STRATEGIC ACTION PLAN
New York Association of Training and Employment Professionals
July 2007 through June 2010 

    Letter from NYATEP Leadership

Executive Summary in PDF

Download Complete Plan in PDF

NYATEP's Vision and Mission

VISION:	New York has the best quality workforce development system in the country.
MISSION:	Our mission is to lead and advocate on behalf of building the workforce development system in New York.
CUSTOMERS:	Our primary external customers are individuals and organizations who use our services or who need our products and services. Our staff is our primary internal customer.
MEMBERS:	Association members are any workforce entity, private or public not for profits, that has workforce development as part of the organizations mission.
ROLE:	NYATEP will play several roles in furtherance of our vision and mission: • We will be an advocate and take political action on workforce development issues at the local, state, and national level. • We endeavor to catalyze change in the workforce community to move it toward our vision of quality services for all. • We will be a facilitator and convener to identify issues and act collectively with partners to address them. • We will be innovators, promoting best practices from within the state and around the nation. • We will be leaders in providing information and technical assistance.

  
 Organizational Goals 

Goal 1:	Position ourselves as a forward thinking organization that is well positioned to identify, articulate and influence workforce trends and policy and become recognized as such. View Key Strategies
Goal 2:	Build the workforce development fields’ workforce with a specific focus on growing, attracting, and retaining new leaders to the industry. View Key Strategies
Goal 3:	Build organizational relevance, through products and services, to industry sector and economic development associations and educational institutions. (Educational institutions include K-12 and post secondary) View Key Strategies

Key Strategies

Goal 1: Position ourselves as a forward thinking organization that is well positioned to identify, articulate and influence workforce trends and policy and become recognized as such. 

• Become known as the convener for economic development, workforce development; and education when the ‘intersect’ is at play

• Educate state agencies and councils on workforce issues and the catalytic positioning workforce development should play in economic development and educational arenas

• Position the organization to make recommendations on policy issues at the state and national level.

• Identify and advocate for the future workforce development issues

• Influence economic development policies and practices by delivering workforce strategies aligned to community economic development initiatives.

• Continuously build the knowledge of the membership on the skills gap, program best practices, and key workforce trends.

 Goal 2: Build the workforce development fields’ workforce with a specific focus on growing, attracting, and retaining new leaders to the industry.

• Create a supply chain

• Identify methods to increase the attractiveness of the field

• Identify methods to increase awareness of the depth and breath of the field

• Increase connections to academic institutions that educate for this field/platform fields.

Goal 3: Build organizational relevance, through products and services, to industry sector and economic development associations and educational institutions.².

 ²Educational institutions include K-12 and post secondary 

• Conduct market research within the key segments identified in the goal to identify market relevance and opportunities

• Conduct an opportunity analysis

• Prioritize entities within each segment to target.