“Because folks out of work often have financial problems, we initiated a credit-counselling program. We are able to do debt management plans (we negotiate a payment plan with all creditors…most times eliminating interest owed and we manage the payment for the client), assist with bankruptcy if required, and do general credit-counselling awareness workshops. The creditor makes a percentage of repayment a donation to our agency.”
“A few years ago it was identified that a group of low income senior citizens wanted to stay in their homes as long as possible but could not afford the basic maintenance of their yard in the summer and snow shoveling in winter. Working with the manager of employment programs for the municipality we implemented a Community Helpers Program. The municipality paid for a crew foreman and the expenses for the program. Ontario Works participants volunteered through the Community Placement Program to help the seniors. It was a win-win situation for all involved.”
“We have created three unique training programs in the following areas: Light Industrial, Property Maintenance and Construction Technologies. Each of these programs were developed in conjunction with employers to ensure that the curriculum met the demands of the industry. Each program combines theory with hands-on practical experience. The programs have been highly successful with more than 85% of graduates finding and maintaining employment.”
“NCDS Career Works developed the Aboriginal Youth in Construction Skilled Trades program targeting ten First Nation Communities. NCDS is actively marketing to local First Nation communities through forums to encourage first Nation youth to become involved in Skilled Trades (particularly in the area of construction which has been identified by the Aboriginal Human Resource Development Strategy as a preferred area by aboriginal people). Construction trades are employment areas that provide more opportunities for youth to stay and work in their own communities. This program development initiative is multifunctional. It will increase our own intake numbers, improve our Skilled Trades workshop numbers and outcomes, while addressing a known shortfall in the labour market. It will also allow NCDS Career Works to better partner with First Nations and become part of the solution to some of the problems that exist for young aboriginals”.
“Preparatory Training Programs of Toronto (PTP) has become a leader in literacy and employment programming. Over the course of fifteen years it has developed a wide range of resource materials including assessment tools and learner handbooks for enhancing workplace literacy that continue to provide a solid income stream for the agency. Further, PTP has developed a niche for itself within the employment services market: positioning itself as an agency with special expertise in helping people with literacy needs find work. PTP developed a successful model of working with employers and has enjoyed steady rises in funding as funders recognized their unique contribution to the range of employment services available in Toronto.”
“Serving over 5800 individuals in South Central Ontario in registered services, with a close to 200-person workforce including 30% with employment barriers or challenges, we continue to review and revise existing services in response to changing needs and the marketplace while pursuing new directions. We operate eight retail stores, two Career Centres and a temporary staffing service, have several partnership programs at other locations and have a budget of $7 million. This Goodwill regularly engages in Strategic Planning and has strong program, sales and budget monitoring capabilities. At times, our employment and training activities have helped to support our retail arm and vice versa over our history allowing for this resilience and longevity.”
“Our agency developed its first social enterprise at a time when it was winding down its involvement in a large job placement program and handing delivery of that program to a local partner. The agency recognized that it was losing direct access to local businesses and losing control over how its clients were gaining access to the labour market. The challenge facing the agency was to develop a service for business that would allow its clientele to participate directly and gain employment through some of the networking with business customers. The organization created a recycling service targeted to small business and implemented primarily by youth. Through working in the business, the clients gain a hands-on work experience at industry standards and develop networking, sales and other “soft skills”. The program has leveraged increased awareness and support for the agency through the business customers and new partners as well as increasing earned revenues for the agency.”
“Innovation must become part of the culture of the organization. For example a BEC staff member came up with our slogan “Innovation is Our Motivation”. We recently formalized our pursuit of innovation by forming an R&D Committee consisting of a volunteer staff member from all program areas and one manager. The committee encourages submission of new program ideas from staff and has developed criteria that they apply to see if the concept is worth pursuing. The submission has to be researched by the staff member or members before submission. If the committee considers the idea feasible they then help the staff member to put together a short proposal to go to the Executive Director. If it is still appears to be feasible the staff member, the program manager and resource staff (usually finance) are asked to put together a full business plan.”
In the process of integrating programs, it is crucial to be aware of the capacity of staff and resources to handle increased and diverse responsibilities. There is a point where the efficiencies and effectiveness of program integration is nullified by over-extension of resources and the overwhelming of staff. A commitment to ongoing monitoring and program evaluation is necessary, and it is also important to encourage and respond to staff input and have them directly involved in program design. The primary driver of program design must be quality and impact of programs, not cost savings.
“We often start with concept papers and distribute draft ideas before we invest a lot of time into program development. It provides a good option to explore interest without taxing resources.”
Lutherwood, Waterloo
