Onboarding Employer Engagement James Rumble ONBOARDING EMPLOYER - - PowerPoint PPT Presentation

ONBOARDING EMPLOYER ENGAGER

James Rumble

Onboarding Employer Engagement

Vision A community where all can belong and grow Mission Helping immigrants build a future in Nova Scotia

Immigrant Services Association of Nova Scotia

7,563 clients served last year 2,967 new clients 728 active volunteers 259 qualified staff 100+ countries of client origin 100+ NS communities served 64 countries of staff origin 73 languages spoken by staff

Who We Are

• Staff who are dedicated, diverse, highly

professional, qualified and experienced in their field

• Serving immigrants for over 37 years
• Connecting immigrants with employers
• Connecting immigrants with the

community

Strategic Priorities

 Empower immigrants  Value and support

• ur Staff

 Engage partners and community  Champion a more inclusive and welcoming province

DIVERSIFY YOUR WORKFORCE

• Act as the liaison between

employers and ISANS Employer Support programs and services

• Promote the benefits of hiring

immigrants (including refugees and AIP participants) to strengthen and diversify their workforce

Employer Engagers

DIVERSIFY YOUR WORKFORCE

Benefits of hiring an Immigrant

• Bring international expertise
• Often speak several languages
• Willing to Listen, Learn and Share
• Serious and committed
• Maintain professional conduct
• Flexible and Innovative
• Readily adapt to changing environments and

circumstances

DIVERSIFY YOUR WORKFORCE

Employer Engagement & Support – Best Practices

ISANS helps employers build strong and diverse workplaces through:

• Qualified candidate referrals
• Skills Match online recruitment tool
• Professional Practice program
• On-site recruitment
• Workplace Culture program
• Information Sessions on Atlantic Immigration Pilot Project (AIPP)
• English in the Workplace

DIVERSIFY YOUR WORKFORCE

Atlantic Immigration Pilot Project (AIPP)

AIPP is an opportunity for employers to hire talented immigrants within a realistic timeframe and access services from immigrant settlement service providers:

• Addresses the labour gaps of employers in the Atlantic provinces
• Provides a pathway for skilled workers and international graduates who

want to live permanently in Atlantic Canada

• Gives employees access to immigrant settlement support
• Gives employers information and supports

DIVERSIFY YOUR WORKFORCE

Who is it for?

AIPP is for employers who:

• Have a labour gap and whose job posting has not been filled in

four weeks

• Can provide information on their labour needs to the Nova Scotia

Office of Immigration (NSOI)

• Have a business operating in good standing
• Can commit to working with an immigrant settlement service

provider organization (such as ISANS) on settlement and retention

DIVERSIFY YOUR WORKFORCE

Monthly AIPP Webinar

Webinars take place 10-11 am on the following dates:

• Monday October 21
• Monday November 18
• Monday December 16
• Monday January 20, 2020
• Monday February 24, 2020
• Monday March 23, 2020

DIVERSIFY YOUR WORKFORCE

Skills Match e-Recruitment Tool

• Time-efficient
• Confidential
• Free of cost to the employer
• Access to qualified, pre-screened job-ready candidates
• Opportunity to post jobs and search database for possible matches
• Employers will have an opportunity to learn about other Employer

Support Programs

DIVERSIFY YOUR WORKFORCE

DIVERSIFY YOUR WORKFORCE

On-Site Recruitment & Information Sessions (ORIS)

• Meet with suitable immigrant

candidates at ISANS

• An opportunity for information

exchange and networking

• End with face-to-face speed

interviews

DIVERSIFY YOUR WORKFORCE

Workplace Culture Program

The Workplace Culture Program helps employers:

• better understand the benefits of

hiring international talent

• improve intercultural competence

and retain immigrant employees

DIVERSIFY YOUR WORKFORCE

DIVERSIFY YOUR WORKFORCE

• Professional Practice program - internationally trained and

experienced professional for up to 6 weeks

Bridging Programs

• Internationally Educated Engineers - internationally trained and

experienced immigrant engineer for 12 weeks

• Trades Practical - internationally trained and experienced trades

person for 12 weeks

DIVERSIFY YOUR WORKFORCE

• Professional Mentorship Program

matches skilled immigrant with mentor in same or similar profession

Volunteer Opportunities

improve leadership and coaching skills

• Practice Interview Program

DIVERSIFY YOUR WORKFORCE

• A free 12 week training program

for immigrant employees, to help with on-the-job language skills

• Training can be done in person in

the workplace or by distance

• Skills taught: customer service,

writing emails, workplace communication, vocabulary

English in the Workplace

DIVERSIFY YOUR WORKFORCE

Professional Practice Program

Connects employers across Nova Scotia with skilled immigrant professionals; through mutually beneficial, insured, volunteer placements Flexible: Up to six weeks part or full time depending on need Low Risk: All participants insured against injury at workplace Targeted: Individual skills matched with employer needs Career Focused: Participants are professionals with related education and skills No Strings Attached: No obligation to hire or pay – can be terminated by either party at any time

DIVERSIFY YOUR WORKFORCE

Mobile Onboarding Employer Engagement Team

• South Shore Region (Queens, Lunenburg, HRM to Hubbards)

Fay Patey Email: fpatey@isans.ca

• Western Region (Shelburne, Yarmouth, Digby)

Trish McCourt Email: tmccourt@isans.ca

• Central Region (Annapolis, Kings, Hants)

James Rumble Email: jrumble@isans.ca

• Northern/Eastern Region (Cumberland, Colchester, Pictou, Antigonish,

Guysborough) Cliff MacDonald Email: cbmacdonald@isans.ca

DIVERSIFY YOUR WORKFORCE

DIVERSIFY YOUR WORKFORCE

What you need to know to strengthen and diversify your workforce

• ISANS helps you as an

employer, tap into the rich pool of immigrant talent in Nova Scotia.

• We can help you meet your

human resource needs by connecting you to potential employees in a number of ways Video

Questions? Thank you

Residents of Canada

Permanent Residents

(also referred to as immigrants/landed)

Temporary Residents Categories

• Economic
• Family
• Refugee

Categories

• Temporary worker
• International student and graduate
• Visitor
• Refugee claimant

Intend to stay

• Eligible for all settlement services
• Have almost all the rights of citizens

May apply to stay

• Eligible for some settlement services

(funded by provincial government)

Nova Scotia Permanent Residents (2012- 2018)

2,342 2,529 2,670 3,405 5,485 4,515 5,970

2012 2013 2014 2015 2016 2017 2018

Permanent Residents to Nova Scotia by Source Areas 2017

1,129 2,507 438 178 251 8

Africa/Middle East Asia/Pacific Europe/UK USA South/Central America Stateless

2,650 3,505 3,565 3,750 1,475 1,570 1,565 2,040 2015 2016 2017 2018

International Mobility Program (IMP) and Temporary Foreign Worker (TFW)

IMP TFW

Target: 38,500

Temporary Workers (2015-2018)

4,125 5,075 5,130 5,790

Nova Scotia International Students (2014-2018)

6,306 5,302 6,165 7,055 7,825 8,855

2014 2015 2016 2017 2018

In 2018, Nova Scotia received 1.85% of all Immigrants to Canada

137,420 51,120 44,885 42,025 15,510 15,225 5,970 4,610 2,135 1,530 305 280 30 20,000 40,000 60,000 80,000 100,000 120,000 140,000 160,000

Ontario Quebec British Columbia Alberta Saskatchewan Manitoba Nova Scotia New Brunswick Prince Edward Island Newfoundland and Labrador Yukon Northwest Territories Nunavut

Subdivision & Conveyance of Lands

Kings Regional Rehabilitation Centre, PID 55158794

Scott Conrod, CAO Judy Heffern, CEO, Kings Regional Rehabilitation Centre Committee of the Whole October 15, 2019

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Legal Framework

• KRRC incorporated through two sets of constating documents:
• Municipal Housing Corporations Act – MOK incorporated “Kings

County Residential Services Corporation” (1981) (operations)

• Kings Regional Rehabilitation Centre Act (1990) – Identifies

Kings Regional Rehabilitation Centre as a body corporate as established by an Order in Council in 1979 (holding company)

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Legal Framework

• s.6(1)(b) Kings Regional Rehabilitation Centre Act (management):

“…acquire by donation, deed, devise, bequest, purchase or gift real or personal property, hold and enjoy the same, erect and maintain such buildings or structures on such real property as are necessary or conducive to attaining its object, and sell, transfer, convey, dispose of and deal with such real and personal property;…” (emphasis added)

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Subdivision Considerations

• Municipally-owned lands
• Appropriately zoned
• Wastewater treatment plant, sewer & fibre optic lines on parent lot
• Retain lands related to infrastructure and possible future

commercial development

• All current holdings to be deeded

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Future Work

• Subject lands surveyed & plan submitted
• Accredited appraiser to determine book value of conveyed lands
• Associated value deducted from the Municipality’s balance sheet

and added to KRCC’s; buildings are fully depreciated

• KRCC to reimburse the Municipality for the full cost of conveyance
• Land conveyed for nominal fee

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Recommendation

That Municipal Council direct the CAO subdivide and convey a portion of the property described as PID 55158794 and identified in Appendix C to the Kings Regional Rehabilitation Centre (KRRC), with KRRC being fully responsible for all related costs.

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Community Grants Policy

FIN-05-018

Vicki Brooke, MPA, Policy Analyst Committee of the Whole October 15, 2019

Proposed Amendments

• s.2.1 – Revised due to MGA changes

Grants may only be awarded to eligible youth applicants and organizations that are one of the following:



Any non-profit club, association, society, or organization registered with the Nova Scotia Registry of Joint Stocks;



Registered Canadian charities and Legions;



Towns, Villages, and First Nations governments within the County of Kings; or



A school within the County of Kings affiliated with the Annapolis Valley Regional Centre for Education or Conseil scolaire acadien provincial

• s.2.3 – Removed to reflect how the budget for grants is developed.
• s.5.8 – Changed from quarterly to annual reporting of grants from the CAO to Council.

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Proposed Amendments

• s.7.4 – Changed to include differing rules for ownership and authority to organizations undertaking capital

and maintenance projects to parks, trails, and playgrounds.

• Capital projects < $5,000 – Authority to manage the site through ownership, an easement, or right-
• f-way for use of the land for at least 10 years
• Capital projects > $5,000 – Authority to manage the site through ownership, an easement, or right-
• f-way for at least 10 years, with at least three years of the lease remaining
• Maintenance projects – Authority to manage the site for the year in which they are applying
• s.9.3 – Criteria added for instances where projects come in considerably under-budget to allow for final

disbursements to be adjusted as needed.

• s.9.5 – Reference added to contribution agreements, which are agreements recipients may have to sign to

acknowledge particular terms and conditions of their grant.

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Grant Programs

Grant Programs Park, Playground, and Trail Maintenance and Development Youth Travel Assistance Community Recreation Programming Assistance Festivals and Special Events Councillor Grants to Organizations Community Hall Assistance Program Kings Economic Advancement Grant Major Community Initiatives & Civic Services Grant

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Grant Programs

Grant Programs Park, Playground, and Trail Maintenance and Development Youth Travel Assistance Community Recreation Programming Assistance Festivals and Special Events Councillor Grants to Organizations Community Hall Assistance Program Kings Vision Grants

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Kings Vision Grants

• Aligns a grant program to the Municipality’s Strategic Plan
• Applicants will be required to demonstrate how their project supports one of the five

Key Strategic Priorities

• Minimum request of $7,500
• Administered by Council in a process similar to Councillor Grants To Organizations
• Mayor will participate in this program
• Councillors individually make recommendations, staff average those then return

recommendation to Council for debate and approval

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Recommendations

That Committee of the Whole recommend Municipal Council adopt revisions to Policy FIN-05-018: Community Grants as detailed in the related Request for Decision and presentation of October 15, 2019. That Committee of the Whole recommend Municipal Council provide seven days’ notice to repeal Policy PARS-08-001: Community Hall Assistance Program.

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Drainage and Localized Flooding

Scott Quinn, Director EPW, Lands and Parks Committee of the Whole October 15, 2019

• Drainage conflicts on rise
• Climate change will aggravate situation

going forward

• MGA does provide

some ability to regulate storm water

• Come up against Gray

areas

• Case Law
• Other Regulatory statutes
• Other Considerations

MGA

Can regulate storm water management

 Subdivision By-Law for new subdivisions  Create storm water management by-laws

(s. 343)

4

MGA

Can create storm water standards…

 Geared to subdivision/watershed scale  Focused on how storm water gets directed

into Municipal drainage systems

5

Legal – Case Law

“Water has to go somewhere”

 Did drainage pattern already exist?  Adverse impact on neighbors

Drainage disputes “Civil” matter between property owners

 Property owners have right to alter their

land

Other Regulatory Statutes

Fisheries Act

 Could limit available options

NS Environment Act

 Watercourses, drainage ways  Drainage/erosion controls for

construction sites

Other Considerations

Drainage issue may not be grade related

 Location a factor?  Do we have jurisdiction to act? Will we attract

undue liability?

Involve provincial land/drainage systems May be other considerations

Royal Estates (Coldbrook)

Drainage Issues

 New drainage plan

proposed

 Residents found it too

intrusive

 Compromise solution

found

 MoK incurs ongoing

• perating expenses

Where drainage is concerned…many gray areas impact our ability to act How far is Council prepared to regulate and enforce?

 Liability Issues  New Development regulations

 Non-conforming uses?

 Resource requirements  Community perception

Capital Investment Plan 2019/20 & Allocation of Gas Tax to Villages

Kevin Wheaton, BBA – Financial Analyst Committee of the Whole October 15, 2019

Proposed Changes

Capital Investment Plan

Two Villages have requested changes to the capital projects submitted to the Municipality in support of the 2019/20 Capital Investment Plan (CIP) and Allocation of Gas Tax to Villages.

2

Gas Tax Allocation to Villages

Village of Cornwallis Square request:

• Harvest Moon Trail Rest Area project to

include $4,937 Gas Tax funding

• Village Funds source to be reduced by

$4,937 and budget to remain at $7,405

3

Gas Tax Allocation to Villages

Village of Greenwood request:

• Tremont Mountain Rd Sidewalk project

to be added with a budget of $11,900

• Funding sources of $7,935 Gas Tax and

$3,965 Village Funds

4

Gas Tax Allocation to Villages

• Both Village projects are eligible for Gas

Tax funding

• Municipality is not required to file an

amended 2019/20 CIP with the Department of Municipal Affairs and Housing

5

Impact of Requests

If approved by Council:

• Additional $4,937 of Gas Tax would be

allocated to Village of Cornwallis Square

• Additional $7,935 of Gas Tax would be

allocated to Village of Greenwood

6

Impact of Requests

• $12,872 less Gas Tax funds available

for future municipal projects

• Projected Gas Tax account balance of

$1,129,073 as at March 31, 2020 (see Appendix A)

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Alternatives

• Council could decide to approve, or

decline, Gas Tax funding for each project

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In Conclusion

• Villages of Cornwallis Square and

Greenwood will be advised of decision

• Department of Municipal Affairs and

Housing will be informed of changes

• Villages will submit Gas Tax claim

documentation for reimbursement

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• Questions?

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