The Ontario Sheet Metal Workers and Roofers Conference and the Ontario Sheet Metal and Air Handling Contractors approached HRDC for funding a Provincial Industry Adjustment Services (IAS) Committee. The mandate of the committee would be to undertake a feasibility study to determine the most efficient and effective training delivery system that would address the needs of the industry and its affiliated stakeholders. This would be achieved with a view to maintaining and increasing skills levels and competencies in the Sheet Metal industry. The research and analysis would result in identifying three training delivery options. For each of these models an assessment of advantages and disadvantages was presented for the IAS committee’s consideration. The Committee then chose the training model that would best meet the industry’s needs, and a business case was developed for a Provincial Sheet Metal Industry Training Center.

     This section provides a description of the research and analysis that contributed to developing the Business Case. A three-phased approach was implemented. Phase 1 would involve a Human Resources Analysis; Phase 2 would focus on assessing current training delivery models; Phase 3 would create a business plan and develop strategies and recommendations on implementing the selected training delivery model. Overall, the industry-run centres are much more responsive to market needs, and can quickly gear up to train and/or upgrade workers for a specific project. The industry-run training centers also act as a valuable tool for promoting the industry to new entrants. Another area of research included visiting other Sheet Metal Training Centres to observe a working example of a industry-run training centre and to learn from their example. There were several focus groups and meetings with both the contractors and labour representatives to discuss their concerns, viewpoints and suggestions.

     The details from a number of common issues were identified through the discussions and interviews. After consulting with their respective constituents groups the IAS committee members recommendation was to carry out a detailed business plan and financial analysis on an industry-run training centre, most likely under a design/build scenario. One of the key considerations for a Provincial Sheet Metal Training Centre is the location. Since apprentices would be coming from all over the province, it needed to be convenient to as many apprentices as possible. This would reduce costs by allowing the largest proportion of apprentices as possible to be day students. In the same vein, the training center would also have to be within a reasonable driving distance from most journeypersons who would attend upgrade training courses. To reach journeypersons that are located further away, there would have to be other methods of delivering upgrade training. The area, which meets most of the location criteria, is in Oakville. This would locate the training center within 1 to 1.5 hours drive of approximately 70% of the SMWIA members. It is situated on approximately 3.5 acre parcel. The centre is 29,000 square feet. Within this center this would provide training for apprentices and journeypersons as follows:

             • An upgraded apprenticeship training program for sheet metal
             • Training for sheeters/deckers
             • Upgrade training for journeypersons, including mobile or satellite programs
             • Customized training for specific markets and/or projects

     Based on the earlier research, approximately 250 apprentices would be trained each year. This is a conservative estimate with the upper limit being between 270 and 350 apprentices. The physical parameters described above could meet those estimates and with careful scheduling could handle up to 450 apprentices if the need arises. In addition, it is estimated that approximately 300 to 400 journeypersons would take upgrade programs through the Training Centre.