CITO - Phase I Report - Industry Training Authority

FERENCE WEICKER & COMPANY
OVERVIEW OF THE ORGANIZATIONAL MODEL
was conducted by an independent third party organization selected by the ITA. Board members
were selected based on specific criteria and are representative of a broad cross-section of the
industry. Subsequent appointments to the CITO board will be based upon selection criteria
developed by the current CITO board and articulated in board by-laws.
� Four standing committees including Finance and Audit, Governance, Program Standards and
Training and Planning. The Finance and Audit Committee is responsible for overseeing the
organization’s financial structure and procedures while the Governance Committee is responsible
for the establishment of mechanisms to support the selection and recruitment of board members,
orientation of new board members, populating board standing committees, and managing
nominations and approvals of new board members.
The Program Standards Committee is responsible to ensure that the programs that fall within the
CITO trades cluster continue to meet Industry, Provincial and National standards. The committee
makes recommendations to the Board with regard to program standards including: program
outlines, content, and assessment. The Committee also makes recommendations regarding
updating of current programs and the development of new programs and credentials.
The Training and Planning Committee is responsible for the development of the training plan for the
trades programs that fall within CITO’s mandate. The committee makes recommendations to the
Board with regard to the content of the training plan including specific trades’ needs, supply,
demand balance, and distribution.
C. PRIMARY FUNCTIONS OF CITO
The Industry Training Organizations Policy (ITO Policy ITO6001) defines 15 services and tasks for which
ITOs such as CITO will take full responsibility in the full-service delivery stage. These services and tasks
include:
� Prepare and implement annual ITO Service Plan;
� Produce an annual report;
� Approve Program standards for assigned training programs in accordance with ITA program
standards specifications;
� Act as primary point of contact for employers and apprentices for assigned programs;
� Undertake program development and implementation activities;
� Forecast training demand for assigned programs;
� Conduct activities to increase employer and apprentice/trainee participation;
� Participate in the development of the ITA annual Service Plan;
� Consult with all key stakeholders with an interest in the assigned industry training programs;
� Register apprentices/trainees in conjunction with the ITA;
� Conduct apprentice/trainee assessment;
� Coordinate and manage Red Seal product development;
� Designate (approve) training providers;
� Participate in ITA strategic initiatives (youth programs, aboriginal); and
� Prepare annual training purchase plan for assigned programs and recommend to ITA, including
relative levels of investment by program type (e.g., foundation, apprenticeship, youth, aboriginal,
etc.).
Many of these tasks and services are inter-related. For example, approving program standards for
assigned training programs, undertaking program development and implementation activities, and
coordinating and managing Red Seal product development all relate to program development. Similarly,
Development of a Full-Service Model for CITO Page 27