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Staff report for action on Workforce Development Strategy: 2014 Update 1
STAFF REPORT ACTION REQUIRED
Workforce Development Strategy: 2014 Update
Date: June 9, 2015
To: Economic Development Committee
From: General Manager, Toronto Employment and Social Services
Wards: All
Reference
Number: 21135
SUMMARY
In 2012, the City of Toronto committed to building a responsive workforce development
system to better serve and better connect employers and jobseekers. Working as One, the
City's first Workforce Development Strategy, articulated this vision and has since been a
key driver of partnerships, programs and services which have improved job seeker
outcomes and employer engagement across the city.
This report provides an update on progress made to implement the strategy in 2014 and
identifies priorities for continuing to advance this work in 2015. The report begins with
an overview of the current workforce development climate in Toronto through a brief
overview of important changes at the City and Provincial levels. Next, it describes key
actions and accomplishments for 2014. Finally, the report identifies the following 5
priority areas to advance the strategy's objectives into 2015: tackling youth
unemployment, expanding industry partnerships with a career development focus,
enhancing employment services for all job seekers, advancing a more integrated
workforce development system, and profiling and promoting workforce development.
RECOMMENDATIONS
The General Manager, Toronto Employment and Social Services, recommends that:
1. The Economic Development Committee receive this report for information.
ED5.4
Staff report for action on Workforce Development Strategy: 2014 Update 2
Financial Impact
There are no financial implications arising from this report beyond what is included in the
2015 Approved Operating Budget for City Divisions. Any additional resources required
beyond 2015 will be addressed though subsequent budget processes.
The Deputy City Manager and Chief Financial Officer has reviewed this report and
agrees with the financial impact information.
Equity Impact The City's workforce development programs, services and initiatives support a range of
equity seeking groups including, residents from Neighbourhood Improvement Areas
(NIAs) across Toronto, residents in receipt of social assistance, Aboriginal job seekers,
persons with disabilities, racialized and newcomer residents and other vulnerable groups.
DECISION HISTORY
At its meeting on March 5, 6, and 7, 2012 City Council endorsed Working as One: A
Workforce Development Strategy for Toronto. This City Strategy provides a blueprint for
establishing customer driven, integrated employment services in Toronto. Importantly, it
identifies a dual customer focus – employers and job seekers – and a range of
mechanisms to better support employer and job seeker needs.
http://app.toronto.ca/tmmis/viewAgendaItemHistory.do?item=2012.ED11.5
At its meeting on April 3 and 4, 2013 City Council adopted Implementing Toronto's
Workforce Development Strategy: Progress to Date and Necessary Next Steps. This
report provided an update on the impact of the City's Workforce Development Strategy in
its first 12 months of implementation, including achievements and areas for future work
to better align services for job seekers and employers.
http://app.toronto.ca/tmmis/viewAgendaItemHistory.do?item=2013.ED20.2
At its meeting on April 1, 2, and 4, 2014 City Council adopted Workforce Development
Strategy: 2013 Progress Report. This report provided an update on achievements in 2013
and lessons emerging from implementing the strategy. Building on these lessons, the
report recommended the establishment of a multi-stakeholder Workforce Development
Leadership Table to advance a streamlined, responsive and coordinated workforce
development system in Toronto.
http://app.toronto.ca/tmmis/viewAgendaItemHistory.do?item=2014.ED29.4
Staff report for action on Workforce Development Strategy: 2014 Update 3
ISSUE BACKGROUND Working as One, Toronto's first workforce development strategy, evolved out of the need
to better serve -- and better connect -- employers and jobseekers. Since its introduction in
2012, the strategy has helped to drive new approaches at the City, creating more
coordinated and integrated responses for employers and driving innovative initiatives for
jobseekers. Two previous progress reports have detailed the success of the strategy and
the collaborative approach that underpins it, with enhanced partnerships between City
divisions, as well as with a range of private sector, community and government partners.1
Despite this positive impact, a wide body of research continues to document the scale of
the challenges that exist for employers and jobseekers, with ongoing concerns about
skills gaps and mismatches, the rise of precarious employment and working poverty, the
absence of career pathways and high levels of unemployment and poverty.2 Significantly,
while noting the complex problems that exist, such studies consistently demonstrate the
importance of robust workforce development policies and programs in addressing them.
While significant challenges exist, at the same time there is also a growing belief that this
is a moment of opportunity for workforce development in Toronto and that the City is
playing an important leadership role in shaping its continued evolution.
With this in mind, this report begins with a brief overview of the current context for
workforce development in Toronto. Next, it provides an update on the implementation of
the strategy in 2014, highlighting a number of key actions and accomplishments. Finally,
the report identifies five priority areas to advance the strategy in 2015 and beyond.
COMMENTS
The Current Context for Workforce Development in Toronto
Several years since the end of the "great recession" the labour market in Toronto
continues to be challenging. While the number of employed residents has increased by
10% over the past 6 years, part-time and temporary jobs have increased faster than
permanent and full-time positions. In addition, although average hourly wages rose by
10.8% between 2008 and 2014, once adjusted for inflation, wages lost value.3
Meanwhile, labour force participation rates fell to a low of 63.5% in November 2014,
which was lower than the Canadian average (66%).
For those outside the labour market, the level of unemployment, despite a decline to 7.4%
in January 2015, has more typically hovered around 9-10%. Indeed, the annual average
1 Implementing Toronto's Workforce Development Strategy: Progress to Date and Necessary Next Steps;
Workforce Development Strategy: 2013 Progress 2 PEPSO, McMaster University and United Way Toronto (2015), The Precarity Penalty: The Impact of
Employment Precarity on Individuals, Households and Communities – and What to do about it; Zizys, T.
(2014) Better Work: The Path to Good Jobs is Through Employers. Metcalf Foundation 3 Economic Dashboard, Annual Summary- 2015
Staff report for action on Workforce Development Strategy: 2014 Update 4
unemployment rate was 9.5% in 2014.4 Unemployment rates for some residents, notably
youth and newcomers are at least twice as high, and rates are even higher among some
populations and neighbourhoods. The Ontario Works (OW) caseload, meanwhile, has
fallen in recent years since the height of the recession. However, changes in the caseload
composition mean that more of the caseload are "distant" from the labour market and
require more intensive supports to find and keep work. For example, over 60% of OW
clients identify multiple barriers to employment and less than 50% have Canadian work
experience. As a result, the length of time on OW has increased with the average time on
assistance being more than two years.
City Actions
Over the past 12 months the City has continued to take important steps to meet the needs
of employers and jobseekers, as well as improve employment opportunities in
neighbourhoods across Toronto. In addition, as part of the continued implementation of
key strategies such as the Economic Growth Plan (Collaborating for Competitiveness),
the Toronto Strong Neighbourhoods Strategy 2020, and the Toronto Newcomer Strategy,
the City has prioritized efforts to address youth unemployment in the following ways:
Most significantly, the City has introduced an Action Plan for Youth Employment –
Work-Based Learning Works.5 Informed by best practice at the City and beyond, the
plan identifies a range of actions that leverage the City's role as an employer,
capitalize on connections with employer and sector partners, increase support to
youth entrepreneurs and support youth who are more distant from the labour market.
In addition, building on the success of the Partnership to Advance Youth
Employment (PAYE), the City committed to double and diversify the number of
employers and sectors engaged and double the number of youth served.6
Finally, the Toronto Youth Equity Strategy (TYES) which focuses on youth most
vulnerable to involvement in violence and crime, highlights steps the City is taking to
better coordinate youth services, leverage its position as an employer to improve
access to economic opportunities and ensure that existing employment services are
accessible these youth, including those with criminal records.
Through this work the City is increasing support and access to employment opportunities
for a broad range of youth in Toronto.
The Provincial Context
Provincially, a number of changes have been introduced which are aligned with the
City’s workforce development objectives and priorities. These include:
4 Economic Dashboard, Annual Summary- 2015
5 Work-Based Learning Works: An Action Plan for Youth Employment in Toronto
6 Expanding the Partnership to Advance Youth Employment (PAYE)
Staff report for action on Workforce Development Strategy: 2014 Update 5
The Province is renewing the Ontario Youth Jobs Strategy, investing an additional
$250 million over the next two years and enhancing the apprenticeship system.
In September 2014, the Province released its second five year Poverty Reduction
Strategy, Realizing our Potential. Most notably from a workforce development
perspective, the strategy outlined a plan launch a series of employer-driven pilots to
help low-skilled individuals obtain industry-specific skills for in-demand occupations.
Subsequently, a $50 million Local Poverty Reduction Fund was established with a
focus on local, innovative, evidence-based approaches to poverty reduction, and a call
to establish a new Ontario Centre for Workforce Innovation was released.
These actions are positive and together will help build employment service capacity,
helping more residents into good jobs and career paths, as well as supporting evidence-
based approaches to workforce development and employment services.
Progress Update – 2014 Accomplishments
Since the adoption of the City's Workforce Development Strategy, thousands of residents
have benefited from a range of employment services and supports. In addition, a growing
number of workforce development partnerships have been established, facilitating
successful transitions into employment. The following highlights for 2014 demonstrate
the ways in which the City is working with job seekers, employers and other stakeholders
to advance workforce development in Toronto:
Served more than 68,000 individuals through visits to City Employment Centres;
Helped 25,332 residents in receipt of OW obtain employment;
Connected 6,295 OW clients to a range of contracted employment programs;
Hosted 34 recruitment events engaging close to 9,000 participants;
Worked with 325 employers from diverse industries and sectors;
Contracted with 39 organizations to deliver 57 employment programs; and
Conducted a an extensive request for proposal (RFP) process, attracting 75 applicants
and over 150 program submissions
This section describes how the City is working with jobseekers, employers and sectors, as
well as other workforce development stakeholders to achieve success.
Working with Job Seekers
The City currently provides a range of services and access points to support job seekers
in obtaining the knowledge, skills, and professional connections required to prepare and
link them to employment opportunities or supports within the community. In 2014, the
City developed a number of community partnerships and initiatives that have in turn,
expanded the scope and reach of job seeker services.
As the key division responsible for implementing workforce development at the City,
TESS has established a number of responsive employment services for residents,
Staff report for action on Workforce Development Strategy: 2014 Update 6
including, primarily, those in receipt of OW. Employment Centres (ECs) across the City
serve as integral access points to employment services for low-income residents in the
city. For residents in receipt of OW a number of other strategies in addition to EC
services have been established to enable participation and progression through
employment services and programs, ultimately resulting in increased employment
readiness and jobs. These strategies are described in more detail below.
Employment Centre Services
The City currently operates 19 ECs across Toronto, which are open to all Toronto
residents and function as integrated access points for a range of employment, workforce
development and human services. Core services available in all ECs include: computer
and social media access, resume writing, job search, job matching, and access to training
opportunities. Employment Centres also offer a range of itinerant services to improve
information and referral to more specialized supports and services, such as settlement
services, academic upgrading or housing supports.
In recent years a number of improvements have been made to increase resident access to
EC services. Service hours have been extended and alternative modes of service,
including a greater online presence through the City's EC Portal have been offered to
increase accessibility and support different learning styles. In 2014, accessibility was
further enhanced through the implementation of wireless internet in all ECs. In addition,
the City has continued to invest in the professional development of EC staff in areas such
as workshop facilitation, resume and interview support, job search coaching and financial
literacy training. While delivered primarily by trained TESS staff, these services are
supported through partnerships with other City divisions and community agencies.
In 2014, the City strengthened many of these partnerships to maximize resources and
improve the scope and reach of services available through ECs. Ongoing partnerships
with educational institutions, tax clinics and Employment Ontario agencies, including
those serving Aboriginal job seekers, youth, newcomers and job seekers with disabilities,
have ensured that services remain relevant to the needs of diverse jobseekers.
Furthermore, expanded partnerships with organizations such as Prosper Canada Centre
for Financial Literacy and the financial sector have ensured that job seekers have access
to services that are relevant to current labour market needs.
Reflecting on these actions and partnerships through the City's 19 ECs in 2014, key
accomplishments include:
More than 235,200 EC visits made by more than 68,000 unique individuals;
Over 4,455 workshops attended by 18,500 registrants; and
Close to a 90% user satisfaction rate based on over 1,600 EC surveys completed.
Staff report for action on Workforce Development Strategy: 2014 Update 7
Skill Development, Training, Work Experience and Wrap-Around Support
In addition to services offered at ECs, the City plays an active role in planning, managing
and delivering a suite of employment services for residents in receipt of OW. TESS staff
work with individuals on OW to develop mutually agreed upon service plans that provide
the basis for ongoing career management and referral to employment services, programs
and training. Eligible OW clients also receive wrap-around supports, such as vocational
assessments and employment-related financial benefits which cover costs such as
transportation, supplies, equipment and minor fees associated with participation in
structured employment activities.
With respect to programs that enable skill development and job readiness, in 2014,
TESS offered 57 programs delivered by 39 contracted service agencies. The focus,
service levels and outcomes for these Purchase of Employment Service (POES) programs
are summarized in the table below.
Table 1: 2014 TESS Purchase of Employment Programs
Program Stream Focus Participation Outcomes
Pre-Employment
Development
Programs to help
prepare for
employment
1992
individuals
accepted
61% of participants
transitioned into a career
development activity
Skill Training
Directly Linked to
Employment
Programs to develop
job-specific skills
1603
individuals
accepted
52% of participants found
employment
Self-Employment
Development
Programs to develop
the skills needed to
start a business
205
individuals
accepted
All participants developed
individual business plans
Employment
Placement
Programs to help get
placed in a job
2495
individuals
accepted
55% of participants found
employment
Building on the success and uptake of TESS' POES program, the Division issued a new
call for proposals in 2014. As part of this process, 75 organizations expressed interest,
and over 150 program submissions were received and reviewed. The 2015 POES
program, described later in this report, will enhance services for job seekers and increase
employer and sector engagement in the design and delivery of programs.
In 2014, the City continued to provide a range of work-based learning opportunities for
individuals in receipt of OW. These initiatives offer participants skill building
opportunities, improved confidence and professional networks. Two notable initiatives
include Investing in Neighbourhoods (IIN) and the Job Incentive Program (JIP):
Created by TESS in 2008, IIN connects individuals in receipt of OW with 1-year paid
work experience in non-profit organizations. Placements are varied in nature, offering
opportunities to many individuals with various skill sets and at various levels. In
2014, 1,168 OW participants worked in 269 non-profit organizations across the city
Staff report for action on Workforce Development Strategy: 2014 Update 8
through the IIN program. Overall, more than 85% of participants who complete IIN
placements obtain employment, and/or pursue further education or training.
Launched by TESS in 2010, JIP provides job seekers in receipt of OW with 3 to 6-
month volunteer work opportunities with the City. Placements provide participants
with current, marketable workplace experience, as well as the enhanced skills and
networks needed to secure permanent employment. In 2014, 120 individuals
participated in the program. On average, 53% of participants find employment within
6 months of participating in the program.
Working with Employers and Sectors
In 2014, the City continued to engage employers and sector partners through a range of
City initiatives, local and city-wide economic development opportunities and through the
City's own role as an employer. Accomplishments through these three core areas of work
are summarized below.
Expanding Employer Partnerships through Key City Initiatives
Strong partnerships with employers are at the heart of workforce development. They
ensure that the current and future hiring needs of businesses can be met by appropriately
skilled job seekers. In 2014, the City took a number of steps to maintain existing
partnerships and create new ones, including:
As part of the City's PAYE program, the City maintained relationships with 40
employers and supported over 500 youth through learning and networking events,
one-on-one coaching and employment supports. In all, over 290 youth secured
employment with a PAYE employer or as result of the skills and networks gained
through PAYE. In addition, PAYE supported diverse job seekers through initiatives
such as the Aboriginal Employment Initiative and through partnerships with agencies
serving newcomers and persons with disabilities. As noted earlier, the City has
committed to grow the initiative in 2015.
Through the Imagination Manufacturing Innovation Technology (IMIT) grant
program, the City, through EDC, SDFA and TESS, continued to leverage connections
with employers engaged in redevelopment projects in the city. Using the City's
successful IMIT partnership with Ripley's Aquarium of Canada as a model, in 2014,
the City worked closely with Coca-Cola Canada to develop customized workshops
and recruitment events which took place during and shortly after the City's Workforce
Development Week, discussed further below. These efforts resulted in 5 successful
hires for part-time production and warehouse operations roles. TESS continues to
work with other employers participating in IMIT to support their business needs.
The City continued to work closely with Toronto Community Housing (TCH) to
develop and implement employment plans for various community revitalization
projects in the city. In Alexandra Park discussions have been held with local
Staff report for action on Workforce Development Strategy: 2014 Update 9
stakeholders, such as the developer, Tridel, and labour organizations, to develop
employment and training opportunities for residents. Furthermore, some 60 residents
in Alexandra Park have benefited from itinerant employment services offered on a
weekly basis by TESS staff in the community. In 2014, as part of the Regent Park
revitalization, 200 residents were hired, and an additional 60 secured employment
through Alexandra Park and Lawrence Heights revitalization projects.
Toronto Youth Job Corp (TYJC) is a valuable part of the City's employment services
for vulnerable youth who are distant from the labour market. The program is
administered by SDFA and delivered by three community service agencies: West
Neighbourhood House in the downtown core west, JVS in the Jane and Finch area,
and West Scarborough Neighbourhood Community Centre in Scarborough. TYJC
employs a holistic case management approach that is client-centred and able to
support youth facing multiple barriers with the comprehensive life skills support they
need to prepare for employment, maintain their placements and navigate concerns in
other areas of their lives. In 2014, 133 youth secured employment and 62 employers
provided 125 youth with subsidized job training and placement.
Strengthening Sector-Based Partnerships through Local and City-Wide Projects
In 2014, the City also worked with employers and industry partners to develop a range of
sectoral recruitment and training opportunities for city residents. While some of these
partnerships represent one-time projects, many evolve into formal opportunities with the
potential to be scaled up or folded into one of the City's signature programs such as
TESS' POES. As such, these projects or pilots often provide a testing ground for
innovative workforce development strategies and for the development of partnerships
with non-traditional stakeholders. Examples of this work include the following:
In 2014, the City partnered with various sectors to support targeted job seeker
recruitment. The City, through SDFA’s Youth Employment Partnership (YEP) and
PAYE, supported the coordination of the twice annual youth recruitment initiative
with the Retail Council of Canada. In 2014, over 70 employers participated, attracting
over 800 job seekers, 108 of whom secured employment. A similar initiative was held
with the Yorkdale Shopping Centre and Landscape Ontario, engaging hundreds of
retailers and landscaping employers, resulting in over 70 successful hires combined.
Other customized recruitment initiatives were developed to meet local employment
needs. For instance, as part of the Stockyards Shopping Centre development, the City
worked with retailers such as TJX Canada and Michaels, resulting in over 120 hires.
The City partnered with sector-based training centres to develop innovative, demand-
driven training pilots. For instance, TESS funded three initiatives in partnership with
the Hospitality Workers Training Centre (HWTC) and Unite Here Local 75 to offer
small-scale vocational training programs in hotel maintenance, room attendance and
kitchen help. These training programs offered job seekers training and placements in
Toronto-area hotels, resulting in at least 8 participants securing employment in the
hospitality industry. In 2014, the City also partnered with Ontario Manufacturing
Staff report for action on Workforce Development Strategy: 2014 Update 10
Learning Consortium (OMLC) to develop a customized training program for CNC
(Computerized Numerical Control) machinist positions. All participants received
industry-recognized credentials and 13 were hired by employers in the advanced
manufacturing, tooling and machining, aerospace and nuclear sectors.
In 2014, the City continued to leverage employer partnerships to develop training
programs benefiting residents in diverse neighbourhoods. In partnership with Irving
Tissue – a paper mill manufacturing employer - United Way Toronto, a group of
community services agencies, George Brown College, and TESS launched a pilot
training program to support a small cohort of youth aged 19-29 living in the Weston
Mount Dennis community in Toronto. The pilot provides youth access to academic
upgrading and a one-year college program, resulting in paid internships with Irving
Tissue. While the project is still in early implementation, it has the potential to lead
into well-paying manufacturing jobs over the long term, serving as a model for future
demand-led, community-based workforce development.
In addition to the examples noted above, the City has continued to advance workforce
development through ongoing City initiatives and sector engagement efforts. For
instance, EDC and TESS have continued to work with the various Council Advisory
Bodies to discuss sector needs and to foster connections with relevant training
institutions. Through the Young Entrepreneur Advisory Body for example, EDC
identified and developed a new program to engage high school students in
entrepreneurship. Meanwhile, stakeholders engaged in the Industrial Manufacturing
Program Advisory Committee have been engaged in the City's PAYE program.
Increasing Access to City of Toronto Opportunities
Leading by example, the City of Toronto has continued to work collaboratively with
interested divisions and City Agencies, Boards, Commissions and Corporations (ABCCs)
to increase resident access to employment opportunities with the Toronto Public Service.
TESS and Human Resources (HR) have played leading roles in this regard – developing
joint outreach plans for hard-to-fill City positions and to meet short and long-term hiring
needs. In 2014, the City's leadership as an employer was specifically demonstrated
through these accomplishments:
Helping over 400 city residents apply for City opportunities through customized
workshops and resume support provided through City ECs;
Engaging over 10 City divisions to work collaboratively with HR and TESS to help
residents find employment, resulting in 19 successful hires;
Developing and delivering customized training programs for Primary Paramedic and
Operations Fire Fighter positions, resulting in 15 participants being placed into
Toronto Paramedic Services’ 16-month training program and 19 participants
completing and one participant securing employment with Toronto Fire Services;
Developing a customized recruitment imitative with Toronto Police Services (TPS),
resulting in one participant securing employment with TPS; and
Staff report for action on Workforce Development Strategy: 2014 Update 11
Hosting the third annual City of Toronto Career Event, in partnership with the
Toronto Public Library, engaging 1000 residents, 30 City divisions and 4 ABCCs.
Overall, these efforts have increased resident access to high quality sustainable jobs
within the City. In 2015, TESS and HR will continue work together, with a focus on
advancing recommendations made in the City's Action Plan for Youth Employment.
Working with Community and Workforce Development Stakeholders
Acting as the foundation for many of the recruitment and training initiatives previously
described, the City has collaborated with over 100 community-based agencies and other
workforce development stakeholders in 2014. The City has also stepped up in significant
ways, leveraging resources and playing a convening role to support other partners in
meeting their workforce development objectives.
For example, as part of CivicAction's youth employment strategy, Escalator: Jobs for
Youth Facing Barriers, TESS played an important role in two innovative pilots focused
on supporting youth to build professional networks and obtain job-relevant skills:
Through CivicAction's LinkedIn Coach the Coaches Pilot, two City staff participated
in a LinkedIn training workshop in November 2014 on how to coach young people to
strengthen their professional brand, build and leverage their network and apply for
work. As a result of this training, City staff designed and delivered four youth
workshops reaching 18 participants, 7 of which have secured employment. Plans are
underway to scale up this initiative through a LinkedIn training event this summer,
expected to attract between 200-300 participants, including 50 City staff.
In collaboration with CivicAction and United Way, NPower Canada launched their
first ever Information Technology (IT) skills training program for 25 young people in
November 2014. The program combines in-class IT and life skill training with 7-
week paid internships. In 2014, the City partnered with CivicAction to support youth
outreach, identify guest speakers, and facilitate placements. Plans are underway to
expand this partnership for the program's second cohort set to begin this summer.
The City has collaborated with other institutional partners to support professional
development for staff and networking opportunities for job seekers. For instance, in 2014,
TESS, in partnership with the Centre of Excellence in Financial Services Education
(CoE) and the Toronto Workforce Innovation Group (TWIG), led a capacity building
event for over 60 TESS and Employment Ontario staff to help build knowledge about
career pathways in the financial services sector. In 2014, TESS and EDC staff also
supported the annual Internationally Educated Professionals (IEP) Conference by
providing in-kind staffing support. The event itself drew more than 1,200 participants in
addition to industry representatives, government officials and educational institutions.
Staff report for action on Workforce Development Strategy: 2014 Update 12
In 2014, the City has continued to support a range of community-driven initiatives. For
instance, events such as the Don Valley Employment Solutions Recruitment Event have
improved employer engagement and service coordination between City and employment
service agencies. Other local partnerships have leveraged resources and expertise to
improve job seeker supports. For instance, in 2014, TESS and Newcomer Women’s
Services Toronto developed an entrepreneurship development program for newcomer
women, that has since become part of TESS’ 2015 POES.
Finally, various City divisions collaborated in 2014 to advance relevant City strategies.
For instance, acting on the City's commitment through TYES to identify barriers to
employment for youth most vulnerable to serious violence and crime, the City held a
Partners' Forum in December. The Forum brought together 150 participants, including
City staff, TCH representatives, a range of community agencies, and 10 members of the
Toronto Youth Cabinet Advisory Board to identify employment barriers faced by
vulnerable youth and to share best practices. Plans are underway to make this an annual
event to strengthen professional connections and increase sector capacity to serve more
youth who are distant from the labour market, including those with criminal records.
Bringing it all together – Workforce Development Week 2014
The City's third annual Workforce Development Week took place from October 20-24,
2014. Since the adoption of the City's WDS this signature event has showcased
initiatives, partnerships and strategies that support the City’s efforts to improve
employment outcomes for job seekers and support the workforce needs of employers.
Specifically, the objectives of the Week were to:
Increase awareness and knowledge of City workforce development services;
Engage residents and provide connections to training/employment opportunities; and
Showcase prominent City partnerships with the private sector and the community.
Pursuing these objectives, the Week resulted in over 43 concurrent events across the city
organized around three themes: employers and sectors, youth and diverse communities,
and entrepreneurship development. Activities included forums, workshops, information
and networking sessions and recruitment events which connected over 160 employers
and 7200 job seekers. Additionally, these events engaged over 180 community partners,
38 City divisions and 13 federal and provincial ministries. In total, over 500 interviews
were conducted as part of the Week, with close to 120 job seekers securing employment.
See Attachment 1 for the final 2014 Workforce Development Week Summary Report.
Actions and Priorities for 2015 and Beyond
Building on the collective work of various City divisions and the numerous strategic
workforce development partnerships that have been established, five priority areas have
been established for 2015 and beyond. These areas are summarized below.
Staff report for action on Workforce Development Strategy: 2014 Update 13
1. Tackling Youth Unemployment in Toronto
The City will continue to implement the recommendations described in Work-Based
Learning Works: An Action Plan for Youth Employment in Toronto and Expanding the
Partnership to Advance Youth Employment which were endorsed by Council earlier this
year. To date, efforts to expand PAYE have resulted in the engagement of 102 employers
and 910 youth participants, and most importantly, the hiring of 380 youth. In addition,
more youth will be connected to work-based learning opportunities. Work is already
underway between HR and TESS to develop a pilot internship program for the City,
which will provide youth, and other equity-seeking groups, work experience with the
Toronto Public Service. The City is also addressing key recommendations made in TYES
to better serve youth most vulnerable to involvement in serious violence and crime.
2. Expanding Industry Partnerships with a Career Development Focus
The City will continue to work with sectors and leading organizations to identify career
pathway approaches to workforce development. A number of initiatives are currently
underway that will serve as a testing ground for better connecting education, training,
support service providers and employers to more comprehensively support job seekers in
Toronto. For example, building on the success achieved to date working with the
Hospitality Workers Training Centre (HWTC) TESS is currently supporting a work
experience and hospitality training program for youth. The City is also supporting a
number of pilots as part of the implementation of United Way's 'Career Navigator' model.
This approach helps youth gain industry-recognized credentials required for in-demand
careers. The model builds on many of the partnerships and joint actions already described
in this report, including projects that focus on IT, manufacturing and retail pathways.
3. Enhancing Employment Services for all Job Seekers
The City will continue to enhance the employment services it provides. In January 2015,
TESS launched its new POES programs for OW clients, increasing its investment from
$10.5M in 2014 to $15M in 2015. For example, the Employment Essentials program
provides more intensive support for individuals with complex needs, including life skills
and career development needs. A new stream – Sector-Focused Career Development –
ensures more employer and sector engagement in the design and delivery of job-relevant
training. In addition to TESS' contracted programming, the City is also furthering the
integration of economic and workforce development services by repurposing TESS'
Crossways Employment Centre. The integrated site will increase access to a range of
entrepreneurship services for city residents, support business incubation and retention and
support business advancement in Toronto.
Staff report for action on Workforce Development Strategy: 2014 Update 14
4. Advancing a More Integrated Workforce Development System in Toronto
The City will continue to work with its partners to identify and address system issues and
advance a more integrated workforce development system in Toronto. While important
gains have been made to build partnerships and increase access to services for both job
seekers and employers, the integration of workforce development activities across
employment service providers and other workforce stakeholders remains a critical
challenge. However, there are opportunities to establish a renewed vision for the city's
workforce development system in collaboration with divisional, nonprofit, philanthropic
and private-sector partners. Moving forward, therefore, the City will continue to consult
with key workforce development system stakeholders to develop a shared vision and
mandate for the next iteration of workforce development in Toronto.
5. Profiling and Promoting Workforce Development in Toronto
Finally, the City will continue to advance new approaches to profiling workforce
development activities, partnerships and accomplishments. Most notably, the City will
build on the success of the current Workforce Development Week by designating
October as Workforce Development Month. This will ensure broader outreach and
communication about the signature event, attracting more participants and providing an
optimal platform to feature a broader range of partnerships. In addition, the City will
disseminate information about accomplishments made in 2015 and beyond through
creative and interactive channels, such as infographics, creative reports, social media
outlets, success stories, webpage news feeds, and other mediums. This will ensure that
workforce development practices, partnerships and experiences are shared in an
accessible format with the wider workforce development system.
Conclusion and Next Steps
Moving forward, the City remains committed to advancing the objectives of the
Workforce Development Strategy to ensure that employers and jobseekers are better
served and better connected. To do so, the City will continue to expand and scale up
"what works", experiment with innovative approaches and better integrate services. As
demonstrated throughout this report, broad and effective partnerships are essential to this
work. The City will, therefore, continue to work with workforce development
stakeholders, including non-profit, philanthropic, private-sector, industry and government
partners, to advance workforce development and address ongoing systemic challenges.
Finally, given the imminent release of Toronto's Poverty Reduction Strategy, the City
will ensure that workforce development priorities are aligned with poverty reduction
goals and that together they support the long-term health and prosperity of Toronto.
Staff report for action on Workforce Development Strategy: 2014 Update 15
CONTACT
Patricia Walcott, General Manager, Toronto Employment and Social Services
Tel: 416-392-8952, Email: pwalcot@toronto.ca
SIGNATURE
________________________________
Patricia Walcott
General Manager
Toronto Employment and Social Services
ATTACHMENTS
Attachment 1: Workforce Development Week Summary Report 2014
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