Commission on the Reform of Ontario's Public Services

The large number of programs and services provided by multiple ministries suggests there
are clear opportunities to improve the efficiency of their delivery, quality of service and rigour
of program evaluations.
Continue to Seek EO System Improvements
Ontario has taken some steps towards integrating employment and skills training. As part of
the plan to transform EO, MTCU launched the Employment Service (ES) model in 2010, a new
program that streamlines many functions that were formerly offered in an unco-ordinated
manner (e.g., former federal Employment Assistance Services and Targeted Wage Subsidy
programs, as well as Ontario’s Job Connect). The new ES model provides Ontarians with a
client-centred, “one-stop shop” where they can find a full range of employment support
services to help them acquire and retain a job.
The EO’s clientele needs varying degrees of assistance. The majority of unemployed
Ontarians whom EO serves require minimal intervention. Interactions with these clients should
be made as efficient as possible through the use of low-cost, self-serve tools (e.g., online
resources) to allow staff to focus on more intensive cases.
Recommendation 9-1: Focus the efforts of Employment Ontario on clients who need complex
interventions. Streamline clients requiring modest intervention to low-cost, self-serve
resources as efficiently as possible.
Streamline Training and Employment Supports across Government
While Ontario has begun integrating employment and training services in recent years, the fact
that so many ministries are still in this line of business highlights that opportunities exist to do
more. Particular consideration should be given to the provision of employment services for
social assistance recipients and new immigrants. Examples of these services include job
search supports, work experience programs, skills training, supports for self-employment, and
the screening and matching of participants to employers. Integrating these types of programs
with EO would result in gains in administrative efficiency, improved client access to services,
clearer jurisdictional alignment and reduced program costs.
Challenges are associated with pursuing further integration. First, EO is still in its relative
infancy and so integrating additional employment and training initiatives all at once may not be
feasible. Second, while it is beneficial in other ways, integrating the employment and training
component of locally delivered programs like OW presents its own hurdles. Careful
sequencing will be necessary to integrate these and other employment and training
expediently but without diminishing service quality during the transition.
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