• This main report
• Three topical briefs: Leading Through a Recession, Inside the Executive Director Job, and The Board Paradox
• The interactive Daring to Lead website (daringtolead.org), where you will find report downloads, additional data and findings, downloadable charts and graphs, community comments, research methodology, and information about the project team and regional partners.

The 2009-2010 Annual Report summarizes the years activites and accomplishments.

 A PowerPoint presentation that examines Brockville's attractiveness to immigrants.

Sustaining the Canadian Labour Force
Alternatives to Immigration

Monthly labour force survey results.

This document leads the reader through discussions on labour market activities and challenges at a Canada-wide, provincial and a local level. It builds on past statistical data, primarily from the Census, with more current data relating to the impact of the recession and future projections. The report then focuses on the workforce challenges of the 1000 Islands Region and in particular two main industries in the area – Manufacturing and Accommodation and Food Services.

Economic update for Ontario. The document is also available in French.

To assist with local labour market planning, this report was developed to identify the top 3 to 5 industries in the area poised for future growth. WPB developed this report for the Region of Waterloo Forward Community Infrastructure Group which consists of local employers and community leaders in the Waterloo Region.

The 2008-2009 Annual Report summarizes the years activites and accomplishments.

The roundtable dialogues, developed in partnership with Canadian Policy Research Networks (CPRN), are based on the findings of the major discussion paper authored by Mark Goldenberg and jointly published by the Canadian Council on Learning and CPRN.

A detailed report that examines current economic turbulence, impacts on local economies, implications for future occupation trends, ‘preventive’ education and skills development, and training of existing employees within the workplace.

The Canadian Council on Learning’s Work and Learning Knowledge Centre (WLKC) partnered with Canadian Policy Research Networks (CPRN) to convene a series of roundtables—in Toronto, Halifax, Yellowknife, and Edmonton—on employer investment in workplace learning, involving senior government officials and senior representatives from business, labour, colleges/universities, Aboriginal organizations and NGOs from a particular province, territory or region. The goal of the roundtables was to identify practical steps to ensure that the quantity and quality of workplace learning in Canada matches the needs of the economy and maximizes the potential of Canadian workers. About 120 people participated in the four roundtables.
This report provides highlights of these discussions, noting common themes as well as regional differences in the issues and in the proposals for action. Separate reports with more detail

The document is also available in French.

It compares Ottawa to other North American cities using the three T's of Talent, Technology, and Tolerance.

82 participants attended this symposium on learn more on how to find and hire the right person for their jobs.

The Ontario Energy Efficiency Resource Guide aims to provide current information about the many programs, financial incentives, and resources that are available to help Ontarians to conserve and to achieve greater energy efficiency.

Labour force survey

The 2007-2008 Annual Report summarizes the years activites and accomplishments.

Annual report.

This report sets out the consensus achieved by the provincial government, the Association of Municipalities of Ontario (AMO) and the City of Toronto through a review of provincial-municipal arrangements. The review, which began late in 2006, reflected the spirit of the commitment to consultation set out in the Municipal Act and the City of Toronto Act. Its terms were broad in scope, covering fiscal relationships, infrastructure, and the delivery of human services.

The Ontario economy, like many developed economies, is facing the reality of increased labour market pressures related to significant demographic forces. The structure of Ontario’s workforce is changing as a result of a population that is, simultaneously, growing more slowly and ageing.
The Conference Board of Canada has developed a methodological framework for estimating the magnitude of labour market pressures in the future. Although labour supply currently exceeds labour demand that situation is expected to reverse itself by 2014 with the projected gap between labour demand and labour supply continuing to grow thereafter.

The Labour Force Survey (LFS) is a monthly survey involving around 50,000 Canadian households. The goal of the survey is to provide a detailed, current picture of the labour market across the country.

Links to current labour market monitoring reports.

An overview of the Ottawa Region ranging from the Ottawa River to the St. Lawrence River and includes the Ottawa Census Metropolitan area (Ontario part) and the following counties: the United Counties of Stormont, Dundas & Glengarry; Prescott & Russell; Leeds & Grenville, and the county of Lanark. Cornwall, Brockville, Prescott, Hawkesbury and Smiths Falls are within the region. The Labour Market Monitor is a monthly report focusing on labour market information produced by Ontario Region, Service Canada Labour Market and Socio-Economic Information Directorate.

Thousands of young people in Ontario don’t have the necessary skills and education to find a good job, while employers complain they can’t fill many positions because they can’t find qualified people. In today’s workplace, technological change means many people’s skills will become obsolete in just a decade, yet significant retraining is hard to find.
A serious and growing skills mismatch is cutting Ontario’s growth and contributing to poverty. Without a concerted effort, Ontario’s unskilled workers will see their opportunities drop even faster, while employers have even more difficulty in attracting and retaining the talent they need.

Forming Ontario’s Workforce Shortage Coalition, the group commissioned an independent study to quantify the magnitude of the challenge and worked with government and community leaders to raise the profile of this critical issue. Recognizing that identifying the challenge was only the first step in addressing the skills shortage, the coalition invited a broad-based group of 500 government, business, union, and education stakeholders to come together in Toronto and in 10 other communities across Ontario to discuss solutions.
This report outlines the key areas identified by participants as the most significant in addressing the skills shortage.
Now, the coalition is creating an opportunity to provide further, more in-depth recommendations to decision-makers. This initial report is a summary of the ideas discussed at the February/March consultations. The challenge now is to prioritize the actions needed to produce immediate and long-term solutions.
In this report, you will find some overarching position statements that the consultation groups felt are central to understanding the need to address the skills shortage. It also contains a series of general recommendations for government, employers and educators. We hope it will help stimulate the dialogue about how to turn these big picture ideas into a clear set of recommendations that will help us all contribute to solving the skills shortage in Ontario.