Language selection

Government of Canada / Gouvernement du Canada

Search

Retooling Labour Market Development Agreements

Official Title: Retooling Labour Market Development Agreements - Stakeholder Consultations Report – Roundtables

Roundtables

City, Province Date (2014)
Edmonton, AB April 29
Saskatoon, SK (2) May 12
Halifax, NS (2) May 23
Charlottetown, PE June 23
Fredericton, NB June 24
London, ON June 26
Sudbury, ON June 27
Winnipeg, MB July 4
St. John’s, NL July 7
Vancouver, BC July 22
Toronto, ON July 23
Whitehorse, YK October 9
Yellowknife, NT October 10
Quebec City, QC October 14

Overview

The Government of Canada announced in Economic Action Plan 2013 and reaffirmed in Economic Action Plan 2014 that it would seek to renegotiate the Labour Market Development Agreements (LMDAs) with all provinces and territories (P/Ts) to strengthen the alignment of training with labour market demand. To support this work, between April and November 2014, political representatives (including the Minister of Employment and Social Development Canada (ESDC), the Honourable Jason Kenney, the Parliamentary Secretary to the Minister of ESDC, Scott Armstrong, and Member of Parliament for Yukon, Ryan Leef) and departmental officials held 18 stakeholder consultations in 16 Canadian cities.

In total, almost 200 individuals from approximately 160 different organizations participated in the consultations. Stakeholders represented the views of a wide range of Canadian businesses and employer associations, unions, not-for-profit organizations, training institutions, service providers, and workers. Stakeholder selection for these roundtables was based on several factors, including: the major industries and employers in the area; the stakeholder’s subject matter expertise; the size of the stakeholder (membership or number of employees); and proximity to the roundtable location. Prior to each roundtable, ESDC also consulted with the respective provincial or territorial governments who were asked to comment on a proposed list of invitees and add other stakeholders that should be invited (see Annex A for a list of attendees at each roundtable).

Roundtable discussions were co-chaired in Fredericton by the Honourable Jody Carr, (then) Minister of Post-Secondary Education, Training, Labour, in Winnipeg by the Honourable Theresa Oswald, Minister of Jobs and the Economy, in Vancouver by the Honourable Don McRae, Minister of Social Development and Social Innovation, and in Whitehorse by the Honourable Elaine Taylor, Deputy Premier of Yukon. Additionally, provincial and territorial officials attended all stakeholder roundtables (except Quebec City).

Prior to each roundtable, participants were provided with background information on the LMDAs as well as five questions to help guide the discussion (Annex B). Questions focused on the following general areas:

  • supporting employer-driven training;
  • proactively engaging the unemployed;
  • broadening the EI-funded training system; and
  • strengthening reporting to EI premium payers.

The roundtables gave governments’ valuable insight on local skills shortages, training gaps and other challenges (see Annex C). Overall, these stakeholder consultations produced the following main findings:

  1. employers must play a key role in Canada’s labour market training system;
  2. training solutions must remain flexible to support individual and employer needs and be responsive to local labour market contexts;
  3. LMDA eligibility should be expanded to allow jurisdictions to target from a broader range of clients;
  4. transparency and accountability should be improved so premium payers and Canadians know how EI funds are spent;
  5. opportunities and support are required for the development of innovative labour market solutions;
  6. partnerships are key for successful labour market program development and implementation; and
  7. the provision of labour market information (LMI) and employment and training program awareness must be improved.

Each of these themes will be discussed below. Despite being distinct, there is considerable overlap between several of the findings. Views summarized here are those of the stakeholders; not federal or P/T officials.

Finding 1: Employers must play a key role in Canada’s labour market training system

Stakeholders generally agreed that employers must play a key role in labour market training of both the employed and unemployed in Canada. While participants shared best practices throughout the roundtables, they recognized more could be done to better connect employers with the training system. Greater employer ownership of training was considered key to increasing employer investment and commitment and to ensuring training options are relevant for the workplace.

There was general consensus among participants that employers need to be engaged throughout the LMDA policy and planning process, including a more active role in the annual priority-setting exercises, to determine needs and ensure funding is allocated accordingly. The employer community in particular made reference to the use of Targeted Wage Subsidies as one way to promote employer involvement and the sharing of risk for on-the-job training.

It was highlighted that strong partnerships between employers and the education/training organizations was a key characteristic for a strong training system. Representatives from the post-secondary/training institutional community acknowledged that more can be done to link employers with training, and that a regular consultative mechanism with employers would be beneficial. The Commission des partenaires du marché du travail model in Quebec, which acts as an interface between the Quebec government and partner organizations directly concerned by employment and human resource development, was mentioned at roundtables outside of Quebec as a promising model. Governments could also play an intermediary role in connecting employers and training providers.

Employers can do more to identify potential trainees. For instance, improved employer involvement in the training system was suggested as a way to help facilitate reaching unemployed clients sooner. Provincial officials could connect with employers before lay-offs to provide information on how to access LMDA training resources for their employees. As highlighted at the Vancouver roundtable, however, training should continue to take into account a client’s skills and aptitudes to ensure better job-matching at the end of training.

The Canada Job Grant was cited as a positive step toward increasing employer involvement in training.

Finding 2: Training solutions must remain flexible to support individual and employer needs and be responsive to local labour market contexts

Stakeholders, including employers, called for greater flexibility in defining both the scope and design of training solutions. For example, it was noted that many clients require pre-employment or more foundational training (e.g., essential skills) before attending formal and/or job-specific training (e.g., apprenticeship).

It was also suggested that new ways of training and greater use of learning technologies should be introduced, especially for apprentices. Alternative training arrangements (e.g., during evenings and/or weekends, online) could help apprentices maintain their labour force attachment while completing their learning requirements.

Stakeholders also suggested expanding the range of training that would lead to credentials. This was seen as a way to both incent individuals to up-skill and help them demonstrate to employers that they have the skills that employers need. This could be accomplished through recognizing more apprenticeable occupations or by introducing more opportunities for recognized certification in in-demand skills. Increasing flexibility and standardizing credential recognition among the trades would allow for greater labour mobility, which can benefit workers and employers.

Stakeholders also identified a need for a greater range of supports for smaller employers whose employees need up-skilling. Small employers find it relatively more difficult to effectively support their workers’ participation in training due to their lack of capacity (e.g., inexperience in human resource management or requiring staff to remain at work to maintain operations). These employers would benefit from a broader array of innovative supports that larger employers may not necessarily need.

Greater flexibility in training solutions was also suggested as a way to support labour mobility. Specifically, stakeholders discussed the need to better support clients in connecting with employers and training across jurisdictional lines.

Finding 3: LMDA eligibility should be expanded to allow jurisdictions to target a broader range of clients

Overall, stakeholders were in favour of expanding eligibility for access to LMDA-funded training. Participants voiced concerns that P/Ts may have to turn away suitable clients due to restrictive LMDA eligibility requirements. The benefits of expanded eligibility discussed were two-fold: 1) stakeholders representing employers and industry generally agreed that, expanded eligibility would help employers access more qualified workers; and 2) it was also felt that individuals not currently eligible for EI, if trained, would ultimately contribute EI premiums in the future (partially offsetting the initial investment and justifying the expanded eligibility). Participants representing labour encouraged lowering the qualifying hours for access to Part II training supports (and Part I income benefits).

Youth, including recent graduates or students who are underemployed, were highlighted as key candidates for expanded eligibility, as they do not traditionally qualify for EI (lacking the required EI-qualifying hours). In addition, new immigrants are often very skilled, and only need a little up-skilling to move into the labour force. However, EI-eligibility requirements often impede them from receiving training.

Discussion also focused on broadening eligibility to currently employed workers who may be at risk of unemployment, who are underemployed, or to full-time employed persons who need skills enhancements. This could provide both employers and employees a more immediate benefit for the premiums they are paying.

Some stakeholders did warn that increasing the number of eligible clients may serve to create a larger pool of clients and diminish service quality (e.g. by increased wait times for accessing services), particularly if funding was not increased. Fewer funds available per individual may also result in less effective training being purchased for clients. Stakeholders expressed limited appetite for any increase in premiums to accommodate for additional clients being served.

Finding 4: Transparency and accountability should be improved so premium payers and Canadians know how EI funds are spent

Strengthening transparency and accountability of LMDA and labour market training funding was discussed at most roundtables. Stakeholders saw an opportunity to improve transparency of current federal, provincial, and municipal government investment in training and suggested better efforts to raise awareness on how money is spent at all levels of government. Some participants were also interested in having a better understanding of the impact of training interventions on EI clients’ labour market outcomes and how they compare with results from other jurisdictions. Solutions discussed included the need for a collaborative approach among governments and stakeholders.

Given the limited awareness of current LMDA programs and results, stakeholders suggested a stronger accountability framework for future LMDAs. Stakeholders saw a clear role for the federal government in designing performance measurement tools to evaluate LMDA programming going forward, including implementing standardized reporting procedures across jurisdictions to allow for a more comparable, timely and visible reporting. In the context of LMI, it was noted that the annual EI Monitoring and Assessment Report could become a useful communication and information tool for both employers and workers. Ultimately, training needs should be attached to or result in employment for the client (connected to available jobs) and these results should be made public.

Finding 5: Opportunities and support are required for the development of innovative labour market solutions

At several of the roundtables, stakeholders expressed the need to find innovative solutions to labour market and training issues, including more opportunity for research and the sharing of best practices or international practices. There was discussion on the need for increased sharing of best practices between service providers and officials involved in program delivery – not just the current exchanges that happen between government officials involved in program policy.

Along similar lines, participants at several roundtables voiced strong appetite for the establishment of a forum for employers, governments and other stakeholders to develop workforce strategies, exchange information, identify training needs and foster partnership approaches to tackle labour market issues. Minister Kenney’s Skills Summit (June 2014) was cited as a positive example of engagement and it was encouraged that it be established as an annual event.

It was also recommended that federal and provincial/territorial governments look to the United States’ Workforce Investment Board model, which brings together local employers, educational institutions, labour groups and other key labour market stakeholders to form an advisory board that plays a key role in directing training and labour market policies and programs.

It was discussed that more focus and funding could be dedicated to research and innovation to test and evaluate different training approaches. Research work, such as the creation of a training centre of excellence, would help groups, including those marginalized or underrepresented in the workforce, get the best support. For example, stakeholders felt that more could be done to support unconventional career paths, such as entrepreneurship as an available option for youth, including Aboriginal youth.

Finding 6: Partnerships are key for successful labour market program development and implementation

Partnerships between various labour market actors (employers, trainers, government, non-governmental agencies, and local communities) were highlighted in several roundtable discussions as key to implementing successful training solutions and avoiding duplication of efforts. Participants discussed ways in which partnerships are currently working and suggested how partnership activities could be improved or developed.

Local sector councils were cited as important actors in some jurisdictions used to connect groups to create the necessary partnerships to train clients for specific labour market needs. They also play a key role in communicating government programs and services to industry. This model seems to work particularly well in small jurisdictions, as businesses can help each other and work together, despite sometimes being competitors.

Non-profit organizations play an important role in supporting labour market transitions of underrepresented clients, particularly by providing “wrap-around services.” These services include essential skills training, job-specific or general skills development training, connecting various partners within communities, and establishing partnerships with employers to help clients connect to actual jobs. Stakeholders also expressed the need to focus on Aboriginal communities and develop partnerships with them to get aboriginal jobseekers into the labour market and involved in training decisions. Specific organizations, such as Aboriginal Friendship Centres, play a key role in connecting Aboriginal clients with employment.

Finally, successful partnerships between governments were cited. For instance, the Atlantic Workforce Partnership has been successful in harmonizing apprenticeship recognition in the four Atlantic Provinces, and this model could be built on to advance work in other labour market areas.

Finding 7: The provision of labour market information (LMI) and employment and training program awareness must be improved

There was a general consensus at all roundtables that the provision of timely, relevant, and high-quality LMI needs to be improved. Discussions across the country focused on the importance of providing relevant LMI to students (e.g., through parents or guidance counsellors) and all job seekers to ensure that they have the necessary tools to make good career choices. There was specific concern raised that existing labour market data provided to students and job seekers is often out-of-date, resulting in many individuals making uninformed labour market and training decisions.

Participants in several roundtables discussed the need to debunk the myth that a certificate in the trades is less valuable than a university degree or, generally speaking, that trades are not a desirable occupation for individuals. Debunking this myth would help ensure that a parity of esteem exists between skilled trades and other, non-trades work. Using LMI as a tool to promote the trades as a possible career path could also help address future shortages in trades sectors.

For example, it was suggested that to improve the timeliness of LMI, an opportunity exists to streamline the organization and dissemination of existing data (i.e. in a central database), with enhancements to online resources, such as Job Bank. Stakeholders also expressed a need for local (community-specific) and more granular LMI in addition to information provided at the provincial/territorial or national level.

Stakeholders would also like to see improved awareness of what labour market training programs are available and how to access them – something they saw as currently lacking. Stakeholders cited challenges in navigating government training resources, particularly for small businesses.

Conclusion

ESDC would like to thank all stakeholders for their contributions as part of the roundtable discussions.

Annex A: LMDA Stakeholders

Vancouver, British Columbia

  • Arlene Keis, Chief Executive Officer – Go2hr
  • Norma Strachan, Chief Executive Officer – ASPECT 
  • Naomi Bullock, Executive Director, Program Management & Development – Open Door Group
  • Susan Steele, President – Island Work Transitions
  • Cindy Bowness, Provincial Director Maximus – WorkBC
  • Philip Hochstein, MPA President – Independent Contractors and Business Association of British Columbia
  • Debbie Samson, President – Back in Motion
  • Daniel Thorpe, Dean of Continuing Studies – Langara College
  • Paul Dangerfrield – British Columbia Institute of Technology
  • Irene Young, President – Vancouver  Community College
  • Jeannette Karasiuk, Career Development Practitioner – WorkBC Employment Services Centre
  • Donna Wood, Adjunct Assistant Professor – University of Victoria, Department of Political Science
  • Richard Truscott, Alberta Director of Provincial Affairs – The Canadian Federation of Independent Business
  • Joey Hartman, President – Vancouver and District Labour Council
  • Valerie Lockyer, Executive Director – Douglas College
  • Marcus Ewert-Johns, Vice President – Canadian Manufacturers and Exporters - British Columbia

Edmonton, Alberta

  • Humphrey Banack, Vice President – Canadian Federation of Agriculture
  • Paul de Jong, President – Progressive Contractors Association of Canada
  • Aaron Miller, Manager – Canadian Association of Petroleum Producers
  • Ken Eerkes, AB Construction Coordinator (HR) – Christian Labour Association of Canada
  • Jim Rivait , CEO – Canadian Home Builders Association (Calgary)
  • Bard Golightly, President – Canadian Home Builders Association
  • Lee Hodgins, VP of Human Resources – Champion Pet Food

Saskatoon, Saskatchewan

  • Tracy Arno, President – Essence Recruitment
  • Michael A. Chudoba, VP President and Marketing – Innovative Residential
  • Keith Moen, Executive Director – North Saskatoon Business Association
  • Leslie Langager, Human Resources Advisor – JNE Welding
  • Jeff Ritter, Chief Executive Officer – Saskatchewan Apprenticeship and Trade Certification Commission
  • Ken Smith-Windsor, Executive Director – Greater Saskatoon Chamber of Commerce
  • Karen Kobussen, Regional Manager/Director of Members Relations – Canadian Home Builders Association (Saskatchewan)
  • Carolyn Dunn, Planning & Policy Coordinator – Canadian Home Builders Association (Saskatchewan)
  • Gwen Bear, Executive Director – Aboriginal Friendship Centres of Saskatchewan
  • Donavon Elliott, Executive Director – Saskatoon Trades & Skills Centre
  • Kim Hague, Assistant Executive Director – Saskatchewan Association for Community Living
  • Monica Krueger, President – Global Infobrokers Inc.
  • Jeff Hryhoriw, Director, Government Relations – Cameco Corporation
  • Heath Smith, Communications and Research Officer – Saskatchewan Federation of Labour

Winnipeg, Manitoba

  • Cory Kolt, Director of Policy and Communications – Manitoba Chamber of Commerce
  • Mike Moore, President – Manitoba Home Builder’s Association
  • Kathy Knight, Chief Executive Officer – Information & Communication Technologies Association of Manitoba
  • Shannon Fontaine, Chief Executive Officer – Manitoba Tourism Education Council
  • Doug Lauvstad, Executive Director – Northern Manitoba Sector Council
  • Elliot Sims, Director of Provincial Affairs, Manitoba – Canadian Federation of Independent Business
  • Shawn Mahoney, Executive Director – Opportunities for Employment
  • Ricky Lawrence, Training and Development Director – New Flyer Industries
  • Marc Lafond, Business Manager – Operating Engineers of Manitoba Local 987
  • Wendell C. Wiebe, Executive Director and General Manager – Manitoba Aerospace Human Resource Council
  • Ron Koslowsky, Vice-President – Canadian Manufacturers & Exporters
  • Craig A. McIntosh, Chief Executive Officer, President, and Owner – Acrylon Plastics Inc.
  • Jessica Paley, Program and Policy Analyst – Manitoba Association of Friendship Centers
  • Cherryl-lyn Holder, Coordinator, Partners for Careers – Manitoba Association of Friendship Centers
  • Tessa Mostert, Administrator – FC Woodworks Inc.
  • John Leroux, Director, Technical Training – StandardAero
  • Chris Mott, Employment Development Director – PATH Employability Centre (North End Community Renewal Group Corp.)

London, Ontario

  • Darlene O’Neil – Fanshawe’s Manager Career, Co-operative Education & Community, Employment Services
  • Linda Riley – Walpole Island First Nation, Enodmaagajig Social Services Centre
  • Debra Mountenay, Executive Director – Elgin Middlesex Oxford Workforce Planning and Development Board
  • Steve William, President – Grand River Enterprises International
  • Sally Harvey, CLT, CLP, Manager – Education & Labour Development Canadian Landscape Nursery Association
  • Sheri Doxtator, Newly Elected Chief – Oneida Nation of the Thames
  • Rick Vandersluis, Vice President, Sales – Try Recycling Inc.

Sudbury, Ontario

  • Joyce Mankarios, Policy and Communication Manager – Greater Sudbury Chamber of Commerce
  • Lynne Wallace, Executive Director – College Sector for Adult Upgrading (CSC)
  • Nancy Dube, General Manager – YMCA Employment Services Sudbury
  • Claude J Dubuc, Director of Collège Boréal, Nipissing Campus – Collège Boréal
  • Rae-anna Gardner, Navigating Employment Pathways Project Coordinator – Métis Nation of Ontario Education & Training Branch
  • Jason Bubba, Director, Training and Development – Northern Centre for Advanced Technology (NORCAT)
  • Laura Higgs, Executive officer – Sudbury & District Home Builders’ Association
  • Rachael Flaman, Apatisiwin Employment Coordinator – N’Swakamok Native Friendship Centre
  • Wyman McKinney, Board of Directors – Workers Advocacy and Action Centre

Toronto, Ontario

  • Mike Luff, Senior Researcher – Canadian Labour Congress
  • Scott Haldane, President and CEO – YMCA
  • Cammie Peirce, National Representative – Pensions and Benefits Department, UNIFOR
  • Sylvia Maracle, Executive Director – Ontario Federation of Indigenous Friendship Centres
  • Ian Howcroft, Vice President – Canadian Manufacturers and Exporters
  • Rob Pearson, President – Canadian Society for Training and Development
  • Stephen Hamilton, Manager – Ontario Home Builder’s Association
  • Hank Beekhuis, Ontario Director – Christian Labour Association of Canada
  • John Hoicka, Senior Researcher – Colleges Ontario
  • Jason Hunter, Vice President – Humber College
  • Karen Loir, Executive Director – Toronto Workforce Innovation Group
  • Andrea Holmes, Policy Analyst – Ontario Chamber of Commerce
  • Harold McBride, Executive Director – Operating Engineers Training Institute of Ontario
  • Vidoll Regisford, Senior Manager – George Brown College
  • Noah Zon, Senior Policy Associate – Mowat Centre
  • Natasha Apollonova, Director – Toronto Board of Trade
  • Denis Gravelle, Director – Seneca College of Applied Arts and Technology

Quebec City, Quebec

  • Mario Côté, Directeur general – Carrefour jeunesse-emploi de la Capitale-Nationale
  • Sylvie Vézina, Directrice des études – Collège O’Sullivan de Québec
  • Melissa Morrisson, Vice-Présidente, Ressources humaines – Chantier Davie Canada Inc.
  • Jared Newcombe, Chef des Opérations – Chantier Davie Canada Inc.
  • Jacques Beaudet, Directeur général – Corporation de développement économique communautaire de Québec (CDEC)
  • Claire Dubé, Agente de développement principale – Corporation de développement économique communautaire de Québec (CDEC)
  • Jean Blondeau, Chargé de projet, responsible des liens avec les members Réseau TransTech – Centre imagerie numérique et médias interactifs
  • Jean-Pierre Bédard, Directeur général adjoint – Centres locaux de développement du Québec
  • Louis-Charles Godin, Conseiller sénior à la vente – Assurances collectives/ RBC Assurances/ Jeune Chambre de commerce du Québec
  • Liliane Auger, Directrice générale adjointe aux études, développement et formation continue – Collège Mérici
  • Eric Vignola, Administrateur – Chambre de commerce et d’industrie de Québec (CCIQ)
  • Denis Jobin - Directeur Général, L’atelier de préparation à l’emploi
  • Guillaume Vincent - Conseiller en emploi, Groupe intégration travail
  • Michèle Tremblay - Coordonnatrice aux ressources humaines, Stations Mont-Sainte-Anne et Stoneham

Fredericton, New Brunswick

  • Frank Slater – AV Nackawic Inc.
  • Marilyn Luscombe, President and CEO – New Brunswick Community College (Fredericton)
  • Gus Doyle, Executive Secretary Treasurer – Atlantic Canada Regional Council of Canadian Carpenters, Millwrights and Allied Workers
  • Chantal Lossier – Conseil économique du Nouveau-Brunswick
  • Krista Ross, CEO – Fredericton Chamber of Commerce
  • Morgan Peters – Fredericton Chamber of Commerce
  • Haley Flaro, Executive Director – Ability New Brunswick
  • Gina St-Pierre, Acting Director of Finances – Collège communautaire du Nouveau Brunswick
  • Amy Thornton, HR Business Partner – Carleton Victoria Community Vocational Board, Inc.
  • Jeff Green, Director, Talent Acquisition – J.D. Irving Limited
  • Jim Landry, Executive Director – Landscape New Brunswick
  • Chuck Rouse, Vice President – New Brunswick Federation of Labour
  • Andrew Dawson, Atlantic Canadian Representative – Canada’s Building Trades Unions
  • Frank Hayes – Literacy Coalition of New Brunswick
  • Marilyn Lumsdy – New Brunswick Association of Career Colleges
  • Dale Ritchie, President – McKenzie College

Charlottetown, Prince Edward Island

  • Katherine McQuaid, Director of Training – Academy of Learning College
  • Mike MacGegheon, PEI Fishermen’s Association
  • Carl Pursey, President – PEI Federation of Labour
  • Vivian Beer, Manager – PEI BioAlliance
  • Jane Sharpe, Representative – Summerside Chamber of Commerce
  • Brenda Simmons, Assistant General Manager – PEI Potato Board
  • Dave Trainor, Action Aero – Aviation Industry
  • Leo McDonald, Representative – Apprenticeship Board
  • Jake Baird, Vice President – Holland College
  • Ross Barnes, General Manager – Construction Association of PEI
  • Jean Allain, President – Construction Association of PEI
  • John Adams, Construction Association of PEI
  • Ryan Johnston, Chair of HR Committee – Charlottetown Chamber of Commerce
  • Larry Stewart, President – Canadian Home Builders’ Association (PEI)
  • Dale Zajicek, President – Biovectra

Halifax, Nova Scotia

  • Paul Pettipas, Chief Executive Officer – Nova Scotia Home Builders’ Association
  • Jennifer English, Senior Policy Analyst – Canadian Federation of Independent Business
  • Linda Corkum, Executive Director – Nova Scotia Trucking Safety Association
  • Stephen Lund, Vice President of Industrial Benefits and Community Relations – Irving Shipbuilding Inc. (Halifax)
  • Mohja Alia, Manager, Employment Services & Workforce Integration Team – Immigration Settlement and Integration Services
  • David Rathburn, Chief Talent Officer – Clearwater Seafoods Limited Partnership
  • David Scott, Executive Vice-President, Operations – LED Roadway Lighting Ltd
  • Trent Soholt, Executive Director / Project Manager – Nova Scotia Construction Sector Council
  • Duncan Williams, President – Construction Association of Nova Scotia
  • Rene Cox – Nova Scotia Construction Sector Council
  • Anna Marenick, Director, Workforce Readiness – Irving Shipbuilding Inc. (Halifax)
  • Brad Smith, Executive Director – Mainland Building Trades
  • Joshua Maillet – Scotiabank
  • Jayne Hunter, Executive Director – Literacy Nova Scotia
  • John Kelly, Business Manager – United Association of Journeymen and Apprentices of the Plumbing and Pipefitting Industry of the United States and Canada (Local 56)
  • Robert LaPierre, Executive Director – Solutions Learning Centre
  • Pam Glode-Desrochers, Executive Director – Mi’kmaw Native Friendship Center
  • Henry Vissers, Executive Director – Nova Scotia Federation of Agriculture
  • Dr. Kathleen Flanagan, Executive Director – Community Sector Council of Nova Scotia

St. John’s, Newfoundland and Labrador

  • James Loder, Director – Academy Canada Career College
  • Trudy Barnes, Campus Administrator – College of the North Atlantic
  • Joanne O'Leary, Office of Corporate Training & Continuing Education Chair – College of the North Atlantic
  • Stacey Howse – St. John’s Native Friendship Centre
  • Vaughn Hammond, Director of Provincial Affairs for Newfoundland and Labrador – Canadian Federation of Independent Business
  • Derek Butler, Executive Director – Association of Seafood Producers
  • Michael Murray, President/Chief Horticulturist – Murray's Landscape and Horticultural Services
  • Cindy Kent – Stella’s Circle Employment Division
  • Kerry Murray, Director of Social and Economic Policy – Newfoundland and Labrador Federation of Labour
  • Sean Wiltshire, Chief Executive Officer – Avalon Employment Inc.
  • Victoria Belbin, Chief Executive Officer – Canadian Homebuilders Association (Newfoundland)
  • Nancy Healy – Board of Trade
  • Paula Kieley, Executive Assistant/Media Contact – Ocean Choice International Inc.
  • Fabian Connors, Director of Human Resources – Browning Harvey Limited

Whitehorse, Yukon

  • Isabelle Salesse, Director – Association Franco-Yukonnaise
  • Rick Goodfellow, Executive Director – Challenge Community Vocational Alternatives
  • Judy L. Corley, President – Judy L. Corley Consulting Inc.
  • Jean Metropolit, LMDA Expert – Judy L. Corley Consulting Inc.
  • Rick Karp, President – Whitehorse Chamber of Commerce
  • Vikki Quocksister, President – Yukon Federation of Labour
  • Lisa Rawlings Bird, Executive Director – Yukon Council on Disability (YCOD)
  • Elise Pendlebury, Executive Director – YuWIN
  • Sascha Weber, Executive Director – Yukon Mine Training Association
  • Peter Turner – Yukon Chamber of Commerce
  • Pat Tobler – Yukon Chamber of Commerce
  • Jean Metropolit – Employment Central

Yellowknife, Northwest Territories

  • Jan Fullerton, Executive Director – Skills Canada NWT
  • Hillary Jones, General Manager – Mine Training Society
  • Louise Elder, Executive Director – NWT & Nunavut Construction Association
  • Heather McCagg Nystrom, VP Community and Extension – Aurora College
  • Byrne Richards, Executive Director – The Tree of Peace Friendship Centre
  • Michael Corbett, Executive Director – NWT Literacy Council
  • Anne Juneau – Northern Territories Federation of Labour

Annex B: Discussion Questions

  1. How can the provincial/territorial training system better meet the needs of employers?
  2. How can we get individuals to play a more active role in determining their training needs?
  3. How can we work together to more proactively get the recently unemployed back to work (rather than a passive first-come-first-served approach)?
  4. Should training and other supports such as wage subsidies be provided to all workers, even if they are not receiving Employment Insurance?
  5. More broadly, what is your experience with your provincial/territorial training system? How would you like to see it changed to better meet your needs?

Annex C: Provincial/Territorial Labour Market Context and Roundtable Outcomes

Information on provincial/territorial labour market context presented below is based primarily on LMDA Annual Plans provided to ESDC for the 2014-2015 fiscal year.

St. John’s, Newfoundland and Labrador (NL)

Labour market context

The Newfoundland and Labrador economy has expanded since 2003, primarily due to natural resources sector development. It remained strong throughout the recent recession and growth is predicted to continue into 2015. Major project investment and related employment have contributed to this growth – reflected in rising wages and participation rates. Between 2003 and 2013, real GDP expanded by 16.5 per cent. As a result of economic growth and strategic labour market actions, more NL residents are working, resulting in the lowest unemployment and income support rates in the province since 1976. The rate, however, (12.7% in September 2014) is the highest in Canada. Footnote 1 In some sectors, labour supply has not kept up with labour demand. Footnote 2 Demand for skilled labour in NL will lead to 70,000 job openings by 2022. Footnote 3

Roundtable outcomes

Four key themes emerged from the discussion: (1) the need for stronger cross-sectoral partnerships; (2) the need for higher-quality labour market information (LMI); (3) support for broadened eligibility; and (4) the need for flexible training solutions.

Charlottetown, Prince Edward Island (PEI)

Labour market context

PEI’s economy expanded by 1.5 per cent in 2012 and was the only Atlantic province to post economic growth. The labour force on PEI was approximately 83,700 in 2013; an increase of approximately 1700 individuals over 2012. Employment has averaged 74,100 persons through December 2013, an increase of 1.8 per cent over 2012. This is the third fastest expansion in the country behind Saskatchewan and Alberta. In 2013, full-time employment has increased by 1.2 per cent and part-time employment by 4.8 per cent over 2012. The unemployment rate has averaged 11.5 per cent over this time.

Although the economy and employment has expanded, the demographics of PEI’s population and labour force continue to shift. An aging workforce, a decline in immigration and inter-provincial out-migration presents a major challenge. PEI has one of the most seasonal labour forces in Canada which results in unique labour market conditions. Many businesses in PEI are small-and medium- sized enterprises.

Roundtable outcomes

Four key themes emerged from discussion: (1) need for greater access to literacy and essential skills training; (2) increased flexibility in training system to better reach underemployed and low skilled workers, with interest in expanded LMDA eligibility; (3) ongoing demand for qualified skilled trades workers; and (4) a need for greater transparency of the training system and LMDAs.

Halifax, Nova Scotia (NS)

Labour market context

Challenges have persisted in NS’s economy and labour market in the years since the 2008-2009 global recession. Overall employment growth has been limited to 0.4% since 2008, and there remains a surplus of jobseekers (at a ratio of 10.4 unemployed per job vacancy in 2013). Full-time employment in the province remains below pre-recession levels, while gains in part-time jobs have helped offset the losses. Nova Scotia saw a small decline in employment in 2013 (-0.4%), and job conditions thus far in 2014 have continued to soften; year-to-date (January-May) employment is down 1.5% compared to the same period last year. Footnote 4

Roundtable outcomes

Five key themes emerged from the discussions: (1) flexibility in the training system; (2) early and timely labour market information; (3) the important role labour market partnerships play in the NS labour market; (4) general support for expanding Employment Insurance (EI) eligibility; and (5) the need for strong accountability in the training system.

Fredericton, New Brunswick (NB)

Labour market context

NB faces two primary labour market challenges – it must maximize participation rates to fill vacancies and support the need for skilled workers while continuing to support those who lack the literacy skills needed to compete in a modern economy.

Employment in NB remained at a level similar to 2012, edging down 0.1% to 351,200 in 2013. Job growth shifted from the service-producing sector to the goods-producing sector, with gains in construction, agriculture and natural resources. Part-time employment in the province recovered most of the losses from 2012, increasing by 1,900 in 2013. Full-time employment experienced declines of 2,200. With labour force growth outpacing essentially flat employment growth, NB’s unemployment rate was pushed up 0.2 percentage points to 10.4% in 2013. The unemployment rate for women fell to 8.0% while that for men increased to 12.7%. Footnote 5

Roundtable outcomes

Four key themes emerged from discussion: (1) need for more robust labour market information (LMI) to better determine skills gaps and available jobs; (2) strong appetite for expanding eligibility to access LMDA training funding, with a greater role for employers to identify training recipients; (3) need to address barriers faced by rural communities in accessing training resources; and (4) opportunities to improve integration of training supports into the EI program, with ideas generated on how to reach active claimants sooner in their claim.

Other issues raised included the importance of seasonal work as a key variable for NB's labour market and in that context, the need to design training programs to meet the particular challenges of the local labour markets. Employers also expressed support for building on successful NB initiatives such as the One Job Pledge program, which focuses on connecting job seekers (primarily recent post-graduates) with employers and one employer representative expressed general support for provincial delivery.

Quebec, Quebec

Labour market context (French only)

Le marché du travail québécois a été particulièrement dynamique au cours des dernières années. Entre 2000 et 2013, il s’est créé plus de 630 000 emplois et le taux de chômage en 2013 s’établissait à 7,6 %, le plus bas niveau depuis 2008. Durant cette même période, le taux d’emploi des personnes de 15 à 64 ans est passé de 67,1 % à 72,2 %, dépassant de 0,5 point de pourcentage le sommet atteint avant la récession de 2009.

L’évolution démographique, qui occasionnera un phénomène grandissant de rareté de la main-d’œuvre, pourrait constituer un frein à l’accroissement de la richesse collective. Pour compenser les effets de ce phénomène démographique, il sera important d’accroître la participation du plus grand nombre possible de personnes au marché du travail et de soutenir les entreprises en matière de gestion de leurs ressources humaines, dont la formation de leur main-d’œuvre, pour qu’elles s’adaptent aux différents changements auxquels elles font face et qu’elles demeurent compétitives, notamment par une hausse de leur productivité.

Roundtable outcomes

Four key themes emerged from the discussion: (1) the need for increased local labour market information; (2) working with unemployed clients and employers, especially to address the challenges faced by recent immigrants; (3) support for taking a preventative approach to helping workers before they lose their jobs, even if not at immediate risk of job loss; and (4) the need for wrap-around services to ensure that those who find a job get the support they need to stay employed.

Ontario (ON) (roundtables held in Toronto, London, and Sudbury)

Labour market context

ON’s economy is growing and creating jobs, despite a challenging global economic environment. Employment in ON has increased steadily over the past year, with the pace of job growth in 2013 almost double the rate recorded in 2012. Employment increased by 95,700 net new jobs (+1.4%) in 2013. As of June 2014, employment in ON was 192,200 (+2.9%) above the pre-recession peak of September 2008, and had increased by 458,000 (+7.0%) net jobs from a low in June 2009. ON’s unemployment rate declined to 7.5% in 2013, well below the recessionary high of 9.4% in June 2009; however, the jobless rate remained above the Canadian average of 7.1% in 2013. Long-term unemployment remains a concern in ON, as the share of people unemployed for 27 weeks or more is much higher than the pre-recession level.

Roundtable outcomes

Discussions differed in each ON city given the varying labour market contexts of different regions in the province.

Toronto: three key themes emerged from the Toronto discussion: (1) need for improved access to and increased reliability of local labour market information (e.g., regional, sector/industry projections); (2) strong appetite for the establishment of a national forum for employers, governments and other stakeholders to develop a workforce strategy, exchange information and foster partnership approaches to tackle labour market issues; and (3) opportunity for better employer engagement to help determine the types of skills required now and in the future. Other issues raised by stakeholders included support for broadened client eligibility, a more principled approach to the allocation of LMDA funding among P/Ts, and a recommendation that federal and provincial labour market programs have accountability measures that allow for comparison of outcomes leading to improved program designs.

London: four key themes emerged from the discussion: (1) need for better labour market information and awareness of programming; (2) need for flexible training solutions; (3) need for more meaningful reporting with consideration for keeping reporting burden low; and (4) the importance of partnerships. Other issues raised included the need for skills upgrading particularly for individuals facing multiple barriers to labour market participation, concern over limited employment opportunities for Aboriginal people on-reserves, and support for expanding eligibility.

Sudbury: four key themes emerged from the discussion: (1) need for increased employer engagement; (2) need for early targeting of clients through better labour market information and awareness of programming; (3) need for increased flexibility in training solutions; and (4) support for expanded eligibility.

Winnipeg, Manitoba (MB)

Labour market context

In 2013, the real GDP growth rate in MB was 2.4%. MB has a stable and diversified economy, with eleven different sectors each comprising more than 5% of GDP. The provincial economy has remained strong due to its diverse industrial base and a balance between domestic demand and export sales, which has helped shield MB from the full effects of the global economic downturn. MB’s population is expected to increase to 1,385,300 residents by 2020, an annual increase of 14,800 over this period (their population was 1,265,015 as of July 1, 2013). The unemployment rate for First Nations Manitobans is more than five times the unemployment rate for Non-Aboriginal Manitobans. Overall, MB has had very low unemployment rates, averaging 5.4% in 2013.

57.4% of MB businesses stated that workforce related issues presented significant challenges for their organization, with 55.6% stating that recruiting skilled labour was their biggest challenge. Footnote 6 In MB, industry faces challenges in finding workers with the right skills needed for employment. MB has one of the lowest unemployment rates in Canada (5.5% in May 2014), increasing the difficulties employers face finding suitable workers.

Roundtable outcomes

Five key themes emerged from discussions: (1) maximizing the potential of those further from labour market attachment; (2) employers’ challenges in finding workers with the right skills, including the necessary essential and life skills required for workforce attachment and on the job training; (3) the need for flexibility and sustainability in the training system; (4) the need for improved awareness and better information sharing (i.e. labour market information); and (5) the important role partnerships play in the Manitoba labour market. Stakeholders also raised the need to build on a well-functioning system by expanding and enhancing the current continuum of programming and partnerships with employers and service provider.

Saskatoon, Saskatchewan (SK)

Labour market context

The Saskatchewan labour market continued to be strong in 2013. Employment growth outpaced the growth in the labour force in 2013, resulting in fewer unemployed and an unemployment rate (4.0%) well below the national rate of 7.1%. Also, SK experienced strong labour demand in 2013, with a job vacancy rate of 2.1% that was the second highest in the country. With forecasted employment growth of 1.2% for 2014, SK will continue to be challenged to find the qualified workers needed to ensure continued economic growth.

SK’s strong economic growth has brought with it a number of challenges. Lower unemployment was associated with a corresponding decrease in regular Employment Insurance beneficiaries in the province. Also, there is a need to focus on addressing the needs of the remaining labour supply, which includes under-represented groups, notably Aboriginal peoples. The biggest constraint to continued growth is labour and skill shortages in the province indicating tightness in the labour market, made worse by an aging workforce and increased competition for skilled workers.

Roundtable outcomes

Four key themes emerged from the discussion: (1) need for increased employer engagement and investment in training; (2) need for flexible training solutions; (3) maximizing the potential of under-represented groups; and (4) the importance of community-based partnerships in delivering effective training solutions.

Edmonton, Alberta (AB)

Labour market context

Labour and skill shortages are creating pressures for employers to find the workers they need to grow their businesses, and limiting AB’s ability to take full advantage of economic opportunities. By 2023, AB is forecast to have a cumulative shortage of 96,000 workers. Footnote 7 Currently, the province’s unemployment rate is one of the lowest in the country at 4.4% (September 2014), Footnote 8 and in general it is evident that AB faces significant skills shortages.

Key labour force pressures in AB include:

  • an ageing workforce (more than190,000 of AB’s workers are expected to retire over the next decade);
  • competition for talent (with other P/Ts);
  • knowledge economy (more than 63 per cent of new jobs in AB over the next decade will require some form of post-secondary education, yet many adult Albertans continue to struggle with literacy, especially those with low levels of education); and
  • and strong economic growth (job growth requires the right match between available jobs and the skills of workers). Footnote 9

Roundtable outcomes

Four key themes emerged from discussion: (1) need for increased employer engagement in training system; (2) lack of awareness among employer community of the training supports available; (3) more could be done to address skills shortages in AB; and (4) need for increased transparency and accountability in training system and LMDAs.

Vancouver, British Columbia (BC)

Labour market context

As the economic outlook continues to improve in BC, a greater number of British Columbians are expected to participate in the labour force. It is forecasted that BC’s labour market—while continuing to add jobs—will see the rate of unemployment climb slightly from 6.7 per cent in 2013 to 6.8 per cent in 2014, and remain at this level over the medium-term. Footnote 10 Since 2001, total employment in the province has increased by 20.2 per cent, adding more than 388,000 new jobs. 2.3 million people were working in the province in 2013. Since 2011, the provincial economy – as measured by GDP – increased by $7.2 billion or almost four per cent and is $18 billion higher than it was in 2009. Footnote 11 Over the next decade, there will be an estimated one million job openings in the province that will require employees with emerging skills. Footnote 12 BC has recently launched its “Skills for Jobs Blueprint,” which represents a plan to address the main labour market and post-secondary education challenges facing the province.

Roundtable outcomes

Three key themes emerged from discussion: (1) need for greater and ongoing employer engagement in program and training design; (2) support for broadened program eligibility (especially for youth); and (3) need for better labour market information to allow for better career planning.

Whitehorse, Yukon (YK)

Labour market context

YK has a total population of 36,483 including a working age population (age 15 – 64) of 26,806 (73.5%). As of December 2013, YK’s estimated population increased by 6,228 or 20.6% (compared to December 2003). The unemployment rate is 3.9%, well below the Canadian average (7.0%). It is the second lowest rate in Canada, behind Saskatchewan (3.7%). Of all those employed in May 2014: 45.6% were private sector employees; 37.9% were public sector employees; and 16.4% were self-employed. YK has a participation rate of 74.5%. This is the second-highest participation rate in Canada, just behind Northwest Territories (75.2%). Footnote 13

Advanced Education has also released the YK Labour Market Supply and Migration Study (March 31, 2014) which highlighted in particular the perspectives of current and future workers and inter-provincial/territorial migration patterns: employment demand is anticipated to be strong in the medium and long term, with the need for 3,683 additional employees by 2021. With the inclusion of retirements and other factors, this projection increases to 6,308 positions. The unemployment rate is 3.9%, well below the Canadian average (7.0%). Footnote 14

Roundtable outcomes

Three key themes emerged from the discussion: (1) the need for meaningful employer engagement in training and labour market priority setting; (2) support for broadening eligibility for LMDA-funded programming; and (3) a need for proactive labour market information.

Yellowknife, Northwest Territories (NWT)

Labour market context

Of the 33 communities in the NWT, only five (Inuvik, Hay River, Fort Smith, Behchoko and Yellowknife) have populations exceeding 2,000. The population of Yellowknife represents almost half of the territorial population at that time (43,537), and the population in the NWT is made up of approximately half Aboriginal and half non-Aboriginal persons. The NWT has seen a decrease in the participation rate from 76.9% to 76.6%; however, the number of unemployed persons has not changed (2,000). This has resulted in a slight increase in the unemployment rate from 8.1% to 8.2%. The public sector saw a decrease of 700 employees, whereas the private sector grew by 400 employees while 200 people chose to move into self-employment.

Employment shifted away from the provision of services, which declined by 300 persons, and moved towards the production of goods. Although the employment rate in the NWT has remained relatively steady, upcoming projects could increase labour demand over the next several years. Several mineral resource development projects are in various stages of the environmental assessment or permitting process.

Roundtable outcomes

Four key themes emerged from the discussion: (1) better engagement of stakeholders in labour market priority setting is needed; (2) the need for programs to remain flexible and responsive to Northern conditions and support vitality of communities ; (3) general support for expanding eligibility for LMDA programs; and (4the importance of program accountability regarding expenditures and service delivery.

Iqaluit, Nunavut (NU)

Labour market context

NU has a small but growing population spread over a large geographic area. With new and upcoming resource development, and increased activities in other sectors, the territory’s economic base is growing rapidly.  NU’s labour force is unique for a variety of reasons. First, NU has the youngest and most rapidly growing population in the country. Second, NU’s population is predominantly Inuit, as is its labour force. In 2013, nearly 82% of the population and 70% of the labour force were Inuit. Third, NU experiences substantial interprovincial population churn, much of which is associated with labour and/or education. Footnote 15

In Nunavut, real GDP increased 10.5% in 2013 following an increase of 1.8% in 2012. Economic forecasts suggest that short-term territorial public service growth is expected due to devolution, after which government employment will stabilize over the long-term. The most recent labour force characteristics for the territory (June 2014) indicate that nearly 63% of employment is in the public service. While government service employment is not poised to grow significantly, growth is expected in mining, fishing, tourism, and construction.

Page details

Date modified: