The Construction Industry Training Organization (CITO)

skills & knowledge at work: building tomorrow's workforce today
The Construction Industry Training
Organization (CITO)

JUNE 2005

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Table of Contents

1. Executive Summary
2. Purpose
3. Background
        3.1 The Industry Training Authority (ITA)
        3.2 Role of an ITO
4. Industry Overview
        4.1 Industry Definition
        4.2 Construction Industry
        4.3 The CITO Founding Partners: BCCA, ACCT, BCCAHRDC
5. CITO
        5.1 Scope of CITO
        5.2 Stakeholders
        5.3 Mandate
        5.4 Vision. Mission and Values
                5.4.1 Vision
                5.4.2 Mission
                5.4.3 Educational Values
                5.4.4 Business Values
        5.5 Leadership Responsibility
        5.6 Governance and Structure
                5.6.1 Legal Status
                5.6.2 Board Governance
                5.6.3 Structure
        5.7 Business Plan
                5.7.1 Strategic Objectives
                5.7.2 Operations
                5.7.3 Financial Model
        5.8 Performance Measures
        5.9 Industry and Stakeholder Involvement
        5.10 Benefits
                5.10.1 ITA 20
                5.10.2 Industry
                5.10.3 Trainees
6 Implementation
        6.1 Establishing the Organization
        6.2 Anticipated Timeline
7. Industry Support
        7.1 Letters of Support

Appendix 1: ACCT: Membership List
Appendix 2: Trades in CITO

1. Executive Summary

The construction industry is a significant driver of the BC economy. Construction contributes a total value of over $15 billion annually or 15% of the province's GDP. The purpose of this application is to secure approval from the ITA to establish the Construction Industry Training Organization (CITO) as the industry-driven training leader and coordinator for the BC Construction industry. BCCA, building on its experience and results of the Advisory Council on Construction Training (ACCT), will take the lead role in creating CITO.

The mandate of CITO is to be the hub of the training system, connecting, aligning and integrating all stakeholders involved in and interested in creating and retaining a skilled workforce for a changing and growing BC construction industry. Its 6 main roles include:

Identify current and future skill needs.
Develop strategic training plans.
Establish skill standards for industry.
Promote industry training.
Facilitate training delivery.
Assess Trainee competency.

As the hub, CITO will bind the stakeholders into a single force focused on addressing the skill gaps and needs of the construction industry in an efficient and effective manner. Stakeholder engagement and involvement is at the heart of CITO's business approach and is the linchpin to its success. At CITO, industry-driven is a way of life; a way of conducting its day-to-day operations.

With ITA approval of CITO, there will be a number of benefits to the stakeholders. For ITA:

A training leader and coordinator for a large industry in the economy - construction - limiting overall administration costs and maximizing consistent quality solutions.
A single point of contact for all training data for the construction industry.
A body that is led and driven by the construction industry.
The challenges experienced by New Zealand have been avoided because:
CITO, as the hub, will be engaging all levels of stakeholders in the industry, including the small to medium sized firms (SMEs).
The scope of CITO is large --- the industrial, commercial, institutional and high-rise residential sectors in the construction industry. As a large ITO:
- Overall administration and overhead costs are held to a minimum and are servicing a large number of employers and the majority of the industry in BC.
- Competition for funding within the industry has been effectively addressed.
- Focus and effort is concentrated on the real task of delivering training to the industry.
- Duplication of effort has been significantly curtailed.

For employers, the benefits include:

Quality is assured:
- Industry approves training.
- Curriculum developed to industry standard.
- Qualifications meet all national standards.
Increased competitive advantage as standards are set by the industry based on industry requirements and best practices.
Assistance for employers to identify current skills and knowledge levels and gaps.
Control on training costs due to large purchasing power of CITO.
Training based on industry need.
More productive workforce:
- A more flexible and adaptable workforce.
- Increased workforce satisfaction.
- Increased workforce motivation and loyalty.
Employers steer the course of CITO.

For trainees, the benefits include:

Transferable and portable skills and qualifications.
National recognition of their skills and knowledge.
Increased job satisfaction.
A single point of contact for receiving assistance in their career options and training pathways.
Greater opportunities for career advancement.
Increased number of pathways, bridges and ladders to different trades and skills in the industry.
Access to career-long training to keep skills current and to enhance employability.

If the application is approved by August 1, 2005, it is anticipated that CITO will be launched on November 1, 2005 and be at fully operational by April 1, 2006.

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2. Purpose

The purpose of this application is to secure approval from the ITA to establish the Construction Industry Training Organization (CITO) as the industry-driven training leader and coordinator within the BC Construction industry. The work required to make CITO operational will occur over the next three months, with CITO being officially launched by November 1, 2005.

The BC Construction Association (BCCA), in conjunction with the Advisory Council on Construction Training (ACCT), the BCCA Human Resources Development Committee other industry groups, is leading the planning and implementation of CITO.

3. Background

In April 2004, the Industry Training Authority (ITA) was established to provide a broad array of government-funded programs aimed at addressing the skills shortages faced by different industries. In early 2005, ITA began to implement Industry Training Organisations (ITOs) to provide skills training and upgrading to industry standards and national qualifications. This strategy, based on the system developed in New Zealand in the 1980s, was adopted to create an environment where industries could identify and build training programs to meet particular industry-defined needs.

While researching the New Zealand experience, the following was uncovered:

Successes :
- The number of industry trainees registered with ITOs was 4 times higher in 2002 than it was in 1996. The number of participating employers continues to increase year-over-year.
- The number of women trainees has doubled over the 1996-2002 period. Number of visible minorities has grown steadily.
Challenges:
- ITOs have had some difficulty engaging small to medium sized firms (SMEs) in industry training.
- Many small, single trade ITO's have been created. They were too narrowly defined causing:
  - Increased overall administration and overhead costs in the system
  - Diversion of effort from managing and delivering training to competing for funding dollars
  - Significant jockeying for position among small ITOs resulting in wasted time and diversion of effort away from the real task of training
  - Duplicated effort as many small ITOs had to do the same activities and build like structures, processes, programs and curricula to provide training delivery and oversight.

3.1 The Industry Training Authority (ITA)

The role of the ITA, as defined by the ITA legislation and ITO guidelines, is:

Maintain industry training policy and standards framework.
Register, track and certify trainees.
Fund industry training (based upon industry developed plans & priorities).
Approve programs/standards recommended by industry.
Participate in an ex-officio capacity on the ITO Boards.

The objectives of ITA:

To ensure there is a clear focus on industry and labour market needs;
Increasing the number of people in industry training by 30% and number of participating employers by 18% over the next three years;
Improving completion rates and creating greater flexibility within the industry training system;
Enhanced efforts to ensure all training and certification is clearly driven by and well-aligned with current and emerging industry and labour market needs;
Increased opportunities to pursue modular training and specialized credentials - in other words, to develop specific skill sets that are in demand, while retaining options to go on to pursue longer-term training and broader credentials;
A greater focus on competency-based skills assessments, rather than on assessments based purely on "time-in-trade"; and
More flexibility for both new entrants and certified workers, with increased options to get credit for existing skill sets, and to "ladder" or "bridge" to new career options over time.

3.2 Role of an ITO

It is intended that the role of the ITO and therefore CITO is:

Recruit trainees.
Providing access to training, mentors and workplace assessors.
Coordinate and facilitate program delivery.
Support employers in their training activity.
Identify current and future skills and training needs.
Design and develop training programs and strategies.
Design and oversee challenge exams.
Develop an annual training plan.
Accredit training providers for delivering CITO training solutions.
Market / promote programs to employers.
Establish occupational and program standards.
Implement training management system.
Be the source of training information / tools for employers as it pertains to apprenticeship training.
Track trainees throughout their training path.
Facilitate the assessment of trainee competency.
Building relationships between all stakeholders.

Other roles such as program evaluation, training provider selection / approval, and promotion of industry training will also be delivered by CITO.

Knowing what an ITO does not do, is equally as important as knowing its role. Specifically, an ITO, and therefore CITO, does not deliver training. The later is provider by educational institutions and training delivery organizations.

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4. Industry Overview

4.1 Industry Definition

For purposes of this application, the "construction industry" is defined as including the following sectors:

Institutional construction
Commercial construction
Industrial construction
Large, mutli-family high-rise residential construction
Roadway and highway construction
Bridge construction
Civil construction

4.2 Construction Industry

The construction industry is a significant driver of the BC economy. This multifaceted sector builds the infrastructure of BC communities and has long played a major role in contributing to the economic well being of BC by building the infrastructure required for a prosperous and competitive province.

Industry Size
Few British Columbians realize just how important the construction industry is to the BC economy. Construction contributes a total value of over $15 billion annually or 15% of the province's GDP.

Growth
BC, and therefore the construction industry, is entering a decade of growth. Just as many British Columbians see the province entering the "golden decade" for the economy, the industry will see, over and above natural construction activity, large construction projects such as the 2010 Olympics, LNG terminals and additional port facilities, pipelines, RAV line, mining and projects in the utility sector.

Employment
The BC construction industry directly employs over 140,000 British Columbians (8% of the economy's workforce), more than forestry, fishing, mining and agriculture combined. In fact, the construction industry affects one in five workers in BC. Employment in construction has been increasing steadily since 2001 and sharply over the past year, with an increase of 40,000 construction jobs in 2004 alone. Workers in the BC construction industry enjoy earnings totalling nearly $3 billion per year.

The industry is projecting continued shortfalls in skilled trade workers. The anticipated growth in the industry will stretch the capacity of the current workforce. Inadequate numbers of electricians, plumbers, carpenters, painters and sheet metal workers are expected over the next several years. The availability of out-of-province workers to fill this skill gap is expected to drop sharply.

4.3 CITO Founding Partners: BCCA, ACCT and BCCAHRDC

British Columbia Construction Association (BCCA)
The British Columbia Construction Association (BCCA) is the provincial voice of British Columbia's dynamic construction industry. Since 1971, BCCA has represented the interests of and promoted the importance of the construction industry to government and non-governmental agencies in BC, across Canada and internationally. Its mission is to provide leadership and excellence in the representation of, and service to, British Columbia's construction industry.

BCCA, the largest construction association in BC, is an association of employers. It has provincial representation through 4 regional offices: Northern BC, Southern Interior, Vancouver Island and Vancouver Regional Construction Associations.

BCCA currently has 1,700 member firms from across the province who are involved in all aspects of the industry. Of the organization's total membership, approximately 1,200 members are contractors (general contractors (20%) and trade contractors (80%)) broken down by:

65% employ open shop/non-union (approximately 780)
35% are signatory to a collective agreement (approximately 420)

The remaining 500 BCCA's members are suppliers, manufacturers and associate services to the construction industry. BCCA member companies carry out industrial, commercial, institutional, marine, heavy and sewer and water main construction as well as build multi-unit residential complexes. The firms include general contractors, specialty contractors, heavy constructors and road builders, industrial contractors and manufacturers and suppliers of construction equipment and materials along with hundreds of other firms which service this important sector.

BCCA is involved in several industry initiatives across the province, most of which are involved with Standards & Practices and Education & Training. BCCA is, and always has been, dedicated to working with the industry to meet its current and future human resource needs. Of the approximately 8,000 registered trainees in the construction sector , BCCA members are currently training 75% (6,000) of all construction trainees in the ITA registry. Specifically,

65% of the trainees are being trained by open shop/non-union contractors
35% of the trainees are being trained by union contractors

BCCA is committed to guiding and supporting CITO through start-up and until an elected Board of Directors is in place, anticipated in December 2005.

Advisory Council on Construction Training (ACCT)
ACCT, formed in 2004 by BCCA, is a construction industry training council whose mission it is to promote and facilitate the training of sufficient people in the skills needed for a world-class construction industry. The Council is currently made up of twelve construction employers from a variety of different construction sectors and regions (see Appendix 1 for list of members). Each Council member is actively involved in training apprentices. These members provide representation from each region of BC as well as many differing perspectives including those of the open shop, union, aboriginals, women, general contractors and trade contractors. The Council has been lending advice and support to industry groups on specific training initiatives and has supported a number of worthy industry undertakings around recruitment and marketing of the industry. The Council has provided input on a number of industry training proposals to the ITA, including:

Formwork Carpentry Training Program
Rebar Installer Training Program
Wall & Ceiling Installer Training Program

Since ACCT is already guiding and overseeing the construction industry's training needs, it is a natural fit that the Council form the backbone of CITO. The current Council members will populate the majority of the positions on CITO interim Board of Directors during start-up. ACCT will fold and its training initiatives and processes will be transferred to the new organization.

BCCA Human Resource Development Committee (BCCAHRDC)
The BCCAHRDC, a joint committee between Human Resources & Skills Canada (HRDC), BCCA and BC & Yukon Territory Building & Construction Trades Council, undertakes human resources planning and creates human resources development strategies to address skill requirements in the institutional, commercial and industrial sector of the construction industry (see membership list in Appendix 2). This Committee was instrumental in recommending the need for CITO to the construction industry. Unlike ACCT, this Committee will continue to exist, providing services to the industry not within the scope and mandate of CITO.

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5. CITO

5.1 Scope of CITO

CITO will be the construction industry's "Industry Training Organization". Specifically focussed on Industrial, Commercial, Institutional (ICI) and high-rise residential construction sectors of the industry, CITO will be responsible for skills training and upgrading to industry standards and national qualifications. CITO will oversee the creation of the right skilled workforce for the right employers to the right industry standard on a timely basis. A potential list of trades, but not limited, included in CITO is contained in Appendix 3.

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5.2 Stakeholders

Stakeholder engagement and involvement is at the heart of CITO's business approach and is the linchpin to its success. At CITO, industry-driven is a way of life; a way of conducting its day-to-day operations. Stakeholders of CITO are:

Employers
- General and trade contractors
- Union and non-union
Workers / Journeypersons
- Union and non-union
Trainees
Industry Organizations
- Regional, Provincial and National (mixed)
- i.e. Vancouver Regional Construction Association (VRCA), Canadian Construction Association (CCA), CSABC
Trade Organizations
- i.e. Contractor Associations, Trade Unions
Education Providers
- Primary, Secondary, Post-Secondary
- Public and private
Government and government agencies
- Provincial and Federal
- BC Safety Authority, WCB, ITA
Other NGOs related to the construction industry and training
- i.e. Skills Canada, Construction Sector Council, Canadian Apprenticeship Forum (CAF), VanASEP Training Society
Other ITOs.

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5.3 Mandate

Any training system is made up of diverse and complex networks of stakeholders. The mandate of CITO is to be the hub of the training system, connecting, aligning and integrating all stakeholders involved in and interested in creating and retaining a skilled workforce for a changing and growing BC construction industry. CITO is in the training business.

As the hub, CITO will bind the stakeholders into a single united force focused on addressing the skill gaps and needs of the construction industry in an efficient and effective manner. The six main roles of the hub are:

Identify current and future skill needs
Develop strategic training plans
Establish skill and training standards for industry
Promote industry training
Promote and assess delivery of training programs
Assess Trainee competency.

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5.4 Vision, Mission and Values

5.4.1 Vision Statement

CITO is contributing to the sustainability, profitability, health and safety of the BC construction industry by creating a supply of competent and capable workers that matches the demand of industry employers in a timely fashion.

5.4.2 Mission Statement

CITO is the construction industry's training leader that builds the human resource base with the right number of skilled workers, with the right knowledge and skills, for the right need, for the right employer, at the right time to the right standard.

5.4.3 Educational Values

Educational values are a statement of the way CITO will provide education and training to the construction industry.

Trainee Directed:
Multi-disciplinary: Provide a wide-range of qualifications, education and training.
Flexible: Create multiple entry points for trainees to reach accreditation.
Responsive: Respond to the needs and interests of its trainees.
Equity: Promote equity of under-represented and disadvantaged groups.
Accessible: Make off-job courses and on-job training accessible.
Employer Directed:
Outcome Oriented: Build an employable workforce that has the required knowledge and skills for the business.
Mentorship: assist employers in providing the mentorship elements of the apprenticeship system.
Cost Containment: constant dedication to controlling the cost of training to the industry.
Balance: place a high value on workplace experience and on-the-job training as well as classroom learning.
Forward Thinking: Build people today and grow capacity for tomorrow.
Accountable: Answerable to the industry for both quantity and quality of graduates.

5.4.4 Business Values
Business values are the way CITO operates its business for the benefit of the industry.

Customer Focus: responsive to industry, customer driven, service delivery, value transference, and accessible.
Innovation: leadership, creativity, and advocacy.
Training: options, inclusion, partnership, equity, multiple entries, accreditation and quality programming.
Organizational Excellence: accountable to stakeholders, best business practices, transparent operations, fiscally responsible and results attainment.

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5.5 Leadership Responsibility

As the hub, CITO will provide education and training leadership to the construction industry. Its specific responsibilities include:

Identify �.
- Current and future employment, education and training needs.
Develop strategic training plans�.
- Be the recognized source of information relating to human capability in the industry.
- Fashion competency standards, national qualifications and workplace based qualification pathways for each sector.
- Create pathways, ladders and bridges that climb several levels and comprise qualifications that relate to occupational roles.
Establish skill and training standards�.
- Be the guardian of the industry's standards.
- Ensure training and credentials meet the national standards.
- Provincial qualifications and quality standards.
- Design accreditation, assessment systems and training policies that incorporate industry and national requirements.
Promote industry training by undertaking promotion of�.
- The value and benefits of education and training to employers.
- The construction industry as an excellent career option to youth, women and visible minorities.
- Expanding the number of employers mentoring trainees and apprentices.
- Increasing the number of people taking construction training.
Promote and assess the delivery of training programs�.
- Manage the delivery of quality education and training to meet the industry demand and mitigate labour shortages.
- Identify and assist in the accreditation of education providers.
Assess trainee competency�
- Monitor the quality of training and assessment, both on and off the job.
- Adjust curriculum to fill any identified gaps in the training regime.
Add Value�
- Be the respected champion and advocate for the construction industry's training interests to government and other agencies.
As a centralized training entity�
- Eliminate duplication of effort and infrastructure.
- Hold overhead costs to a minimum.
- Hold competition for funding to a minimum.
Get results�.
- Meet the mission: build the right number of skilled workers, with the right knowledge and skills, for the right need, for the right employer, at the right time to the right standard.
- Through education and training, assist wealth creation in the construction industry.

This will be achieved by:

Working towards creating a seamless education system from primary and secondary school to post secondary.
Working with employers and others in the industry to identify, manage and promote training opportunities as well as establish retention skills and policies.
Working with industry partners to develop useful and relevant qualifications that are nationally recognized.
Working with schools to help students learn the basics of construction to encourage them to choose construction as their career.
Providing high quality programs that meet industry requirements.
Increasing industry and government funding and optimizing financial performance.
Ensuring continued stakeholder support and commitment.
Positioning the organization to align with the ITA's education strategies and objectives.
Contracting and working with accredited training providers who deliver courses to the construction industry. CITO's overall role is to attract, train and retain the high-calibre people the construction industry needs for today and the future.

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5.6 Governance and Structure

5.6.1 Legal Status

BCCA will create a new, arms-length incorporated non-profit Society as the legal entity for CITO. This Society will be held financially accountable and will be responsible for delivering the organization's mandate. BCCA will oversee the creation of an interim Board, which will function until a new, full Board can be elected by December, 2005.

BCCA will make every effort to garner as large an array of Society members as possible. The expectation is that the members of the Society will include representation form the various sectors in the construction industry.

5.6.2 Board Governance
The CITO Board is a strategic / policy Board with representation from industry, employees/trainees, and education service providers. The Board's powers are:

Govern the affairs of CITO.
Resource, approve budgets / business plans and monitor the finances of CITO.
Approve membership to CITO.
Appoint such committees, advisory groups and forums as is considered necessary.
Engage the assistance of any person(s) or organizations(s) to assist or advise CITO, including an auditor.
Develop and monitor the organization's strategic goals and performance.
Manage risks.
Recruitment and oversight of the CEO.
Receive advice from and ensure consultation and communication with all external CITO stakeholders.
Delegate, as is considered necessary, any of its powers to an employee/s, committees, advisory groups and/or forums.
Determine by-laws, policies and procedures.
Monitor and report on management and financial performance and results to Society members.
Report to stakeholders.
Build and oversee implementation of an investment attraction plan.
Ensure appropriate reporting to the ITA and other agencies, as required.
Ensure compliance with legislation and regulations.

The CITO Board will be accountable to Society members, the construction industry and to the ITA. The Board nomination and appointment process will be defined in the bylaws to be developed during the Society's start-up.

5.6.3 Structure
CITO will be governed by an interim Board until March 31, 2006. The backbone of the membership for this interim Board will be current members of the Advisory Council on Construction Training (ACCT). This Board will oversee the organization until CITO is operational. When Board elections can be held, it is anticipated that the membership of the Board of Directors will be as follows:

Employers (balanced open and closed shop)
General Contractors	2
Trade Contractors	5
Road Builders	1
Journeypersons (balanced open and closed shop)	2
BC Construction Association	1
Education Providers	1
Building Trade Union Representative	1
Ex-officio ITA representative	1
TOTAL	14

The following is the intended governance structure:

The purpose of each committee is described below:

Executive Committee
This will be composed of a small core group of the Board, including the Board chair and the Board treasurer. This committee will focus on CEO hiring and performance, strategic planning, governance policies, and the CITO budget.

Finance Committee
This committee will be responsible for monitoring the financial position of the organization and will take the lead role in development and implementation of an investment attraction plan.

Standards Committee
This committee will identify and ensure industry sector standards are embedded into all training offered.

Curriculum Committee
This committee will be responsible for having up to date curricula, reviewing training providers and credentials.

Sector Committees
These committees ensure that CITO is aligned to the needs of each sector in the industry. These committees bring to the Board the following:

Sector data - supply and demand information.
Development of standards for its sector.
Development, maintenance of and reviewing of industry standards and qualifications for education and training for its sector.
Reviewing the impact of specific industry qualifications on its sector.
Develop specific education and training policies relevant to its sector.
Engagement with stakeholders in their respective sector.
Provide the best training options for employees.
Make sure industry training requirements are up to date and relevant.
Provide a voice of the sector on trades covered by CITO.

Ad-hoc Working Groups
When the Board of Directors deem fit, these committees would be created on a short-term basis to provide the Board with additional or specialized input. They are, by their very nature, short-term and will be collapsed as the need is met.

Advisory Forum
This forum, whose membership is made up of a cross-section of employers, employees, labour and education providers, provides advice and recommendations to the Board on a variety of issues pertaining to construction training. This advice and recommendations given is non-binding on the Board.

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5.7 Business Plan

5.7.1 Strategic Objectives

Once the formal Board is elected and established, they will seek to outline the strategic direction for CITO. Until this task is complete, CITO will take on the strategic objectives of ACCT. They are:

To promote progress towards a qualified workforce through systems of recognised qualifications and schemes for recording training achievements, throughout the working life.
To encourage, advise on, facilitate and help industry to provide:
- Sufficient numbers of trained craft, operative, technical, supervisory and management staff, in anticipation of its future needs.
- Training arrangements for new entrants, and
- Particular training for specialist occupations.
To promote the construction industry as an attractive career choice, in all trades and disciplines.
To provide appropriate planning to ensure adequate human resources for the construction industry.
To promote and enhance workforce mobility, both provincially and nationally.
To act as a resource for educational information on construction training and human resource issues.
To foster the development of a training culture within the construction industry.
To act as a resource in support of industry training and development programs.
To improve communication and understanding of construction training and human resource issues between the industry and government, and industry and the public.

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5.7.2 Operations
The first priority for the interim Board will be to hire a Chief Executive Officer (CEO). Both during the start-up phase and the ramp-up phase, BCCA may provide support to CITO on a limited contracted basis, as determined by the Board.

The CEO will be responsible for carrying out the business of the organization, representing the organization to clients and stakeholders and reporting to the Board. The CEO will be supported by a minimal operational staff. When CITO is fully operational and independent, it is anticipated that the following functions will exist:

Operations
- Standards
- Training Provision, Apprenticeship and Curriculum Review
Support
   - Accounting and Finance
   - Human Resources
   - Communications
Marketing

5.7.3 Financial Model
Initially, CITO will be created through a contribution agreement with ITA. Starting immediately, CITO will work to generate industry funding to contribute to the long-term viability of the Society and its activities. By 2009-2010, there will be a new revenue model that contains ITA funding, revenue from training services, industry financial contributions, in-kind contributions, stakeholder sponsorship, and possibly funds from federal and other government sources.

Over the first year of operations, the Board will guide a process to fully identify, analyze and approve a 5-year revenue growth plan for CITO.

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5.8 Performance Measures
The CITO will, on an annual basis, report its success using the following performance measures:

Active Trainees
New Trainee Registrations
Credentials Awarded
Employers / Sponsors with Active Trainees
Number of trainees in each program
Demand / supply balancing

Other performance measures may emerge as CITO enters full operations.

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5.9 Industry and Stakeholder Involvement
CITO is an industry driven organization. As such, it will seek involvement from stakeholders in the following manner:

STAKEHOLDER	INVOLVEMENT
Employers	Founding Society members. Membership on the Board of Directors. Membership on the Advisory Forum. Report on progress. Directly drive standard and curriculum development. Funding, training and supporting registered trainees. Financial contribution and support of CITO. Survey.
Workers / Journeypersons	Membership on the Board of Directors. Membership on the Advisory Forum. Membership on working committees. Training and mentoring trainees.
Education Providers	Membership on working committees. Membership on the Board of Directors. Membership on the Advisory Forum. Consulted on standard and curriculum development. Delivering training to agreed-to standard.
Industry Organizations	Founding Society members. Membership on the Advisory Forum. Dispersing information to the public at large and in the construction industry. Provide overall industry statistics and matrices. Liase with industry stakeholders.
Trade Organizations	Founding Society members. Membership on the Advisory Forum. Membership on Sector Committees. Consulted on standard and curriculum development. In some circumstances, delivering training to agreed-to standard.
Government	Ex-officio membership on the Board of Directors. Funding. Provide the certification and qualification (Red Seal). Working together to meet the government's training public policy.
Other NGOs related to the construction industry and training	Act as a resource to CITO. Share best practises. Promote mobility of the trades. Provide LMI information.
Other ITOs	Membership on the Advisory Forum. Work together to create seamless career pathing, bridging and laddering. Provide communication and common messaging to the public and to potential trainees. Seek opportunities to leverage resources to create administrative efficiencies where it is mutually beneficial. Share best practises.

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5.10 Benefits

5.10.1 ITA

The benefits of CITO to the ITA include:

A single training leader and coordinator for a large industry in the economy - construction - limiting overall administration costs and maximizing consistent quality solutions.
A single point of contact for all training data for the construction industry.
A body that is led and driven by the construction industry.
The challenges experienced by New Zealand have been avoided because:
- CITO, as the hub, will be engaging all levels of stakeholders in the industry, including the small to medium sized firms (SMEs).
- The scope of CITO is large --- the industrial, commercial, institutional and multi-family residential sectors in the construction industry. As a large ITO:
  - Overall administration and overhead costs are held to a minimum and are servicing a large number of employers and the majority of the industry in BC.
  - Competition for funding within the industry has been effectively addressed.
  - Focus and effort is concentrated on the real task of delivering training to the industry.
  - Duplication of effort has been significantly curtailed.

CITO is committed to achieving the objectives for ITOs, as set out by ITA. Specifically:

ITO Objective	CITO Commitment
Clear focus on industry and labour market needs	In Leadership responsibility: Identifying current & future skill needs Industry represented at the Board table, Sector Committees & Advisory Forum Industry is embedded in the governance structure As hub, CITO will bind stakeholders into a single, united force
Increase the number of�	people in industry training by 30% participating employers by 18% over the next three years In Leadership responsibility: Promote industry training Accomplished through direct employer involvement Service delivery beginning at the Primary and Secondary schools Involved in marketing the industry to the general public and to prospective trainees Involved in promoting construction as viable career option
Improve completion rates and create greater flexibility within the industry training system	In Leadership responsibility: Develop strategic training plans Identify education providers that deliver to industry quality standards Greater flexibility by communication with industry association and other ITOs
All training and certification is clearly driven by and aligned with current and emerging industry and labour market needs	In Leadership responsibility: Establish skill and training standards Employer participation Communication with national organizations that develop labour market information Coordination and alignment with national standards
Pursue flexible training and specialized credentials	In Leadership responsibility: Facilitate training delivery Working committees Trade organization involvement Developing relationships with education providers Building best practices for on-job and off-job combinations
Focus on competency-based skills assessments	In Leadership responsibility: Assess trainee competencies Examining current curriculum standards and content
More flexibility for both new entrants and certified workers, with increased options to get credit for existing skill sets, and to "ladder" or "bridge" to new career options over time	Working with RITO and education providers Working with other industry sectors to create a seamless training bridging and laddering system

5.10.2 Industry
For employers, the benefits include:

Quality is assured:
- Industry approves training.
- Curriculum developed to industry standard.
- Qualifications meet all national standards.
Increased competitive advantage as standards are set by the industry based on industry requirements and best practices.
Assistance for employers to identify current skills and knowledge levels and gaps.
Control on training costs due to large purchasing power of CITO.
Training based on industry need.
More productive workforce:
- A more flexible and adaptable workforce.
- Increased workforce satisfaction.
- Increased workforce motivation and loyalty.
- Employers steer the course of CITO.

5.10.3 Trainees
For trainees, the benefits include:

Transferable and portable skills and qualifications.
National recognition of their skills and knowledge.
Increased job satisfaction.
A single point of contact for receiving assistance in their career options and training pathways.
Greater opportunities for career advancement.
Increased number of pathways, bridges and ladders to different trades and skills in the industry.
Access to career-long training to keep skills current and to enhance employability.

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6. Implementation

6.1 Establishing the Organization

Upon funding approval from ITA, BCCA will incorporate CITO as a non-profit organization. The current ACCT Board members will be re-assigned and named to the CITO interim Board. The interim Board will begin immediately to guide CITO through the start-up and ramp-up phases.

6.2 Anticipated Timelines
The anticipated implementation timelines are:

ACTIVITY	DEADLINE
ITA Approval to Proceed	August 1, 2005
Interim Board Appointed	August 30, 2005
Legal Entity Created	October 1, 2005
CEO Selected	October 15, 2005
Start-up	October to March 2006
CITO Launch	November 1, 2005
Full Board Elections	March 31, 2005
CITO Fully Operational	April 1, 2006

7. Industry Support

7.1 Letters of Support

I endorse the concept of CITO

Right-click here to download a letter of support for CITO
Right-click above and select "Save As/Save Target As" to download a letter of support for CITO in MS Word (.doc) format. Simply make the appropriate changes, and fax or email the completed letter back.

The letter can be faxed, mailed or emailed to:

BC Construction Association
210 - 174 Wilson Street,Victoria, BC    V9A 7N6
Ph: 250-475-1077     Fx: 250-475-1078
bcca@bccassn.com

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ACCT: Membership List

The current members on ACCT:

Dana Francis [Chair] - Khowutzun Mustimuhw Contractors Limited Partnership
Duncan, BC.

As manager of KMCLP, Dana Francis brings a wealth of senior level management experience in the construction industry supported with the necessary education and training. A graduate of Maine Maritime Academy, U.S.A. as an Officer with a Bachelor of Science in Engineering and an associate degree in Industrial Power Plant Management, Dana initially went to work in the power and marine transportation sector. For the past 12 years Dana has been working at the senior management level for construction companies mainly in Eastern Canada. Most of the construction companies and related work has been with Aboriginal communities.

Karen Bazylewski [Vice-Chair] - Keith Plumbing & Heating Co. Ltd.
North Vancouver, BC.

Karen Bazylewski has been active in the construction industry for over 25 years beginning in the field of mechanical engineering. After a period of time working in the roofing industry, Karen landed back in the mechanical field as a project manager for an HVAC supply company and has since joined the project management team at Keith Plumbing & Heating. She currently sits on the Vancouver Regional Construction Association Board of Directors as well as their Education, Awards of Excellence, Partnership and Trade Contractors Committees. She is a member and past president of the Canadian Construction Women Association. Karen was the recipient of the VRCA/CCW Outstanding Women in Construction award in 2002.

Sean Brock - PCL Constructors Ltd.
Richmond, BC

Sean Brock has been active in construction for 30 years. He began his career in England as Field Engineer, and spent time in scheduling and estimating. Sean has been with PCL Constructors Canada Inc. for over 17 years, and started there as scheduler on the Toyota Plant in Cambridge , Ontario, and then project manager on 2 office towers in Toronto. He transferred to Vancouver in 1991 as Project Manager on Edmonds Centre (BC Hydro head office in Burnaby). Subsequently, Sean was promoted to Construction Manager, working on Eaton Centre, Metropolis Expansion, Terminal City Club, and the International Airport Expansion. The past two years he has acted as Project Director for the Four Seasons Resort Hotel project in Whistler, and just recently was promoted to Operations Manager for British Columbia.

Steve Butler - Competition Glass Ltd.
Kelowna, BC.

Steve Butler, president of Competition Glass Ltd, started in construction as a framer and labourer. He apprenticed with a glazing contractor and received his journeyperson status in 1989. In addition to Kelowna, Steve has owned and operated glazing shops in North Vancouver and Squamish. As a long time member of the Southern Construction Association he has held various board and educational committee positions including local chair.

Ken de Rooy - A-1 Machine & Welding
Vernon, BC.

Ken de Rooy began his career in the construction industry in 1986. He is President/Owner of A-1 Machine & Welding, and has over 18 years experience as a Structural Steel subcontractor. Ken is a registered P. Eng. in the province of British Columbia. He received his degree in Engineering and Applied Science at the University of British Columbia and obtained his MBA at McMaster University in Hamilton, Ontario. Ken is a two time Past Chair of the Southern Interior Construction Association. He currently sits on the BC Construction Association Board of Directors and Education & Training Committee as well as the Canadian Construction Association Board of Directors.

Danny Gallagher - Gallagher Bros. Contractors
Burnaby,BC.

Danny Gallagher started off as an apprentice drywall finisher in 1976 and worked as a journeyperson for several years. He went back to BCIT for administrative management training and today he is President and one of three partners in Gallagher Bros. Contractors. Danny has served on the boards of the Vancouver Regional Construction Association and the BC Wall & Ceiling Association. He is also active with the Association of Wall & Ceiling Contractors. Danny is co-chair of the Lathers joint-advisory committee and sits on the BC Wall & Ceiling Contractors Caucus on Training.

Bill Gyles - Kinetic Construction Ltd.
Victoria, BC.

Bill Gyles trained as a Quantity Surveyor receiving his diploma from the Canadian Institute of Quantity Surveyors in 1975. After working as a construction cost consultant in Winnipeg he came to Victoria as an estimator and project manager for Dura Construction Ltd. In 1984 he became a founding partner of Kinetic Construction Ltd. Kinetic works as a general contractor, construction manager, and design-builder on a wide variety of commercial, institutional, industrial, multi-unit residential, and civil engineering projects throughout BC and Alberta. Kinetic presently employs about 100 people including project managers, estimators, superintendents, engineers, accountants, carpenters, heavy equipment operators, labourers and apprentices. Bill has served on the boards of the Construction Association of Victoria, the Vancouver Island Construction Association, the Canadian Construction Association and is past-chair of the BC Construction Association. He has also served on the Camosun College Civil Engineering Technology Advisory Committee.

Scott Jacob - JJM Construction
Victoria, BC.

Scott Jacob, A.Sc.T. is the Vice-President of Construction for JJM Construction Ltd., one of Canada's largest heavy civil contracting firms. Scott has over 20 years direct experience within the heavy civil construction industry and has provided consistent leadership through the management of over $220 million worth of projects for both public and private sector owners. During Scott's career he has successfully chaired and directed various associations and committees including, President of the Island Equipment Owners Association, and President of the Construction Association of Victoria. He is currently the co-chair of the Committee on Labour for the BC Roadbuilders and Heavy Construction Association. Scott holds a Diploma of Technology from the BC Institute of Technology in civil and structural.

Ed Kozuki - Burgess Plumbing Heating & Electrical
Williams Lake, BC.

Ed Kozuki was born in Vancouver in 1937 and moved to Williams Lake, B.C. 1942. He attended UBC Arts & Engineering and chose to begin a career as a trades assistant for Burgess Plumbing Heating, & Electrical. Ed has been continuously employed by this company since 1960, obtaining his electrical trade TQ, gas fitters license. He has hands-on experience in the sheet metal, refrigeration, pipe fitting trades. Ed has been involved in all aspects of the company operations but he is currently serving as president of the company. Ed is involved in many community activities and was awarded the Rotary club Williams Lake Citizen of the Year for 1991. He is past-president of the Williams Lake Construction Association and past chair of the Northern BC Construction Association. Ed has his CCA Gold Seal certification for mechanical project management.

Ron McFee - Stuart Olson
Richmond, BC.

As part of the senior management team of Stuart Olson Construction, Ron McFee is currently responsible for procurement of projects, client/consultant liaison and contract negotiation. Moving from Calgary, Alberta, he has been with Stuart Olson since 1989. Since joining them, he has held several preconstruction and operational roles and has managed several of the largest projects in the Lower Mainland. Ron has a broad background in the institutional, commercial, industrial and heavy residential sectors in both Alberta and British Columbia.

Dan Mott - Mott Electric Ltd.
New Westminster, BC.

Dan Mott advanced from apprentice to journeyperson and finally to president of Mott Electric Ltd, a family owned operation since 1930. The firm currently has approximately 150 employees in the field of which 35 are apprentice electricians. Mr. Mott has also actively served with various industry and community organizations including the Electrical Contractors Association of BC, the Canadian Electrical Contractors Association, the BC Construction Industry Health & Safety Council, the Canadian Construction Association and the Canadian Apprenticeship Forum.

Rod Parker - Parker Johnston Roofing
Victoria, BC.

Rod Parker began work in the roofing trade as a youth, working every summer in the family business established over 50 years ago. He went on to apprentice with Bollman Roofing Ltd in 1996 earning his inter-provincial journeyperson status in 1999. Last year he achieved his Gold Seal certification. Currently, Rod is the General Manager/Owner of Parker Johnston Roofing, managing approximately 110 employees. He sits on the apprenticeship committee for the Roofing Contractors Association of BC.

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Trades in CITO

As the construction industry's ITO, it is anticipated that CITO will include the traditional trades listed below. This list is representative and not to be used as definitive. Other trades may be added as needed by the industry.

Trade
Architectural Sheet Metal	Millwright
Bricklayer	Painter / Decorator
Carpenter	Piledriver / Bridgeman
Cement Mason	Pipefitter / Steam Fitter
Crane Operator	Plasterer
Drywall Finisher	Plumber
Electrician	Powerline Technician
Elevator Constructor / Mechanic	Refrigeration Mechanic
Floor Coverer	Roofer, Damp & Waterproofer
Gas Fitter	Security Alarm Installer
Glazier	Sheet Metal
Hardwood Floor Layer	Sprinkler System Fitter / Installer
Heat & Frost Insulator	Tilesetter
Heavy Duty Mechanic	Wall & Ceiling Installer
Heavy Equipment Mechanic	Warehouseperson
Heavy Equipment Operator	Welder / Steel Fabricator
Industrial Instrumentation	Residential Steep Roofer
Ironworker
Joiner
Mason
Metal Fabricator

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