Pathway Program to Construction Skills Best Practices, Challenges and Second Cohort A team effort: instructor, case manager, administrative assistant, employment coordinator, participants, employers, funders, other stakeholders

Pathway Program to Construction Skills: Best Practices—Client Pathway Collaborate with other organizations for client outreach Develop tools to measure client suitability Address emerging barriers during employment MANSO, Manitoba Start, The Immigrant Centre, Language Bank, ethno-cultural and faith community groups such as Manitoba Islamic Association and Kurdish Association of Manitoba Consider the factors that will be necessary to client success e. g. driver’s license; fear of heights; ability to carry a certain weight; things like motivation are harder to quantify Program, through program manager or case manager needs to provide support when gaps emerge between participant and program expectations e.g. prayer during technical training time; consumption of fluids during Ramadan

Pathway Program to Construction Skills: Best Practices—Employer Pathway Understand industry needs Hold meet and greet event for employers and participants Respond to employer feedback Met with Ron Hambley, Winnipeg Construction Association and trade association leads to identify the kinds of trades that might be looking for general labourers. Held event about half way through first cohort to build awareness among employers, confidence among participants and potential matches between the two Program must listen carefully when issues are raised by supervisors on site such as absenteeism or not getting work done quickly enough

Pathway Program to Construction Skills: Challenges—Client Pathway Manage participant expectations Manage shifting participant priorities Expect the unexpected 1) Participants could not always get their first choice of trade e. g. dry-walling versus roofing versus masonry as number of seats differed in each industry. Communicate clearly what the program is offering 2) During the employment component of the program, it became apparent that the priority was shifting for some: plans to move; preference for language learning; employment opportunities in other sectors 3) Some participants declared (for the first time) health concerns or other concerns that prevented them from retaining employment e. g. fear of heights

Pathway Program to Construction Skills: Challenges—Employer Pathway Safety concerns and language levels Concern about increase to WCB premiums Religious practice and worker safety For some employers, participants with beginner language levels posed concerns: COR (certificate of recognition) companies may be audited Some employers were concerned that a WCB claim could result in higher premiums for the company Employers were concerned that participants who were not drinking water during Ramadan were endangering themselves

Pathway Program to Construction Skills: Changes—Cohort Two Expand community partnerships Assess participant competencies Seek out new employers 1) Working with community partners such as Habitat for Humanity can contribute to community (RRC value), provide participants with opportunity to apply classroom learning and raise profile of program. 2) Formal assessment while on technical training can be used to better communicate and demonstrate participant skills (employability and technical) to potential employers 3) Getting more employers on-board; involve them in workshops such as one MB Start provides on Strategies for Supporting Refugees in the Workplace

REDI: Provincial and Federal Collaboration What worked?

REDI: Provincial and Federal Collaboration What worked—Client Pathway Additional language training Integration through employment pathway Transition between income supports English for work and skill-specific training 1) receive both English for Work (IRCC-funded) and skill-specific training (funded through REDI). 2) experience a managed transition between income supports (federal RAP to provincial EIA) in their month 13. 3) pursue a pathway to employment that meets provincial labour market needs while helping them integrate into Canadian society in keeping with IRCC’s mandate. 4) have the option to receive further IRCC-funded language training subsequent to program completion.

REDI: Provincial and Federal Collaboration What worked—SPO Perspective Optimal level of co-funding Building organiza-tional capacity Service to new client groups Traditional and non-traditional partners 1) receive an optimal level of co-funding to deliver a program that meets participant needs 2) leverage existing resources (e.g. instructor) as well as build organizational capacity (e.g. case manager) 3) provide service to a client group that is outside of current scope through amendment to IRCC Contribution Agreement 4) work collaboratively with traditional and non-traditional partners to expand networks

REDI: Provincial and Federal Collaboration Challenges and Opportunities Consistency of Standards Harmonization of Reporting Crossing Organizational Territories