Social Enterprise& Pre-Apprenticeship Program

Today’s Agenda

1. About Building Up▪ Our Mission▪ Timeline▪ The Impact▪ Long Term Goal

2. Career Pathways▪ Who we serve▪ Placement ≠ Sustainable▪ Tower of Ladders

3. BU Structure▪ Organization Chart ▪ Business Philosophy▪ Support Philosophy▪ Training Philosophy

About Building Up

Building Up, with +100 marginalized employees/ year, is

Canada’s leading social contractor!

Building Up, is a workforce development organization that leverages social enterprise, as it’s most impactful tool, to transition individuals facing multiple significant barriers into sustainable trades careers.

NOT a social enterprise with a workforce development goal.

Our mission drives our business. We do not train and employ people to take on business.

We take on business to train and employ people.

Timeline

2015

Water Retrofit Social Ent

-Install 3L water

efficient toilets and

water efficient

fixtures in multi-

unit residential

buildings

2017

+Gen Labour Social Ent

-Painting-Energy Retrofits-Move Outs-Temp General Labour support-Landscaping

2018

+Gen ContractingSocial Ent

+Program Funded Training

- Ed/Math Upgrading- Fin$ Ed & Support- Hands On Training- Soft/ Prof Skills- Placements - Act as advocates & support network

2016

+CaseManagement

- 1o1 Individualized support and career guidance- Act as advocates & support network-Long term continuity of support

2019E

$270K

5

Trainees

$925K

17

Trainees

$1.1M

52

Trainees

$2.6M

117

Trainees

+$4M

130

Trainees

~125% Avrg

Annual Growth

-Heritage Homes-Green construction-Social Housing-Renovations-Unit Turnovers

Focus on Long Term Goal

We measure success not by

short-term metrics of placements

but by long-term metrics of

sustainable careers. Our goal is

to break the cycle of poverty!

Participant Status 200 %

Currently In Training @ BU 66 33%

BU Trainees 66 28%

Placed and/or in Careers 103 52%

Apprentices 61 30%

Related Trades Careers 12 6%

Post 2nd, Upgrd Ed, New Prgm 9 7%

FT Employment Other 14 4%

BU Supervisors - Career Path 7 3%

Working in Careers or for BU 169 85%

Career PathwayNo straight lines - barriers take time to

address

Who We Serve

Demographic

Criminal History 35%

Ontario Works 41%

ODSP 10%

New to Canada 17%

Visible Minority 90%

Mental Health Issues 46%

Addiction Issues 36%

Less than High School 30%

Entry aptitude below passing union test 98%

Housing issues 61%

BU Program

BU Placed wplumbing Co

Issues @ Work & Home

CareerBack On Track

L1 Apprentice & Raise

Majorevent -Lost job

BU

Worked for BU

Majorevent -Lost job

BU

Worked for BU

BU Placed $50k Salary Career

BU

BU Placed City TO

Wrkd for BU

Placement ≠ Sustainable

100% get continuity of support post placement

80% of grads work for BU after placement.

#1 reason for non completion = financial instability

Less than 50% of Apprentices make it to Journeymen

BU Structurefor Long Term Support

SOC

IAL

ENTE

RP

RIS

E TE

AM

Partner, COOTarah

ContractingRahim

Gen Labor Adam

RetrofitsIsh

PROGRAM DIRECTORSarah

Training Mngr

BrandonTrades Class

JohsPlumber

Dean VyeProject Mgr

Rodgrigo2 Site Super

J & Z

3 Contracting Lead HandsAllison, Tim, & Gabe

2 Labor Leads Shawna & Ron

Trainee Dispatch

&SupportAshley

TRAINEES: +1/4 staff per trainee

Fouder, EDMarc

PR

OG

RA

M &

SUP

PO

RT TEA

M

Math TSCDSBMarisa

Life SkillsVictor

3 Case Mngrs S,K & Y

+$4MTotal

Revenue & Funding

ENTERPRISE~$3M (75%)

# Trainees On-Site / Wk

45 (75%)

FUNDING~$1M

# Trainees In-Class / Wk

15

+65 # Trainees Currently

Working and/or Training

Organization Chart

Business Philosophy

A vehicle for win-win-win partnerships: We connect the dots by

linking business needs to community and individuals needs.

Need work(Make $$)

Tenants

Need work done & tenants

to pay rent.

Housing

Need skilled workers

Unions

Save $ on

Utility BillsTrades

Career$70k ~3yrs

We work with community partners to provide:

1. Individualized & Holistic Support: Trainees face different barriers ▪ Access to community loans▪ Support dealing with the justice system▪ Drivers licenses▪ Health - pay for glasses, dentist and set apts w family physicians ▪ Academic upgrading to meet requirements (Grade 10/GED)▪ Immigration support for refugees (New to Canada)

2. Continuity of Support: It takes time to address barriers▪ Paid Training▪ Semi monthly check-ins for all graduates▪ Tax and financial literacy support ▪ Supplemental income▪ Access to mentors (Building Up events)▪ Purchasing cars

Support Philosophy

Training Philosophy

Employer Centric: 90% of graduates are placed with employer

partners. We set employers and trainees up for success.

Launching Underserved Youth into Digital Careers

2

NPower Canada is a non-profit workforce development organizationlaunching low-income, diverse youth into digital careers

We provide employers with a pipeline of diverse, custom-trained junior talent…

… By providing youth with professional training and job placement opportunities

TALENT FOR EMPLOYERS

Information Technology

Business Ops

Project Management

Omni-Channel Customer Care

PROGRAMS FOR YOUTH

Industry-driven, no-cost professional & technical training

Job placement (co-op, contract, FTE)

Career laddering services and mentorship for graduates

Visionaries

Innovators

Builders

The Youth Whom We ServeWe serve low-income youth

ages 18-29 from diverse backgrounds.

We aim for gender parity in all of

our programs; 40% of NPower Canada alumni are women.

91% of youth are from racialized communities,

including many New Canadians.

34% of youth are in receipt of social assistance.

Participants also include

LGBTQ2SIA youth and persons with disabilities.

Workforce Development Program Model

TRAINING

15 weeks of daily professional and

technical skills training, including industry

certifications, simulated workplace environment

and corporate guest trainers.

JOB PLACEMENT

Graduates are hired into co-op,

contract or permanent roles.

80%+ placed within 6 months of

training completion.

CAREER ADVANCEMENT

Graduates receive coaching, mentorship

and networking supports for 5 years

post-hire.

2-week readiness training including career exploration,

aptitude assessment and

employability coaching.

BOOTCAMP

For Employers - Skilled Junior Talent at No Added Cost

6

TALENT ACQUISITION OPTIONS

Candidates can be recruited to fill a

variety of roles including temporary, contract or permanent positions.

Onboarding can be completed either

through direct hire or through your

staffing provider.

NO SERVICE FEES

There is no service cost to recruit and retain

NPower Canada candidates for employment

opportunities.

Recruitment services including candidate pre-

screening, referral, interview scheduling and

post-hire quality checks are all provided at no cost to the employer.

Our graduates are new to the industry and eager to learn. 93% of our alumni have been rated by their supervisors as meeting or exceeding expectations.

Scaling Impact

7

NYC

105 GIBSON CENTRE

(MARKHAM –YORK REGION)RYERSON

UNIVERSITY(TORONTO) 2nd Canadian location

Aug. 2016 NPower Canada founded

Aug. 2014NPower Inc. founded

2000

MISSISSAUGATRAINING CENTRE

(PEEL REGION)MLSELAUNCHPAD(TORONTO)

4th Canadian location

Aug. 2017

3rd Canadian location

Feb. 2017

2017 | 443 trainees

2016 | 191 trainees

2015 | 87 trainees

2018 | 505 trainees

CALGARY EXPANSIONMAY 2019

Successful Outcomes

Examples of positions that our alumni have secured include:Business and Systems Integration Associate, Accenture

Technical Support Analyst, BMO Financial GroupQuality Assurance (QA) Analyst, CIBC

Bilingual English/Spanish Technical Support, CDI ComputersMobile Applications Developer, CGI

Junior Analyst, DeloitteTechnical Support Representative, IBM

Help Desk Analyst, RBCService Desk Technician, Rogers Communications

ServiceNow Business Analyst, ScotiabankField Service Technician, Soroc Technology

Project Control Officer, TDTechnical Support Representative, Teleperformance

80%+ of NPower Canada alumni secure employment and/or enroll in postsecondary

education within 6 months of graduating

Structure➢ 300 hours of professional instruction, Monday to Friday, 9 AM to 1 PM, 15 weeks

Format➢ Applied, team-based, hands-on learning including workplace simulation, group projects and

exposure to industry-specific software➢ Workplace tours, job shadowing and networking with industry professionals

NPower Canada Junior IT Analyst Program Work for Top Employers in Diverse Junior-Level Tech Roles

➢ Industry-driven 15-week accelerated training program➢ Earn Cisco IT Essentials, CompTIA A+ and MTA Certifications➢ 80% of graduates have secured employment within 6 months of program

completion, working in diverse roles such as Help Desk Analyst, Project Coordinator, Customer Care Agent or QA Analyst for companies like Accenture, CIBC, Deloitte, Gatestone, RBC, TELUS and Teleperformance

Participant Eligibility Criteria

1. No prior knowledge of IT required.

2. Must be between the ages of 18 to 29.

3. Minimum education - high school diploma / GED, Canadian or international.

4. English language proficiency (CLB 6/7 or higher).

5. Eligible to work in Canada.

6. Strongly motivated to work and learn.

How to Apply for Our No-Cost Programs

1. Begin by filling out our online application at www.npowercanada.ca or by clicking: https://formstack.io/0BE1B;Or if you would like to learn more about the program before completing the online application, please call 647-689-5850 ext. 106 or email Carly.Dwyer@npowercanada.ca for more information.

2. Eligible candidates are invited to information sessions and individual interviews where we can learn more about your career interests.

3. Depending on interview outcomes, applicants are either offered admission to NPower Canada’s programs or connected with other career programs.

Program Locations

CALGARY

Currently finalizing new site in southwest downtown Calgary, less than 5 minutes from C-Train; exact location will be announced by end of February.

Junior IT Analyst program starts May 6, 2019.

GREATER TORONTO AREA

Peel Region (Program: Junior IT Analyst)Mississauga Training Centre

6341 Mississauga Road, Mississauga ON L5N 1A5

Toronto Region (Program: Digital Customer Care)MLSE LaunchPad

259 Jarvis Street, Toronto ON M5B 2C2

Scarborough / York Region (Program: Junior IT Analyst)105 Gibson Centre

105 Gibson Drive, Markham ON L3R 3K7 (5-minute walk north of Steeles, accessible by TTC or VIVA Transit)

Where Are They Now? Sample NPower Alumni Profiles

Top Technical Skills:➢ Highly skilled at server configuration: Linux, Unix, physical + virtual

➢ Strong problem-solving and troubleshooting abilities; highly detail-oriented

➢ Proficient in installing and assembling hardware components

Deyonte Russell QA Analyst –Soroc Technology

Technical Specifics Top Professional SkillsOS: Windows (Vista, 7, 8, 10), iOS, Android, Linux ➢ Quick learner; willing to support and take initiative

Applications: MS Office 2013, Office 365,

ServiceNow

➢ Able to listen attentively, identify problems and

determine timely solutions

Tools: VMWare, Google Cloud Services ➢ Adaptable to diverse range of clients and

personalities

Languages: JavaScriptWork History EducationEmployed at Soroc Technologies in Server

Configuration and QA. 3+ years retail customer

service experience.

High School Diploma (OSSD)

NPower Staff Comment LinkedIn Account Highly motivated, adaptable and conscientious. https://ca.linkedin.com/in/deyonterussell

CompTIA A+ (900 series) certified;currently pursuing ServiceNow certification

Mitchelle Gegwetch

Technical Specifics Top Professional Skills

OS: Windows (XP, Vista, 7, 8, 10), iOS, Android ➢ Exceptional customer focus

Applications: Microsoft Office, Norton, Kaspersky, McAfee, Avira,

BitDefender, ServiceNow

➢ Creative and innovative thinker

Tools: VMWare, Google Cloud Services, Deamon Tools, ASC,

WinRAR/WinZIP, Remote Access Software (Windows remote

access, LogMeIn)

➢ Explains technical concepts to clients in clear,

accessible and user-friendly language

Languages: HTML, CSS, JavaScript, JQuery (IU), Transact-SQL ➢ Highly adaptable and skilled at managing change

Work History Education5+ years experience as freelance technical support High School Diploma (OSSD)

CompTIA A+ (900 series) and Microsoft Technology Associate (MTA) Certified

Highlights:➢ Has recently founded non-profit organization to launch coding education

programs for youth in Aboriginal communities➢ Detects and resolves coding errors to get quality products to market faster

QA Analyst –Uken Games

Highlights:➢ Proven ability to resolve complex client service challenges

➢ Tracks project developments, working closely with developers and BAs

➢ Strong analytical and decision making skills

CompTIA A+ (900 series) and ServiceNow CertifiedFilsan Kulane Technical Analyst –

RBC

Technical Specifics Top Professional SkillsOS: Windows, iOS, Android, Linux ➢ Exceptional client focus

Applications: Google Cloud Services, ServiceNow, MS Word,

Access, Excel, OneNote, Outlook, PowerPoint, Publisher, Visio,

Photoshop, Illustrator, InDesign

➢ Highly organized, efficient and punctual

Tools: Bootstrap, VMWare, Google Cloud Services ➢ Consistently achieves and exceeds

targetsWork History EducationPrevious experience as Resolutions Associate; 5+

years of customer service experiencePartial Completion, York University (withdrew due to

financial barriers)

NPower Staff Comment LinkedIn Account Personable, polite and hard-working candidate https://ca.linkedin.com/in/filsan-kulane-915150b8

To learn more about our programs, please contact:CALGARYLisa Moon

Calgary Program Manager(403) 536-4011 ext. 130

Lisa.Moon@npowercanada.ca

Thank You!

GREATER TORONTO AREAMeaghan De Laurentis

Program Director(647) 689-5850 ext. 103

Meaghan.DeLaurentis@npowercanada.ca

NATIONALAndrew Reddin

Vice President, Partnerships(647) 689-5850 ext. 101

Andrew.Reddin@npowercanada.ca

Tourism & Hospitality

Sector Strategies

Kim Marshall – Director, Projects & Strategic Initiatives

ABOUT OTEC

• Independent, not-for-profit, Tourism & Hospitality training & workforce development organization established in 1991 with funding from the Ministry of Tourism

• Liaison between industry, government, education, associations, labour & employment services

• OTEC leverages the community, education and economic development infrastructure to improve competitiveness and strengthen the sector

OTEC WORKFORCE SOLUTIONS CYCLE

• Front-line Programs

• Leadership Programs

• Emerit Occupational

Skills Training &

Certification

• Sector-specific

essential skills training

OTEC & WORKPLACE SKILLS DEVELOPMENT

OTEC & DESTINATION DEVELOPMENT

• Quality Standards

• Destination Development

Training Programs

• Ambassador Programs

Service Excellence in High Schools:

• Specialist High Skills Majors (SHSM) Licensing

Partnership

• Professional development for teachers

• Students in 77 schools trained and certified in

Service Excellence

OTEC & WORKFORCE READINESS

OTEC & WORKFORCE READINESS

Hospitality Career Training for

Underemployed

Hospitality Career Training for Newcomers

and Refugees

Foundational Skills Programs (2-12 weeks)

Indigenous Tourism Training

LABOUR MARKET ISSUES

-50,000

0

50,000

100,000

150,000

200,000

250,000

300,000

2010 2015 2020 2025 2030 2035

Potential Unfilled Jobs in Canada's Tourism Sector

Canada Ontario

• In 2015, Tourism HR Canada (THRC) in partnership with OTEC and the Conference Board of Canada conducted The Supply/Demand Study

• The study revealed there is a growing shortage of qualified front-line, mid-level and management workers leaving tourism-based organizations at a disadvantage

Critical Shortage of Skilled Labour

$

Hampered Growth

Foregone Investment

Higher Operating

Costs

ReducedProfits

Eroded Ability to

Compete

Inferior Customer

Service

Managers Doing

‘Double Duty’

57%

31%

51%48%

37%

18%

42%

ECONOMIC AND SOCIAL IMPACT

LABOUR MARKET CHALLENGE

Priority Labour Pools:

• Youth and Students

• Indigenous Peoples

• Newcomers & refugees

• People with a disability

Workforce Strategy Must Be:

• Scalable

• Sustainable at the local level

INVESTING IN SCALABILITY

A Psychometric-based Talent-to-Role “Fit” Assessment:

– Based on benchmarking conducted with employers across Ontario

– Integrated with Magnet; employer’s job postings

– Accessed across the EO/ES network

– Streams candidates into the shortest possible path to the workforce

– Completely scalable & customizable to priority client groups or projects

INVESTING IN SUSTAINABILITY

• 2009 Discovering Ontario Report

• Ontario Tourism Workforce Development

Strategy 2012-17

• 2017 Growing Tourism Together Framework

• 2017-18 OTEC Research and Consultations

to Support a Destination Based Framework

Tourism SkillsNet Ontario

Tourism Workforce Strategy Background:

TOURISM SKILLSNET ONTARIO

• A single pan-provincial tourism workforce

development network in 12 destinations

• Industry-recognized, locally-customized,

workplace training to improve productivity

• An industry-led job creation model that is

sustainable at the destination-level

• A diverse network of projects, partners,

funders and investors with a shared goal

Tourism SkillsNet Ontario

KEY FEATURES

• A Provincial Council and Regional Working

Groups

• Broad Representation:

– Industry

– Education and training partners

– Community employment partners

– Municipalities & Economic Development Stakeholders

• Research and evaluation

• Cross-promotion and best practice sharing

• Leveraging HR Technology

• Building the 3rd pillar of education

Tourism SkillsNet Ontario

THE PARTNERS

Tourism SkillsNet Ontario

PARTNER COMPOSITION

Category Provincial Kitchener-Waterloo

Kingston Toronto Windsor Brockville Trenton Thunder Bay

Niagara/NOTL

Total

Employers 3 2 4 3 2 4 1 3 6 28Employment Services 5 1 2 2 1 1 4 1 17Industry

Association 3 1 2 1 1 2 2 1 13Workforce Planning Board 2 1 1 1 1 1 1 8

RTO 2 1 1 1 1 1 1 8

DMO 1 1 2 1 5Economic Development 1 1 1 3

Municipality 1 1 1 1 4

Education 1 1 1 3Workforce

Consultant 1 1 1 3Employment

Serv. Associations

2 2

Social Impact Enterprise 1 1

22 7 10 9 9 12 7 12 9 95

COLLABORATION

New Projects & Initiatives:

• A Youth Employment Framework– Research on transferrable skills gained in

tourism

– 2019 ASPIRE Career Exploration Series

• Careers in Tourism Campaign

• OTEC-ORHMA Youth Initiatives

• Spring 2019 Guide Training

• Launching a Collaboration Portal

• Destination Employment

• New Destinations Tourism SkillsNet Ontario

THANK YOU

WWW.OTEC.ORG

• Kim Marshall, Director, Projects & Strategic Initiatives

kmarshall@otec.org

Adriana Beemans, Inclusive Local Economies Program Director, Metcalf Foundation

Workforce development as the services, programs, systems and networks that provide people with education, skill development and improved access for employment and advancement in the labor market in order to achieve overall maximum sustainable economic growth

Sector ApproachA systems approach to workforce development, typically on behalf of low-income individuals, that:

• Targets a specific industry or cluster of occupations;

• Intervenes through a credible organization, or set of organizations, crafting workforce solutions tailored to that industry and its region;

• Supports workers in improving their range of employment-related skills and ability to compete for work opportunities of higher quality;

• Meets the needs of employers; and

• Creates lasting change in the labor market system.

What is a system anyway?

Any group of interacting, interrelated, or interdependent parts that form a complex and unified whole with a specific

purpose.

Independent parts linked by a web of relationships

A local workforce system can be generally defined as the organizations and activities that prepare people for employment, help workers advance in their careers, and ensure a skilled workforce exists to support local industry and the local economy over time.

Local workforce systems include various organizations that often perform multiple functions to serve the adults and youth who may need help preparing for and succeeding in the workforce. Strong collaboration among government, local employers and industry, training providers and educational institutions, service and advocacy organizations, philanthropy, and other local organizations is often needed to support and deliver effective workforce services (Cordero-Guzman 2014: Community-Based Organizations, Immigrant Low-Wage Workers, and the Workforce Development System in the United States.” New York: Baruch College at the City University of New York).

\

Our Workforce System

Sector Definition(s)• Targets a specific industry or set of occupations — business

competitiveness and workforce needs intersect

• Intervenes through a credible organization or set of organizations — workforce intermediary

• Not a model but “a strategy, a set of functions, and a guiding vision to achieve defined results”

• Improves ability of workers to get better jobs

•Creates systemic changeAdapted from Connecting People to Work: Maureen Conway

Dual Customer… Demand-Driven… Employer Linked…

Sector InitiativeEmployer Customer

Worker Constituent

Sector strategies focus on:1. Raising the Floor:

improving the quality of low-wage jobs

2. Building Ladders: helping workers move into better jobs by removing barriers and skills gaps.

No One-Size-Fits-All• Sector initiatives look very different from place to place.• Build ladders and raise the floor. We need both.• Sector is a concept/way of thinking, not a playbook.• Depends on context:• Your organizational mission and values• Your organizational capacities and that of your partners• The needs and goals of the workers you serve• The employment opportunities in your labor market• The needs and values of the employers in your sector• Your funding environment• Your policy and regulatory environment• Existing relationships

Public Policyfunding,

regulation of education and

business

Education and Training

availability/ accessibility of key certificates,

degrees, credentials

Industry Practices

hiring, promotion,

work organization

Opportunities for Workers

System ChangeS…Why? To stop running into the same barrier time after time.What? Changing institutional factors that affect how workers connect to jobs.

SYSTEMS SAMPLE OBJECTIVES

Industry Practices Influence hiring practices to include low income constituency

Improve working conditions

Create (access to) advancement opportunities

Education & Training Infrastructure

Improve access to education (credit &/or industry-recognized credentials)

Create new apprenticeship programs

Preserve & revitalize industry-specific programs

Public Policy Change regulations for target industry to encourage better or more accessible opportunities

Increase/alter public funding streams that support and direct education/training

Source: M. Conway, A. Blair & A. Gerber Systems Change: A Survey of Program Activities, www. aspenwsi.org

Systems Change WHAT DOES THIS MEAN? WHAT DOES IT LOOK LIKE?

Sector strategies focus on:1. Raising the Floor:

improving the quality of low-wage jobs

2. Building Ladders: helping workers move into better jobs by removing barriers and skills gaps.

Methods

Visual Thinking Peer Learning

Reflective Practice

Technology of Participation