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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


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.


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.






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



http://www.toronto.ca/legdocs/mmis/2015/ed/bgrd/backgroundfile-76322.pdf


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)





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,


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.

http://app.toronto.ca/ECPortal/index.jsp


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


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


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


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


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.


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.


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.


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.


CONTACT

Patricia Walcott, General Manager, Toronto Employment and Social Services

Tel: 416-392-8952, Email: [email protected]

SIGNATURE

________________________________

Patricia Walcott

General Manager

Toronto Employment and Social Services

ATTACHMENTS

Attachment 1: Workforce Development Week Summary Report 2014

mailto:[email protected]

Documents

Workforce Development Strategy: 2014 Update€¦ · report recommended the establishment of a multi-stakeholder Workforce Development Leadership Table to advance a streamlined,