Recommendations for phase 3

Dylan’s
• Improve tech to support digital literacy: ensure wifi is available; secure laptops or tablets for
participants
• Consider subsidizing public transportation costs for participants
• Improve outreach with business partners (strategize with green corps team?)
• Diversity even further: reach more rural and indigenous youth

Cathy’s
• Provide tablets or laptops at workshop to enhance digital skills
• Establish multiple modules: Level 1 (B.Y.E. Intro), Level 2 (B.Y.E. Advanced) and Level 3 (B.Y.E.
Expert)
o Level 1 - Intro
1. Economic Basics
2. Types of Businesses
3. Resumes and Cover Letters
4. Time Management
5. Finances
6. An overview of a business plan
o Level 2 - Advanced (for those looking to build on their knowledge base)
1. Using spreadsheets
2. Word processing
3. Basic accounting
4. Marketing (how to attract clients)
5. Basic website design
6. Research and preparation (business licenses, regulations etc.)
7. Intro to business planning
o Level 3 - Expert (for those ready to develop a business plan) – run by RBC staff?
1. Overview, executive summary
2. Financial planning (basic balance sheet, income statement, importance of cash
flow; links to grants for entrepreneurs in Canada, how to apply for a loan etc.,
payment schedules)
3. Human Resources (staffing)
4. Operational Plan (day-to-day running of business)
5. Marketing plan (improve existing plan from Level 2 workshop)
• Consider starting a series of Level 1 workshops on Digital Literacy only
o Word Processing, Spreadsheets, Website creation, Presentation skills, Database
management skills (this would require a set of chrome books/laptops) to prepare
participant for workplace-required basics
• Brand the whole program and showcase them to other organisations (sell or share the model)
 o Submit a proposal to get a Global Best Award 2020 with the International Education and
Business Partnership Network (IEBPN.net) to showcase efforts at a Global level.
Winning a GBA would be a win-win situation for all involved.
o present the toolkit at various conferences to showcase the metrics of the BYE program
and to inspire others to follow the model already in progress
o Merchandise: get t-shirts/pens/other with B.Y.E. logo for each participant who
successfully completes a Level 3 workshop
o “Powering Creative Futures” series: create promo videos from past participants
o B.Y.E Webpage needs to be more dynamic on UNAC site: will attract more sponsors or
make sponsors more likely to share the link on their homepages.
• Every workshop/topic with live links would need annual updating to ensure all material is
current and up-to-date and that all links included work and are of value

Nick’s
Phase 3 of the Building Young Entrepreneurs programme surpassed participation targets and has
provided hugely beneficial support for dozens of vulnerable youth in four Canadian cities. Applying a
rare and highly tailored approach to youth support, it has connected youth to tools, skills and
experience which will serve to launch their careers.

Expand depth and reach of programme in existing cities – If donors can be found to support the
expansion of the programme, then UNA Canada should build on the networks it has built in these four
Canadian cities to perfect its programme approaches and deliver the same career support opportunities
to more vulnerable youth.

• Consider adding additional training modules – building on the success of existing trainings, and
in response to participant requests, UNA Canada should examine the possibility of offering
additional training levels or modules for participants who require them.
• Lengthen workshop/training periods – instead of condensing all training inputs into one
weekend, expand over a few more days.
• Lengthen period of support for participants – Recurring feedback from participants and RCs was
a sense that the programme is too short to deliver on the full promise of tailored and individual
career support. Consider expanding period of follow-up and support for participants beyond
present 6-months.
• Create an Alumni Network – Another potential benefit of deepening engagement in existing
cities is the prospect of engaging programme alumni. From networking events to mentorships
or even help securing job placements UNA Canada should examine steps to capitalize on the
support of past Building Young Entrepreneurs programme participants.
• Emphasize host organization recruitment, support and recognition – RCs often suggested they
were not well equipped to convince businesses or organizations to take on youth placements.
Develop means to limit business perception of risk and to encourage and celebrate
participation.

At the core of all findings in this Review is the need to deepen investments in programme capacity to
fully realize the potential of this programme and to limit risks that the programme is exposed to. UNA
Canada should resist the temptation to expand this programme too quickly and instead ensure it is
building over the strong foundations of these last three years to apply lessons learned, formalize data
capture and performance monitoring and maximize the benefits to programme participants.
Maleeha’s Research
Re: engaging francophone communities
There is a growing number of French speaking immigrants in Ottawa and specifically the Vanier-South
neighborhood (Statistics Canada 2014)

The arrival Africa and Middle Eastern Francophone immigrants in Vanier and surrounding areas has increased the
need for French services. The availability of these resources is very low (at 0.1%, 2011 Census National Household
Survey).

Data indicates that the Vanier neighbourhood has a high number of immigrants (25.7%), lone-parent families
(28.8%) and unemployment (5.7%) (United Way Population Data Map, 2015).

Some stats just to say that it could be worthwhile looking at BYE French language programming in Ontario, as well
as Quebec (I suspect Ottawa specifically – 44% of populations speaks English and French in Ottawa)

http://www12.statcan.gc.ca/census-recensement/2011/dp-pd/vc-
rv/index.cfm?Lang=ENG&VIEW=D&GEOCODE=505&TOPIC_ID=4

In 2016, immigrants represented a larger proportion of the French speaking population in Canada outside Quebec
than in previous censuses. Specifically, this proportion rose from 9.9% in 2006 to 12.8% in 2016, an increase of 2.9
percentage points. An increase of 2.4 percentage points was also observed for the French FOLS population in
Quebec.

https://www12.statcan.gc.ca/census-recensement/2016/as-sa/98-200-x/2016017/98-200-x2016017-eng.cfm

Of the approximately 700,000 Francophone immigrants (including those with both French and English as an official
language, that is, persons have French and English as their FOLS) living in Canada at the time of the 2006 Census,
more than 550,000 or 80% reside in Quebec. The rest, 137,000 immigrants or 20% of the Canadian total, are
distributed among the nine other provinces and the three territories, including a large proportion in Ontario (table
1.1).

https://www.statcan.gc.ca/pub/89-641-x/2010001/chap1-eng.htm

Re: employability skills

Research conducted by Harvard University, the Carnegie Foundation and the Stanford Research Institute found
that “Technical skills and knowledge account for 15 percent of the reason you get a job, keep a job, advance in a
job. 85 percent of our job success is connected to your people skills.” In other words, soft skills enable you to gain
a competitive advantage in a job market where standing out is key.

Bank of Canada Governor Stephen Poloz identified an apparent paradox in the Canadian economy: unemployment
among youth workers (15-24) is nearly 11 percent and the participation rate is nearly 5 percentage points below
prerecession levels. Counterintuitively, the Canadian economy has added more than 440 000 jobs in the past 12
months. Reason for the discrepancy- youth are staying in secondary education for longer periods than ever. While
this is good news for the long term (youth will be well prepared for a highly skilled workforce in their later prime
working age), in the short term, vacancies present a challenge to employment growth. To quote Poloz: “The
economy is reaching a stage where efficient job matching and increased work-force engagement will be our main
means of building economic capacity”. Building Young Entrepreneurs targets these pressing, short term
deficiencies in a way that the education system cannot.

Re: Barriers and Challenges

• Canada 2020 paper on “unemployed and underemployed youth” http://canada2020.ca/wp-
content/uploads/2014/11/2014_Canada2020_PaperSeries_EN_Issue-04_FINAL.pdf
 • Keeping vulnerable youth out of the “prison pipeline”
• CSC Report, ‘Ethnocultural Minorities and the Canadian Correctional Syste’, Dr. Emerson Douyon
• Summary of article, ‘Race, Crime and Criminall Justice in Canada’
o Jail: “The extent to which blacks and Aboriginals are over represented in Canadian
correctional institutions is similar to that of African Americans in the United States”. Blacks
are over represented in federal prisons by more than 300% vs their population, while for
Aboriginals the over representation is nearly 500%. The same disparities exist in provincial
jails. In Nova Scotia Blacks are 2% of the population but 14% of the jail population. In
Manitoba Aboriginals are 16% of the population but 70% of the jail population. In Alberta
the numbers for Aboriginals are 6% and 39%. Moreover, these imbalances are getting
worse, not better.
o Article

Young people lack workplace skills, firms say in survey

• 50% of young people does not have basic skills such as communication
• “The British Chambers of Commerce survey of 3000 firms found nine out of ten thought school leavers
were not ready for employment and same with graduates”
• “Firms need young people that are resilient, good communicators and understand how to work as part of
a team”

https://www.bbc.com/news/business-29454002

Unemployment rate

On May 2018 11.1% of Canadian youth are unemployed

https://tradingeconomics.com/canada/youth-unemployment-rate

Expert Panel on Youth Employment

• The change of technology and globalization has created many employment challenges for youth,
indigenous people, new immigrants, and young people living in poverty, young people with disabilities,
youth who face barriers to personal, social and economic success
• “A tangled web of well-intentioned youth employment programs and services often adds confusion. Some
employers who face economic uncertainty—both for-profit and non-profit—are wary of hiring and
investing in “kids” who may not work out”.
• Educational institutions are not preparing youth well for jobs
• “New and emerging technologies, demographic change and globalization are profoundly changing the
way work gets done, and what the jobs of the future will require of our youngest workers”
• There is a greater emphasis on soft skills such as problem solving, communication, interpersonal skills,
and critical thinking and that is because due to the shift from manufacturing to service and knowledge
economies
• The educational institutions are struggling to keep up to date and to educate the students about the
valuable skills and students feel like they are behind or unprepared for the job market when they
graduate
• “the Government of Canada’s Youth Employment Strategy (YES), which assists young people between the
ages of 15 and 30 to gain the information, skills and work experience they need to secure a meaningful,
sustainable source of income”
• All the stakeholders who help youth in gaining employment must help them overcome barriers that
comes in their way when finding employment
 • “Small and medium-sized enterprises play an especially important role by offering local and early work
experience for youth”

https://www.canada.ca/en/employment-social-development/corporate/youth-expert-panel/report-modern-
strategies-youth-employment.html

The problem of youth unemployment: predicting the changing future of work

• “Canada is not producing enough skilled graduates to sustain and enhance the country's economic and
social well-being or its innovation capacity. It will take broad co-ordination and collaboration among
public and private sector stakeholders to enable our education and skills sectors to prepare learners and
workers for the future of work”.
• “we do need broad co-ordination and collaboration between our education and skills sectors and the
governments that support them to understand the future of work, close the experience gap for youth,
including marginalized and vulnerable youth and remove the barriers to transitioning from school to
work”.

https://www.theglobeandmail.com/report-on-business/rob-commentary/the-problem-of-youth-
unemployment-predicting-the-changing-future-of-work/article36683385/

5 things your business must have to succeed

• Five factors that can help you succeed in your business:

• Genuine Need: discover a need and verify it through firsthand observation
• Credible experience: know the problems, services and how to solve problems, experience, and credibility.
Have the skills and experience to build the business
• Adequate Resources: determine what your new venture requires, then go out and find the resources you
need to get started
• Buying customers: buy customers and selling products or services prior to launch of the business is a great
idea
• Sound Business Model: Have a business model that includes sources of revenue, pricing, costs of goods
sold, gross margin

https://www.entrepreneur.com/article/272598

Levelling Up: The Quest for Digital Literacy

• “There has been an exciting growth of programs across Canada supporting the development of digital
literacy at all ages, both within the formal educational system and delivered by non- and for-profit actors
working alongside and in partnership with schools, colleges, and universities. However, the landscape of
opportunities for learning digital skills remains fragmented and difficult for some learners to navigate.
Many people in Canada are at risk of falling through the cracks, uncertain of the skills they are missing,
how to develop them, and how to make sure they are not left behind”.
• “Barriers to entry and career progression are contributing to a lack of diversity in many professions that
require digital skills. While leaders from the public, non-profit, and private sectors alike recognize the
need to invest in digital skills development, there remains a need for analysis around what is being taught
and where, what the gaps are, and where there may be a need for new approaches”

Yukon digital literacy framework:

• “Developed by technology leaders from Yukon schools and consultants from the Yukon Department of
Education, the Yukon Education Digital Literacy Framework is a set of guidelines to help teachers address
 digital literacy with their students, grounded in technology as a tool for inquiry and engagement, and
providing suggested competencies for each grade”

http://brookfieldinstitute.ca/wp-content/uploads/2018/06/Level-Up-report-FINAL-online.pdf

A strategic framework for youth leadership and innovation in Canada

• “the current federal government’s creation of a new Parliamentary body for youth issues, as well as a
campaign promise of $1.3 billion for youth development, signals that there is a recognition of the need to
support and engage the country’s youth in a meaningful and sustained way”.
• Youth Leadership and Innovation:
o “NYLIS is a platform that convenes Canada’s top innovative employers, youth leaders, and youth
organizations to redefine, shape and increase the impact of youth leadership in Canada”.
o “We [i.e. Canada] are losing significant talent and income potential for this country by not taking
care of its startups… We have great young talent in this country, lots of smart people who work
hard and are very passionate, and we really don’t care about them as much” (Lindzon, 2014).
o youth in Canada; the private sector; the non-profit sector (including hospitals and post-secondary
institutions); and government (all levels, including government agencies).
▪ These stakeholders should work with the Canadian youth to facilitate innovation,
collaboration, and connection, which will be an important part in “advancing youth
leadership and innovation in the ever-changing Canadian landscape”
• “Youth in Canada today are in a somewhat contradictory position: they are inheriting difficult societal
issues (e.g. precarious employment and growing debt; diminishing access to higher education; increasing
environmental unsustainability), while also having access to sophisticated technologies and forms of
digital communication that are revolutionizing the world”

Private Sector:

• “private sector organizations can better engage Canada’s youth leaders and innovators, then their overall
capacity and longevity will be strengthened”.

Non-profit sector:

• It is considered a stakeholder because “of the pressing need to find ways of encouraging youth
participation and engagement in it. If the sector commits to recognizing, learning from, and / or adapting
to the ideas and abilities of Canada’s young leaders and innovators, it will significantly contribute to the
overall sustainability of the services all Canadians rely on”
• See table on page 21 (common barriers and opportunities experiences by youth)
• See table on page 23-25

From UN DESA’s ‘Advancing Youth Skills for Sustainability and Innovation”

https://www.un.org/development/desa/undesavoice/more-from-undesa/2018/07#41002

Today there are 1.2 billion people aged 15-24 in the world, and these young people are arguably part of the
most educated and innovative generation that has ever existed. Many youth are growing up in a more
connected world, with instant access to information and technology. To the extent possible, young people
are leveraging the potential of technological advancements for innovative environment, economic, and social
development. It was against this backdrop that the UN General Assembly in December 2014 declared 15 July
as World Youth Skills Day.

The 4th Industrial Revolution, characterized by advancements in technology including Artificial Intelligence
(AI), big data and machine learning has greatly changed the nature of work. The World Programme of Action
 on Youth (WPAY), highlighted information and communications technology as a priority area for youth
development, and since its adoption, there is a higher demand for digital and soft skills. However, the lack of
skills coupled with skills erosion and mismatch have become the norm for today’s youth who are entering the
global workforce.

The current generation of youth are exploring their own interests with more flexibility and innovation in
pursuit of finding more sustainable and innovative ways to contribute to a sustainable future. Youth are
increasingly adopting social entrepreneurship and social enterprises to address different challenges from
climate change, food security, green jobs, education etc. potentially contributing to the goals and targets of
the 2030 Agenda for Sustainable Development. However, there is need for greater support to advance and
invest in youth skills in both the formal and informal sectors to promote sustainability, innovation and
economic security especially for those transitioning from school to work.

“Opportunity knocks for youth as unemployment expected to stay at record lows: Don Pittis

https://www.cbc.ca/news/business/youth-employment-jobs-1.4731868

But, of course, not all young unemployed people have an equal chance at finding a job, says Gordon Betcherman, a
youth employment expert who has recently been advising the governments of Greece and Malaysia.

young people tend to start out in low-wage job sectors like retail and fast food.

"Those are really big turnover industries, and classically, employers have been reluctant to train because they're
worried about losing their investment," he says.

Young people are in a period experts call "transition to work."

That's the process of rattling around through part-time and casual jobs before finding a niche in steady
employment or a career. And there is evidence the transition period is getting longer.

according to Tim Lang, director of Youth Employment Services (YES), a Toronto charity that specializes in helping
sometimes troubled young people find work, a low unemployment rate is an opportunity to bring young
workers and worker-hungry employers together.

Lang says YES has a 90 per cent placement rate performing that intermediary role. A big obstacle, he says, is
that young people just haven't learned the skills for finding work.

"They just don't know what they don't know," he says.

But the other side of the coin is the employers, especially at smaller firms, who just want part-time workers with
ready-made job skills.

YES drives a hard bargain, only placing its young clients in full-time jobs, Lang says. Seventy-five per cent of
those clients are people with what he describes as "barriers to employment," from poor education, to mental
illnesses, to trouble with the law, to simply being recent immigrants.

From the point of view of the employees, companies that make a special effort can inspire loyalty.

Programs Similar to BYE

YouthJobs Canada:

• Helps youth between the ages of 15-24

• “To bridge the divide in Canada between Youth ages 15-24 and Employers by helping provide the building
blocks for Youth of all diversity, including vulnerable Youth, with an innovative, integrated and singular
platform offering graduating options to building long term relationships with Employers”
• Provide skills that prepare youth for the jobs and to improve and lower the unemployment rate in Canada
• Employers partners work with vulnerable youth

Youth Employment Strategy:

(Federal fund to support youth employment)

• Government of Canada committed to help young people, particulate those who faces barriers to
employment
• Comprised of three program streams offered by Service Canada
o Skills Link: Government of Canada provides funding to employers and organizations to help
youth that are facing hardships in gaining employment. Provides with skills and knowledge
need to participate in the current and future labour market
o Career Focus: “provides funding for employers and organizations to design and deliver a
range of activities that enable youth make more informed career decisions, develop their
skills and benefit from work experiences”
o Canada Summer Jobs: “provides funding to help employers create summer job
opportunities for students”

Get Youth Working:

BC wage subsidy programme

• “The Program offers BC employers a Wage Subsidy as an incentive to hire you and gain on the
job experience you need to excel”.
• Helps unemployed or underemployed (15-29 years of age)
• There is an eligibility criteria which includes:
o Accepted as an eligible participant into the program by Bowman employment Services
o Resident of BC
o Not a participant in another provincially or federally funded labor market program
o Not currently receiving employment insurance in the past 36 months or 60 months for a
parental claim
• Does not mention about helping vulnerable youth

Shad

Aimed at high school students

• Helps youth from low-income families

• Its main focus is on vulnerable youth
• “SHAD is an award-winning enrichment and entrepreneurship program and network that empowers
exceptional high school students – at a pivotal point in their education – to recognize their own
capabilities and envision their extraordinary potential as tomorrow’s leaders and change makers”.
• “Each of our SHAD campuses offers an immersive program of lectures, workshops, projects and activities.
Inside and outside the classroom, SHAD builds on the STEAM foundation, introducing participants to a
 multi-disciplinary program that offers exposure to big ideas, unique experiences and often leaves students
with a new understanding of the world”
• Invites speakers such as university professors, business leaders, entrepreneurs and innovators and they
help youth gain confidence and encourage them to find ways to start making a difference
• Extensive peer-to-peer network of leaders and change makers
• Can compete for paid internships

https://www.shad.ca/About.htm

From the research done I can say that BYE is like the programs listed above as they all help young people
(youth) find employment and provide them with the skills and knowledge that can help them with
gaining employment. I believe that this Program was run last years as well, I think that adding last years
success in the proposal (did the youth who participated in the program last year or the year before gain
employment? Did they find it helpful? Was it a huge success?). There are very few programs that focus
on helping vulnerable youth and think that’s what sets this program apart from the rest of the programs
as its focus is helping vulnerable youth gain employment. BYE is helping those who are really struggling
to obtain employment due to circumstances, stage of development and barriers to participation. I
believe that this program is working hard to help vulnerable youth to gain valuable experience and to
make great connections that can help them obtain employment.
Struggles of Businesses in Canada

Stats Canada states that 51% of businesses survive beyond their five years and the rest of them ends up
closing down the business.

• Many of the owners do not write successful business plans, which are very important that
outlines the business goals and how the business will attain them. Without a plan you will not a
get a funding or a loan
• Small businesses find it hard to attract and retain customers because they do not have large
marketing budgets like the large companies. Owners have to come up with ways on how they
can attract customers such as through social media, email, online marketing if you have a small
budget
• 83% of Canadian small businesses face a serious financial literacy skills gap

https://smallbusinessbc.ca/article/top-5-challenges-new-small-businesses-face/

Growth Challenges of Small and Medium-Sized Business (SMEs)

• Attracting customer and increasing revenue: face pressure to access new customers and
steadily increase performance
• Maintaining profitability: reporting profit on a consistent basis is a challenge for almost 44.7%
for small and medium-sized businesses
• Recruiting and retaining high-quality employees: almost 26.6% of Canadian SMEs are struggling
to find talented and qualified employees who can help them take the business further
• Developing new innovative products: difficult to innovate continuously when research and
development budget are tight. 21% of SMEs find it hard to develop new products or services
• Financing company expansion: small businesses does not have a big budget to invest on new
technology which becomes a struggle for most of them when it comes to securing financing for
large projects

Small and Medium-Sized Business should develop growth strategies and to help support these initiatives
it is best to get Canadian government funding which will help in growth and profitability

https://startupheretoronto.com/partners/mentor-works/top-5-canadian-small-business-growth-
challenges/

Barriers Facing Small Businesses in Canada

• Less than quarter of small business owners have a formal succession plan
• Canadian Federation of Independent Business (CFIB) report from 2012 states that informal
succession plan exist in only 40% of Canadian small businesses
• Privately owned businesses do not know the value of their business

https://www.theglobeandmail.com/report-on-business/small-business/sb-growth/six-big-challenges-
facing-small-businesses-in-canada/article21437327/

Business Success Story in Canada

Moonstone Creation - Inglewood, Calgary

 • Created in June 2009 and was owned and operated by Yvonne Jobin, Indigenous artisan
• Show Cases over 50 Indigenous artists across Western Canada
• Challenges:
o not enough money in the first year of business
o advertisement
• Business Link Service Centre provided solutions to their bookkeeping and taxation challenges
which was very helpful
• Tips for starting a business
o Use social media, hashtags and advertise as much as possible
o Always be available and answer questions
o Stay true and authentic to your vision, work and product

https://canadabusiness.ca/success-stories/

This website includes the success business stories and the owners give some background on how they
achieved the success of their business.
Draft Proposal – June 2018
Online Application
Sarah.kambites@unac.org

UNAC2018

Update and attach

• Infographic or two-pager w/ photos
• Final report
• M&E Report (including some examples of forms and templates)
• Logic Model
• Reports from regional coordinators + participants

Program Details
*new questions
Anticipated start date: September 2018
Anticipated end date: August 2020

1. *In this program we will deliver (choose all that apply)

Program Targets RBC’s definitions

Practical Work Experience
Career Development/Network
Support
Skills Development Support
Paid and/or education-related employment experiences
to gain work-relevant skills in places of work
Educational training, tools and resources that support
young people in understanding an navigating the labour
market
The skills, knowledge and expertise young people must
master to succeed in work and life; it is a blend of
content knowledge, specific skills, expertise and
literacies.

RBC defines Youth as persons aged 15-29 who are transitioning through secondary, post-
secondary or other education and training, into employment or entrepreneurship, or early-in-
career.

2. Please enter the number of youth beneficiaries you are intending to directly impact
through this program/project over the time period identified*

80 per year x 2 years = 160 direct beneficiaries

 3. Executive Summary: Briefly describe your program/project and how RBC's support will
be used for this project/program (150 words)

Building Young Entrepreneurs is a training and mentorship programme that provides vulnerable youth
in Vancouver, Edmonton, Toronto and Halifax with the skills, work experience, and professional
networks to improve their employability and to succeed in the workforce of today and tomorrow. The
programme targets youth aged 18-29 who identify as visible minorities and/or those who are
newcomers to Canada, belong to low-income households, and are un- or underemployed. Component 1
consists of two core workshops, where participants meet with and learn from experts and community
leaders about hard and soft skills for the workplace. Component 2 offers work-integrated learning
experience through job shadowing and wage-matched work placements. Component 3 supports
participants during and after their placements with access to a Professional Development Support Fund
as well as mentorship opportunities, networking events and an Innovation Expo linking them to
employers and employment support services in their community.

Total amount requested (example: input 100,000 if you requesting $25,000 over 4 years). Minimum
should be $10,000.

$2,000,000 (total)

4. Single or multi-year project? List number of years

Multi-year – 2 years

5. Where will the program have an impact?

National-Canada

6. Is this a new program? We are looking for evidence of preliminary or pre-work you’ve
completed to establish that your program is based on a proven pre-existing model, is
likely to be successful, or has been successful thus far. You may include links to
information explained in your answer, or upload documents that support your answer.

What evidence do you have to support the success of the program? Please explain, and
use links or feel free to upload documentation to support your statement. Tell us why
you think the program has been successful (150 words + supporting documents)

Both internal reports and an external review of the programme have demonstrated that participant
feedback is overwhelmingly positive and indicates a strong desire among participants for more
opportunities of this kind, including a longer training period and further opportunities to engage with
peers and community leaders as mentors. Through the programme, over 100 youth have gained access
to training in soft and hard skills, spent time with community role models, built confidence, broadened
their support networks, undertaken job placements and even begun new businesses. They have taken
important steps towards more sustainable employment and have received one-to-one support from
dedicated Regional Coordinators. In its third year, Building Young Entrepreneurs reached approximately
30% more participants than initially projected, creating new possibilities for 79 vulnerable youth in 4
Canadian cities. With one workshop exceeding projected attendance by 200%, there is a clear demand
for the skills training and connections this programme offers.

7. *What are the key milestones and major activities of the program/project related to this
funding request?
See logic model for more!

Milestone Target (Month / Year)

Open call for applications for core project team and 4 contracted September 2018
consultants
Recruit core project team (1 Program Manager, 2 Project Officer(s) and 3 September 2018
Regional Coordinators) and for consultants (business, curriculum, marketing
and design)
Brief and train project team on roles and responsibilities as well as October 2018
techniques for facilitation and working with vulnerable groups
Work with business and curriculum consultants to update and enhance December 2018
workshop materials (multi-level toolkit, facilitation guide, core workshop
agenda, etc.) (October-December 2018)
Work with communications and design consultants to develop a promotions December 2018
strategy and update marketing collateral (including briefing package for
community partners) (November-December 2018)
Review and update participant recruitment strategy November 2018
Collaborate with partners at Statistics Canada to design a research November 2018
framework to support data collection for ‘opportunities report’; update
processes and materials accordingly (e.g. needs assessment framework,
recruitment forms, mid-term and final reports for RCs and employers,
participant feedback forms, M&E tools – surveys, questionnaires, etc.)
Conduct needs assessments in each city (contact past RCs, participants, November 2018
work placement hosts, etc.)
Establish alumni network and engagement strategy to link past participants November 2018
to one another through social media and LinkedIn
Implement promotions strategy; begin participant recruitment November 2018
Identify and share briefing package with community leaders interested in November 2018
serving as workshop subject matter experts and/or employers
Select participants; administer pre-workshop surveys to identify needs and January 2019
expectations
Conduct first of two core workshops in each city; collect and analyze Jan-Feb 2019
feedback (January – February 2019)
Train and send 8 participants + 4 RCs to Active Citizens Youth Innovation March 2019
Summit and CANIMUN for networking with peers and leaders in the public
and private sectors as well as training on global issues and soft skills, such as
public speaking, negotiation and cultural awareness.
Identify and screen potential employers; finalize contracts March 2019
Conduct second core workshop; collect and analyze feedback March 2019
Continuously assess participants’ applications to receive funding through April-July 2019
the Professional Development Support Fund; distribute funds on the basis
of demonstrated need and initiative (April-July 2019)
Match participants with employers for 4-month work placements April-July 2019
Participants matched with different employers for 1-3 days of job April-July 2019
shadowing during their work placement, exposing them to different
employment settings (April-July 2019)
Conduct 3 follow-up workshops / networking events per city, including ‘Ask April-July 2019
Me Anything’ events with local leaders and peers, further training sessions,
and/or speed coaching (April – July 2019)
Identify RBC employees to volunteer their time in supporting participants, April 2019
through financial literacy training, career support, etc.
Hold bi-weekly check-ins with POs and RCs via zoom (ongoing) April-July 2019
Engage participants in Active Citizens’ and Canada Green Corps’ ‘Innovation April-July 2019
Teams’ webinars (ongoing)
Distribute and collect monthly reports from RCs, participants and May 2019
employers; RC to meet with employers if necessary
Host 1 innovation expo per city, bringing together participants, employers, July 2019
employment support service providers and other community partners
Conduct 1 focus group per city (as part of innovation expo) July 2019
Process employers’ claims; distribute reimbursement cheques August 2019
Distribute and collect final reports and evaluations from RCs, participants July 2019
and employers
Analyze data from reports, focus groups, employer interviews to produce August 2019
annual ‘Opportunities Report’
Publicize and distribute ‘Opportunities Report’ to project stakeholders and August 2019
general public via UNA-C and partner networks
Renew contracts and/or open call for applications for core project team and September 2019
4 contracted consultants as necessary
Recruit any replacement team members / consultants September 2019
Maintain ongoing contact with alumni through social media networks October 2019
(ongoing)
Work with business and curriculum consultants to update and enhance December 2019
workshop materials (October-December)
Work with communications and design consultants to update promotions December 2019
strategy and marketing collateral as necessary
Review and update participant recruitment strategy as necessary November 2019
Collaborate with partners at Statistics Canada to update the research November 2019
framework to support data collection for ‘opportunities report’; update
processes and materials as necessary
Conduct needs assessments in each city November 2019
Implement promotions strategy; begin participant recruitment November 2019
Identify and share briefing package with community leaders interested in November 2019
serving as workshop subject matter experts and/or employers
Select participants; administer pre-workshop surveys to identify needs and January 2020
expectations
Conduct first of two core workshops in each city; collect and analyze Jan-Feb 2020
feedback (January – February)
Train and send 8 participants + 4 RCs to Active Citizens Youth Innovation March 2020
Summit and CANIMUN for networking with peers and leaders in the public
and private sectors as well as training on global issues and soft skills, such as
public speaking, negotiation and cultural awareness.
Re-engage and/or Identify and screen potential employers; finalize March 2020
contracts
Conduct second core workshop; collect and analyze feedback March 2020
Continuously assess participants’ applications to receive funding through April-July 2020
the Professional Development Support Fund; distribute funds on the basis
of demonstrated need and initiative (April-July)
Match participants with employers for 4-month work placements April-July 2020
Participants matched with different employers for 1-3 days of job April-July 2020
shadowing during their work placement, exposing them to different
employment settings (April-July)
Conduct 3 follow-up workshops / networking events per city (April – July) April-July 2020
Identify and/or re-engage RBC employees to volunteer their time in March 2020
supporting participants, through financial literacy training, career support,
etc.
Distribute and collect monthly reports from RCs, participants and May 2020
employers; RC to meet with employers if necessary (April-July)
Organize national innovation expo in Toronto April 2020
Hold bi-weekly check-ins with POs and RCs via zoom (ongoing) April-July 2020
Engage participants in Active Citizens’ and Canada Green Corps’ ‘Innovation April-July 2020
Teams’ webinars (ongoing)
Host 1 innovation expo per city, bringing together participants, employers, July 2020
employment support service providers and other community partners
Conduct 1 focus group per city (as part of innovation expo) July 2020
Process employers’ claims; distribute reimbursement cheques August 2020
Distribute and collect final reports and evaluations from RCs, participants July 2019
and employers
Analyze data from reports, focus groups, employer interviews to produce August 2020
annual ‘Opportunities Report’
Publicize and distribute ‘Opportunities Report’ to project stakeholders and August 2020
general public via UNA-C and partner networks

8. Describe how this program addresses the specific needs of the communities you serve
(150 words)
The young people targeted by Building Young Entrepreneurs face multiple barriers to finding and fully
engaging in sustainable employment. They may be educated and motivated but lack the soft skills, work
experience and networking opportunities essential to finding and keeping gainful employment.
Recognizing that the employment challenges faced by Canadian youth are amplified for visible
minorities, newcomers to Canada and those belonging to low-income communities, UNA-Canada has
built upon its expertise in working with these groups to support them in the development of 21 st-
century workplace skills. While technical skills are always in demand, employers are increasingly
searching for candidates with strong interpersonal skills to complement digital literacy. Along with
responding to the growing need for soft skill development, Building Young Entrepreneurs by providing
participants with valuable professional connections, first-hand experience and mentorship, moving
Canada’s most vulnerable youth further along a pathway to meaningful, sustainable employment.

9. If this is a collaboration, describe partners. What key partnerships will you form and/or
have you formed that are critical to the success of your program/project?

Organization
Name of Contact Email Role Status
Name

Statistics Canada Sebastien Sebastien.laroche Monitoring and Confirmed

Larochelle-Cote lle- evaluation support
cote@canada.ca

Toronto Angela Cooke Angela.cooke@to Funder & youth Confirmed

Community rontohousing.ca mobilization; venue
Housing

Vancouver Kevin McCourt – Kevin.mccort@va Funder Confirmed

Foundation President & CEO ncouverfoundati
on.ca

Federation of Dahabo Ahmed d.ahamed@scfso Community partner Confirmed

Black Canadians Omer ttawa.org – youth outreach

Town of Ajax Jay Sahak – Jai.sagaj@ajax.ca Community Confirmed

Coordinator partner, youth
Diversity & outreach
Community
Engagement

Jays Care Jules Porter – Jules.Porter@blu Youth recruitment; Pending

Foundation Director Programs ejays.com in-kind space

National Natasha Hiltz- NHiltz- Aboriginal youth Confirmed

Association of Commanda, commanda@nafc recruitment
Friendship Centres Project Officer .ca
 10. Is this program available to the general population or are you targeting only a specific
demographic? Please select General Population, or at least one and not more than three
of the other demographic categories
• Specifically for people who are from visible minority groups
• Specifically for people who identify as ‘not in employment, education or training’ prior to
entering your program
• Specifically for people with low or no income

11. *How will the information about this program/project be shared and disseminated?
Describe any existing plans, including traditional and social media, press releases and
general timeframe (100 words)

The project team will work with UNA-Canada’s Development Department to develop (in months 1-2)
and implement (throughout) a communications plan to engage past, present and potential participants
and partners, as well as stakeholders in the public and private sectors. The team will engage the services
of PR specialists to update and appropriately brand marketing collateral (web content, flyers,
infographics, photo/video media, etc.) as well as programme documents (the toolkit, documents, forms,
etc.) to ensure consistent and clear messaging and to engage local media in raising awareness of the
programme and of its events.

12. Describe how you are embedding evaluation into your program. What plans and resources are in
place for evaluating your program and overall success? (Please include reference to outcomes
and/or metrics that you are targeting. Note: if you do not have sufficient evaluation resources in
place, you are permitted to use up to 20% of RBC funding towards evaluation.)

In 2017/18, with the support of an external consultant, UNA-Canada formed a working group to develop
a Monitoring and Evaluation (M&E) framework, which connects programme objectives to progress
indicators through a performance measurement system for collecting and analyzing data, sharing results
and driving institutional learning. UNA-Canada has developed forms for participants, business partners
and Regional Coordinators to complete prior to, during and after the programme to capture and report
data in real time. These reporting tools are key to measuring not just the outputs but the overall impact
of the programme by tracking targets and measuring progress to inform the successful delivery of the
programme. UNA-Canada has partnered with Statistics Canada to build a research plan into this M&E
framework, in order to publish an annual ‘Opportunities Report’ on employment barriers and
opportunities from the perspective of vulnerable youth, support networks, as well as their (prospective)
employers.

13. *Is this program/project is led/informed by young people and their perspectives?
Explain why and how, or why not (100 words)

Young people are closely involved in the design and delivery of this programme. Building upon decades
of youth-focused programming, UNA-Canada has strong partnerships with youth-serving community
organizations in target cities and works with them and their beneficiaries to ensure that the programme
is informed by their experiences and perspectives. Project Officers and Regional Coordinators are
themselves youth, bringing years of experience from diverse backgrounds (some as past participants) to
deliver a programme that is sensitive to participants’ unique needs and goals. Consistent with UNA-
Canada’s Monitoring and Evaluation framework, participant feedback is collected through multiple
channels and integrated into programme design.

14. *What credentials or expertise does your team have, and what resources are at your
disposal? (150 words)

UNA-Canada has a proven track record of recruiting skilled and experienced staff who deliver projects
effectively, efficiently and with sensitivity to beneficiaries’ needs. Building Young Entrepreneurs is
overseen by a diverse team of project officers and regional coordinators and is managed by Sarah
Kambites, UNA-Canada’s Senior Director of Programmes and Innovation. Responsible for diversity
education initiatives at UNA-Canada, Sarah holds a PhD in Administration and Policy Studies in Education
from McGill University. For the past 16 years, Sarah has successfully delivered youth engagement
projects and managed community partnerships at UNA-Canada, leading to an inclusive, sustainable
diversity education and anti-racism initiative, the largest of its kind supported by the Government of
Canada, together with provincial, community and private sector partners. Leveraging a national network
of over 20 volunteer Branches, UNA-Canada engages minority groups in communities across the country
and offers opportunities that promote their full and equal participation in society.

15. *How has your organization ensured efforts are not duplicated by similar organizations,
or how you have built on successes achieved by other organizations? (100 words)

As a founding member of the National Youth Serving Alliance (NYSA), UNA-Canada collaborates with a
cross-section of like-minded organizations to engage youth. For the Building Young Entrepreneurs, UNA-
Canada invites subject-matter experts from relevant organizations to deliver workshop sessions to youth
participants, building on their lessons learned and promising practices in specific skills area. This
knowledge cross-fertilization among organizations has assisted UNA-Canada to address a range of
employment barriers and tailor activities to meet the specific needs of the most vulnerable. Bridging
participants to peer and professional support networks at multiple stages of their journey has paved
way to sustainable employment.

16. Provide additional details that may be useful in decision making (400 words)

Feedback from participants, RCs, partners and external evaluators describes an innovative programme
that delivers marketable skills and meaningful connections, both professional and personal. Participants
have described workshops as ‘engaging’, ‘inspiring’ and providing the push they needed to turn their
business or career goals into reality. The third year of implementation developed and enhanced a
number of programme outputs and processes: the team collaborated with a curriculum specialist to
develop and test a new toolkit and worked with a consultant to develop a Monitoring and Evaluation
Framework. UNA-Canada looks forward to building on these successes to introduce programme
elements that strengthen existing practices and deepen the programme’s impact in the cities where it
has already established a trusted presence. Enhancements include:
1. Reaching a more diverse audience and ensure inclusivity
- Develop a comprehensive marketing/communications strategy to appropriately target and
attract more diverse participants
- Provide training and guidance to workshop facilitators and mentors on techniques to ensure
all backgrounds and cultural differences are welcomed, respected and celebrated

2. Enhancing workshop content and delivery

- Work with business experts, including RBC employees, to develop a graduated training
toolkit to engage participants throughout their learning journey
- Increase stipend for guest speakers to mobilize and engage more experts from diverse
backgrounds
- Ensure RCs’ compensation is commensurate to their growing responsibilities to attract the
highest caliber of diverse candidates and ensure maximum engagement

3. Enhancing work-integrated learning experiences

- Update promotional materials and marketing strategy to attract a wider range of subject
matter experts, employers and industry partners
- Double the length of work placements from 6 to 12-weeks
- Reduce barriers to participation by introducing wage-matching
- Offer 2-3 days of job shadowing at participants’ ‘dream’ workplace

4. Offering more professional development opportunities

- Engage RBC associates and staff as volunteers to provide peer support and/or mentorship to
participants
- Offer 3 follow-up workshops for further training and professional development
- Offer 1 community networking expo per city to convene participants, local service providers
and employers
- Offer 8 participants the opportunity to attend the Active Citizens Youth Innovation Summit
and CANIMUN conference
- Provide a Professional Development Support Fund to support participants’ growth
- Increase participant engagement by strengthening the programme’s alumni network

5. Collaborating with Statistics Canada to collect, analyze and publish quantitative and qualitative data
on the challenges and opportunities faced by vulnerable youth, employers and support service
providers.

17. How will RBC’s support be acknowledged if a donation is received? (100 words)

The RBC logo will be featured prominently on all programme materials (toolkit activities, templates,
forms), promotional collateral (ads, posters, infographics) and web content (websites, visual media), all
of which will be redesigned to appeal to diverse, targeted audiences, from potential participants to
subject matter experts and partners. Media releases will be issued to engage local media in targeted
cities, notifying stakeholders of programme events such as the Innovation Expos, which will serve as
platforms for RBC to connect with participants, local associates and partners. As in past years, RBC staff
will be invited to address audiences at related UNA-Canada events.
Program Financials

Program costs – project costs + salaries (which are direct salaries)

Admin – Admin

Evaluation – M&E

Other costs – capital

Revenue

RBC - $2,000,000

Private sector – $933,600 (don’t need to provide breakdown but in your proposal indicated TCHC, British
council, host/employers)

Others - $66,400 (unac) Please let them know that this will be cash and in-kind.
RBC - budget BYE - EMK

1. Upload detailed budget spreadsheet

2. How will the requested funds from a RBC grant be used? (150 words)
The budget information should be based on one year of operation during your project's cycle. Successful
applications share the following characteristics:
- RBC funding requested falls between 0-50% of the total project cost
- Administrative expenses are approximately 15% of the RBC funding requested
- Operating expenses are approximately 20% of RBC funding requested
- Impact reporting costs are approximately 20% of RBC funding requested

The funds requested from this RBC grant will be used to support project delivery and the achievement o
the milestones outlined in this proposal. Through a series of activities designed to increase knowledge
and skills for finding and securing employment, improve access to work experience, mentorship and
professional networks, as well as strengthen and bridge participants to cross-sector employment
support, Building Young Entrepreneurs is working to reduce barriers to sustainable employment for
vulnerable youth (aged 18-29) in Canada. RBC’s support will be used to support project planning,
coordination, and management, as well as administration, impact reporting and the implementation of
key project activities in four cities nationwide, such as running core workshops and follow-up sessions,
offering work-integrated learning opportunities (job shadowing and wage-matched work placements)
and ongoing support through mentorship and access to professional development opportunities, such
as networking events, conferences and further training.

3. List of project funders, including private and public sector funding (150 words)

Toronto Community Housing Corporation has been a longstanding partner of UNA-Canada’s

Canadian Heritage Sylvie Lalut - Program Officer - Pending

sylvie.lalut@canada. Funder
ca

The Counselling Sandra sandra@counselli Community Pending

Foundation of Cruickshanks, ng.net partner – youth
Canada Interim President outreach
& CEO

Toronto Angela Cooke Angela.cooke@tor Funder & youth Confirmed

Community ontohousing.ca mobilization;
Housing venue

Vancouver Kevin McCourt – Kevin.mccort@van Funder Confirmed

Foundation President & CEO couverfoundation.
 ca

Impact Measures

Instructions
You will be required to track the below metrics over the course of this program/project. Please provide
the Goal and Baseline values for each metric. If the indicator is not applicable to your program/project
please put 0. If your application is successful, you will be required to input the results of these metrics in
the Year End Report.

• Goal: What program/project aims to achieve.

• Baseline: A minimum or starting point used for comparison. For brand new programs, the
baseline is likely 0. For ongoing or expanded programs, the baseline is your current
output/impact.
• Results: What the program/project achieved.

For more information on impact measurement, please refer to the Future Launch Evaluation Guidebook
in the Additional Resources section. We understand the cost associated with the capture of this
information and, as such, we have indicated up to 20% of your project costs can be directed to reporting
on the impact of this project (see Project Financials for details).

*Metrics (baseline and goal quantities + description)

Number of youth, aged
15-29, participating
directly in the
program/project.
Number of paid jobs
created (full or part-time)
as a direct result of this
program/project.
Baseline Description Goal Description
79 Number of youth 80 Total number of youth
participants in year three participants (20 per city)
of implementation
0 In previous years, work 80 Number of 12-week full or
placements were non- part-time paid work
remunerated placements secured

Number of volunteers 4 One volunteer member 12 4 UNA-Canada branch

participating directly in
this program/project.
Number of volunteer
hours invested directly in
this program/project.
of UNA-Canada’s
regional branches was
engaged per city
0 All community partners 120
(SMEs, mentors, etc.)
were provided with an
honorarium for their
members plus 2 RBC
employees per city (8 total)
will be engaged as volunteer
subject matter experts
(SMEs) and/or peer or expert
mentors
15 hours per volunteer per
year
 participation

Number of new cross- 36 Number of host 120 2 SMEs/local leaders

sector partnerships
formed as a direct result
of this program/project
employers (20) and
subject matter experts
(SMEs)/local leaders (16)
engaged in third year of
implementation
engaged per core workshop
+ 1 follow-up workshop (3
total) + 10 per innovation
expo + 15 host employers /
shadowees per city

Program Targets
Recipients must complete the relevant program targets for the 1 to 3 solutions you indicated your
program/project will deliver

Skills development
Total number of participants currently receiving skills training: 79

Total number of participants who will receive skills training: 80

Career development / network support

Total number of participants currently receiving career development/network support: 79

Total number of participants who will receive network support: 80

Practical Work Experience

Total number of participants currently provided practical work experience: 60

Total number of participants who will be provided practical work experience: 80