Ontario College STRATEGIC PLAN AND 2018 PRIORITIES

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1 Ontario College of Trades STRATEGIC PLAN AND 2018 PRIORITIES January 2018

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3 TABLE OF CONTENTS introduction 1 Guidance & Governance 2 The Current Environment 3 Year of Succession, Transition & Implementation 5 Meeting the Changing Needs of Ontario, Together 6 Confirming our strategic priorities 7 Enduring Value to Ontario 8 Building Productive Relationships to Meet Emerging Needs 10 Enhancing the College's Brand 11 Our strategic plan for Make Trades More Meaningful, Attractive and Rewarding 14 Engaging Partners to Understand the Needs of the Province 15 Become a Modern Regulator 16 Conclusion 19

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5 INTRODUCTION The prosperity Ontario enjoys today was created, in large part, by a generation of tradespeople who learned their skills in Ontario or brought their skills to Ontario. Tradespeople perform services that make our homes comfortable, our lives enjoyable and our communities vibrant. They keep vehicles running safely and efficiently, and workplaces running smoothly whether in an office building, institution or in manufacturing. The roads we drive on, the transit we use, the places that style our hair, the school where we drop off our kids and the hospital that cares for our loved ones are all built and maintained by tradespeople. There is no other occupational group that impacts day-to-day life so frequently. The Ontario College of Trades (College) exists to ensure that tradespeople continue to thrive and fully contribute to the future success of the province. The work of tradespeople will be even more integral to Ontario s future needs and shared priorities. The trades provide good jobs and enable job creation for others. A thriving skilled trades community contributes to the livable communities that attract new people, employers and industries to Ontario. The trades are what makes Ontario work. This Strategic Plan and 2018 Priorities (Strategic Plan 2018) is intended to get the College and its people thinking about and discussing our role in the province. We need to continue making the case for the value of skilled trades in the new, modern economy. We need to engage existing partners more fully. We need to forge new and broader partnerships. We need to identify and highlight the public priorities where the College and its members can make meaningful contributions. Many of the challenges faced by the College in its early years are now being addressed through the hard work of staff and members of our governing structure. We now must become the modern self-regulator that our members and province need. Consumers and businesses expect easier, quicker pathways for connecting with skilled and trained tradespeople in Ontario. Modern regulation relies on engagement and interaction with the public that is being served by regulatory efforts. As an organization that protects the public interest, the College needs to understand the ever-evolving work and lives of Ontarians. The people and province are experiencing rapid, and unrelenting economic, technological and social change. The College needs to become a regulator that can learn and adapt to these changes. This rapidly changing economy also means that this is an opportune time to be a skilled tradesperson. The trades have never been more important to Ontario than they are now and their importance will increase in the future. The College has never had a better opportunity to grow its membership, increase its impact, and serve the public interest. The College has done great work so far, but we re just getting started. Don Gosen, Chair Ontario College of Trades George Gritziotis, CEO and Registrar Ontario College of Trades 1 ONTARIO COLLEGE OF TRADES STRATEGIC PLAN AND 2018 PRIORITIES

6 Guidance and governance The Ontario College of Trades (College) is the regulatory body that governs skilled trades in Ontario. The College officially opened its doors on April 8, Its activities are mandated by the Ontario College of Trades and Apprenticeship Act, Mission We protect the public interest by ensuring registered tradespeople are certified, qualified, and competent for the work they do, and we support the prosperity of the province by working with our members and partners on world-class training, self-regulation and diversity in the skilled trades. Vision Excellence in the skilled trades makes Ontario the best place to be a tradesperson, and makes Ontario more globally competitive in the modern economy. Responsibilities The College s key responsibilities include: Ensuring that individuals have the training and certification required to legally practise their trade in Ontario, Setting standards for training and certification, The process for determining appropriate journeyperson-to-apprentice ratios, Conducting research and collecting current and relevant data to support future apprenticeship and certification policies, Issuing Certificates of Qualification and Statements of Membership, Establishing apprenticeship programs, scopes of practice and other training programs, and governing the conduct of its members, Protecting the public interest through investigation and discipline mechanisms, Removing barriers and increasing access for internationally trained workers and underrepresented groups in the trades, and Undertaking reviews of scopes of practice. Values The College serves its members and the province through accountability, transparency, diversity, integrity and professionalism. Board of Governors The College puts the decision-making in the hands of those that are directly impacted by those decisions. The College is governed by a Board of Governors made up of 21 members representing both employers and employees in the construction, industrial, motive power and service sectors, as well as the public, including one public college representative. All members of our governing structure Board of Governors, Divisional and Trade Boards are appointed by an independent Appointments Council.

7 The current environment The College has made an impact but there is much work to be done The review conducted by Tony Dean, Supporting A Strong and Sustainable Ontario College of Trades, was a detailed and thoroughly researched examination of longstanding issues as well as those that have developed since the College s inception. While there may not be full agreement on every recommendation in the review, there is broad consensus that these insights provide a valuable opportunity to refresh the work the College does. The review and its recommendations have set off a dialogue that must continue. Transparency in decision making was a recurring theme. The Dean review also points the way towards regulatory action that serves both the public interest as well as the interests of tradespeople. In short, the College needs to be facilitating communication among trades, and with external partners, to better understand how to balance the needs of members with the priorities of the people of Ontario. Keeping pace with accelerated technological, economic and social change People s attitudes towards institutions have shifted dramatically in the years since the College was created. Deference to institutions, even those that are regulated and established in law, cannot be taken for granted. Technology is enabling citizens to work around long-established business models and practices. For example, it was only in 2014 the year the College developed its Strategic Plan that ride sharing services became available in Toronto. In only a few years, an app disrupted a regulated taxi industry, and significantly impacted the livelihood of workers in that sector. The reality of economic and technological disruption is that people will find ways around regulation and industries which are not responsive, transparent, flexible and seen to be acting in their interests. 3 ONTARIO COLLEGE OF TRADES STRATEGIC PLAN AND 2018 PRIORITIES

8 A modern self-regulator continually engages the members and public it serves A regulator must have open channels of communication with its partners and the people it serves. There is a growing recognition that engagement needs to extend beyond the usual parties providing knowledgeable expertise. Regulators must actively seek input from a variety of stakeholders who can share experience and concerns regarding regulatory decisions. To hear from as many voices as possible, regulators in all sectors are examining barriers to participation and actively seeking input through forums, surveys, social media and other means. Engagement is not a project with a beginning and an end. It must continually inform improvement, decision making and planning. Modern, self-regulating bodies must be accountable, and to do that, their work must be understandable and accessible to all. The skilled trades are more essential than ever to addressing Ontario s priorities Ontario is competing with places around the world for investment and new jobs. Professionalism in the skilled trades helps Ontario s existing businesses to grow and attracts new employers to the province who are confident they ll find the pool of skilled tradespeople they need. The trades are essential to developing economic resources in every region of the province. A career in the trades can be a path of opportunity. Engaging with Indigenous peoples, women, persons with disabilities and racialized minorities to increase their participation in the trades would provide economic opportunities and help reduce inequality. A trades career can also help accelerate the process for new Canadians to become established in Ontario. The full diversity of Ontario should be reflected in the membership of the College. While as a regulator, the College makes highly technical decisions, part of its mandate is also making trades careers rewarding for members, while maximizing their human talent for the benefit of all Ontarians.

9 year of succession, transition and implementation In 2018, the College is welcoming several new Board members, as well as a new Chairperson, Chief Executive Officer and Registrar. They join an organization made up of committed people at every level who have been establishing the College s presence, credibility, purpose and partnerships. Renewed legislation means 2018 will be a period of transitioning to a form of regulation that is more collaborative, consumer focused, informed by evidence and guided by desired outcomes. The College is just past the midway point in its Strategic Plan for , which sets out four broad strategic goals: protect the public interest, lead change, promote pride of profession and lead organizational excellence. With the Dean review and the passing of Bill 70, the College has new direction and a clear mandate in fulfilling its public protection role. We are in implementation mode, particularly in the areas of compliance and enforcement and scope of practice reviews. In June 2017, the Board and senior management agreed on three general areas of strategic priority: Members, and making membership more attractive, meaningful and rewarding, Partners, and engaging government and business to understand the needs of the province, and Our People, so that the College becomes a modern regulator that delivers for its members and contributes to the public good. The Board of Governors reviews and approves the College s strategic priorities annually, including stated desired outcomes. 5 ONTARIO COLLEGE OF TRADES STRATEGIC PLAN AND 2018 PRIORITIES

10 Meeting the changing needs of Ontario, together In August 2014, the Board of Governors adopted a Strategy for which sets out four broad goals: protect the public interest, lead change, promote pride of profession and lead organizational excellence. In June 2017, the Board and senior management team agreed on three general areas of strategic priority for advancing these goals in 2018: Members, Partners and Our People. Improve apprenticeship system Execute compliance & enforcement Review scopes of practice Advance diversity and inclusion Members Make membership in the skilled trades more meaningful, attractive and rewarding Work effectively with government Engage employers Participate in regulatory affairs Partners Engage partners to identify issues and understand the current and future needs of the province Executive and board succession Increase employee engagement Be accountable to members & public Streamlined governance structure Our people Be a modern regulator that protects the public while supporting a dynamic environment where skilled tradespeople succeed and help meet Ontario s changing needs Delivering Value People entering apprenticeships reflect the diversity of Ontario, with young people finding good jobs and replenishing an aging trades workforce A skilled trades workforce is adapting to new technology to advance their careers and support business growth The world s best trades workforce attracts new employers to Ontario Consumers have high trust and access to tradespeople, making life a little easier and supporting consumer spending Achieving our vision Excellence in the skilled trades makes Ontario the best place to be a tradesperson, and makes Ontario more globally competitive in the modern economy

11 CONFIRMING OUR STRATEGIC PRIORITIES 7 ONTARIO COLLEGE OF TRADES STRATEGIC PLAN AND 2018 PRIORITIES

12 Enduring value to Ontario While the College s work can be influenced by government directions, the trades contribute significantly to enduring priorities that governments need to address. Issues related to the skilled trades intersect with various broadly shared policy initiatives and economic goals. Making life a little easier for Ontarians by connecting them to qualified tradespeople The government of Ontario is committed to making services simpler, faster and better for people in the internet age. Allowing Ontarians to search the College s Public Register aligns well with the government s theme of making life a little easier for Ontarians. Greater awareness of the College s role in protecting consumers will enhance its reputation in government and among the public. The College needs to: further promote its Public Register and ensure functions and usability keep pace with changing consumer expectations. Building up Ontario s workforce for the future The workplace and economy are undergoing rapid change. Automation and technological disruption are impacting various types of employment, from retail, professional services, to the skilled trades. Ontarians of all ages, especially young people, are trying to find a place in the new economy, and many are considering the stability and satisfaction that a skilled trade can offer. Skilled trades are jobs of the future, and among the occupations with the lowest risk of displacement by automation. The College needs to: promote skilled trades as a profession and explain the pathways to apprenticeship and trades membership clearly, and in ways that resonate with different audiences. Building the physical foundation for the new economy Ambitious plans for transportation corridors, resource development, technology clusters and creative industries rely on the construction of infrastructure, buildings and other physical assets. Higher standards for energy efficiency, accessibility and aesthetic design will depend on having the skilled trades workforce that can execute ambitious plans. Tradespeople do work that helps others realize their vision for example, new rail transit services, the unused warehouse converted to a digital enterprise, or the sets and stages where Ontarians tell our stories to the world. The College needs to: be more engaged in the public policy dialogue on economic development to understand its role in the new economy, and to improve public understanding of the College s vital contributions.

13 Supporting strong regional economies In smaller communities, people are losing time and money when vehicles, agricultural equipment or other machinery isn t working. Resource development relies on the skilled tradespeople who can perform the maintenance that keeps a mine operating safely and efficiently, and remote resource-development camps rely on a range of trades to keep workers fed and housed comfortably. Tourism relies on trades from maintenance to marine engine repair or culinary arts. Trades offer young people the opportunity to find good-paying jobs in the community they grew up in and call their home. Trades matter to every community. The College needs to: engage a diverse range of municipal partners, regional leaders and industry sectors to ensure policies and practices are supporting tradespeople in all parts of the province and contributing to regional economic growth. Livable cities, modern lives So much of an Ontarians day depends on quality tradespeople. Most of our plans in life assume that tradespeople will be available. The cities we want to live in that are easy to get around and have places worth going to are made possible because tradespeople are building, maintaining and providing services. When we wake up in a warm, energy efficient home, it was tradespeople who put on a roof, installed the electrical panel and put in place the insulation that keeps valuable heat in. The school where you drop off your children may have qualified educational assistants enriching learning. Picking up a hot coffee on the way into the office is enabled by the plumber who connected pipes, and the baker who made the pastry to go with the coffee. Connecting with colleagues around the world relies on electricians and network technicians. The evening meeting with the condo board likely includes choosing tradespeople for upgrades and repairs. These are just a few examples of how the work of tradespeople intersects with the lives of Ontarians. Quality of life relies on the quality of Ontario s trades. The College needs to: reinforce to Ontarians the foundational contribution of tradespeople in a well-functioning community, one where people choose to work, live and raise a family. 9 ONTARIO COLLEGE OF TRADES STRATEGIC PLAN AND 2018 PRIORITIES

14 Building productive relationships to meet emerging needs Members Members are the College s most important customer, stakeholder and ambassador for the trades. This is why it s essential that members see the value and benefit of self-regulation; have channels of communication to share their experiences on the ground in workplaces; and can share ideas on how their trade can be made stronger. All the College s goals from replacing an aging workforce, to protecting the public and contributing to the public good come back to making membership meaningful and rewarding for our members, and so the College will do a better job of developing and communicating the value proposition of membership. The success of members speaks to the value of trades in our society. When our members are well-trained, qualified and satisfied in their work, Ontarians see the difference. The College needs to: enhance the value proposition to better engage employers and tradespeople in membership and apprenticeship. Government and business partners The decisions of government impact the College, and the performance of the College impacts government objectives. Many of the Colleges functions rely on input and advice from Ontario ministries. As the College seeks to integrate evidence-based decision making into its operations, governments at the federal, provincial and municipal level can be a source of valuable data for informing decisions and measuring progress. When the College has a productive relationship with business both large and small that is good for our members. Understanding the long-term challenges and opportunities facing Ontario businesses informs the College s regulatory work and ensures that tradespeoples skills keep pace with the needs of a modern, technologically driven economy. The College needs to: have a closer relationship with government and other stakeholder partners so that information, ideas, perspectives, concerns and opportunities are being shared in a two-way, ongoing dialogue. The people in our organization The people working within the College have done outstanding work in establishing the College s public profile and its credibility as a trusted regulator in the skilled trades. To meet emerging challenges and execute on our legislated mandate, our people need to understand the roles of the College and how their work contributes to broader goals and public impacts. The College serves a membership base that works in a rapidly evolving economy. We need to embed a culture of continuous learning and information sharing that includes the Board, executive and all staff. There is a shared commitment, among everyone involved at the College, to make Ontario s trades system the best in the world. When the CEO and Registrar, the Board of Governors and staff at the College are communicating and collaborating successfully, the College can set and meet ambitious goals. The College needs to: ensure it has the capacity, competencies and resources to carry out its mandate.

15 enhancing the College s brand taking Action on apprenticeship Access to apprenticeships is among the College s most high-profile issues and receives considerable government and media attention. Today, people are choosing occupations with a mind to the future of work. The Brookfield Institute at Ryerson University estimates that over 40 per cent of Ontario s workforce is at some risk of automation. The trades are much less vulnerable than other occupations. This means public attention to the issue of apprenticeships could intensify as more people appreciate the relative stability of an occupation in the trades. This is a complex and significant undertaking, one that key stakeholders are deeply engaged with. There is broad agreement within the trades that improvements in the apprenticeship system are critical to the apprenticeship model, the success of our sector and the College itself. The College needs to: take early steps to assume greater responsibility in the apprenticeship lifecycle. Implementing the compliance and enforcement policy Compliance and enforcement is how the College actively asserts its public interest mandate. Education ensures that tradespeople are qualified and know their responsibilities. Compliance protects the public and the safety of workers. Enforcement ensures there are consequences for those who do not follow the rules, which reinforces the value of College membership and begins to enhance public trust in the trades. The College needs to: demonstrate the success of the new compliance and enforcement policy not just by documenting actions, but by measuring behavioral changes and broader outcomes in the marketplace. Helping to address the underground economy and reduce workplace injuries As the new compliance and enforcement policy highlights, strategic compliance and enforcement contributes to the public interest by highlighting the importance of addressing the underground economy. This protects consumers, and it helps address a persistent government problem that impacts tax revenue and perceptions of tax fairness. In workplace safety, College members can be well-trained advocates. They know how to work safely, and because membership gives them credibility and support, they can be an active voice for safety in workplaces. The College needs to: conduct research and analysis to better understand its marketplace, including the underground economy. 11 ONTARIO COLLEGE OF TRADES STRATEGIC PLAN AND 2018 PRIORITIES

16 Replenishing an aging workforce While there is broad public awareness that our workforce is aging, the issue is especially acute when it comes to journeypersons. The number of new entrants is not coming close to making up a growing shortfall due to retirements. This trend is occurring at a rapid rate greater than the growth of both the total number and average age of apprentice members. To create conditions for business growth and expansion, governments will be motivated to work with the College to establish a clear and common understanding of obstacles and opportunities in the apprenticeship system. The College needs to: partner with the Ministry of Advanced Education and Skills Development (MAESD), the Ministry of Labour (MOL) and other apprenticeship partners to establish a clear, consistent, and streamlined roadmap for new entrants into apprenticeships. Diversity, inclusion and pathways to opportunity Addressing income inequality is a persistent issue and one where the College can be seen to be making a difference. While the College is making important strides in this effort, our members, Board of Governors, and staff must carefully consider any hidden barriers that restrict access for any Ontarians. This is a vital issue for the future of the College itself, particularly in increasing and stabilizing membership. According to the Ontario Ministry of Citizenship and Immigration, over the next 25 years, immigration will account for all of the increases in Ontario s working age population and is expected to be a major source of future labour force growth. Continued and enhanced engagement with partners will contribute to greater opportunities and help address the priority of replenishing an aging workforce. According to Statistics Canada, four in ten (42%) Indigenous people in Ontario were under the age of 25, compared with 30 per cent of the non-indigenous population. The College needs to: collaborate with government and other stakeholder partners to undertake visible and concerted efforts to attract a diversity of people to the trades including Indigenous peoples, women, persons with disabilities and racialized minorities.

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18 Make trades more meaningful, attractive and rewarding Objective: Improved Apprenticeship System The College will work with ministry partners, MAESD and MOL, to establish a clear and common understanding of obstacles and opportunities in the apprenticeship system. We will use evidence to inform changes and a business case approach to deliver results. Results: apprentices experience a single window streamlined approach to entering apprenticeships and employers will have a more efficient way of being engaged in the apprenticeship system. Objective: Execute new Compliance and Enforcement Policy The College will implement the new compliance and enforcement policy. Compliance and enforcement staff will be trained, competent and confident inspectors and investigators delivering the new policy. Members and other stakeholders will see clear, cogent and consistent practices across the province. The College will focus its efforts on active, efficient and visible compliance and enforcement in areas that are most in need (with a focus on risk of harm). This will provide data that will guide the Compliance & Enforcement Committee as it reviews quarterly metrics and sets annual priorities. Results: higher rates of compliance within the skilled trades sector, fewer uncertified workers doing compulsory skilled trades work, and a diminished underground economy. Objective: Apply program evaluation process and conduct scope of practice reviews The College will continue using a program evaluations process to determine whether evidence shows that a trade is no longer in the public interest to continue being designated as a trade. As part of this process, the College will review scopes of practice and put in place the capacity and expertise needed to undertake a fair, transparent and evidence-based process. Results: more focused use of College and ministry resources, greater member satisfaction with their scope of practice and with the process for determining that scope. Objective: Increase diversity in the trades The College will develop a clear plan for promoting diversity and inclusion across all four skilled trades sectors of the province. We will use research, data and analytics to identify the issues and barriers, so that impediments can be addressed. The College will leverage relationships with other regulators and organizations with expertise and experience in advancing diversity. Results: a tangible action plan that is being implemented to increase diversity and inclusion in the skilled trades.

19 Engage partners to understand the needs of the province Objective: Better relationships with stakeholders The College will execute its Stakeholder Relationship Management Strategy. The strategy focuses the College s energy on resolving the most pressing stakeholder issues and ensuring a smooth transition in relationships with key government players. It emphasizes the importance of continuous, proactive and broad stakeholder outreach activities. Results: a larger College footprint and enhanced reputation in the regulatory, political, skilled trades, employer, and education and training communities. Government and other bodies approach the College for advice on policy and seek out the College as a partner. Objective: Employers are more engaged in College membership and apprenticeship The College will identify and begin removing barriers to employer participation in supporting apprenticeship and engaging in the College s mission. As the compliance and enforcement policy is rolled out, there is an opportunity to demonstrate the advantages of membership in the College. With many previously contentious issues being resolved, conversations with employers can be taken to a higher level. The College will be inviting employers to participate in the College s events and discussions to show that participation in the College has clear advantages and provides an opportunity to influence the future of the skilled trades. Results: increase in membership in the Employers/Sponsors Class. Objective: Work more actively and effectively with other regulators to influence public policy In becoming a modern regulator, the College needs to learn the best practices of leading regulators, and be part of shaping new ideas on the role and purpose of regulation in protecting consumers. It s equally important for the College to share its own information and experiences to shape the regulatory agenda in Ontario. The impact of regulation on the economy and innovation is a continuing concern of government, with regulatory and red tape reviews now becoming an ongoing activity of governing. Results: the College is participating in provincial reviews and consultations impacting members, and contributing insight to legislative development and reviews, including participation in the review of the Regulatory Modernization Act. 15 ONTARIO COLLEGE OF TRADES STRATEGIC PLAN AND 2018 PRIORITIES

20 Become a modern regulator Objective: Work with all stakeholders to review the College s governance structure The College is required, by its enabling legislation, to review the functioning of its governance structure. That work will be fully undertaken this year. The College will engage all stakeholders and hear from as many voices as possible. While Ontario s trades sector is unique, the College can learn from the experiences of regulators across sectors, provinces and the world, and adapt good ideas to Ontario s needs. Results: a full functioning, collaborative and effective governance structure. Objective: All our people understand their role in contributing to policies and goals People within the College will have a better understanding of operational policies and strategic goals and priorities. Staff will know their role in executing the College s Strategic Plan 2018, as well as their department s strategic goals and key performance indicators. Results: staff will be able to see themselves in the priorities and key deliverables of the College. Annual staff performance management plans will continue to be linked to the operating plan for each department. Objective: Changing leadership seamlessly and successfully The College will successfully transition to a new CEO and Registrar with strong support of the Board of Governors, senior management, and staff. A largely reconstituted Board of Governors will receive a robust orientation, training and professional development program to ensure their succession unfolds seamlessly. The staff leadership development and senior leadership team succession planning process will continue to be implemented. Results: stability and internal promotion across the College. Objective: Providing the best possible tools, training and technology to its Board and Committees The College will continue implementing best practices in supporting the Board and committees. This will include examining committee structures, membership, and materials provided. Those taking part in the Board, committees, panels, and working groups will have access to the training and development they need to do the job effectively. Results: board meetings that are productive and efficient, a high rate of retention among those taking part in boards, panels, committees and working groups.

21 Objective: A stable revenue model augmented by new revenue sources The College will investigate non-dues revenue sources, such as continuing education and professional development. At the same time, the College will work to increase membership in the Employers/Sponsors Class and among skilled tradespeople in voluntary trades. We will continue to show the value proposition of membership and make it easier to join the College. Results: stable revenue, elevated brand recognition as a leader in developing programs for the skilled trades and increasing unique page views of the Public Register. 17 ONTARIO COLLEGE OF TRADES STRATEGIC PLAN AND 2018 PRIORITIES

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23 CONCLUSION A critical period for the College The year 2018 will be a time of change for the College. There will be external change. Most notably, by June, a provincial government will have a new mandate from the people of Ontario. We will continue managing internal change, with new people joining the Board, executive and staff. There will be new ways of conducting our work, particularly in compliance and enforcement. Our Strategic Plan 2018 will help us focus on the objectives and overarching goals that guide us in both adapting to change, and continuing to drive change. Keeping up the dialogue While our Strategic Plan 2018 is a guide, it is not the last word on how we can advance our organization and deliver better services to members. This document is meant to facilitate discussion and is an invitation for the College s people at all levels to bring forward ideas and perspectives that can bring us closer to our goals or help us see those goals in a new light. In a province that is geographically large, demographically diverse and economically dynamic, we really are counting on the College s people, members, and partners to ensure our continuing work reflects the realities people are experiencing out there in the workplace, marketplace and in society. The Strategic Plan 2018 is the starting point for a full and engaging year of strategic discussions. Delivering on a year of action At the end of 2018, the College will be a more responsive organization, both in how we do our work within the College and how we interact with members and conduct our regulatory activities. We ll be known by our actions. Actions are the most powerful message we can send that the College is committed to increasing its value to Ontarians. Action speaks powerfully to members on the value of membership. Even more important will be the demonstrated results our actions deliver. In 2018, the College will take important steps forward in being the modern regulator that will promote excellence in the skilled trades to help secure Ontario s future prosperity. 19 ONTARIO COLLEGE OF TRADES STRATEGIC PLAN AND 2018 PRIORITIES

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