Local Employment Planning Council
2015-17
Employment Ontario
Call for Proposal Application Guide
Ministry of Training, Colleges & Universities
Program Delivery Support Branch
33 Bloor Street East, Suite 200
Toronto, ON M7A 2S3
Issued: June 22, 2015
CFP Closing Date: 11:59 p.m. (EST) on Thursday August 27, 2015
 Queen's Printer for Ontario, 2015
Employment Ontario Call For Proposal Application Guide
TABLE CONTENTS
1
PILOT ELEMENTS ...................................................................................................... 4
1.1
Context ........................................................................................................................... 4
1.2
Overview of the Pilot .................................................................................................... 4
1.3
Overview of Employment Ontario .............................................................................. 5
1.4
Overview of Employment and Training Service Integration (ETSI) ...................... 5
1.5
Pilot Principles .............................................................................................................. 6
1.6
Pilot Objectives ............................................................................................................. 6
1.7
Pilot Activities ................................................................................................................ 7
1.7.1
Outreach and Partnership Engagement ........................................................... 8
1.7.2
Developing Local Labour Market Knowledge ................................................ 10
1.7.3
Governance ......................................................................................................... 12
1.7.4
Planning and Reporting ..................................................................................... 12
2
1.8
Roles and Responsibilities........................................................................................ 15
1.9
Stakeholder/Partner Profile....................................................................................... 15
1.10
Timelines and Project Expectations ........................................................................ 16
1.11
Pilot Outcomes ........................................................................................................... 18
1.12
Performance Measures ............................................................................................. 19
1.13
Pilot Evaluation ........................................................................................................... 20
APPLICATION PROCESS ........................................................................................ 22
2.1
Introduction.................................................................................................................. 22
2.2
Eligibility ....................................................................................................................... 22
2.3
Agreement and Budget ............................................................................................. 22
2.4
Proposal Evaluation ................................................................................................... 24
2.4.1
Stage I .................................................................................................................. 24
2.4.2
Stage II ................................................................................................................. 24
2.4.3
Stage III................................................................................................................ 25
2.5
Proposal Timelines..................................................................................................... 25
2.6
Obligations and Responsibilities .............................................................................. 26
2.7
Ownership of products .............................................................................................. 26
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3
2.8
Accessibility for Ontarians with Disabilities Act (AODA), 2005 ........................... 26
2.9
Collection and Use of Personal Information .......................................................... 26
2.10
French Language Services Act, 2011 ..................................................................... 27
2.11
Visual Identity and Communications ....................................................................... 27
2.12
Prohibited communications....................................................................................... 27
2.13
Negotiation of Agreement ......................................................................................... 27
2.14
Conflict of Interest ...................................................................................................... 27
2.15
Performance Management ....................................................................................... 28
2.16
Call for Proposal Submission Instructions.............................................................. 28
RESPONSE TEMPLATE .......................................................................................... 29
Instructions .............................................................................................................................. 29
4
3.1
Project Contact Information ......................................................................................... 29
3.2
Partner Organization (if applicable) ............................................................................. 29
3.3
Declaration .................................................................................................................... 29
3.4
Project Summary (5 points) .................................................................................... 30
3.5
Capacity (30 points) ................................................................................................. 30
3.6
Experience and Expertise (40 points) ................................................................... 31
3.7
Community Connection and Commitment
3.8
Proposed Services, Delivery Method, and Work Plan
3.9
Proposed Budget
(15 points) ...................................... 33
(40 points) .................. 34
(10 points) ................................................................................ 34
APPENDICES ............................................................................................................ 35
4.1
Appendix I: Definitions ............................................................................................... 35
4.2
Appendix II: Funding Categories ............................................................................. 37
4.3
Appendix III: Examples of Eligible and Ineligible Expenditures .......................... 39
4.4
Appendix IV: Pilot Community Geography ............................................................. 40
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Employment Ontario Call For Proposal Application Guide
1 PILOT ELEMENTS
1.1 Context
Local perspectives and knowledge are an important part of an integrated system for
effectively addressing employment, training and labour market issues. Local
Employment Planning Councils (LEPCs) are intended to improve labour market
conditions in local communities through the provision of research and labour market
information to drive innovation in service delivery based on solid evidence.
The LEPC pilot design is intended to strengthen local capacity to address local
workforce development challenges and opportunities. Challenges identified within the
current system, include:


Uneven capacity across the network to:
o Conduct engagement with employers to identify labour market or workforce
development needs;
o Engage with delivery providers in coordinating local planning of employment
and training services;
o Consistently collect and disseminate accurate and detailed local labour
market information.
Lack of common understanding of roles and responsibilities for local service
planning.
In the spirit of continuous improvement, the Ministry of Training, Colleges and
Universities (the Ministry) has applied learning from previous pilot experiences in the
design of this model. The LEPC pilot is intended to address these challenges identified
above and strengthen local capacity to address local workforce development needs.
Within the pilot communities, Local Employment Planning Councils are expected to
serve as a key system feature for integrated employment and training services by
providing enhanced capacity to collect labour market information and plan employment
and training services.
1.2 Overview of the Pilot
The Local Employment Planning Council (LEPC) project aims to pilot a network of local
intermediaries to improve labour market conditions in local communities through
enhanced collection and dissemination of local labour market information and
community engagement to drive local approaches in the planning and delivery of
employment and training services.
As an intermediary, LEPCs will lead and champion local solutions to labour market
issues and build credibility and buy-in amongst community stakeholders (employers in
particular) to support the successful implementation of local workforce development
initiatives.
The following pilot sites have been selected in order to test the design of LEPCs:
 Durham
 Peel-Halton
 Windsor
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London-Middlesex-Oxford
Ottawa
Peterborough
Timmins
Thunder Bay
Please see Appendix IV for a listing of all the geographic areas represented within the
communities listed above.
The success of the pilots in meeting their intended goals will be measured through an
evaluation led by the Ministry and conducted by a third-party consultant. If deemed
successful, the pilots may be continued, and expanded to other communities. Results
from the evaluation will be used to inform changes to the pilot design.
1.3 Overview of Employment Ontario
The vision of the Ministry of Training, Colleges and Universities is to have the most
educated people and highly skilled workforce in the world in order to build the province's
competitive advantage and quality of life.
As part of delivering on this vision, the Ministry is responsible for the development,
management, and evaluation of a diverse suite of employment and training services.
These programs and services have evolved over time to respond to changing labour
market circumstances and priorities. The Ministry operates Employment Ontario (EO)
as a one-stop source of information, services and programs for jobseekers and
employers.
The Employment Ontario Service Promise is to:
 Ensure the highest quality of service and support to help individuals meet their
career goals;
 Provide opportunities to make it easier for individuals to improve their skills
through education and training;
 Ensure that no matter which EO office individuals walk into, they will get the help
they need; and,
 Work with employers and communities to build the highly skilled, highly educated
workforce that Ontario needs to be competitive.
The Employment Ontario network is comprised of 171 employment service providers,
over 200 literacy service providers at over 300 sites across the province, and 68
apprenticeship training delivery agents.
1.4 Overview of Employment and Training Service Integration (ETSI)
While the government currently invests over $1 billion per year in employment and
training services through several ministries, the 2012 Commission on the Reform of
Ontario’s Public Services (Drummond Commission) identified opportunities to improve
the efficiency and quality of employment and training services by integrating
government-wide services with EO. The Drummond Commission’s recommendation is
supported by internal Ministry research, broad consultation, as well as a
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comprehensive, evidence-based review of the effectiveness of Ontario’s programs and
services.
Building on the solid foundation of EO, the government is exploring new ways to meet
the needs of jobseekers, workers who require training, and employers, and is moving
forward with the integration of employment and training services across government in a
carefully sequenced and phased manner.
To support the objectives of the employment and training service integration, LEPCs will
serve as key instruments in driving local approaches in the planning and delivery of
employment and training services. As local intermediaries, LEPCs will connect diverse
local groups (e.g., employers, service providers and other community stakeholders) and
their ideas, resources and services (such as skills training) to more effectively plan
employment and training service delivery, generate local labour market knowledge,
address the workforce development needs of employers, and help shape changes to
the local labour market.
The Ontario Centre for Workforce Innovation (the Centre) is another key ETSI system
feature developed to enhance capacity within an integrated employment and training
system.
The Centre will provide the Employment Ontario service delivery network with research
that will drive innovative approaches in service delivery across the province, based on
solid evidence. The Centre will ensure capacity across the service delivery network to
serve a full spectrum of clients, employers, and other partners, and build a skilled,
resilient, and productive workforce.
The Centre will be a key information sharing vehicle for LEPCs to share best practices
and promising approaches to improving local labour market conditions across the
province to other LEPCs and more broadly to Employment Ontario service providers.
1.5 Pilot Principles
The following principles will help guide pilot activities. LEPCs will:
 be as ‘local’ as possible, considering the unique context of pilot communities;
 ensure local planning and service coordination is integrated and encompasses
Employment Ontario as well as other locally delivered employment, training, human
and support services;
 assist all stakeholders, particularly service providers and employers, to attain a
shared understanding of issues affecting local labour market supply and demand
through the collection and dissemination of labour market information which is
relevant to the local context; and
 foster collaboration amongst all stakeholders within the community, including other
ministries and other levels of government.
1.6 Pilot Objectives
Local Employment Planning Councils will support the improvement of labour market
conditions in local communities through:
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
Labour Market Information and Intelligence: expanding current understanding of
local labour market issues and needs and improving access to labour market
information resources.

Integrated Planning: serving as a central point of contact and key facilitator for
linking employers, service providers, other ministries and levels of government and
other community groups to identify and respond to labour market and workforce
development challenges and opportunities, and gaps in employment and training
and human and social services, through collaborative planning.

Service Coordination for Employers: acting as a hub for connecting employers,
industry associations, sector groups and other employer groups with appropriate
employment and training services to address their workforce development needs.
Working with local employment and training service providers, including those
outside the Employment Ontario network such as Ontario Works Employment
Assistance (OW-EA) and Ontario Disability Supports Program – Employment
Supports (ODSP-ES), to coordinate services to employers, such as job development
and job placements.

Research and Innovation: collaborating with community stakeholders to develop
projects related to the research and piloting of innovative approaches to addressing
local labour market issues or opportunities.

Sharing Best Practices and Promising Approaches: working with provincial and
community organizations, including other LEPCs, to identify and share local best
practices that could inform action in other areas.
1.7 Pilot Activities
LEPC activities will be phased in across the pilot communities during the three-month
start-up period of the 18 month pilots, subject to negotiation and agreement between
the Ministry and the successful applicants (see Section 1.10 Timelines and Project
Expectations).
This approach takes into account the unique characteristics of pilot communities and
other potential variations in capacity, such as:
 complexities of the local community, its labour market and its range of community
stakeholders;
 strengths or weaknesses of existing relationships/partnerships amongst community
stakeholders;
 existing capacity/capability of the selected LEPC provider to perform all functions
and activities; and,
 other government planning initiatives or pilots that might have already established a
foundation for further community collaboration.
LEPC activities fall under the following general areas:
 Outreach and Partnership Engagement
 Developing Local Labour Market Knowledge
 Governance
 Planning and Reporting
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1.7.1 Outreach and Partnership Engagement
Community Partnerships:
LEPCs are expected to conduct outreach and develop partnerships with a wide range of
local stakeholders in order to mobilize the community to identify and address local
labour market issues and opportunities, and workforce development needs. LEPCs will
also engage local stakeholders in improved employment and training service
coordination and integrated service planning.
The profile of LEPC stakeholders and/or partners will vary based on the specific
demographics and needs of each pilot community. LEPCs should endeavour to engage
all relevant actors within the local labour market and employment and training network.
For a list of suggested partners, see Section 1.9 Stakeholder/Partner Profile.
Service Coordination for Employers:
LEPCs are expected to take a leadership role in connecting employers, industry
associations, sector groups and unions to local employment and training services and
initiatives that could address their labour market or workforce development needs.
This includes:
 Developing a detailed understanding of local employment and training services for
employers, including job matching and placement services, skills training services
and supports and workforce development projects and initiatives. This includes
employment and training services outside the Employment Ontario network,
including Ontario Works Employment Assistance (OW-EA) and Ontario Disability
Supports Program – Employment Supports (ODSP-ES).

Working with local employment and training service providers to coordinate services
to employers in order to simplify and streamline access. For example, this could
include the LEPC taking on a direct role as a key employer contact for local job
matching and placements or acting as a key source of employer referrals to
appropriate employment and training service providers.

Developing referral partnerships with local employment and training service
providers that offer employer-focused services (for example, Canada-Ontario Job
Grant providers).

Conducting outreach and providing information sessions to employers, industry
associations, sector groups and unions regarding employment and training services
available to them in the community.

Working with local employers and employer groups to identify workforce
development needs and opportunities and make timely and appropriate referrals to
relevant employment and training service providers and/or to different levels of
government that offer the needed services.
Integrated Local Planning:
LEPCs are expected to operate as key mobilizers of employers, service providers, other
ministries and levels of government operating locally, and other community groups to
engage in more collaborative local planning.
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This includes:

Input to service planning:
o Review community employment and training service “footprints” (both EO and
non-EO services) and identify potential service duplications and gaps and
recommend how they can be addressed;
o Identify locally-responsive best practices in service delivery to address the
needs of diverse communities and labour market environments (e.g., local
industries, employers, or specific unemployed sub-populations);
o Conduct research to gain better understanding of local labour market and
employment policies, programs or initiatives operating in the community and
develop recommendations as to how they might more effectively work
together; and
o Disseminate service delivery findings and recommendations to local service
providers and planners through the use of reports and the LEPC governance
structure (i.e., through the central planning table or a service planning working
group or through participation in the Literacy Service Planning and
Coordination process conducted by LBS Regional Networks).

Workforce development planning:
o Research and forecast human resource needs in dominant or high-growth
industries;
o Bring together local businesses and community and industry sectors to
prepare for future skills requirements and/or to prevent skills shortages; and,
o Promote literacy and essential skills development within local workforces.

Labour force adjustment:
o Conduct outreach and organize events to raise awareness of local
employment opportunities and in-demand skills; and,
o Work with employers, employment and training service providers and training
institutions to identify and address workforce and training needs in areas
experiencing lay-offs or extensive workforce realignment (for example,
introduction of new industries).

Local economic and community development: within its operating mandate to
improve local labour market conditions, a LEPC is expected to contribute to local
economic development and community planning. For example, a LEPC could
support local economic development planning to promote growth of new industries
or assist in workforce development planning related to local infrastructure
development projects.
Research and Innovation:
LEPCs are expected to collaborate with community stakeholders in the design and
development of projects to research and test innovative approaches to identify and/or
address local labour market issues or opportunities. Projects may include:
 Developing new tools or methods of gathering and/or disseminating local labour
market knowledge;
 Responding to local labour market and skills imbalance or other workforce
development challenges through coordinated skills training or other initiatives;
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Developing and piloting new methods of engagement with community stakeholders,
such as employers, service providers, different levels of government and other
community groups; and,
Developing new approaches to integrated local planning (e.g. new tools or
approaches to collecting and/or disseminating local service delivery information
and/or new methods of collaborative planning amongst EO and non-EO service
providers).
All projects undertaken by the LEPCs are subject to negotiation and agreement
between the Ministry and the successful Applicant.
LEPCs are also expected to fund research and innovation projects through their regular
operating funds. For the purposes of the pilot, LEPCs must fund a minimum of one
project, with no maximum number of projects that can be supported.
LEPCs must have business practices in place to:
 Conduct outreach with community stakeholders to raise awareness of LEPC support
for local labour market research and innovation projects;
 Conduct open, transparent and evidence-based intake, assessment and selection of
project proposals;
 Develop project funding agreements with clearly articulated deliverables, payment
schedules and legal accountability;
 Monitor design, development, implementation and outcomes of all funded projects;
and,
 Ensure project funds were spent appropriately and represent value for money
through audit and accountability measures.
1.7.2 Developing Local Labour Market Knowledge
Local labour market information (LMI) is critical for effective workforce development and
service planning. Accurate and reliable information is needed to support:
 Individuals in making evidence-based decisions related to career or training choices;
 Employers in addressing short and long-term skills needs and other workforce
development challenges and opportunities; and,
 Service providers and government in setting priorities related to employment and
training service delivery.
To expand current understanding of local labour market issues and needs and improve
access to labour market information resources, LEPCs are required to collect, analyze,
interpret, communicate and disseminate LMI to community stakeholders.
Analysis and interpretation of Labour Market Information:
LEPCs will develop a detailed understanding of local labour market characteristics,
challenges and opportunities using a combination of pre-existing data sources (e.g.,
National Household Survey, Labour Force Survey, National Occupational Classification,
Employment Ontario service data, etc.), and outreach and partnerships with local
community stakeholders.
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Activities will include:
 Identifying key changes to local community workforce characteristics, including:
population, employment, unemployment, participation rates, migration and
immigration and educational attainment.
 Local labour market demand:
o Identify industry, human resources or social economic trends affecting the
local labour market;
o Analyze training needs and employment opportunities in the community or in
local industries;
o Identify job descriptions and/or job clusters in the area’s dominant or growth
industries beyond NOC code levels;
o Monitor occupational outlook reports and research; and,
o Conduct community research on specific local labour market issues affecting
employers.
 Local labour market supply:
o Develop local profiles of job seekers or long-term unemployed;
o Identify potential skill set misalignments between in-demand occupations and
local labour market supply; and,
o Document educational pathways to specific in-demand jobs in local industries
and/or sectors.
 Employment and training and other human and social services:
o Develop community maps of employment, education and training and
community human and social services;
o Validate local workforce characteristics and examine service outcomes; and,
o Identify potential gaps in service and underserved populations.
Collection and Dissemination of Labour Market Knowledge:
LEPCs will develop effective means of collecting and disseminating local labour market
knowledge to a variety of different audiences, including: service providers, employers
and employer associations, levels of government and other local community
stakeholders.
This involves the:
 Development of community-specific tools and other in-person and electronic
methods (e.g., focus groups, web conferencing, one-on-one interviews) to collect
labour market knowledge;
 Development of electronic tools (e.g., dashboards, factsheets, etc.) to disseminate
local labour market findings to different audiences;
 Delivery of labour market information sessions with different community audiences
to build local capacity to analyze and interpret local labour market information for the
purposes of effective evidence-based business and service decision-making and
planning; and
 Sharing local best practices and promising approaches with other LEPCs and
employment and training service providers.
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1.7.3 Governance
LEPCs must establish and maintain a governance structure with the capability and
capacity to carry out its intended functions. This structure must include:

Central Planning Table: comprised of key community representatives such as
service providers, employer groups (e.g., industry associations, Chambers of
Commerce), different levels of government (i.e., municipalities, federal and provincial
government departments and ministries, including the Ministry of Training, Colleges
and Universities).

Subject-Matter Working Groups: more focused and detailed engagement related
to specific local labour market issues or subject-matter areas. The working group
structure must include:
o Industry Engagement: comprised of key industry, labour and community
representatives;
o Service Planning: comprised of key service providers, network
representatives and local community advocacy groups; and,
o Intergovernmental/Inter-Ministerial: comprised of representatives from key
municipal, provincial and federal government departments and ministries that
deliver services in the community.

Secretariat: provides support in the following areas:
o Administration (organizing and facilitating meeting, events, etc.);
o Labour market information, collection, analysis and dissemination to local
community stakeholders
o Stakeholder liaison, engagement and partnership building
Membership of the Central Planning Table and Subject-Matter Working Groups is
determined by the LEPC, in collaboration with key stakeholders. The membership of
these tables will vary by community, based on the range of local employers,
employment and training service providers, government representatives, etc. The LEPC
is expected to have its governance structure in place within the first three months of the
pilot launch (See Section 1.10 Timelines and Project Expectations).
1.7.4 Planning and Reporting
LEPCs are required to report their findings and activities to the ministry and to the
various stakeholders within their outreach base (i.e., employment and training service
providers, employers and employer groups, different levels of government operating
locally and other community groups).
The LEPC must make quarterly and annual reports accessible to its varied audiences
and be prepared to customize content accordingly, including streamlining reporting
content and adjusting language to match the needs of specific audiences.
In order to ensure that the timing of reporting aligns with stakeholders’ usage of the data
(e.g., service providers receive report in time to inform their delivery planning), timelines
for EO service providers must align with the established business cycle timelines;
however, LEPCs must consult with non-EO service providers and other community
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stakeholders to develop submission timelines for quarterly and annual business
reporting that best meet their needs.
LEPCs are required to report on their findings and activities through the following
reports:
 Quarterly Progress Reports
 Community Labour Market Planning Report
Quarterly Progress Reports
LEPCs will submit quarterly reports to the Ministry that summarize their progress and
work completed in the preceding quarter. These reports will include the following
information:
 Status of outreach and partnership activities and updates on service coordination
and local planning activities;
 Progress on research and innovation projects;
 Overview of labour market knowledge collection, analysis and dissemination;
 Update on the work of the planning table, subject-matter working groups and
secretariat; and,
 Other information as agreed upon with the Ministry.
Community Labour Market Planning Report
LEPCs will complete a Community Labour Market Planning Report. The comprehensive
report will identify local labour market challenges, opportunities and recommendations
for addressing them. Information within the report will provide stakeholders with a
comprehensive overview of LEPC activities.
LEPC Activity
Outreach and Partnership
Engagement (Section 1.7.1)
Conduct outreach and develop
partnerships
Service coordination for employers
Report Elements

Description of outreach and partnership
development with community stakeholders
and the impacts of those partnerships on local
labour market development.

Overview of service coordination activities with
employers and how they have impacted
employer access to employment and training
services and workforce development projects
and initiatives (including relevant supporting
service data).
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Integrated local planning

Results of integrated local planning activities,
including:
o Community employment and training
service duplications and gaps and
recommendations how they can be
addressed;
o Workforce development planning with
employers and employer associations;
and,
o Labour force adjustment planning activities
with employers and training institutions to
bridge gaps between skills needs and
available training.
Research and Innovation

Detailed descriptions of research and
innovation projects, progress and outcomes
achieved.
Developing Local Labour Market
Knowledge (Section 1.7.2)
Collection, analysis, interpretation
and dissemination of Labour Market
Information

Results of local labour market knowledge
collection, analysis and dissemination,
including:
o Key changes to local community workforce
characteristics and identification of local
labour market trends;
o Analysis of local labour market demand,
supply and usage/outcomes of
employment and training services;
o Overview of tools used to collect and
disseminate labour market information and
the outcomes of collection/distribution
activities; and
o Results of local capacity building with
different community audiences (i.e.,
employers, service providers, etc.) to
analyze and interpret local labour market
information and apply it to business and
service decision-making.

Summary of the activities of the LEPC
governance structure.
Governance (Section 1.7.3)
Establish and maintain a
governance structure
Based on an analysis of information collected through the above activities, and in
consultation with local stakeholders, through the Community Labour Market Planning
Report, the LEPC will make recommendations related to:
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improving service coordination;
integrating local planning;
collecting and disseminating local labour market knowledge; and
addressing identified local labour market challenges and opportunities.
While the report prepared by the LEPCs will be submitted to the Ministry, the intended
audience is much broader, and includes the range of community stakeholders that
LEPCs are required to consult and partner with locally.
To ensure the report prepared by the LEPCs is relevant to the local context and
supports community stakeholders, the report must be reviewed by members of the
planning table to validate its relevance prior to submission to the Ministry.
1.8 Roles and Responsibilities
Role of the Ministry
The role of the Ministry is to facilitate community capacity building by contributing funding,
expertise and information to the LEPCs. To this end, the Ministry will:
 Negotiate, complete and administer an agreement with the LEPC; administration will
include receiving and commenting on project reports and monitoring progress and
performance against project activities and outcomes set out in the agreement;
 Collect and review products and outcome data to evaluate the pilot;
 Provide direction on labour market information collection and reporting; and,
 Participate in the LEPC central planning table and, as appropriate, subject-matter
working groups.
Role of the Local Employment Planning Councils
The role of the LEPC is to support community capacity building and adhere to good
management practices in the maintenance of accurate progress reports and financial
records. To this end, LEPCs are responsible for:
 Providing community actors with information to inform local planning decisions;
 Involving partners and wider community stakeholders in LEPC activities;
o Delivering LEPC activities on a day to day basis, including, but not limited to:
o Participating actively in the reporting, monitoring and evaluation of the LEPC
o Ensuring that objectives and outcomes are being met, keeping a record of progress
and accomplishments to-date and maintaining accurate financial records
o Ensuring that funding is being used for its intended purpose and that objectives
stated in the agreement are being met; and,
 Managing the agreement with the Ministry, submitting required reports and
participating in monitoring and pilot evaluation.
1.9 Stakeholder/Partner Profile
The profile of LEPC stakeholders and/or partners will vary based on the specific
demographics and needs of each pilot community. LEPCs will engage all relevant
actors within the local labour market and employment and training network, including:
 Providers of employment and training services, including those working with
apprentices;
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Employers/business, sector or industry organizations;
Local planning or community action groups;
Other levels of government (municipal and federal) and/or other Ontario government
ministries;
The Ontario Centre for Workforce Innovation;
First Nations communities;
Human, health and/or social services agencies;
Educational institutions (e.g., universities, colleges, school boards);
Providers of literacy and essential skills services and regional networks;
Unions/labour organizations;
Organizations serving specific sub-populations (e.g., immigrant services, Aboriginal
Skills and Employment Training Strategy agreement holders (ASETS) and/or First
Nations/Aboriginal groups); and,
Other non-profit community organizations or not-for-profit businesses.
1.10 Timelines and Project Expectations
LEPC pilots will run for 18 months with activities phased in across pilot communities
during the three-month start-up period.
This approach takes into account the unique characteristics of pilot communities and
other potential variances, such as:
 The complexities of the local community, its labour market and its range of
community stakeholders;
 The strengths or weaknesses of existing relationships/partnerships amongst
community stakeholders; and,
 The existing capacity/capability of the selected LEPC provider to perform all
functions and activities.
The table below provides a high level overview of the common activities LEPCs will
undertake:
Phase
Timeline
Activity

Start-Up
December 2015 February 2016
Start-up activities including:
o hiring required staff and securing
facilities and resources necessary to
carry out activities;
o establishing LEPC governance structure
including secretariat, planning tables and
working groups;
o outreach and engagement of local actors
such as employers, service providers,
etc. to identify local labour market
challenges and opportunities;
o acquisition and analysis of existing
reliable local labour market data;
o identification of local labour market
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Phase
Timeline



Activity
March 2016 May 2017

Activity
information gaps;
o increasing community awareness of the
local labour market landscape; and
o analysis of current service coordination
among existing employment and training
services within the community.
Submit a progress report that includes the
following information:
o state of outreach and partnership
activities;
o updates on service coordination and
local planning activities;
o progress on research and innovation
projects;
o overview of labour marketing information
collection, analysis and dissemination;
and,
o update on the work of the planning table,
subject matter specific working groups
and secretariat.
Submit a strategic plan which outlines activities/
deliverables to be completed during the activity
phase. Strategic plans should:
o be evidenced-based;
o identify the LEPC’s strategic priorities for
the coming year; and,
o be informed through consultation with
community stakeholders.
Submit quarterly progress reports that include
the following information:
o state of outreach and partnership
activities;
o updates on service coordination and
local planning activities;
o progress on research and innovation
projects;
o overview of labour marketing information
collection, analysis and dissemination;
and,
o update on the work of the planning table,
subject matter specific working groups
and secretariat.
Complete Community Labour Market Planning
Report, including final review by community
stakeholders.
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Phase
Timeline


Activity
Lead a minimum of two research and innovation
projects to address identified labour market
issues or challenges;
o Undertake a minimum of one project,
delivered directly by the LEPC; and
o Develop and implement a process to
select, fund and monitor a minimum of
one community project, delivered by
local stakeholders.
Report out on out the outcomes/achievements
of the strategic plan.
As reflected in Section 1.7 Pilot Activities, LEPCs will conduct other activities, hold
workshops, disseminate research, and create labour market information reports for
specific audiences (i.e. employers, service providers, etc.) that are not outlined in the
chart above. The additional products and services provided by the LEPCs will be based
on the individual and particular needs of the pilot communities. These activities will be
captured in the project work plan submitted with this call for proposal, and the strategic
plan submitted to the Ministry after the three month start-up period. All final deliverables
are subject to negotiation between the Ministry and the selected LEPC provider.
1.11 Pilot Outcomes
The duration of time needed to build collaborative relationships is expected to vary
across the LEPC pilot communities. As collaborative partnerships are a precursor to
achieving the other intended outcomes, the timelines will also vary. Still, it is expected
that LEPCs will achieve certain key outcomes over the short and medium terms. The
lists below represent some anticipated outcomes and potential associated timelines:
Short Term
 Establishment of LEPC planning tables, working groups and secretariat.
 Increased community engagement on workforce development issues through
expanded outreach to diverse local actors such as employers, service providers,
municipalities and other stakeholders.
 Improved community awareness of the local labour market landscape, including
labour market supply and demand conditions, skills imbalances and the diverse
workforce development needs of employers.
 Improved awareness of the systems of employment, training and other related
programs and services available within the community and how they interact or do
not interact with each other.
Medium Term
 Increased innovative and diverse service delivery or planning partnerships amongst
community providers and other actors.
 Clear articulation of, and responses to, local labour market issues such as labour
supply and demand, skills imbalance and the diverse workforce development needs
of employers.
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


Clear articulation of employment, training and other programs and services
successes, gaps and duplications.
Improved local evidence base of labour market information.
Improved local service planning, access and program delivery.
More information about how the pilots will be evaluated can be found in Section 1.13
Pilot Evaluation. Information about the activities LEPCs will undertake to achieve these
outcomes is identified in Section 1.7 Pilot Activities.
1.12 Performance Measures
The initial focus for LEPC performance will be on the measurement and collection of
data to support the development of baseline performance standards, and from which an
overall service quality standard may subsequently be determined, should the pilot be
scaled into a full program.
Start-Up Period (first three months of the pilot):
LEPCs are expected to:
 Have a governance structure in place that includes a central planning table, subjectmatter workgroups and a secretariat;
 Hire required staff and secure facilities and resources necessary to carry out
activities; and,
 Submit quarterly progress report that outlines progress to-date on LEPC activities.
Post Start-Up Period (remainder of pilot period):
Customer Service:

Customer Satisfaction:
o Service quality surveys (conducted by independent third-parties, not the LEPCs
themselves) for employers, service providers and other community stakeholders
to measure effectiveness of service coordination and connections made to
employment and training services.
o Surveys to LEPC representatives to assess the degree of engagement and
satisfaction with the organizational structure, governance, decision-making and
reporting.

Service Coordination:
o Employers referred into Employment Ontario employment and training services,
or, referred to the LEPC by other community stakeholders (e.g., other employers,
non-EO service providers, etc.).
Effectiveness:

Activity and Service Impact:
o Improved employer participation rates in employment and training programs
(e.g., ES job placements, etc.).
o Improved rates of service coordination amongst local service providers (e.g.,
increase in service coordination rates amongst EO providers operating in the
community).
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o Improved integrated local planning of EO and non-EO services amongst delivery
providers.
o New research, tools and approaches to addressing local labour market issues
developed through research and innovation projects implemented and in use
(impact indicators will vary based on project).
o New research, tools and approaches to collecting, analyzing and disseminating
labour market information.
o Collection of local labour market knowledge outside of what is already available
through pre-existing data sources (i.e., Stats Can, Community Data Program),
such as: locally specific labour market trends, skills profiles of local labour market
supply and skills needs of local industries.

Stakeholder Diversity:
o Range of community stakeholders participating in LEPC planning table, subjectmatter working groups and other outreach and partnership activities (e.g.,
employment and training and human and social service providers, employers,
sector groups, industry associations, unions, levels of government and other
community groups).

Customer Value:
o Satisfaction with labour market information, with respect to relevance and overall
benefit, provided by LEPCs to employers, service providers and other community
stakeholders (measured through a third-party satisfaction survey).
Efficiency:




Number of research and innovation projects developed and implemented.
Number of employers and other community organizations directed to EO
employment and training services.
Number of workshops/events/community meetings.
Number of EO and non-EO LM reports generated.
1.13 Pilot Evaluation
Evaluations of LEPC pilots will commence approximately after 15 months of the pilot
implementation start date, focusing on the start-up/transition and full operation
activities.. The evaluation will require feedback from key community stakeholders
actively involved with the LEPCs, including municipalities and service providers.
Recommendations from the evaluation will be considered in informing future maturestate design of LEPCs.
The evaluation will focus on:
o Implementation and delivery issues
 The extent to which the LEPC pilots have been implemented and
are being administered in the intended manner.
 Examine program relevance, reach and collaboration and
partnership(s) on implementation.
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o Effectiveness – The extent to which the LEPCs are achieving or demonstrating
progress toward the intended early outcomes.
o Efficiency and economy – LEPC resource utilization in relation to the production
of outputs and progress toward intended outcomes.
Assessment of LEPC funding levels will also be part of the pilot evaluation process. The
ministry will gather information related to LEPC operating and special project costs
throughout the pilot duration to help inform potential future funding decisions. Examples
of these costs include:
 Staff wages;
 Fees for professional services (e.g., consulting fees);
 Travel;
 Facilities;
 Disbursements for research or technical studies;
 Cost of audits, evaluations, surveys and other assessments, as requested by the
ministry; and,
 Capital costs.
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Employment Ontario Call For Proposal Application Guide
2 APPLICATION PROCESS
2.1 Introduction
The Ministry is seeking proposals to deliver the Local Employment Planning Councils
consistent with the pilot overview in this package. All parts of the response template, as
outlined in the following section, must be completed in order to receive full consideration
during proposal evaluation.
2.2 Eligibility
LEPC providers will be selected through Calls for Proposals issued in each pilot
community. Potential applicants include:
 Not-for-profit organizations (e.g., Local Boards, Literacy and Basic Skills Regional
Networks, social planning networks, etc.);
 Associations (e.g., professional, sector/industry, business, labour, community, etc.);
 Educational Institutions (e.g., boards of education, public colleges or universities);
and,
 Municipalities.
Applicants can only apply to become the LEPC in one pilot community.
Multiple organizations can partner together to apply to become a LEPC provider;
however, there must be one “lead” applicant that enters into an agreement with the
Ministry and assumes accountability for deliverables and outcomes.
To enter into an agreement with the Ministry, an organization must:
 be a Legal Entity authorized to operate in the province of Ontario
 provide the Ministry with certificates of insurance confirming that the organization
has all the necessary and appropriate insurance, including commercial general
liability insurance on an occurrence basis for third party bodily injury, personal injury
and property damage, to an inclusive limit of not less than two million dollars
($2,000,000) per occurrence. The policy shall include the following:
o the Indemnified Parties as additional insureds with respect to liability arising in
the course of performance of the Recipient’s obligations under, or otherwise in
connection with, the Agreement;
o a cross-liability clause;
o contractual liability coverage; and
o a 30 day written notice of cancellation, termination or material change.
2.3 Agreement and Budget
LEPC activities and projects will be funded through a transfer payment agreement that
will be signed by the successful Applicant and the Ministry.
The maximum annual budget available for each LEPC is $750,000 per year. Partial years
will be prorated against the maximum annual amount. Additional funding of up to $188,000
per LEPC will be available to support start-up costs. The amount of funding for each Local
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Employment Planning Council will be determined as a function of the requirements of the
particular project.
Within the funding available, the Ministry will determine which proposals demonstrate the
most impact and value for money. Proposed budgets should be based on an analysis of
community need and demonstrate value for money, fair market value and reasonable
pricing. Proposals must consider the costs necessary for the LEPC to perform expanded
and additional functions beyond the current scope of activities within existing programs.
Proposed Budget
Applicants must complete and submit a proposed budget (Section 3.9). The proposed
budget must include all costs associated with the project activities and products,
including start-up costs.
Eligible Funding
Direct Expenditures: to cover the operating costs directly related to carrying out the
activities outlined in Section 1.7 and meeting the reporting and documentation
requirements of the project, including but not limited to:
 Costs of outreach and partnership
 Costs of gathering and reporting data on project activity and results
Indirect Expenditures: Administrative costs should not be greater than 15% of the direct
operating budget.
For a detailed description of the funding categories, please refer to Appendix II.
For examples of eligible and ineligible expenditures, please refer to Appendix III.
Financial Considerations
Recipients have discretion over the use of their funds within the following parameters:
 The Recipient shall use the funds only for the purpose of carrying out the project;
 The Recipient shall spend the funds only in accordance with the Budget;
 The Recipient shall use the funds to carry out the Project in accordance with the
terms and conditions of the Agreement; and in compliance with all federal and
provincial laws and regulations, all municipal by-laws, and any other orders, rules
and by-laws related to any aspect of the Project.
 Operating funds cannot be used for major capital expenditures, such as the
purchase or construction of facilities. Purchase of equipment and furniture directly
related to the effective delivery of the project is allowable; and
 The Recipient must obtain prior written approval from the Ministry to shift funds
between funded sites or communities.
Audit Considerations
An Auditor’s Report is required for any agreement providing $100,000 or more in
transfer payment funding. The Statement of Revenue and Expenditure Report must
be audited by an external auditor in accordance with Canadian generally accepted
auditing standards. The auditor should verify, at a minimum, that proper and distinct
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accounts and records are maintained for project funds/expenditures by each budget
line.
The Auditor’s Report must include an opinion on the Statement of Revenue and
Expenditure Report. The successful Applicant should instruct their auditor to prepare
the Auditor’s Report according to Ministry requirements.
Along with the Auditor’s Report and Statement of Revenue and Expenditure Report,
Recipients will also submit a detailed breakdown of all cost related to LEPC operating
and project costs to support the assessment and evaluation of pilot funding levels.
Examples of these costs include:
 Staff wages/benefits;
 Fees for professional services (e.g., consulting fees);
 Travel;
 Facilities;
 Disbursements for research or technical studies;
 Cost of audits, evaluations, surveys and other assessments, as requested by the
ministry; and,
 Capital costs.
2.4
Proposal Evaluation
2.4.1 Stage I
Stage I will consist of a review to determine which proposals comply with the standard
eligibility requirements. Proposals which do not meet all of the standard eligibility
requirements may, subject to the express and implied rights of the Ministry, be
disqualified and not evaluated further.
The standard eligibility criteria are:
 The complete proposal must be received at by the closing date and time;
 The Applicant is eligible under the criteria outlined in Section 2.2 Eligibility; and,
 If applicable, partner organizations have provided a letter of commitment.
2.4.2 Stage II
Stage II will consist of a scoring by the Ministry of each qualified proposal on the basis
of the Applicant’s response to all information requested in this CFP. Evaluation of
proposals for each pilot community will be by a committee formed by the Province. All
evaluators will be bound by the same standards of confidentiality.
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This section details the criteria against which proposals will be scored and evaluated.
Criteria
Maximum Score
Project Summary
5
Capacity
- Organizational capacity
- Management team
- Human resources capacity
- Accessibility
30
Experience and Expertise
- Delivering local planning services
- Working with labour market information
- Working with employment and training service providers
- Working with employers
- Research and analysis
- Communications
- Government funding experience
- Administer project funds
40
Community Connection and Commitment
- Established presence in the community
- Established relationships
- Commitment to pilot objectives
15
Proposed Services, Delivery Method and Work Plan
- Start-up Phase
- Activity Phase
- Project Funding Process
- Potential Challenges and Risk Mitigation Strategies
40
Budget
10
Total
140
2.4.3 Stage III
Stage III consists of assessing all proposals and selecting the successful Applicant.
Some Applicants may be invited to attend an information interview with the Ministry
related to the content of their proposal.
At the conclusion of the CFP process, all Applicants will be notified. Successful
Applicants will be invited into a transfer payment agreement with the Ministry.
Unsuccessful Applicants may request a debrief meeting with the Ministry.
2.5 Proposal Timelines
Deadline for applicants to ask questions
MTCU response to questions posted on
EOPG
Submission deadline
July 7, 2015 by 11:59 pm
July 29, 2015
August 27, 2015 by 11:59 p.m.
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Contract awarded
Last day to request a debrief
Anticipated start date
October 2015
November 15, 2015
December 1, 2015
2.6 Obligations and Responsibilities
Sub-contracting to or collaborating with any firm or individual whose current or past
corporate interests may, in the Ministry’s opinion, give rise to a conflict of interest in
connection with the project described in this CFP or in the preparation of the CFP itself
will not be permitted. If an Applicant is in doubt as to whether a firm or individual gives
rise to a conflict of interest, the Applicant should consult with the Ministry prior to
submitting a proposal. See Section 2.14 for more information.
2.7 Ownership of products
Upon successful completion of pilot deliverables, the Applicant owns all materials, if
any, created or developed with funds under the Operating Agreement. By virtue of
receipt of funding, the Applicant grants to the Ministry a perpetual, irrevocable and
royalty-free licence to use the final project materials for any purpose except commercial
gain. Without limitation, the Ministry may update, revise, copy, translate or distribute the
final project materials.
2.8 Accessibility for Ontarians with Disabilities Act (AODA), 2005
Through the AODA, Ontario is developing mandatory accessibility standards that will
identify, remove and prevent barriers for people with disabilities in key areas of daily
living. Standards are being developed to achieve real results in stages. The AODA is
expected to be fully implemented by 2025.
The areas addressed by the AODA standards will include: Customer Service;
Employment; Information and communication; Transportation; and The Built
Environment.
Additional information on the AODA is available at www.e-laws.gov.on.ca (Frequently
Accessed Law section)
Or through:
Publications Ontario
777 Bay Street
Toronto, Ontario
Tel: 1-800-668-9938, or in Toronto at (416) 326-5300
2.9 Collection and Use of Personal Information
Applicants are solely responsible for familiarizing themselves, and ensuring that they
comply, with the laws applicable to the collection and dissemination of information,
including personal information concerning employees and employees of any Service
Providers or other collaborators. If this CFP requires applicants to provide the Ministry
with personal information of employees who have been included as resources in
response to this CFP, Applicants will ensure that they have obtained written consent
from each of those employees before forwarding such personal information to the
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Ministry. Such written consents are to specify that the personal information may be
forwarded to the Ministry for the purpose of responding to this CFP and use by the
Ministry for the purposes set out in the CFP. The Ministry may, at any time, request the
original consents or copies of the original consents from Applicants, and upon such
request being made; Applicants will immediately supply such originals or copies to the
Ministry.
2.10 French Language Services Act, 2011
The Ontario French Language Services (FLS) Act requires access to services in French
at identified service provider locations in designated areas. In accordance with the Act,
LEPCs shall make available, in both official languages, all publications, reports,
marketing materials available in print form and/or online or any additional
documentation intended for public use.
Additional information on the Ontario French Language Services Act is available here.
2.11 Visual Identity and Communications
All projects must comply with the Visual Identity and Communications Guidelines for
Employment Ontario Service Providers, which may be amended from time to time at the
sole discretion of the Ministry, available on the Employment Ontario Partners’ Gateway
web site.
2.12 Prohibited communications
Applicants must not attempt to communicate directly or indirectly with any employee,
contractor or representatives of the Province, including the evaluation committee for any
pilot community and any elected officials of the Province, or with members of the public
or the media, about the project described in this CFP or otherwise in respect of the
CFP, other than as expressly directed or permitted by the Ministry.
2.13 Negotiation of Agreement
This CFP is not an agreement to purchase goods or services. The Ministry is not bound
to enter into an Agreement with any Applicant. Proposals will be assessed in light of the
evaluation criteria. Notice in writing to an Applicant that it has been identified as the
successful Applicant and the subsequent full execution of a written Agreement will
constitute an Agreement for the goods and services.
2.14 Conflict of Interest
Each Applicant must declare whether it has an actual or potential Conflict of Interest.
If, at the sole and absolute discretion of the Ministry, the Applicant is found to be in a
Conflict of Interest, the Ministry may, in addition to any other remedies available at law
or in equity, disqualify the proposal submitted by the Applicant.
The Applicant, by submitting the proposal, warrants that to its best knowledge and belief
no actual or potential Conflict of Interest exists with respect to the submission of the
proposal or performance of the contemplated agreement. Where the Ministry discovers
an applicant’s failure to disclose all actual or potential Conflicts of Interest, the Ministry
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may disqualify the Applicant or terminate any agreement awarded to that applicant
pursuant to this CFP process.
2.15 Performance Management
The successful Applicant will be subject to performance management of its project(s),
expenditures and reports by the Ministry as set out in the agreement to determine how
effectively the Applicant is meeting the agreement requirements. The overall success of
the project will be determined through ongoing year-round monitoring, submission of
reports and completion of risk assessment(s) if necessary.
For more information on LEPC performance measures, please see Section 1.12.
2.16 Call for Proposal Submission Instructions
All proposals and supporting documentation must be submitted electronically by the
date specified in Section 2.5.
Applicants must submit proposals using the LEPC Call for Proposal Response
Template provided by the Ministry in this document. Supplemental documentation, such
as letters of commitment from partner organizations, should be submitted along with the
proposal in PDF format. The LEPC Call for Proposal Response Template and
supporting documentation must be submitted to the Ministry in a single electronic
communication.
Only complete proposals received before the submission deadline will be considered to
have been received on time. Hard copies of proposals will not be accepted and will be
destroyed. Electronic proposals that are received late will be marked late and will not be
considered or evaluated. In the event of a dispute, the proposal receipt time as recorded
at the closing location shall prevail whether accurate or not.
By submission of a clear and detailed written notice, the Applicant may amend or
withdraw its proposal for a pilot community prior to the closing date and time. Once the
submission deadline has passed all proposals become irrevocable. The Applicant
cannot change the working of its proposal after closing and no words or comments will
be added to the proposal unless requested by the Province for the purposes of
clarification.
All proposals submitted to the Ministry become the property of the Ministry. They will be
received and held in confidence by the Ministry, subject to the provisions of the
Freedom of Information and Protection of Privacy Act and this Call for Proposal.
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3 RESPONSE TEMPLATE
All proposals and supporting documentation must be submitted electronically by the
date specified in Section 2.5.
For call for proposal submission instructions please refer to Section 3.1 of the Local
Employment Planning Council Application Guide.
Instructions
The following format and sequence should be followed in order to provide consistency
in the Applicant proposals and ensure that each response receives full consideration.
3.1 Project Contact Information
Legal name of
organization
Contact name
Mailing address
Telephone number
Email address
Pilot Community
-Select from pull-down-
3.2 Partner Organization (if applicable)
Legal name of
organization
Mailing address
3.3 Declaration
This section is to be signed by the organization’s signing authority.
The enclosed proposal is submitted in response to the above referenced Call for
Proposal. Through submission of this proposal, I agree to all of the terms and conditions
and that the information provided in this proposal is accurate and true to the best of my
knowledge.
Does the organization meet the requirements set out in Section 2.2
Eligibility?
Yes
No
Signature
Print name
Job title
Date
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3.4
Project Summary (5 points)
Provide a project summary of how your organization will undertake pilot activities and
complete the project deliverables and meet pilot outcomes. (750 word maximum)
3.5
Capacity (30 points)
a) Organizational Capacity
i.
Provide information regarding your organization’s capacity in terms of current
business, contracts, services, number of years in operation, geographic coverage
and any other relevant and appropriate information. (500 word maximum)
ii.
Discuss how current capacity enables your organization to meet the objectives of
the LEPC pilot. (500 word maximum)
b) Management Team
i.
Describe your organizational structure, including: roles and responsibilities,
governance and reporting relationships including financial oversight and
accountability. (500 word maximum)
ii.
Provide highlights of the qualifications of key personnel, including the
management team and board members involved in service delivery and contract
management. (500 word maximum)
c) Human Resource Capacity
i.
Provide highlights of the qualifications of key staff to be tasked with undertaking
LEPC activities. Please indicate current number of employees, specific areas of
expertise, and relevant experience. (500 word maximum)
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ii.
If additional staff is required to support the full scope of LEPC activities, please
indicate what additional staff will be hired, including key qualifications and areas
of expertise. (500 word maximum)
iii.
Discuss what processes will be developed to support training, professional
development and knowledge transfer amongst staff to build, retain and share
knowledge and best practices in order to ensure continuity of pilot activities, and
meeting performance measures. (500 word maximum)
d) Accessibility
i.
Outline the organization’s accessibility policies and processes that demonstrate
compliance with the Accessibility for Ontarians with Disabilities Act (AODA). (500
word maximum)
3.6
Experience and Expertise (40 points)
a) Delivering local planning services
i.
Using specific examples, demonstrate past experience developing, facilitating
and/or delivering local planning services, particularly within the pilot community.
Provide specific examples of engaging local stakeholders, fostering collaboration
and detail the measures of success. (500 word maximum)
b) Working with labour market information
i.
Using specific examples, demonstrate past experience with local labour market
information, and expertise on local economic conditions and trends, particularly
within the pilot community. Provide information on the local labour market
including its uniqueness, specific needs, historical challenges, future
opportunities, and any other relevant information. Discuss how this knowledge
has been used to meet local labour market needs in the past. (500 word
maximum)
c) Working with employment and training service providers
i.
Using specific examples, demonstrate past experience with service providers,
particularly those delivering employment and training services, particularly within
the pilot community. Provide information on the local employment and training
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landscape and discuss how this knowledge has been used to meet local planning
and service coordination needs in the past. (500 word maximum)
d) Working with employers
i.
Using specific examples, demonstrate past experience with employers,
particularly within the pilot community, including outreach techniques, identifying
and meeting employer needs, and engagement in community planning and
research. Describe the employer, industries, and business types. (500 word
maximum)
e) Research and analysis
i.
Using specific examples, demonstrate past experience providing research and
analytical services, including use of statistical information, large data sets,
qualitative and quantitative research methods as well as familiarity with existing
sources of local labour market data. (500 word maximum)
f) Communications
i.
Using specific examples, demonstrate past experience developing and
implementing communications strategies geared towards community
stakeholders, including methods of disseminating information and conducting
outreach. (500 word maximum)
g) Government funding experience
i.
Please provide details about previous experiences with government funders
through transfer payment agreements within the last five years. (250 word
maximum)
h) Administer project funds
i.
Please provide details about previous experience developing and administering a
process to select, fund and monitor projects, including developing contracts and
ensuring project funds were spent appropriately and represent value for money.
(500 word maximum)
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3.7
Community Connection and Commitment
(15 points)
a) Established Presence in the Community
i.
Provide information on your organization’s current presence, particularly within
the pilot community, including participation on committees, planning or
engagement initiatives, and any other relevant information as it pertains to local
employers, specific sub-populations, service providers, and other community
organizations. (500 word maximum)
b) Established Relationships
i.
Detail how you have established new linkages with community stakeholders in
the past, particularly developing relationships with various sectors, especially
within the pilot community. Discuss best practices and lessons learned on
working cooperatively and cohesively with multiple agencies with varying
interests. (500 word maximum)
c) Commitment to Pilot Objectives
i.
Discuss how the pilot objectives and activities align with your organizational
mission and goals. (500 word maximum)
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3.8
Proposed Services, Delivery Method, and Work Plan
(40 points)
Please create a work plan, including timelines, which details how your organization
would undertake the activities described in this CFP in consideration of the factors
indicated below. Work plans should be no more than three pages in length and be
attached to the Applicant’s final submission in PDF format.
a) Start-up Phase (December 1, 2015 – February 29, 2016)
i.
ii.
Detail start-up activities with timelines, including facility acquisition, human
resource considerations, capital purchases, marketing and communications,
early service delivery and outcomes by the end of the start-up phase.
Provide a list of the key data sources which will support the labour market
activities to be undertaken by the LEPC.
b) Activity Phase (March 1, 2016 – May 31, 2017)
i.
Describe specifics of activities to be provided, include services, products,
dissemination strategies and proposed activity targets and timelines.
ii.
Describe how current and existing community and employer partnerships will be
leveraged for the purpose of pilot delivery.
c) Project Funding Process
i.
Describe specifics of activities involved in administering project funds, including
details about:
a. soliciting, assessing and selecting proposals;
b. developing and administering contracts;
c. monitoring project progress and outcomes; and
d. ensuring proper oversight for project funds.
d) Potential challenges and risk mitigation strategies
i.
3.9
Identify potential challenges in implementing the work plan, as outlined, and what
risk mitigation strategies will be utilized to support the success of the LEPC pilot.
Proposed Budget
(10 points)
Please create a proposed budget which details how your organization would undertake
all LEPC activities in consideration of the scope of the activities and funding outlined in
this CFP as well as the detailed work plan identified in Section 3.9. Proposed budgets
should reflect how funding will be balanced between the various activities LEPCs will
undertake over the duration of the pilot.
Proposed budgets should be no more than two pages in length and be attached to the
Applicant’s final submission in PDF format.
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Employment Ontario Call For Proposal Application Guide
4 APPENDICES
4.1 Appendix I: Definitions
“Applicant” means any organization applying for consideration to undertake the
activities described in the call for proposal.
“Employment Ontario” means the comprehensive suite of services and programs
designed to assist everyone from employed workers seeking skills upgrades to
unemployed individuals in need of basic training.
“Employment Ontario network” means the network of employment service providers,
literacy service provider organizations, and apprenticeship training delivery offices.
“Employment Ontario service provider” means the third party organizations
delivering Employment Ontario’s employment and training programs under transfer
payment agreements.
“EOPG” means the Employment Ontario Partners’ Gateway, a Ministry-maintained site
which provides support to service providers delivering Employment Ontario programs
and services as part of the Employment Ontario network.
“Evidence-based” means policy-making that is grounded in extensive research –
where the problem and options are defined against thorough research and analysis;
policy options are evaluated against specific measurable criteria; information is
collected and evidence is explicitly considered; and knowledge gaps are proactively
identified and addressed.
“Fiscal year” means the period running from April 1 in one calendar year to, and
including, March 31 in the next calendar year.
“Integration” means service delivery goals, processes, infrastructure and technology
are aligned across channels, allowing all EO service providers to meet client needs and
provide seamless service.
“Intermediary” for the purposes of Local Employment Planning Council pilots, acting
as an “intermediary” requires serving as the connection between diverse local groups
(e.g., employers, service providers and other community stakeholders) and their ideas,
resources and services (such as skills training) to more effectively plan employment and
training service delivery, generate local labour market knowledge, address the
workforce development needs of employers, and help shape changes to the local labour
market. As an intermediary, LEPCs lead and champion local solutions to labour market
issues and build credibility and buy-in amongst community stakeholders (employers in
particular) to support the successful implementation of local workforce development
initiatives.
“Labour market” means a defined geographic area in which workers offer their skills,
experience and knowledge to employers in exchange for wages and benefits.
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Employment Ontario Call For Proposal Application Guide
“Labour Market Issue” means a series of issues generally characterized by a current
or anticipated imbalance in the labour market between supply (workers) and demand
(employers). This imbalance between supply and demand could result from situations
such as:
 Labour shortages and surpluses;
 Industry downsizing;
 Industry upsizing, new industrial development, and/or relocation;
 Impact of new technologies and globalization;
 Shortage of year round job opportunities; and,
 Lack of community, sector and/or organizational capacity for human resource planning.
“Legal entity” means an individual, a sole proprietorship, a corporation, a partnership,
a joint venture, or another legally recognized entity that conducts business in the
province of Ontario.
“Local Boards” refers to a network of 26 independent not-for-profit corporations funded
by the Ministry of Training, Colleges and Universities to provide access to local labour
market information, interpreted in the local context, for planning and analysis. Local
Boards also support linkages among local employment and community services and
resources and engage employers to help identify local labour market issues and
workforce development needs in the community.
“Recipient” means an organization who has entered into an agreement with the Ministry.
“Partnership/Partners” means a relationship where two or more parties, having
compatible goals, have an arrangement to work, share the risk and share the results or
proceeds. Partnership implies the sharing of decision making, risks, power, benefits and
burdens. It should add value to each partner’s respective services, products or situations.
“Proposal” means all the documentation submitted by the Applicant in response to the
CFP.
“Stakeholder” means somebody or something with direct interest: a person or group with
a direct interest, involvement or investment in something; individuals or groups that are
affected by a decision and have an interest in its outcome.
“Statement of Revenue and Expenditure Report” means the report which is a
consolidation of the detailed project costs submitted to the Ministry by the successful
applicant at the end of each fiscal year using a template provided by the Ministry. This
report is used as the basis for the annual reconciliation of funds.
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Employment Ontario Call For Proposal Application Guide
4.2 Appendix II: Funding Categories
Successful applicants have discretion over the use of their funds within the parameters
outlined in their agreement with the Ministry.
Indirect Expenditures
Administration Cost
Recipients are able to attribute no more than 15% of their operating funds for
administrative overhead. Administrative overhead recognizes costs necessary for
operating an organization but not directly associated with the delivery of the pilot. For
example, a portion of the salaries/benefits of the Executive Director, IT, and/or financial
staff who work for the entire organization but may spend a portion of their time
dedicated to administrative functions that support the pilot.
Direct Expenditures
Operating Funds
These funds are for the direct delivery of all of the components of the Local Employment
Planning Council pilot as per the agreement negotiated with the Ministry. Operating
funds include cost related to the provision of the pilot that would be considered part of a
successful Applicant’s day-to-day operations including:
 staff and management salaries;
 hiring and training of staff (including professional development);
 marketing (signage, paper/web ads, outreach, etc.);
 facilities (rent);
 facilities (mortgage payments) ONLY the interest portion of a mortgage
payment is allowed as an Operating cost;
 accounting services and auditor’s fees;
 funding of community projects;
 funding of projects undertaken by the Recipient including, but not limited to:
o Salaries – Project Staff
o Honoraria/Professional Fees
o Travel – Project Staff/Management/Volunteers
o Travel – Contractors
o Publicity
o Printing
o Materials
o Other direct expenditures related to the delivery of research and
innovation projects; and/or
 other direct operating expenditures related to the delivery of the pilot/program.
Operating Funds cannot be used for termination and severance costs.
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Employment Ontario Call For Proposal Application Guide
Start-up Funds
Start-up funding is funds used for the acquisition of goods and services to support the
direct delivery of the Local Employment Planning Council pilot as per the agreement
negotiated with the Ministry prior to the start of operations. Start-up funds include costs
related to the provision of goods and services that would be considered part of the
necessary costs for the successful Applicant to start operations including, but not limited
to costs incurred obtaining a location for operations or obtaining office furniture and
equipment.
Capital Assets
For the purpose of this pilot, capital assets (tangible and intangible), are identifiable
assets that meet all of the following criteria:
 Are held for use in the provision of services, for administrative purposes, for
production of goods or for the maintenance, repair, development or construction of
other capital assets;
 Have been acquired, constructed or developed with the intention of being used on
a continuing basis;
 Are not intended for sale in the ordinary course of operations; and
 Are not held as part of a collection.
Tangible capital assets include land, buildings and equipment.
Intangible capital assets are identifiable non-monetary assets without physical
substance.
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Employment Ontario Call For Proposal Application Guide
4.3 Appendix III: Examples of Eligible and Ineligible Expenditures
Eligible Expenditures
Eligible expenditures shall be claimed to the extent that they are reasonable and are
within the intent of the project agreement in the opinion of the ministry. Such
expenditures are actual cash outlays that can be documented through invoices or
receipts. Evidence of payment must be maintained for audit purposes. The Ministry will
have the final word in determining expenditure eligibility and valuation.
Eligible expenditures are directly related to the development and delivery of the
approved pilot, for example:
 Administrative costs incurred; this includes such things as payroll and Human
Resource administration, insurance, use of common resources, space or facilities,
the provision of data collection, and financial tracking and reporting for the project
 Legal costs specifically related to entering into an agreement with the Ministry
 Honoraria to professionals (e.g. Elders, guest speakers, etc.)
 Facilities - Rent, furniture, computers and supplies for the delivery of the project
 Salaries and Wages - Direct salaries and wages, including reasonable benefits, of
staff directly employed on the project and in proportion to the amount of time spent
working directly on the project. The successful applicant is required to maintain
timesheets or appropriate records for all employees working directly on the project to
verify time spent on project work and to verify expenditures for audit purposes.
 Consultants - Costs related to work performed by companies or individuals that
contribute to the project under contract are normally eligible.
 Consulting or other services directly related to the project must be charged at fair
market value or less. Satisfactory evidence demonstrating that the services do not
exceed fair market value may be required.
 Professional Fees - Fees directly related to and required for the management of the
project or to conduct the work of the project may be eligible. Evidence or a contract
may be required. Costs must not exceed fair market value.
 Each project will require audits by an external auditor. The costs of such audits as
required by the Ministry are eligible.
 Capital costs related to LEPC start-up activities
INELIGIBLE EXPENDITURES
Ineligible expenditures are not directly related to the development and delivery of the
project, for example:
 Core organization costs or core institutional programming
 Initiatives that are already fully funded
 Capital costs
 Supplies or equipment not directly related to the delivery of the project
 Legal costs (other than those described under Eligible Expenditures)
 Debt reduction costs
 Indirect and fixed expenses which are not directly attributable to the implementation
of the pilot
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Employment Ontario Call For Proposal Application Guide
4.4 Appendix IV: Pilot Community Geography
The Local Employment Planning Councils will fall within current Local Board
boundaries. These boundaries contain various census subdivisions (CSDs) as set out
below.
LEPC Pilot Community
Durham
Peel - Halton
Windsor
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Pickering
Ajax
Whitby
Oshawa
Clarington
Scugog
Mississaugas of Scugog Island
Uxbridge
Brock
Mississauga
Brampton
Caledon
Oakville
Burlington
Milton
Halton Hills
Pelee
Leamington
Kingsville
Essex
Amherstburg
LaSalle
Windsor
Tecumseh
Lakeshore
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Employment Ontario Call For Proposal Application Guide
LEPC Pilot Community
London-Middlesex-Oxford
Ottawa
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Norwich
Tillsonburg
South-West Oxford
Ingersoll
Zorra
East Zorra-Tavistock
Woodstock
Blandford-Blenheim
Bayham
Malahide
Aylmer
Central Elgin
St. Thomas
Southwold
Dutton/Dunwich
West Elgin
Newbury
Southwest Middlesex
Strathroy-Caradoc
Chippewas of the Thames First Nation 42
Munsee-Delaware Nation 1
Oneida 41
Thames Centre
Middlesex Centre
London
North Middlesex
Adelaide-Metcalfe
Lucan Biddulph
City of Ottawa
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Employment Ontario Call For Proposal Application Guide
LEPC Pilot Community
Peterborough
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Brighton
Cramahe
Hamilton
Port Hope
Cobourg
Alnwick/Haldimand
Alderville First Nation
Trent Hills
Asphodel-Norwood
Otonabee-South Monaghan
Hiawatha First Nation
Cavan-Monaghan
Peterborough
Smith-Ennismore-Lakefield
Curve Lake First Nation 35
Douro-Dummer
Havelock-Belmont-Methuen
North Kawartha
Galway-Cavendish and Harvey
Kawartha Lakes
Highlands East
Minden Hills
Algonquin Highlands
Dysart and Others
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Employment Ontario Call For Proposal Application Guide
LEPC Pilot Community
Timmins
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Mattagami 71
Chapleau 74A
Duck Lake 76B
Chapleau 75
Chapleau
Sudbury, Unorganized, North Part
Coleman
Latchford
Cobalt
Harris
Temiskaming Shores
Hudson
Kerns
Harley
Casey
Brethour
Hilliard
Armstrong
Thornloe
James
Charlton and Dack
Evanturel
Englehart
Chamberlain
Matachewan
Matachewan 72
McGarry
Larder Lake
Gauthier
Kirkland Lake
Timiskaming, Unorganized, East Part
Timiskaming, Unorganized, West Part
Black River-Matheson
Timmins
Iroquois Falls
Abitibi 70
Cochrane
Smooth Rock Falls
Fauquier-Strickland
Moonbeam
Kapuskasing
Val Rita-Harty
Opasatika
Hearst
Mattice-Val Cité
Cochrane, Unorganized, South West Part
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Cochrane, Unorganized, North Part
Employment Ontario Call For Proposal Application Guide
LEPC Pilot Community
Thunder Bay
Census Subdivisions
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Neebing
Fort William 52
Thunder Bay
Oliver Paipoonge
Gillies
O'Connor
Conmee
Shuniah
Dorion
Red Rock
Nipigon
Schreiber
Terrace Bay
Marathon
Pic Mobert First Nation
Pic River 50
Pays Plat 51
Lake Helen 53A
Gull River 55
Manitouwadge
Ginoogaming First Nation
Long Lake 58
Rocky Bay 1
Greenstone
Aroland 83
Lake Nipigon
Thunder Bay, Unorganized
Lac des Mille Lacs 22A1
Marten Falls 65
Webequie
Lansdowne House
Summer Beaver
Sand Point First Nation (Bingwi Neyaashi
Anishnaabek)
Whitesand First Nation
Michipicoten First Nation
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