The BTG Model

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Why the BTG Model is needed

When labour supply does not match workplace demands because there is a shortage of labour, it can mean that employers may not have access to employees that have the necessary knowledge, skills and experience required to do the work

Many industry sectors have skills challenges due to increased competition from other provinces/territories, a rapidly aging workforce and a variety of training related issues, it is important to therefore have solid partnerships between industry, labour, government, NGOs and training institutions.

Process

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Implementing BTG is a multi-phase process involving many partners at different stages. These flexible phases include:

  1. Identifying the lead project sponsor. Traditionally this has been a non-government organization.
  2. Employ a BTG Counsellor/Facilitator to facilitate the participant assessment and selection process and monitor the project. The BTG Counsellor/Facilitator is the direct liaison between the training participants, the business partner and the local CLN.
  3. Formation of a local Community Learning Network Team (CLN) to oversee all components of the implementation of the BTG Model. The role of the CLN is to implement all aspects of the BTG Model.
  4. The CLN forms a subcommittee to assess and select a business partner. The business must be expanding or a new operation and requiring to hire 8+ new employees after the project is completed.
  5. The participant assessment and selection process is also done in consultation with a subcommittee from the local Community Learning Network Team.
  6. In collaboration with a Post Secondary Educational Provider, an Essential Skills and Development Trainer and Industry Content Trainer are employed. Training participants are students of the post-secondary institution while participating in the skills training component. The skill sets are designed around the business partner’s workplace skills and integrates essential skills into all facets of learning. Prior Learning Assessment and Recognition is also a component of the training.
  7. Selected private business partners establish a benchmark for the workplace based training by engaging in the testing of Workplace Essential Skills (TOWES) and Workplace Informal Learning Matrix (WILM) Assessments.
  8. Training participants engage in a pre and post Testing of Workplace Essential Skills (TOWES) and Workplace Informal Learning Matrix (WILM) Assessments.
  9. A Skill Set Design Subcommittee (business partner, educational provider, sponsor organization, others as deemed necessary from the CLN) is formed and meets on a monthly basis to ensure the training is meeting the needs of the training participants and the business partner.
  10. At the end of the skills development component, training participants have the career development, skills upgrading and an opportunity for employment with the business partner.