Working Together:Inter and Intra-governmental Collaboration in Toronto

Naomi AlboimQueen’s

University/Maytree/TRIECBern

February, 2010

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Why? Population and labour force growth

dependent on immigration Immigrants’ skills not being used

effectively despite skill shortages Immigrant poverty, unemployment and

underemployment rates higher than previous cohorts

No single cause or solution Many players/governments involved Impact felt locally but little input or

control

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Early Context Recognition of centrality of immigration and

labour market issues by civic leaders New leadership and policy direction at

federal, provincial and municipal levels of government

Commitment to improved intergovernmental cooperation

“New Deal” for cities Toronto had strong interest in having a voice

at federal-provincial tables Time was right

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Jurisdictional Responsibilities Immigration is shared responsibility of

federal and provincial governments Both federal and provincial governments

play a role in labour market training Cities are where people settle and work There were no mechanisms for tri-level

government collaboration that integrated immigration and labour market issues

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Focused Objectives To facilitate speedy, effective labour

market integration for skilled immigrants into their fields of expertise

To engage all levels of government and key partners in a collaborative and cooperative way to accomplish this

To ensure that a particular local lens is applied when solutions are developed and implemented

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Opportunity for New Model

Existing models for Federal/Provincial agreements did not work in this area: Labour Market Development

Agreements: didn’t include programs for non -EI eligible (immigrants)

Immigration agreements: didn’t include labour market issues

Neither involved cities

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Opportunity for New Model Some city focused tri-level partnerships

existed on specific issues: eg. Vancouver, Winnipeg (eg. urban development, urban aboriginals, homelessness)

Develop Toronto-focused tri-level partnership, involving relevant departments and ministries, on immigrant access to labour market

Variety of formal and informal mechanisms possible

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Strategy: A Bottom-Up Approach Bring all key players together, led by

employers, at the local level to identify needs, facilitate coordination and collaboration

Be action oriented and show commitment of stakeholders to effect positive change

Develop new F/P/M relationships to ensure sustainability

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Role of Governments in TRIEC Context Creating an enabling environment Facilitating vertical and horizontal

integration within the government sector

Working with others to remove barriers and respond to identified needs

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What We Did… Ministers , Mayors, Regional Chairs eager to

be involved in TRIEC and provided direction to staff

Membership in IGR at senior staff level by invitation to all relevant departments, ministries (4 federal, 3 provincial, 4 municipalities)

Credible non-government convener and secretariat

Neutral chair elected by members Draft terms of reference approved

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Terms of Reference Scope:

Focus on “appropriate labour market entry for skilled immigrants that reflects their education, skills and experience”

Focus on the Greater Toronto Area

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Terms of Reference Objectives:

Identify partnerships and strategies to create new culture of inter and intra-governmental relations in GTA

Coordination and collaboration to identify gaps, maximize existing resources, improve impact, and inform program and policy directions

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Terms of Reference Guiding principles:

Support a constructive environment for the sharing of information and the development of ideas.

Ensure opportunities to share information that will enhance government decision-making.

Equal participation without hierarchy among levels of government.

Identify shared objectives as a basis for cooperation and collaboration.

Confidentiality of all meetings and discussions to ensure a safe environment where people feel comfortable to share information.

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Terms of Reference Activities:

1. Complete mapping and analysis of existing programs and initiatives (related to labour market entry of skilled immigrants) offered and funded by all levels of government.

2. Prioritize strategic options for effective interventions that may include pilot projects and demonstration projects.

3. Explore policy options.4. Explore options for inter/intra-

governmental collaboration and cooperation that embed practices and ensure sustainability.

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1. Mapping Exercise Who is funding whom, for how much, to do

what, for whom, where, with what results Common fact base of benefit to all Not threatening because fact based Led naturally to identification of gaps, overlaps

and duplication Led naturally to “what can we do?” First: existing dollars, existing programs Next: recommendations for policy and

program changes Use of information and recommendations

(internal, TRIEC, inform negotiation process)

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2. Pilot Project Example Language assessment tool for labour

market readiness Multiplicity of tools being used, none

specifically for labour market One department funded research and

development of new tool Other department tested it in funded

organizations Cities tested it in welfare offices Now used as part of assessment battery by

provincial and municipal governments

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2. Strategic Initiatives Example BUILD IT (Business Utilizing Immigrant

Skills and Leveraging Diversity in IT) Employer supports to recruit, integrate,

retain international IT professionals Pilot in York Region involves IT employers,

sector council, college, Chinese Professionals Assoc, Human Resource Professionals Assoc, COSTI, TCU, MCI

Jointly funded by CIC and MCI Scalable and transferable

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3. Policy Recommendations Recommendations for policy changes

developed and discussed at the table (now looking at impact of recession)

Pursued within departments with common fact base and speaking points

Advocated by TRIEC to governments Inform more formal federal-provincial

discussions

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4. COIA The Canada Ontario Immigration

Agreement now includes an annex pertaining to municipalities and Toronto in particular

Working groups involve all three levels of government

Some flexibility on labour market activity Agreement will be re-negotiated in

coming year

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Success Indicators Survived change in governments Monthly meetings continue since 2003 despite

existence of more formal tables. Municipal players now the most active. Atmosphere is informal, open, and trusting in

the meeting room and corridors. Organizations are sharing their data and

findings before they are public. The committee provides early warnings to each other.

Joint agenda and priority setting keeps meetings current and fresh. Members bring their experts.

Not just information sharing

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Conclusion

Focus on new way of doing business collaboratively is attractive to all levels of government particularly in times of fiscal constraint

Win-win-win Pilot for other cities Addresses labour market, immigration,

urban agendas in integrated way