Strategic Plan of 1199 Training and Employment Fund Seiu
Strategic Plan of 1199 Training and Employment Fund Seiu
Strategic Plan of 1199 SEIU TEF
MBA580
University of Phoenix
Table of Content
Executive Summary
Company Background
Vision Statement
Mission Statement
Value Statement
Environmental Analysis
Strategic Imperative
Remote Environment
Social/Cultural Factor
Political/Legal Factors
Technological Factors
Demographic Factors
Industry Environment
Operating Environment
Competitive Analysis
Internal Environment
Long-Term Objectives
Strategic Analysis
Matched Pair Analysis
S.W.O.T Matched Pair Conclusion
Strategic Analysis and Choice
Plan Goal Implementation
Gap Analysis
Key Performance Metric
Financial Analysis and Projections
Critical Success Factors
Controls and Evaluations
References
Executive summary
1199 SEIU Training and Employment Fund (TEF) is one of the divisions of benefits offered by the Union – 1199SEIU operating in the healthcare industry. The healthcare industry is fragmented and presents challenges of stiff competition, no major market share and no visible leader in the market. While the industry is forecasted to have the greatest amount of growth among other industries over the next five years, it is forecasted that it will suffer the greatest shortage of professionals needed to perform in this market. Finding the actual workers also pose a challenge to TEF. Looking into the future, TEF has the ability and resources to overcome these challenges and to achieve its vision of providing for a world class healthcare workforce. To accommodate this vision, TEF use market development, product development, horizontal integration and innovation to implement several long-term objectives and strategic initiatives that focus on expanding on the healthcare workforce, attracting young people and building a young and vibrant workforce and improved member satisfaction thus increasing membership to the Fund and the Union.
TEF will overcome these challenges to take advantages of opportunities presented as a result of fully committing itself to the strategic actions identified in this plan. With an investment in human capital and added investment in recruiting and advertising allocated over three years, TEF can expect to be a major supplier of workers to the healthcare workforce. They can also expect to gain productive partnership and alliances, increased membership and increased revenue from CBA resulting in reduced the dependence on grant funding that is subjective to the political atmosphere. With the empowerment of its internal staff, TEF can expect continued support and expansion of its endeavors.
Company Background
Local 1199 (The Union) was formed in 1932 as a small union of pharmacists and drugstore employees. It was formed to cover the health and pension benefits of the 300 members. The Union soon grew in strength and number and by 1959 with 50,000 was able to win contract with Montefiore Hospital, Mount Sinai, Long Island Jewish, Beth Israel and Lenox Hill Hospitals. The Benefit Fund package was later extended to include vision, summer camp, scholarships, prescription drugs and dental. In 1972 the fund became national and covered workers in other states. Training was then added to the benefits