OTTAWA Integrated Local Labour Market Plan STRATEGIC PLAN & PARTNERSHIPS

Transcription

1 OTTAWA Integrated Local Labour Market Plan STRATEGIC PLAN & PARTNERSHIPS Updated December 2011

2 STRATEGIC PLAN & PARTNERSHIPS In preparing the strategic plan for 2011, and to guide our future decisions, we have developed a Labour Market Planning Model and a Strategic Framework. Labour Market Planning Model To frame our thinking around the strategic plan and planning priorities, we have developed a Labour Market model that shows both the supply and demand side of Labour Market Planning. In looking at priorities and actions that can be taken to address the issues identified, it is important to consider both sides of the equation. We need to have a clear understanding of the labour market demand to ensure that the supply is leveraged to meet current and future needs. While attracting and retaining demand falls more within the realm of economic development, the Ottawa ILLMP group has considered this component, and may take action in that arena where it fits within our strategic framework. Labour Market Planning Model Labour Market Supply OTTAWA Labour Market Demand Develop skills/ Entrepreneurs Identify skills/ Promote innovation Workers outside Ottawa Ottawa workers without jobs Ottawa workers in Ottawa jobs An attractive living/business environment to attract and retain workers/employers Skill shifts/ new Ottawa enterprises Employers outside Ottawa includes Existing labour pool: Attract to create supply Skilled workers in Ottawa Under-utilized populations to leverage Potential labour pool: Skilled workers outside Ottawa to attract Workers in Ottawa to develop Workers outside Ottawa to develop and attract to the city includes Existing jobs: Attract to create demand Ottawa-based jobs filled by Ottawa workers* Ottawa jobs that are not filled Potential/future jobs: Skills shifts in existing enterprises/ sectors Starting new enterprises in Ottawa Attracting new employers to Ottawa * To simplify, we are not showing Ottawa residents who hold jobs outside Ottawa OR Ottawa jobs held by non -residents Strategic Plan & s 1

3 Strategic Framework In addition to long-term strategies, some imminent planning priorities have been identified for Convergence is bringing forth new emerging jobs that fuse skills and knowledge from multiple disciplines. Identifying emerging demand and focusing on the required multi-disciplinary skills and knowledge will be key. Initial areas identified on which to focus include: green construction, Ottawa's LRT initiative, and health technology/e-health. Employers are demanding certain cross-sectoral skills: behavioural competencies around people, communication and management skills, as well as basic technical skills and emerging multidisciplinary skills. Enhancing these skill-sets, particularly for workers in ICT and health, is a priority. Ottawa needs to effectively tap into labour supply to increase employment and address labour shortages in key areas. Immigrants, aboriginals and youth have all been identified as key populations on which to focus; many of whom are unemployed or under-employed. Ottawa s employers have to be prepared for the oncoming labour shortages by engaging in strategic workforce planning.. They need support in succession planning, talent management, business planning and marketing. Creating a culturally competent workforce and leveraging multilingual skills should help Ottawa businesses tap into new markets/ economies. Entrepreneurship particularly youth entrepreneurship, needs to be encouraged and supported if the economy is to grow in the long-term, particularly in growth industries (health, ICT and construction). We need to focus on innovation across all sectors to ensure that Ottawa is well-positioned in today's knowledge economy and look for opportunities to brand the city as Canada's innovation capital. A supportive relationship between governments and industry and a collaborative approach to labour market planning that engages key stakeholders is critical to Ottawa s success. The graphic on the next page outlines the framework and the 2011 priorities. The Labour Market Planning and Service Delivery Committees have identified a phased approach to strategic planning, focusing on key priorities and sectors. The committees will review issues on an on-going basis and determine priorities based on maximizing the impact on Ottawa s economy. For example, although the tourism sector was not identified as a short-term labour market priority for 2011, it is an integral part of Ottawa s economy that offers opportunity for development and may be identified as a priority area in Strategic Plan & s 2

4 The Strategic Framework for Ottawa focuses on collaboration and innovation. The long-term strategy is to develop Ottawa into Canada s innovation capital and meet labour demand through developing a multi-pronged approach to labour supply. Building connections and educating the community will be an integral part of integrated labour market planning. These components will be incorporated into all priorities addressed in the coming years Strategic Framework Building Connections Our Approach Collaboration Engaging key stakeholders in an integrated approach to local labour market planning, with industry and government working together in a supportive relationship Innovation 1. Build connections across sectors focus on emerging opportunities Construction ICT Health focus on other sectors and emerging opportunities as they are identified as priorities Green construction Health technology LRT initiative e-health Leverage emerging demand 2. Build connections between demand and the labour force focus on cross-sectoral skills Behavioural competencies Multidisciplinary skills Basic technical skills Cultural competence Leverage cross-sectoral skills and innovation Immigrants Aboriginals Youth also focus on unemployed and under-employed in all populations 3. Build connections with the labour force focus on key populations Cultural competence Leverage key populations Leverage HR/ business skills to link SMEs to labour supply Innovation & Entrepreneurship Innovation & Entrepreneurship Business Planning Talent Management Succession Planning 4. Build connections between SMEs and the labour force focus on business/hr support Long-term Strategy We are forwardthinking, engaging stakeholders and leveraging key populations to meet all future labour demands. With a focus on cross-sectoral hubs, Ottawa is branded Canada s innovation capital, attracting both business and knowledge to a city that boasts a broad spectrum of workers with the right skills in the right jobs. Note that some of the priorities identified here may only be addressed in, as we are behind the annual timelines in preparing this initial Ottawa Integrated Local Labour Market Plan. Strategic Plan & s 3

5 Strategic Plan for 2011 PRIORITY AREA #1 Build connections across sectors - focus on emerging opportunities 1. Build connections across sectors focus on emerging opportunities Construction ICT Health focus on other sectors and emerging opportunities as they are identified as priorities Green construction LRT initiative Health technology e-health As we move into a knowledge economy, employers are demanding certain cross-sectoral skills: behavioural competencies around people, communication and management skills, as well as basic technical skills and emerging multidisciplinary skills. Enhancing these skill-sets, particularly for workers in knowledge-based sectors such as ICT and health, is a priority. (This priority focuses specifically on the multi-disciplinary skills.) In our and consultations, green construction, Ottawa's LRT initiative and Health technology/e-health were identified as the initial emerging opportunities on which to focus. No past actions have been identified for this issue at this point. 1) Consult with stakeholders in the community to determine what has been, and is currently being done, around Green construction, LRT initiative, and Health technology/e-health into a partnership project in. preliminary to identify sources of information and scope out the work required to pull all the Strategic Plan & s 4

6 PRIORITY AREA #1 cont'd 2) Project #1 - Participation of Not-for- Profits in the Ottawa Light Rail Trade Show Identify and contact notfor-profits who can make connections with the bidding consortia for the Ottawa Light Rail Transit ($2.1 billion) project, for their mutual benefit, but cannot afford trade show fees. We will provide booth space, registration in presentations and networking events, and "sponsored by OILLMP" signage, for 12 organizations, as well as pre-trade show coordination and follow-up to track the connections made and identify any opportunities or next steps that may arise. TBD City of Ottawa Trade show running February 9, Report prepared by 12 not-forprofits participate in the event A report on outcomes Strategic Plan & s 5

7 PRIORITY AREA #2 Build connections between demand and the labour force - focus on crosssectoral skills. 2. Build connections between demand and the labour force focus on cross-sectoral skills Behavioural competencies Multidisciplinary skills Basic technical skills Due to the shift to the knowledge economy, employers are demanding certain cross-sectoral skills: behavioural competencies around people, communication and management skills, as well as basic technical skills and emerging multidisciplinary skills. Due to the rapid change occurring due to convergence, current programming has been slower to adapt and still focuses on specifics or functional approaches rather than multidisciplinary approaches. Enhancing these skill-sets, particularly for workers in ICT and health, is a priority. No past actions have been identified for this issue at this point. 1) Consult with stakeholders in the community to determine what has been, and is currently being done, in terms of developing cross-sectoral skills into a partnership project in. preliminary to identify sources of information and scope out the work required to pull all the Strategic Plan & s 6

8 PRIORITY AREA #3 Build connections with the labour force focus on key populations. Immigrants Aboriginals Youth also focus on unemployed and under-employed in all populations 3. Build connections with the labour force focus on key populations Ottawa needs to effectively tap into labour supply to increase employment and address labour shortages in key areas. Immigrants, aboriginals and youth have all been identified as key populations on which to focus. Many of them are unemployed or under-employed due to both demand issues (systemic discrimination; employer resistance) and supply issues (lack of appropriate training, language and/ or cultural skills; lack of social capital). Consultations revealed that while much is being done around the immigrant labour force, there is not one clear source of information to access all the supports and tools available to both employers and potential employees in Ottawa. No past actions have been identified for this issue at this point. 1) Consult with stakeholders in the community to determine what has been, and is currently being done, in terms leveraging these key populations into a partnership project in. preliminary to identify sources of information and scope out the work required to pull all the Strategic Plan & s 7

9 PRIORITY AREA #4 Build connections between SMEs and the labour force - focus on business/hr support Business Planning Talent Management Succession Planning 4. Build connections between SMEs and the labour force focus on business/hr support Ottawa s employers have to be prepared for the oncoming labour shortages by engaging in strategic workforce planning. Particularly in owner-operated businesses and other micro-enterprises, employers need support in succession planning. The need for knowledge of talent management, business planning and marketing is widely applicable to small and medium sized enterprises. Our consultations determined that the initial focus would be on SMEs in the construction sector. No past actions have been identified for this issue at this point. 1) Consult with partners in the community to determine what has been, and is currently being done, in terms of business/ HR support for employers; with focus on SMEs, particularly in the construction sector into a partnership project in. preliminary to identify sources of information and scope out the work required to pull all the Strategic Plan & s 8

10 PRIORITY AREA #5 Build cultural competence - focus on both employers and the workforce Cultural competence Ottawa s employers have to be prepared for the oncoming labour shortages. Employers, particularly smaller businesses, do not often engage in labour market planning and forecasting. As specified previously, they need support in succession planning, talent management, business planning and marketing. A key part of hiring and managing their workforce effectively includes being culturally competent. This is particularly necessary if the underutilized populations immigrants, aboriginals and youth (millennials/generation Z) are to be integrated into the workforce. Creating a culturally competent workforce and leveraging multilingual skills should help Ottawa businesses tap into new markets/ economies. No past actions have been identified for this issue at this point. 1) Consult with partners in the community to determine what has been, and is currently being done, in terms of building cultural competence for employers and the workforce into a partnership project in. preliminary to identify sources of information and scope out the work required to pull all the Strategic Plan & s 9

11 PRIORITY AREA #6 Build innovation and entrepreneurship - focus on individual and organization skills to become Canada's innovation capital Innovation & Entrepreneurship Entrepreneurship particularly youth entrepreneurship, needs to be encouraged and supported if the economy is to grow in the long-term, particularly in growth industries (health, ICT and construction). Recent data shows that university-educated workers, particularly those between years showed the greatest increase in self-employment in Canada 1. We need to focus on innovation across all sectors to ensure that Ottawa is well-positioned in today's knowledge economy and look for opportunities to brand the city as Canada's innovation capital 2. No past actions have been identified for this issue at this point (with the exception of the identification of the TalentBridge program). 1) Consult with partners in the community to determine what has been, and is currently being done, in terms of innovation and entrepreneurship into a partnership project in. preliminary to identify sources of information and scope out the work required to pull all the 1 Industry Canada (2011) Small Business Quarterly, August 2011, vol. 13, no. 2, accessed December 21, The Science, Technology and Innovation Council (STIC) State of the Nation 2010 report explores business innovation on an industry and sector basis; this might be a useful report to start the review with. accessed December 21, Strategic Plan & s 10

12 PRIORITY AREA #6 cont'd 2) Project #2 TalentBridge feasibility study and bridge funding TalentBridge is an initiative that accelerates the development of the next generation of innovation leaders and creates meaningful linkages between these innovation leaders and the business and innovation community in Ottawa. It was formerly run by OCRI on behalf of the City. OILLMP will provide bridge funding to maintain the program until while undertaking a feasibility study to evaluate the program and identify a potential funding model (with local partners) for -13. TBD City of Ottawa Draft study March 2, Final study Feasibility study completed Current cohort of students supported through March Strategic Plan & s 11

13 PRIORITY AREA #7 Build connections between industry and government - focus on educating and consulting on a collaborative approach to labour market planning Collaboration Engaging key stakeholders in an integrated approach to local labour market planning, with industry and government working together in a supportive relationship A supportive relationship between governments and industry and a collaborative approach to labour market planning that engages key stakeholders is critical to Ottawa s success. Ottawa has a unique challenge many jobs require potential employees to obtain security clearances. These clearances cost employers money, delay staffing and increase barriers to employment. Finding a way to streamline security clearances is of great significance to Ottawa employers. No past actions have been identified for this issue at this point. 1) Research what is being done in terms of the security clearance issue and identify ways to effectively influence change into a partnership project in. preliminary to identify sources of information and scope out the work required to pull all the 2) Project #3 - Develop a marketing plan to communicate the new OILLMP website, including the Labour Market Plan to key stakeholders, including banner ads on partner sites and vice versa While we will consult with a variety of stakeholders, not a true partnership project A marketing plan for the OILLMP website and Labour Market Plan Strategic Plan & s 12