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K. Evans: You know, we actually have developed kind of a modern-day miracle. it's called the aboriginal ad- visory council, and around that table are folks that don't normally sit at the same table.

[1100] What i think we've been successful at doing is having some of the organizations rise above their own organ- ization's agenda or justifying their own organization's existence — which unfortunately is a problem that tends to plague what some have referred to as the aboriginal training industry — to take a look at overall outcomes. We're starting to see the results of that.

  • ree years ago, i believe, 4 percent of the industry

training participation was aboriginal. today's it's 6 per- cent, give or take a decimal point. at's not the exact number. So we are seeing results in British columbia, and i know that my colleagues in other jurisdictions are looking at what we're doing in British columbia because we saw that there was a pathway to aboriginal training that was littered with failure. a lot of money had gone down that road, and not a lot had come out the other end with respect to outcomes.

We said that we are not going to take that road. We are going to take a look at what works and dissect what works and implement that on a broader scale. But i think the success of the aboriginal initiative is going to, at the end of the day, still depend on the willingness and the ability of employers to open their doors to aboriginal British columbians. to do that, we need to build a per- suasive business case, and that's what we're doing.

b. Ralston (Chair): anks very much. Vicki was next.

V. Huntington: i have two or three issues i'd like to bring up. first, did i understand that it is only now in the year 2010 that we're developing a comprehensive labour market analysis capacity, either within your or- ganization or within the government?

K. Evans: e ministry has developed a labour market forecast scenario that is leading edge. it is borrowed from, i believe, Saskatchewan or another jurisdiction that has done this. ere are only, i believe, two or three jurisdictions in this country that actually have this tool.

We have had, Vicki, a number of specic sectors that have had pretty sophisticated labour market informa- tion ability — the construction sector, for one, from the construction Sector council. But the fact of the matter is that what we have today we have never had before, which is the ability, as i mentioned, for all of those occu- pations at a granular level down to the trades in the seven regional economic districts in British columbia….

i was up in fort St. John yesterday sharing some of this information in the northeast. it is fundamental to

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them being able to do their workforce planning, and they're delighted now to have it.

V. Huntington: Just on that, if we have ministries re- sponsible for the overview of economic development within the province, and you're telling us that only now are ministries becoming capable of forecasting the eco- nomic needs of the province in terms of labour and labour market training…. i don't understand. What are ministries doing if they haven't had the capacity to underpin all of their economic development work with facts and gures?

K. Evans: Well, of course the labour market supply information and demand information is one compon- ent of data that's used to do economic development planning. i'm obviously not in a position to comment on where we were ve years ago, but i know that as long as i've been at the ita and working with the ministry, it has been a priority that we develop this expertise and this capability, because it is essential to doing the kind of planning that needs to be done.

V. Huntington: i guess that's my point. it's nice to see it's nally being done, and i'm gratied to hear that. But it just amazes me that we've come this far and didn't have that capacity until just recently.

my second issue goes back to this continual revamping of a training system the dierent institutions, the "let's start over again; if something goes wrong, instead of xing, we'll try a new approach." Your approach, i'm glad to see, is starting to come together, and it sounds viable. hopefully, it will succeed and carry on without major changes again. But what i hear in your discussion is an incredible number of layers of stakeholder organ- izations, participants.

You have…. i'll just run through. You start with the ministry. en there's the ita, the ito, the trades training B.c., your post-secondary leadership commit- tee. ere are the aboriginal advisory councils. ere are the private trainers. ere's the career training industry association. ere are training boards. ere are all the industry boards.

[1105] it seems to me that what you're building is just, sort of, layer upon layer of these organizations. is there any discussion among all of this complexity of labour in- formation about collapsing some of this into a single comprehensive organization that can deliver what's needed to this province, or are you going to end up col- lapsing yet again under the weight of all of this — what's the word? — complexity, i guess?

K. Evans: i think everyone in the industry training system is acutely aware of the price we paid from the dramatic change from itac to the ita. We essentially

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