IBEW 213 - Strategic Initiatives Update
January 28, 2015
WEBSITE COPY
An Update on Strategic Initiatives
The Vision
Our vision is to be recognized as a leader in the labour movement and to be the first choice for membership for all workers and industry contractors in every electrical, IT and utility project or operation in Canada.
In order to achieve our vision we’ve embarked on mapping out the goals and strategies that will get us there. In late 2014 we developed an implementation plan with eight strategic focus areas, and processes to ensure we are accountable.
These areas reflect both internal and external priorities that are key to the continued maintenance and expansion of our Health and Welfare and Pension Plan, as well as the continued growth of training programs benefiting from the innovation and reputation of the Electrical Joint Training Committee.
The Vision:
Within ten years, IBEW 213 is recognized as a leader in the labour movement in Canada and is the first choice for membership for all workers and industry contractors for every electrical, IT, and utility project or operation in Canada.
IBEW 213 sets the standard for member services and industry leadership and is the first place members and industry turn to for proactive problem solving. We set the standard in job security, workplace safety, training and benefits.
IBEW 213 will achieve this by focusing its efforts on the core business of the organization as outlined in the IBEW Constitution and as follows:
• Administration, negotiation and enforcement of collective agreements
• Organizational and business development
• Support services and advocacy for members and their families
• National, provincial, regional and local advocacy with government, industry and the labour movement
• Administration of pensions and benefits
• Training and mentoring of leaders, staff, union representatives and members to build the strongest possible team
• Training of communications technologists (NETCOM) and electrical apprentices (EJTC) and other related trades.
• Expanded dispatch and employment services
• Administration of Market Recovery Program
Eight Strategic Focus Areas:
1. Member Services
GOAL:
To provide the highest possible standard of employment services and support to IBEW 213 members and their families and to increase member engagement with, and pride in, the organization.
2. Organizing and Business Development
GOAL:
To continue to increase IBEW 213 market share and membership enrolment via both top-down and bottom-up organizing efforts and to be recognized as the industry leader and labour movement resource in organizing and business development.
3. Organizational Infrastructure
GOAL:
To ensure the effective deployment of organizational resources including physical, technical, and human to support the core business of the union.
4. Education
GOAL:
To ensure ongoing knowledge transfer and support a sustainable pool of skilled staff by developing formal succession and team development plans, a structured mentoring process and organization-wide training.
To develop a comprehensive orientation and education plan for members.
5. Broadening of Political and Social Influence
GOAL:
To establish IBEW 213 as a leader in the labor and social justice movement and as the leading voice for advocacy for members, their families and the industry.
6. Communications and Marketing
GOAL:
Develop clear, consistent, market and audience-focused communications and outreach plans and budgets to engage members, industry, government and the general public to support the union’s strategic goals and objectives and position IBEW 213 an industry leader.
7. Expanded Industry Training
GOAL:
Based on the highly successful EJ TC apprentice training model, establish IBEW 213 as an industry leader in trades training by expanding the scope of available training to include all current and emerging areas of the industry.
8. Strategic Leadership and Future Planning
GOAL:
To ensure ongoing focus on the organizations long-term vision, overall strategic direction, and financial viability by providing skilled future-focused leadership and plans that align the team with the mid to long-term view and engages staff and membership with the vision.
Each of the strategic focus areas includes a series of both short and long-term action steps that will help us achieve these goals.
Measuring Success
The strategic plan and focus areas will require specific benchmarks and measures to assess success. We will know we are achieving our vision when:
- we are recognized as leaders in the labor movement and by industry
- we consistently solve problems proactively
- the core business is managed effectively and efficiently and job related stress decreases
- we are the first place industry and members go to for solutions
- our membership reports full satisfaction with services and representation
Immediate Steps: The First Four Priorities
In the first quarter of 2015 we are concentrating on four areas of the plan:
1. Membership Services and Organizing:
We’ve taken the first of several steps toward a full employment center and membership services division combining business development, organizing, dispatch, and member advocacy and communications.
We will see a renewed focus on our market recovery program and we consider this our business attraction, retention and expansion division. We will seek work for our members wherever it exists within the IBEW in Canada.
This will be the first point of contact for members and will allow us to respond as effectively as possible to member needs.
Brother Jim Lofty will be the new Director of Member Services and will lead the new division.
2. Organizational Infrastructure:
We have also undertaken the updating of all our computer and IT systems, as well as a full review of workflow, operational and administrative systems and policies within IBEW 213. In this way we will be able to streamline and be more effective in our online and offline communication and engagement with members, our marketing and organizing strategies, and our overall efficiency.
These changes will also allow ABMs to focus their efforts on services to their units and the administration, negotiation, and enforcement of collective agreements. This is our core business and one of the main components to our success.
Brother Corey Broslow from Trader Corporation is the new Operations Manager who will be implementing new systems as mentioned above for us within the next six months.
3. Expanded Industry Training
Plans are underway for a building expansion to accommodate an increase in training opportunities, and the restructuring of our services to be more accessible to members. This will mean an increase in the work bank funds for electricians. At $0.35 our current investment in training is one of the lowest in Canada.
The industry is changing fast and we know expanded technical training and mentorship is the way we can address these changes.
We will be seeking member support to increase the work bank allocation to $0.56, which is still far below the industry standard of $0.70. Members will receive regular updates regarding strategic and business plan initiatives to be able to understand the full scope of opportunities that are available to us.
In the short-term, the building expansion and work bank increase will enable us to:
- offer remote/online training for electrical journey persons
- increase ELTT courses
- implement a marine electrical training program
- participate at the national level in training initiatives
In the long-term, our goal is to offer training in all areas of the industry. This is the first step in that direction.
Brother Andy Cleven welcomes Brother Phil Davis as Operations Manager of the EJTC Enterprises Inc. (E2Inc.), the newly incorporated entity wholly owned by the EJTC which is meant to offer industry training and services to unions, joint boards, corporations, governments, colleges and industry associations across Canada. This entity will be the profit making company with the sole shareholder being the EJTC.
To find out more about the expansion of current training programs visit www.ejtc.org
4. Succession Planning and Team Development
Supporting these strategic initiatives has required an internal restructuring. We want to ensure our COPE support staff are in a position to help implement strategic and business plans, including budgets.
Sister Glynis Jones has been appointed as Special Assistant to the Business Manager.
Sister Diane Taylor has recently retired. We offer her warm thanks for her services and a happy retirement. Cross training of COPE staff is underway and we will welcome a new COPE staff member to our team in the spring to directly support the ABMs and their units, the E-Board and operations.
A training and mentoring program for ABMs is being put in place to ensure smooth transitions, effective knowledge transfer and a succession plan for the organization.
In January we welcomed Brother Robin Nedila as the new Assistant Business Manager for Shaw Cablesystems and the cabling section under the mentorship of Brother Mirko Varga before his retirement.
Next Steps:
These changes represent the first steps in both implementation and accountability. We expect to have a full three-year plan and budgets in place by June 2015.
Our plan is coordinated across the organization with the Pension and Benefits division, Netcom, and the Electrical Joint Training Committee undertaking their respective strategic plans within the first six months of 2015.
We welcome your comments and feedback on these initiatives. We will be providing you with regular updates both online and off-line. Please continue to visit ibew213.org for more information. Do not hesitate to call us or drop by the office.