Strategic Plan of 1199 Training and Employment Fund Seiu

Strategic Plan of 1199 SEIU TEF

MBA580

University of Phoenix

Table of Content

1. Executive Summary 3

2. Company Background 4

3. Vision Statement 5

4. Mission Statement 6

5. Value Statement 6

6. Environmental Analysis

Strategic Imperative 9

Remote Environment

Social/Cultural Factor 12

Political/Legal Factors 12

Technological Factors 13

Demographic Factors 13

Industry Environment 14

Operating Environment 16

Competitive Analysis 18

Internal Environment 20

7. Long-Term Objectives 23

8. Strategic Analysis 25

Matched Pair Analysis 26

S.W.O.T Matched Pair Conclusion 27

Strategic Analysis and Choice 29

9. Plan Goal Implementation 32

Gap Analysis 35

Key Performance Metric 38

10. Financial Analysis and Projections 38

11. Critical Success Factors 41

12. Controls and Evaluations 42

References 46

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