Initiatives/Activities Output/Key Performance Indicators

MEM

BER SERVICES

1) Coordinate and consolidate the production and delivery of all organizational printed products and correspondence.

• Manage all aspects of day-to-day third party printing partner vendor management and delivery.

• Ongoing efforts to reduce outbound printed mail and delivery costs.

• Ongoing efforts to reduce outbound printed mail and delivery costs.

12

FINANCIAL PROJECTIONSProjected Historical Trend

In 2019, the College will realize financial maturity by hitting its breakeven point.

15

20

25

30

35

2014 2015 2016 2017 2018 2019 2020 2021

Mill

ions

RevenueExpenses

GOVERNANCE STRUCTUREOrganizational Structure

Board of Governors21 Members: 4 per Sector + 4 Public Members + 1 Community College

Trade BoardsINDIVIDUAL TRADES REPRESENTED

4 - 12 Members: Equal number of Employers & Employees

Divisional BoardCONSTRUCTION

4 MembersChair: Board of

Governors

Divisional BoardINDUSTRIAL4 Members

Chair: Board of Governors

Divisional BoardMOTIVE POWER

4 MembersChair: Board of

Governors

Divisional BoardSERVICE

4 MembersChair: Board of

Governors