Investing in our Local Labour Market. Strategic Plan T o r o n t o W o r k f o r c e I n n o v a t i o n G r o u p

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1 Investing in our Local Labour Market Strategic Plan T o r o n t o W o r k f o r c e I n n o v a t i o n G r o u p

2 A MESSAGE FROM the EXECUTIVE DRECTOR, KAREN CHARNOW LIOR and BOARD OF DIRECTORS CHAIR, SHANE McCARTHY The Toronto Workforce Innovation Group is now in its 15 th year. We were incorporated in 1997 as the Toronto Training Board, one of 25 local training and adjustment boards. Since then we have changed our name, mandate and mission, while remaining consistent in delivering quality labour market information and participating in meaningful partnerships that address the workforce development challenges in Canada s largest metropolitan area. Over this past year the organization has dedicated much time and energy to expanding our reach and refining our practice. The Directors of the Toronto Workforce Innovation Group are proud of the hard work and dedication that has gone into developing this strategic plan. We have worked consistently over the past few months to clarify the goals and direction of the organization and think this plan is an accurate reflection of that process. We look forward to bringing the ambitious objectives of this plan to completion. INTRODUCTION Toronto Workforce Innovation Group, formerly the Toronto Training Board, is a not-for profit organization led by a volunteer Board of Directors. We are a member of Workforce Planning Ontario, 25 similar groups across the province and funded by the Ministry of Training Colleges and University and are part of Employment Ontario. We work to ensure that Toronto s workforce has the skills and talent it needs to meet the demands of a changing economy. We do this by: Identifying workforce development issues that are characteristic of our local community; and Providing collaborative solutions by engaging stakeholders and working with partners TWIG benefits from the active engagement and collaboration of people and organizations from across the province. We hope this plan reflects their energy and commitment to support a healthy workforce as it evolves. Our strategy paints a vivid picture of the future we want to create, in which the Toronto workforce is at the centre of everything we do, and TWIG is a leader in the research and dissemination of top-quality workforce information. By 2016, using this dynamic plan as a guide, we will become the source for relevant and credible labour market information while partnering with different sectors and groups. This plan will inform our annual plans and budget processes. It will serve as a guide to help us assess our progress, adapt to the changing employment landscape in which we operate and stay focused on our destination. Our guiding principles of engagement, collaboration, accountability and evidenced-based practice will shape our choices as we implement our strategy. We are pleased to share this plan with you. 2

3 Outcomes...Enablers...Strategic Directions...Mission...Vision... TWIG s 2016 STRATEGIC PLAN AT A GLANCE The following is a summary of TWIG Strategic Directions 2016, organized according to our purpose statement and four strategic directions. Our Vision: A Toronto with good, sustainable jobs in a vibrant economy where the opportunity to participate is available to all. That guides our Mission The Toronto Workforce Innovation Group (TWIG) conducts research, disseminates information and convenes stakeholders to address workforce development trends, gaps and opportunities. That informs our Strategic Directions Research and Dissemination of Labour Information Workforce Development Polices and Practices Partnerships & Community Engagement Organizational and Fiscal Sustainability Our Aim: Research, document and disseminate quality labour market information in Toronto. Our Aim: Promote workforce development policies and practices about change in labour market trends and issues that will help improve economic conditions. Our Aim: Create strategic partnerships that build leadership and community engagement working together for a vibrant economy. Our Aim: Establish a sustainable organization that demonstrates leadership, and administrative and fiscal accountability. Leadership...Technology & Information Management...Communication...Human Resource Management Figure 1 That meets our stakeholders needs for Information about satisfying/meaningful jobs... A skilled and knowledgeable labour force...more green industry...stronger economy 3

4 WHO WE ARE OUR VISION A Toronto with good, sustainable jobs in a vibrant economy, in which the opportunity to participate is available to all. OUR MISSION The Toronto Workforce Innovation Group (TWIG) conducts research, disseminates information and convenes stakeholders to address workforce development trends, gaps and opportunities. TWIG fulfills its mission through: Researching and analyzing workforce development trends, skills shortages and training opportunities in Toronto. Acting as a resource to inform stakeholders (community groups, trainers & educators, labour, employers, governments and media) about Toronto workforce development issues. Providing or supporting opportunities for multiple stakeholders to discuss workforce development issues, develop training strategies, and form partnerships. Promoting strategies and public policies that support accessible, equitable opportunities for lifelong learning. OUR MANDATE The Toronto Workforce Innovation Group is unique in its multi-sectoral approach: working on issues across many workforce sectors and engaging stakeholders from many perspectives. WHERE WE ARE TODAY The Toronto Workforce Innovation Group (TWIG) conducts research, provides information and convenes stakeholder groups to address workforce development trends, gaps and opportunities in the City of Toronto. TWIG is a leading resource for labour market information detailing the shifting trends of Toronto s job market. WE connect residents of Toronto with the growing and ever-changing opportunities in Canada s largest metropolitan labour market. TWIG s research is an ongoing and continuous process highlighted by our monthly e-bulletins and reports. We are one of 25 Workforce Planning Boards across Ontario funded by the Ministry of Training, Colleges and Universities. Our information comes from a wide range of stakeholders including municipal, provincial and federal bodies, academic institutions, sector councils, industry groups and associations, community agencies, employers, the media and other key influencers. As well, the consultations 4

5 we conduct throughout the year are an important source of information as are the numerous events and conference we both organize and attend. Our funding is connected to specific deliverables on an annual basis: 1. A local labour market update report that we call Toronto s Opportunities and Priorities: A Local Labour Market Update. The report is essentially an environmental scan of the local economy along with a description of the actions or partnerships planned for the coming fiscal year. The TOP Report is divided into two sections: a. Demographics and labour market information, which has Information on various significant industrial sectors or employment clusters in Toronto b. Identification of workforce development trends and/or issues in these were: i. Economic Transformation/Changing Economy ii. Diversity iii. Advancing Technology iv. Green Economy 2. Action plans for the partnerships or activities that address the issues we identify in the TOP report. Six are approved by the funder. In addition to the six, we are also involved in numerous research partnerships, collaborative activities and sit on several advisory group. In , those partnerships included: i. Economic Transformation/Changing Economy - 1. People, Jobs and the Economy: Collaborating for a Productive, Inclusive Workforce 2. Managing a Multi-Generational Workforce 3. Precarious Employment in Southern Ontario, CURA Research ii. Advancing Technology - Survey of EO employment consultants on the use of social media iii. Diversity 1. Routes to Employment, portal for newcomers with Toronto-specific labour market information 2. Advisory group, IEP Annual Conference 3. Diversity Leads, CURA Research iv. Green Economy, 1. Tending Green Shoots: Green Skills Building Programs in the GTA 2. Green Occupational Profiles 5

6 Toronto Workforce Innovation Group (TWIG) is located in downtown Toronto and has a staff complement of 3-5 people including an Executive Director, Manager of Finances and Research and Manager of Partnerships and Projects. We are on Facebook, LinkedIn and Twitter. We are a member of the Toronto Board of Trade, Social Planning Council, Youth Employment Partnerships, among other organizations. CURRENT ENVIRONMENTAL TRENDS A Changing Economy/Economic Transformation Canada s economy was affected by the global economic shifts of the past few years. Measures to reduce and manage fiscal deficits dominate Canadian considerations. Economic uncertainty is evidenced by the high level of youth unemployment, globally and locally, the increasing numbers of working poor and the government s austerity budgets. Toronto s economy is characterized by an hourglass, with more workers at the extremes and a shrinking middle. A Diverse and Multi-Generational Workforce Diversity in the workforce includes differences in age, ethnicity, gender, sexuality, income level, first language and ability. Toronto s workforce is increasingly diverse, encompassing the numbers of newcomers who chose to live in the city, the youth who come for post-secondary and work opportunities and the mature workers who are remaining employed. Rapid Pace of Technological Change Current and future workers are under increasing pressure to advance their understanding, application and use of technologies relevant to specific working environments. The rapid pace of change means that skills developed today will not necessarily be applicable to jobs five years in the future, underlining the importance of continuously updating and upgrading skills. The Green Economy There are over 1,000 organizations in Toronto whose primary business is in the environment and clean energy sectors, or they offer a green element to their product or service. These activities have generated over 20,000 jobs and $2billion of revenue annually for the local economy. New investments in manufacturing in combination with increasing consumer demand for and awareness of green products and services will result in increasing employment opportunities. TWIG has identified the following labour market priorities for the next three years: The Green Economy: TWIG will help identify opportunities and convene stakeholders to optimize Toronto s capacity to create jobs that respond to the growing demand for environmentally sustainable industries, organizations and practices. Diversity: TWIG will support strategies that acknowledge and promote inclusive and equitable workplace/workforce practices. 6

7 Economic Transformation: TWIG will conduct research and engage stakeholders to optimize Toronto s opportunities to benefit from predicted shifts in the economy. Technological Advancement: TWIG will conduct research and engage stakeholders to optimize Toronto s opportunities to benefit from advances in workforce technologies. TWIG S STAKEHOLDERS TWIG has established key relationships and partnerships throughout the province and across the labour market stakeholder groups. These groups include related community groups, representatives from diverse communities, policy makers,labour market organizations/intermediaries, and workforce researchers and organizations. TWIG s new strategic plan will ensure relationships with stakeholders continue to be central to TWIG s success. TWIG s Stakeholders Figure 2: TWIG Partners 7

8 TWIG S STRATEGY IN ACTION Toronto Workforce Innovation Group works to ensure that Toronto is prepared to meet the demands of a changing economy. The value TWIG will provide is through its leading edge research to identify workforce development trends and issues in Toronto and through strategic partnerships that build a resilient, competitive and talented workforce. Invest Evaluate Research Workforce Gaps and Opportunities Identify Priorities Provide Collaborative Solutions Support Innovation Engage Stakeholders & Partners Share Workforce Practice Tools Take Action Through Partnerships Monitor Workforce Impact Data Measure Results Guide Leverage Figure 3: TWIG Strategy 8

9 Guide To The Action Plan The TWIG 2016 strategy is organized by four strategic directions and four factors that are essential to successful implementation. It also includes a set of guiding principles including engagement, collaboration, accountability, and value for money. Building on this framework, this action plan articulates our specific goals, the initiatives we will undertake, the milestones we will achieve and the measurements we will use to assess and report our progress. TWIG s STRATEGIC DIRECTIONS From the review of our past performance, examination of current trends, consultations with stakeholders and reflecting on the key themes and priorities in today s labour market an overarching direction for TWIG emerged. Our mission: In five years we will have contributed to a vibrant economy where the opportunity to participate is available to all. To achieve this we will need to drive change through participation and collaboration with our local Toronto community and the broader regions in Ontario. We will tell our story in a compelling manner, to help others make sense of the needs and opportunities in the labour market, and be a voice for current workforce development research that will become the foundation of a healthy economy. To be recognized as a leading voice in understanding labour market trends and providing timely information for our stakeholders, we will need to achieve the most effective outcomes in an accessible manner. This plan will outline our intentions to reach these ambitious objectives. TWIG S STRATEGIC THEMES STRATEGIC DIRECTION: RESEARCH AND DISSEMINATION OF LABOUR INFORMATION Our Aim: Research, document and disseminate quality labour market information in Toronto. Our aim is to ensure that TWIG has researched and disseminated the most current labour market information in Toronto so that employers and workers can access the information they need about workforce development issues that are characteristic of their local community. Strategic Goals and Objectives 1. Continue TWIG s leadership in research and analysis of workforce development trends, skills shortages and training opportunities in Toronto - Conduct research related to TWIG s 4 programmatic priorities - Enhance publication of articles and submission of Opinion pieces to newspapers - Increase contact with local media 2. Increase access to information for stakeholders (community groups, trainers & educators, labour, employers, governments and media) about Toronto workforce development issues 9

10 - Produce and disseminate the annual TOP Report accompanied by a high profile community engagement launch to inform others and build knowledge - Use community engagement strategies such as social media and public events to inform communities about workforce development trends, needs and issues 5-Year Milestones TWIG will be a leader in the research and dissemination of timely and accessible labour market information Stakeholder satisfaction will be improved through increased access to the right information, at the right time, in the right way TWIG will have established an information network and implemented a value of use measure STRATEGIC DIRECTION: WORKFORCE DEVELOPMENT AND PRACTICES Our Aim: Promote workforce development policies and practices about change in employment trends and issues that will help improve economic conditions. Strategic Goals and Objectives 1. Raise awareness and advance discussion on Toronto s growing workforce development challenges E.g. Environmentally (green) sustainable practices - Increase awareness of TWIG through participation and hosting of conferences and seminars E.g. Quarterly Forums - Continue to utilize TWIG s expertise in data mining to raise awareness about Toronto s workforce opportunities and challenges 2. Promote workforce strategies and practices that that positively impact a prepared and competitive workforce - Disseminate information about policies and practices that lead to a coherent workforce development strategy for Toronto. Create opportunities to evaluate current labour policies that impact the Toronto labour force E.g. Task Force on Workforce Development. 10

11 5-Year Milestones TWIG will be a strategic leader in the dissemination of information about policies and practices that lead to an inclusive and equitable workforce in Toronto TWIG will experience a significant increase in targeted and prospective employees (youth, women, members of diverse populations) at workshops and seminars STRATEGIC DIRECTION: PARTNERSHIPS & COMMUNITY ENGAGEMENT Our Aim: Create strategic partnerships that build leadership and community engagement by working together for a vibrant economy. Strategic Goals and Objectives 1. Develop strategic partnerships with community stakeholders - Collaborate with public and private sector partners to disseminate information about workforce development trends and issues in TWIG s priority areas - E.g. Networking Forums - Assemble expertise and resources to address and move economic sustainability concepts forward to development, implementation and employment practice change; E.g. Tool kits for employers, Skill building events for consumers 2. Develop strategic partnerships with labour market stakeholders - Participate in workforce strategy development at the local level - Build linkages between employers and community agencies - Develop evaluation tools for employers 5-Year Milestones TWIG will be a sought after partner for collaboration in building a vibrant Toronto economy 11

12 Our partnership base will be expanded Our partnership satisfaction will increase STRATEGIC DIRECTION: ORGANIZATIONAL AND FISCAL SUSTAINABILITY Our Aim: To establish a sustainable organization that demonstrates leadership, administrative and fiscal accountability. Strategic Goals and Objectives 1. Build TWIG s administrative capacity including human resources to ensure optimal operational functioning and provide the infrastructure needed to meet TWIG s goals and objectives. - Develop and implement an HR plan including a succession plan 2. Build a financially sustainable organization with the revenue sources to support the plans and performance TWIG has set out in the strategic plan. - Develop a data base of funding information for TWIG and stakeholders to access with information about workforce development issues and opportunities - Explore opportunities for revenue generating events such as joint projects with sector groups, partnerships with employment agencies - 3. Strengthen TWIG s governance function and processes - Enhance and identify opportunities for the Board of Directors to act as ambassadors in order to improve connections with the business sector - Engage board members in outreach roles for TWIG based on member s interest, expertise and access to sector - Identify and promote TWIG s brand and value proposition 5-Year Milestones TWIG s branding strategy will be developed and implemented Formal succession planning and leadership development will be implemented The HR plan will be implemented 12

13 TWIG s governance policies and practices will support an active and engaged board leadership Board and Employee satisfaction is enhanced through collaboration TWIG s ENABLERS TWIG has identified four factors that are essential to successful implementation of our new strategic directions. They are: 1. People 2. Processes 3. Technology 4. Communication 1. People The combined efforts of the Board of Directors and Staff will ensure the strategy is successful and our stakeholders are well served. To this end we will foster the leadership and collaboration related to our common vision and mission. We will: Engage our Board members as champions of our mission Ensure our staff are included and recognized for their ongoing contributions of quality work products Promote learning and continuous improvement at all levels of the organization 2. Processes We will ensure our current processes are efficient and provide the routes to the best quality outcomes. We will develop new tools and approaches that deliver value to our stakeholders, such as improving access to labour market information through our website and engaging in other projects that are aligned with our strategy. We will ensure that the techniques for evidence-based capture of information are applied and can be easily accessed or adopted by stakeholders. We will: Create the processes, tools and techniques to ensure a high quality continuous improvement learning culture 3. Technology 13

14 Technology is transforming TWIG in many of the same ways it is changing all businesses. It can help us speed transmission of important information, improve the quality of our products and ensure increased access to information for our stakeholders. We are making a significant commitment to invest in information systems and social media approaches that best enable the advancement of our strategy. 4. Communication Effective communication is at the heart of everything we do. We will align our communication and community engagement plans to our strategy and seek feedback as we move forward. We will communicate in ways that build trust, confidence and energy, and exemplify our guiding principles of respect, transparency, engagement, accountability and value.. We will: Develop and implement a communication strategy SUMMARY This strategic plan is intended to guide the process and practice of the Toronto Workforce Innovation Group (TWIG) from 2012 until We understand that this will require constant review and regular monitoring. The organization is renewed and eager to embark on the journey mapped out by this plan. 14