PATHS Components
PATHS is a replicable program, meaning the initiative’s plan and results are shared to enable this work to continue, and to help others achieve similar outcomes. The information below describes the PATHS implementation model and six key elements, including:
- Advisory Committee
- Recruitment to the Trade
- Curriculum and Training
- PATHways Program
- Evaluation and Revision
- Dissemination
Advisory Committee
Engaging with a broad range of stakeholders is critical to ensuring the initiative is well tailored to the needs of the community it is serving. Developing an advisory committee of these stakeholders will allow implementers to receive guidance on what is already available, and what is needed for an effective workforce, and the gaps between the two which need to be addressed by PATHS. The objective of the Advisory Committee is to review plans, review progress, oversee evaluation, and provide direction on recruitment materials, curriculum, and tools/resources.
It should be made clear what impact participation in the committee will have on the community and HVAC performance outcomes. Whenever possible, recruitment should be personalized, with individuals who know the candidates who are making personal appeals for participation.
Forming the Committee
Key stakeholder groups can be divided into “Supply” and “Demand”. Supply refers to constituents who train technicians into a pool of workers, and Demand refers to those involved in making sure workers are prepared to provide quality HVAC performance.
| Role | Examples | |
|---|---|---|
| A | Recruitment to Community College | High School Counselors, Shop Teachers, CCC Recruiters |
| B | Community College Instruction | CCC Administration, Dean, Faculty |
| C | Job Seekers | Technicians: New (current student, recent grad, 5 years in), Union Technicians |
| D | Community Devlopement | Economic Development, Non-Profit Community Organizations, Councils of Government, Tribal Groups, Veterans |
| E | Job Providers | Contractors: Small, Large, Exemplar, National Association, Union |
| F | Technician / Contractor Training | DOE (BTO and contractors), Utility Trainers and Workforce Programs, Industry Trainers |
| G | HVAC Performance Advocates | Utility Program Managers, Manufacturers, Advocacy Groups |
The point “D” refers to Community Development entities, who sit in the middle of this picture, and have an interest in making sure that matchmaking happens and people advance from the Supply end to the Demand end.
The Advisory Committee should meet at least twice a year. Meetings must be effectively facilitated to ensure even the less vocal members give input. The group must quickly reach consensus and determine actions that can scale the program from a regional pilot to statewide in California and into other states. Ideally, some of the meetings should be in-person and held within the region.
Trade Recruitment
Few students and workers are aware of the benefits of a career in HVAC services. Program materials be carefully crafted to effectively convey the appeal. There are severe shortages of trained HVAC technicians and contractors in California, so it is not enough to simply train those already on the path—we must attract more and then train them. Materials should emphasize the non-traditional workforce, targeting individuals such as underemployed construction workers, older workers, veterans, women, and the disabled. When appropriate, these should be made available in languages beyond English. The objective of outreach is to increase enrollment in HVAC certification courses and facilitate recruitment of new workers through contracting firms.
Curriculum and Training
The PATHS initiative will develop and deliver curriculum for both students and incumbent technicians and contractors, and will help develop both technical and soft-skills. The curriculum may also include procurement of supporting tools and resources.
There are three separate components of the training provided through the PATHS program:
- Training for community college students, covering principles, skills, and proper techniques for taking measurements and adjusting HVAC systems during installation and maintenance. This training is designed to be incorporated into an existing HVAC certification syllabus. The content will consist of approximately five lecture hours and associated exercises, which may be spread across multiple existing courses. Since making changes to curriculum is often a process-intensive endeavor, the material can initially supplement existing course content, and then eventually be incorporates into new course components or even new courses. Curriculum includes course syllabus, PowerPoints, and instructor notes.
- The program will also design and develop technical training for incumbent technicians and contractors, covering proper use of tools to take readings of operational parameters, how to assess whether the measurements were taken correctly, and how to interpret the results and identify opportunities for improvement. This instruction should ideally be delivered in a hands-on format, ideally held at a contractor’s facility or training center.
- The program will also design and develop a soft-skills training program for incumbent technicians and contractors, covering skills and techniques for identifying options to improve performance, and communicate these options to a homeowner and help them decide what needs to be done. This is best delivered in an in-person format, although a well-designed virtual training can also provide the necessary interactivity. Curriculum includes powerpoints and word documents and include syllabus, learning objectives, and exercises.
2022-2023 Curriculum Samples:
System Evacuation Laboratory Flow Chart
System Recovery Laboratory Flow Chart
PATHways Program
To ensure the path is smooth from trade school to careers in HVAC services, it is important to bridge the gap between students and employers. This is typically done with career fairs where employers provide information about their companies. A mentorship program is a richer way to pair students either with contractors (potential employers) or with technicians (role models for their first job) and provide opportunities for students to meet at contractor places of business, job sites, or in the campus lab to exchange experiences. Ideally, it will be an engaging and ongoing relationship, and can include regular meetings (in person or virtual), formal or informal social events (lunch, golf events, etc.), and attending trade shows or industry events together. Another element could be to provide advanced instruments to qualified students to keep after they graduate. Job seekers who already have tools and know how to use them are seen as already having made a commitment to the trade and will be more attractive to employers.
Dissemination
Because there is so much to learn about how best to provide workforce education and training, it is important for anyone who implements a program to do what they can to disseminate findings. This will help others in the region or other regions to carry out their own efforts. Dissemination should be geared towards providing materials that can be shared, but also to convey lessons learned and best practices. Dissemination is often an afterthought, and it is assumed that if the information is posted on the website, it will be found by others. However, active engagement with the entities who need the information and effective planning for dissemination can boost its effectiveness. The Advisory Committee should be enlisted to share the results within their own organizations and professional networks. Goals and timelines for dissemination are helpful, as are securing commitments for dissemination. Dissemination activities can include preparing slide sets that can be distributed to Advisory Committee members to make their own presentations, as well as press releases, brief summaries that can be included in newsletters and trade press. Colleges, trade organizations, utilities, and associated governmental entities often have communication channels that can be tapped effectively. Tracking dissemination can be helpful in ensuring that it is not neglected.