Concept paper 230312

CAPE Concept Paper Navigator Project for Health Professions 270212
1
IEHP Navigator Project – Talent Integration for Selected Health
Professions
Submitted by:
CAPE Council for Access to Professional Engineering
Suite 850, 36 Toronto Street, Toronto, Ontario M5G 2J9
Tel: 416 955 0563 Fax: 416 360 3838 Email gurmeet@capeinfo.ca Website: www.capeinfo.ca
1. CONTEXT
1.1. Labour Market Issue
At 383,780 persons engaged in health occupations, this sector represents 5.2% of the total labour force in
Ontario.1
Of these 223,981 persons are working in 28 regulated health professions (excluding
physiotherapists for who the numbers are not known)2
. Mario Lapointe et al. (HRSDC 2006)3
predicted
that a number of health occupations would face excess demand and labour market pressures over ten
years from 2006 to 2016. Rural areas were expected to experience the brunt of these pressures due to the
problem of geographic mal-distribution of physicians.4
Consequently, Canada’s immigration policy was
geared towards attracting internationally educated health professionals (IEHPs) to fill these shortages.
Shown below are the CIC immigration targets for health professionals for the period July 1, 2011 to June
30, 2012:
Regulated Health Professional Number of immigrant Applicants 2011/2012
3111 – Specialist Physicians 500 (Cap reached)**
3112 – General Practitioners and Family Physicians 500 (Cap reached)**
3113 – Dentists 500 (Cap reached)**
3131 – Pharmacists 500 (Cap reached)**
3142 – Physiotherapists 238
3152 – Registered Nurses 500 (Cap reached)**
3215 – Medical Radiation Technologists 63
3222 – Dental Hygienists and Dental Therapists 39
3233 – Licensed Practical Nurses 500 (Cap reached)**
On the other hand the difficulties that IEHPs face in accessing rights to practice their professions upon
arrival in Ontario are well documented.5
Thind et al (2007) 6
state in their research comparing the practice
patterns of international medical graduates (IMGs) with those of Canadian medical graduates (CMGs) that
they could find no Canadian literature in this area. Based on analysis of a limited census of family
1 Toronto Region Research Alliance Reports (2010) Labour Force Statistics: Ontario, Canada
2 HealthForceOntario (2008) Health Professions Database
3 Mario Lapointe et al Looking Ahead: A 10-Year Outlook for the Canadian Labour Market (2006-2015), Labour Market and Skills
Forecasting and Analysis Unit, Strategic Policy Research Directorate, HRSDC . October 2006
4
Bruce Minore et al. (2001), a Situational Analysis of Physician Recruitment and Retention in Rural and Northern Canada. Centre for Rural and
Northern Health Research
5 Boyd, Monica & Derrick Thomas (2001), “Match or Mismatch? The Employment of Immigrant Engineers in Canada’s Labor
Force”, Population Research and Policy Review 20(1-2): 107-133.and Erik Girard and Harald Bauder (2005) Barriers Blocking the
Integration of Foreign-Trained Immigrant Professionals: Implications for Smaller Communities in Ontario
6
Amardeep Thind, MD PhD et al (2007) Characteristics and practice patterns of international medical graduates: How different are
they from those of Canadian-trained physicians? Can Fam Physician, Vol. 53, No. 8, August 2007, pp.1330 - 1331 Copyright © 2007
by The College of Family Physicians of Canada

2
physicians in southwestern Ontario to compare the individual and practice characteristics of IMGs and
CMGs in the region, the researchers recommended that policies to increase numbers of family physicians
through immigration take these differences into account. While limited information is available on
physicians and nurses, even less information exists for the other 26 regulated health professions.
In 2010, the Ministry of Health and Long-Term Care commissioned an Independent Review of Access to
Postgraduate Programs by IMGs in Ontario. This was undertaken by George Thomson and Karen Cohl.
During consultations with this commission, on March 9, 2011, the Association of International Physicians
and Surgeons (AIPSO) with support from CAPE Council for Access to the Profession of Engineering
made a submission. CAPE presented the need for a competency “gaps” driven selection process for IMGs
and other IEHPs to this commission based on its research over six years. Subsequently, in its 2011 report
this commission presented its vision of fairness recommending ‘Alternative routes for experienced IMGs
to enter practice where completion of a full residency program is not warranted’ through a ‘six-month
practice ready assessment including a training component targeted to specific gaps in the physician’s
experience and knowledge, entitling the physician to obtain a restricted license.’7
A recent review of Canadian and international literature by CAPE reveals that in addition to recruiting
immigrants from regulated health professions a significant Health Human Resources (HHR) trend is
towards substitution strategies and expanded scope of practice for selected health care providers.
Adopting a substitution strategy the Ontario Ministry of Health and Long-Term Care, in partnership with
the Ontario Medical Association and the Ontario Hospital Association introduced the role of the
Physician Assistant (PA) to the Ontario health care system in 20088
. A physician assistant (PA) is an
unregulated health- care provider who, under the supervision and delegation of a physician, can perform
such acts as to: take client histories, conduct physical examinations, write orders, interpret test results,
diagnose and treat illness, counsel on preventive health care, write prescriptions and assist during surgery.
Other HHR trends include shared care services; use of multidisciplinary teams to deliver primary health
care (PHC) services; and tele-health and telemedicine all calling for a change in HHR skill-sets.
1.2.Rationale for Proposed Navigator Project for Selected Health Professions
Since 2006 CAPE has undertaken research on a competency “gaps” driven employment preparation and
training model for Immigrants with Engineering Backgrounds (IEBs) under its Skills Commensurate
Engineering Access and Leveraging Global Engineering Skills Projects. Both these OLMP projects were
funded by the Ministry of training Colleges and Universities (MTCU). Through these CAPE developed a
talent integration process to support its membership of over 3700 IEBS and immigrants with other
professional backgrounds to transition into meaningful employment in Ontario. This talent integration
process is premised on five core processes:
 Sector-specific stakeholder collaboration;
 Competencies and requirements profiling and matching to establish skills gaps;
 Real-time labor market reporting and predictive workforce planning ;
 Gaps-driven employment preparation and training; and
 Workforce mapping.
7
George Thomson and Karen Cohl (2011) IMG SELECTION: Independent Review of Access to Postgraduate Programs by
International Medical Graduates in Ontario Volume 1: Findings and Recommendations. Submitted to the Ontario Ministry of
Health and Long-Term Care and the Council of Ontario Universities in September 2011
8
HealthForceOntario (2009), Ontario’s Physician Assistant Initiative: An Overview. Retrieved on March 21, 2012 from
http://www.healthforceontario.ca/upload/en/work/ontario_%20pai_overview_may2009%20final.pdf

3
Further CAPE has just completed a literature review and environmental scan of Health Human Resources
(HHR) Planning and practices in Ontario9
also funded by MTCU. These reveal that attracting, retaining
and ensuring the future supply and optimally utilizing existing HHR have emerged as key issues in
Ontario. Other issues facing the health sector are the recent economic recession and recommended
spending growth slowdown to 2.5% per year (Drummond Commission Report 2012).10
Under these
pressures, the Government of Ontario is pursuing a vision of an integrated HHR system. This is premised
on advancing evidence-based research and HHR practices, stakeholder collaboration, system-wide
integration and sharing of decision support and information tools, quality of HHR management and the
measurement, benchmarking, analysis, and application of HHR data across the system to enable
prioritization for workforce planning. Against this backdrop, CAPE is proposing to pilot its talent
integration process in Ontario for selected health professions to support Ontario’s integrated HHR system
deriving from the fact that:
 CAPE’s evidence-based process will strengthen integration of IEHPs into their professions in
Ontario;
 This process will identify actual competency ‘gaps’ to strengthen bridge training and employment
preparation to help IEHPs to enter substituted roles and transition into regulated health occupations;
 The real-time technology incorporated in this process will provide critical labour market intelligence
and comparative data to enable organizations to prioritize IEHP workforce planning.4
1.3. Community Engagement
The HHR environmental scan undertaken by CAPE 8
aimed to achieve the broader goals of:
 Identifying stakeholders responsible for HHR management/deployment in Ontario;
 Engaging the stakeholders identified by sharing information about the CAPE talent integration
process and seeking their feedback and participation for piloting this for selected health professions
Of the 117 stakeholders identified, 34 were federal and 83 Ontario-based. 40 of these stakeholders
participated as key informants in the environmental scan and 19 participated in a multi-stakeholder
consultative meeting to provide feedback on the proposed replication of the CAPE Talent Integration
Process for selected health professions. Appendix A shows the participation matrix for the environmental
scan.
2. PROJECT SCOPE
The proposed Ontario-wide pilot project deriving from feedback provided by the stakeholders (see
Appendix B) will be known as the IEHP-Navigator Project for Selected Health Professions. This will
replicate the CAPE talent integration process approach to improve licensing, employment preparation and
training supports for Internationally Educated Health Professionals (IEHPs) in the selected professions
based on benchmarked competencies and provide labour market intelligence for integrated HHR
development. As well this initiative will strengthen the post-secondary programs and the voluntary
sector’s capacity to serve IEHPS through integration of the comparative information and competency-
9
Exploratory Study: Talent Integration Process for Selected Health Professions © 2012 CAPE Council for Access to the Profession
of Engineering
10
Elizabeth Church. Drummond delivers 'gloomy' wake-up call to Ontario Globe and Mail Update Published Wednesday, Feb.
15, 2012 2:28PM EST Last updated Wednesday, Feb. 15, 2012 3:29PM

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driven curriculum into their employment and workplace
training supports. The Project is well aligned to the
criteria outlined for Labor Market Partnerships to enable
IEHPs, trainers and employers “to understand their
capacity for dealing with human resource requirements
and implement labor force adjustments.” The approach
to this project will be to adapt the CAPE Talent
Integration Process as shown on the right, based on
previous research (outlined below):
2003-2006: CAPE Engineering Access community
action project under the trusteeship of the Council
of Agencies serving South Asians (CASSA)
resulting in:
 An environmental scan to identify engineering
stakeholders
 Documentation of issues of access facing Immigrants
with Engineering Backgrounds (IEBs)
 Community outreach and coalition building
 Constructive engagement of sector stakeholders through
a series of structured multi-stakeholder roundtables
 Employer/regulator engagement to determine
competency frameworks and demand
 Database of competencies of IEBs (supply-side data)
2006-2008: Skills Commensurate Engineering Access
(An OLMP Project funded by the Ministry of Training
Colleges and Universities (MTCU)) undertaken by
CAPE independently and resulting in:
 Demand side labor market intelligence through analysis
of 272 jobs posted by 274 engineering employers in
Ontario
 Inventory of 43 skills commensurate occupations.
 Gap- driven online employment support service for IEBs
 Gaps-driven training and curricula development support
2008-2010: Leveraging Global Engineering Skills
Project (also an OLMP project funded by MTCU) that
used an adapted version of the CAPE competency
matching technology to develop:
 Real-time competency analytics
 Pilot a gaps driven job-function based training curriculum
 Improve the quality of employment preparation for IEBs.

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3. PROJECT DESCRIPTION
3.1. Project Objective
The primary objective of the Navigator Project which will focus on IEHPs who have applied for or are in
the process of applying for a license and/or are still seeking employment is to replicate the CAPE talent
integration process to:
i. Capture IEHP skills and competencies in Ontario and match these to job requirements and
benchmarked entry to practice competencies in real time
ii. Ensure that employment preparation and training for this group of health providers is
evidenced based and competency gaps driven.
iii. Utilize real-time labour market intelligence generated for HHR development in Ontario
3.2. Selection of Participating Professions
3.2.1. Stakeholder Feedback and Selection Criteria
Appendix B details stakeholder feedback for this project. Summarized briefly, the feedback from the
stakeholders called for the pilot required that this:
 cover multiple health professions
 include allied health professions to move focus from doctors and nurses
 focus on new/substituted roles and internationally educated professionals
 engage with employers and;
 include at least one ‘gaps’ driven curricula development pilot
Stakeholder criteria for selection of participating professions for this project included the size of the
professional workforce, the pre-requisite of a competencies framework for the profession, access to a
database of health providers in the selected professions and the willingness of the stakeholders in the
profession to participate in the pilot. Based on these criteria outlined above and the stakeholder analysis
contained in Appendix C the groups of health professionals identified for selection for the pilot navigator
project include Nurses, Physicians, Audiologists and Speech language Pathologists, Medical Laboratory
Technicians, Medical Radiation Technologists, Occupational Therapists and Dieticians.
3.2.2. IEHP Numbers for Qualifying Professions
Table 1 below provides data on the number of immigrants applying to become licensed and enter these
professions in Ontario in 201011
:
Table 1: Overview of Immigrant Participation Rates in Identified Professions
Profession New Applications received and processed for licensure
Total Internationally
trained
Number of IEHPS
given professional
membership
% of IEHPS given
professional
membership
Nurses 13284 4113 858 20.9%
Physicians and Surgeons 3708 1612 90 5.6%
Audiologists and Speech Language Pathologists 194 61 45 73.8%
Medical Laboratory Technicians 299 82 79 96%
Medical Radiation Technologists 496 79 22 27.8%
Occupational Therapists 328 64 56 71%
Dieticians 240 45 14 31.1%
11
Fairness Commission Office (2012) Fair Registration practices (FRP) Report 2010 Retrieved

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3.2.3. Stakeholder Commitment
Table 2 below contains feedback on interest and commitment from stakeholders from these professions in
participating in the proposed pilot navigator project for selected health professions.
Profession Status Interested Stakeholder
Regulator Professional Association
Provincial IEHP
Nurses Regulated ONA CARE
Physicians (PA) Not Regulated
(New/Substituted role)
OMA AIPSO
Audiologists and Speech
language Pathologists
Regulated CASLPO
Medical Laboratory
Technicians
Regulated OSMLT*
Medical Radiation
Technologists
Regulated
Occupational Therapists Regulated
Dieticians Regulated CDO*
*Interested in future phase of the pilot
The regulator for the profession of audiology and speech language pathology as well as the Ontario
Society of Medical Laboratory Technologists have committed to participating in the pilot. Unfortunately,
the regulator for the medical laboratory technologists did not participate in the environmental scan.
Our attention was drawn to the new/substituted role of Physician Assistants by a stakeholder. This is not a
regulated role as yet and so does not require the participation of the College of Physicians and Surgeons
of Ontario (CPSO), the regulator for physicians. As seen from table 1, internationally educated physicians
and surgeons, is clearly the group of IEHPs that face the most complicated and difficult path to accessing
their profession in Ontario. The physician assistant role offers an opportunity for IMGs to enter their
professional field. The Ontario Hospital Association and Ontario Medical Association have taken the lead
in developing this new/substituted role for physicians and both these stakeholders have also expressed
interest in participating in the advisory committee for the proposed pilot project. Further Skills for
Change is currently running a bridging program for internationally trained Doctors and has expressed an
interest in integrating the CAPE curricula development process into this program.
Accordingly for this pilot project the following will be the selected professions for the initial Navigator
Project:
a. A physician pilot focusing on new/substituted roles as physician assistants (PAs) and IMG skills
and competencies using the Ontario Physician Assistant Competency Profile and Scope of
Practice Statement for benchmarking competencies
b. The College of Audiologists and Speech Language Pathologists (CASLPO) regulator led talent
integration pilot for audiologists and speech language pathologists using the detailed Preferred
Practice Guidelines of (CASLPO)
Based on commitments that are expected to come in the future from the College of Dietitians of Ontario
and the Ontario Society of Medical Laboratory technologists, these may be included in a future phase of
the pilot Navigator Project.

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3.3. Evidence of Community Support
Letters of commitment to participate in the pilot project from the following participating stakeholders are
attached with this proposal:
 College of Audiologists and Speech Language Pathologists of Ontario
 Skills for Change
 Association of Physicians and Surgeons of Ontario
 Ontario Society of Medical Laboratory Technologists
3.4.Project Activities and Outcomes
A tabulated project plan is included at the end of this section of the proposal. A detailed description of the
project activities and expected outcomes is as follows:
A. Principal Activity 1: Community action research to engage IEHPs
Activities
i. Develop and design project methodology/principles
ii. Develop terms of reference and set up advisory committee composed of maximum of 9 members
iii. Plan , build capacity and initiate community outreach (CAPE, AIPSO, CASLPO IEHP groups ) through:
a. Registration of IEHPs
b. Advertising in ethnic and mainstream media
c. Presentations/webinars
iv. Intensify stakeholder collaboration through
a. Structured multi-stakeholder roundtable
b. Consultations to engage stakeholders developing a HHR strategy for selected IEHPs
v. Adapt CAPE technology to competency frameworks for the selected health professions
Outcomes
i. Budgetary and manpower control system in place
ii. Monthly progress and activity reports submitted
iii. Research reports published online
iv. Evaluation completed
B. Principal Activity 2: Develop supply-side labour market intelligence: Capture competencies of
selected IEHPs groups
Activities
i. Develop a pilot interface and test competency matching interfaces for the selected professions
ii. Strengthen collaboration to engage with medical sector employers and practitioners
iii. Modify pilot interfaces into user friendly interfaces for employers, locum finders, Hospitals and LHINs
iv. Set up IEHP competencies to requirements matching tools to derive real-time skills gaps
Outcomes
i. The SISA methodology adapted and implemented for Navigator Project
ii. A minimum of 300 IEHPs from the selected health professions registered into an adapted interactive database
iii. 2 Multi-stakeholder meetings minimum of 20 participants held
iv. A multi-stakeholder IEHP integration strategy developed
C. Principal Activity 3: Develop demand -side labour market intelligence: Capture Competency
"Gaps

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Activities
i. Develop a pilot interface and test competency matching interfaces for the selected professions
ii. Strengthen collaboration to engage with medical sector employers and practitioners
iii. Modify pilot interfaces into user friendly interfaces for employers, locum finders, Hospitals and LHINs
iv. Set up competencies to requirements matching tools to derive real-time skills gaps
v. Introduce interfaces to IEHPs and Training Providers
Outcomes
i. A competency capturing and matching interface developed for the selected professions
ii. At least 300 jobs entered into a test database and analyzed against benchmarked competency frameworks
iii. Data synthesized into labor market reports and made available online in real-time
D. Principal Activity 4: Develop a 'GAPS" driven 'Gaps’ driven employment preparation and
training
Activities
i. Engage with training providers
ii. Pilot curricula development process
iii. Build partnership to implement ‘Gaps’ driven training
iv. Real-time gaps reports available online
Outcomes
i. Pilot employment and licensing preparation curricula for IEHPs bridging strengthened based on the findings
and available for testing by interested parties.
ii. Partners engaged in implementing competency gaps driven curriculum
E. Principal Activity 5: Project Management and responsibility
Activities
i. Operations and personnel management
ii. Financial Management and budgetary control
iii. Progress and periodic activity monitoring and evaluation
iv. Production of materials and online publication of Final and Summary project reports
v. Final project evaluation
Outcome
i. Budgetary and manpower control system in place
4. PERFORMANCE MEASURES AND OUTCOME EVALUATION
 Benchmarked competency framework are integrated into the CAPE talent matching technology
 The adapted talent management process tested and adopted by the College Of Audiologists And Speech
Pathologists of Ontario – the licensing body for this group of health providers
 Number of internationally trained audiologists and speech language pathologists for whom skills and
competencies portfolios captured and matched to benchmarked competencies for licensing or employment
purposes
 The adapted talent management process tested and adopted by the Association of International Physicians
and Surgeons of Ontario
 Number of physician Assistant jobs identified and entered in the database and matched with IMG portfolios
 Gaps driven curricula integrated into IMD bridge training and number of participants who benefit from this
 Number of multi-stakeholder meetings held and number of participants in the meetings

9
 Number and type of Real-time labour market reports developed and made available on-line
5. LONG TERM RESULTS
The long-term impact is to improve the integration of IEHPs from the selected health professions into
meaningful employment in their professions
6. BENEFICIARIES
HHR Stakeholders including the practitioners, employers (hospitals, family practices and medical centers
etc), regulators and trainers will derive direct benefit of having access to the CAPE real-time labor market
intelligence on skills and knowledge gaps of IEHPs from the selected health professions to support
decisions about training policies for IEHPs. IEHPs will benefit through a better understanding of
competencies required for the Ontario health sector and access to relevant competency–driven customized
training curricula.
7. PROPONENT INFORMATION
This proposal is being submitted by CAPE Council for Access to the Profession of Engineering. CAPE
will have the primary responsibility for the methodology, management and outputs of this proposal.
Based on Appendix C, other stakeholders will contribute to the project as shown below.
ORGANIZATION ROLE
CAPE Council for Access to the profession of Engineering
Suite 850, Toronto, ON M5B 1J3. 416 9550563(Phone) 416 360 3838 (Fax)
Contact Person Dr. Gurmeet Bambrah, Chief Controller, Research and Operations
Email: gurmeet@capeinfo.ca , Website: http://www.capeinfo.ca
Project Proponent – will carry
Primary responsibility for this
proposal and Project control
College of Audiologists and Language Pathologists , Skills for Change
(International Medical Doctors Program), Association of International Physicians
and Surgeons of Ontario (AIPSO),
Partners who will provide
content for database to
interfaces (Appendix C)
based on environment scan
College of Audiologists and Language Pathologists , Skills for Change
(International Medical Doctors Program), Association of International Physicians
and Surgeons of Ontario (AIPSO), International Doctors network, Ontario Society
of Medical Technologists, Ontario Medical Association, College of Dietitians of
Ontario, Ontario Dental Hygienists Association, Ontario Society of Medical
Technologists, Association of Faculties of Medicine of Canada, CARE Centre for
Internationally Educated Nurses , Canadian Society for Stronach Regional Cancer
Centre Southlake Hospital and central LHIN, Ontario Hospital Association, and
Ontario Nurses' Association.
Partners who will participate
in the project advisory
committee only (Appendix C)
based on engagement through
the environmental scan
Skills for Change Partner to pilot gaps driven
curricula for IMDs
8. CONTRIBUTIONS IN – KIND
A Board of Directors comprising nine members provides oversight for CAPE initiatives. Through its
Multi-Profession Roundtable on Employment and Policy the CAPE Board engages with other Immigrant
Associations supporting IEHPs. CAPE also has a regular group of volunteers, most of whom are multi-
disciplinary, combining engineering with other professional and information- technology expertise. This
group provides inputs necessary to develop the CAPE website and to create the interactivity required to
maintain the consultative and transparent communications that have become the hallmark of CAPE. For
the proposed project we will also draw upon in-kind contribution of the CAPE resource and volunteer

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group as well as AIPSO, CASLPO, Skills for Change, and others in the form of their existing
membership databases and their participation in the Advisory Committee for the proposed project
9. PROJECT DURATION
As shown in the activity plan below, the pilot project will be 16 months long running from May 1, 2012
to September 30, 2013.
10. PROJECT BUDGET
Based on the detailed budget submitted under separate cover with concept paper the following is
summary of the proposed project budget.
Contribution 2012 2013 Total
MTCU - OLMP $130,368 $166,646 $297,015
CAPE - Cash $4,570 $6070 $10,640
In-kind CAPE, $57,750 $74,250 $132,000
In-kind AIPSO and Other
Stakeholders
$6,860 $7,860 $14,720
TOTAL $199,548 $254,826 $454,374
11. SUSTAINABILITY
The CAPE talent integration process completed over six years of research is currently being sustained and
developed by service providing organizations as well as educational institutions among others using a fee-
for-service subscription charges for cost-recovery basis. During our engagement with the health sector
stakeholders in the environmental scan, they were informed that the same model will be adopted for the
outputs from the Navigator Project for Selected Health Professions. Thus, while they will benefit from
the adaptation of the CAPE talent integration process to their specific needs under the proposed pilot, the
stakeholders will be responsible for sustaining the process on a fee-for-service basis beyond the end of
this project.

Navigator Project for Selected Health Professions CAPE Proposal 23/03/12
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ACTIVITY PLAN , OUTCOMES, DURATION ANDATION AND MILESTONES
Intended Results Activities Roles and
Responsibilities
Duration in Quarters Key Milestones
2012 2013
A. Project Management
and responsibility
i. Operations and personnel management
ii. Financial Management and budgetary control
iii. Progress and periodic activity monitoring and
evaluation
iv. Production of materials and online publication of Final
and Summary project reports
v. Final project evaluation
CAPE i. Budgetary and manpower control system in place
B. Community action
research to engage
IEHPs
i. Develop and design project methodology/principles
ii. Develop terms of reference and set up advisory committee
composed of maximum of 9 members
iii. Plan , build capacity and initiate community outreach (CAPE, and
IEHP groups ) through:
a. registration of IEHPs
b. Advertising in ethnic and mainstream media
c. Presentations/webinars
iv. Intensify stakeholder collaboration through
a. Structured multi-stakeholder roundtables
b. Consultations to engage stakeholders developing a HHR
strategy for selected IEHPs
v. Adapt CAPE technology to competency frameworks for the
selected health professions
CAPE
CAPE/AIPSO/OHA/OM
A/ONA/CASLPO/CDO/
OSMLT/LHIN
CAPE
CAPE/AIPSO/OHA/OM
A/ONA/CASLPO/CDO/
OSMLT/LHIN
CAPE
i. The SISA methodology adapted and implemented for Navigator
Project
ii. A minimum of 300 IEHPs from the selected health professions
registered into an dapted interactive database
iii. 2 Multi-stakeholder meetings minimum of 20 participants held
iv. A multi-stakeholder IEHP integration strategy developed
C. Develop supply-side
labour market
intelligence: Capture
competencies of
IEHPs
i. Develop a pilot interface and test competency matching
interfaces for the selected professions
ii. Strengthen collaboration to engage with medical sector
employers and practitioners
iii. Modify pilot interfaces into user friendly interfaces for
employers, locum finders, Hospitals and LHINs
iv. Set up IEHP competencies to requirements matching
tools to derive real-time skills gaps
CAPE
CAPE/OHA/
LHINs
CAPE
CAPE/CASLPO/OSMLT
/OHA
CAPE/AIPSO/CASLPO/
i. An IEHP user interface and databases developed and available on-
line
ii. The databases adapted for interactive access
iii. Skills and competencies of at least 300 IEHPs data-based and
analyzed
iv. Profession specific labour market intelligence reports available
online and in real-time
D. Develop demand -side
labour market
intelligence: capture
job data
i. Develop a pilot interface and test competency matching
interfaces for the selected professions
ii. Strengthen collaboration to engage with medical sector
employers and practitioners
iii. Modify pilot interfaces into user friendly interfaces for
employers, locum finders, Hospitals and LHINs
iv. Set up competencies to requirements matching tools to
derive real-time skills gaps
CAPE/OHA/CASLPO/O
SMLT
CAPE/ OHA/LHINs
CAPE/ OHA/LHINs
CAPE
CAPE/SFC
i. A competency capturing and matching interface developed for the
selected professions
ii. At least 300 jobs entered into a test database and analyzed against
benchmarked competency frameworks
iii. Data synthesized into labor market reports and made available
online in real-time
iv. Real-time gaps reports available online
F. Develop 'Gaps’ driven
employment
preparation and
training
i. Engage with training providers
ii. Pilot curricula development process
iii. Build partnership to implement ‘Gaps’ driven training
CAPE /SFC
SFC
CAPE/SFC
i. Pilot employment and licensing preparation curricula for IEHPs
bridging strengthened based on the findings and available for
testing by interested parties.
ii. Partners engaged in implementing competency gaps driven
curriculum

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APPENDIX A: PARTICIPATION MATRIX FOR ENVIRONMENTAL SCAN
Exploratory Study: Navigator Project
Name Position Organization Key
informant
Presentation
Participant Multi-
stakeholder
meeting
Interest in
Advisory
Committee
1. Jonathan Guss Past CEO Ontario Medical Association P x x
2. Ron Sapsford CEO Ontario Medical Association P One
Representative3. Boris Kralj Executive Director, Economics and Chief
Economist,
Ontario Medical Association P x
4. Brad Sinclair Executive Director, Marketing and
Recruitment
HealthforceOntario RW x
5. Hussien Lalani Manager, HHR Forecasting and
Modelling unit,
Ministry of Health and Long-Term Care RW
6. Dan Singh Project Leader, HHR Forecasting and
Modelling unit,
Ministry of Health and Long-Term Care RW x
7. Sping Wang, PhD Senior Methodologist
Health Analytics Branch
Ministry of Health and Long-Term Care RW x
8. Blanca McArthur Executive Director Ontario Society of Medical Technologists P
9. Debbie Brooks Executive Assistant Ontario Society of Medical Technologists P x
10. Margaret Carter Executive Director, Ontario Dental Hygienists Association P x x
11. Christine Nielsen, BHA,
MLT, CAE
Executive Director, Canadian Society for Medical Laboratory Science LW x Subject to
confirmation
12. Brian O'Riordan Registrar and Executive Director College of Audiologists and Language Pathologists P x x
13. Gary Lucas Director, Provincial Health Human
Resources Research and Planning
Ontario Hospital Association P x One
Representative
14. Dr. Bob Lester Physician Advisor, Ontario Hospital Association P x
15. Dana Ross Consultant, Provincial Health Human
Resource Strategy
Ontario Hospital Association P x
16. Salimah Valiani, Policy Analyst, Economist, Ontario Nurses' Association P x x
17. Mary Lou Gignac, Registrar & Executive Director College of Dietitians of Ontario LW x x
18. Marie Soulodre Coordinator, International Medical
Doctors Bridging Program,
Skills for Change P x

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19. Sheila Helier Facilitator/Counsellor International Medical Doctors Program Skills for
Change
P x x
20. Amin Lakhani President, Association of International Physicians and
Surgeons of Ontario (AIPSO)
P x x
21. Fayyaz Khan Executive Board Member, AIPSO P x
22. Shakeel Ahmed Executive Board Member, AIPSO P x
23. Shawn O'Reilly
/Representative
Executive Director, Director of
Government Relations
Canadian Association of Naturopathic Doctors P
24. Bob Bernhardt CEO Canadian College of Naturopathic Medicine P
25. Barbara Worth Registrar and Executive Director College of occupational therapists P
26. E Larney Deputy Registrar College of occupational therapists P
27. Shamira Madhani, Chief Diversity Officer Ontario Public Service P
28. Steve Slade VP Research & Analysis CAPER-ORIS Association of Faculties of Medicine of Canada P To be confirmed
29. Margareth Zanchetta, Associate Professor Daphne Cockwell School of Nursing, Ryerson
University
P
30. Josephine Pui-Hing
Wong
Associate Professor Daphne Cockwell School of Nursing, Ryerson
University
P
31. Usha George Dean Faculty of Community Services, Ryerson University P
32. Roseanne Pegler Executive Lead Stronach Regional Cancer Centre Southlake
Hospital and central LHIN
P x
33. Elen Mayo Manager Bahen Chant Radiation Treatment Centre Southlake
Hospital
P
34. Amy MacDonald Public Health Dietitian Huron County Health Unit LW
35. Shannon Labre Communications Coordinator Ontario Society of Nutrition Professionals in Public
Health OSNPPH
LW
36. Erinn Salewski Public Health Dietitian Ottawa Public Health, City of Ottawa LW
37. McMillan, Heather Public Health Dietitian Kingston, Frontenac and Lennox & Addington
(KFL&A), Public Health works
LW
38. Kate Wilson Manager, Corporate Staffing Strategies St. Michael's Hospital P
39. Fernando Rivas, President International Doctors Network P
40. Zubeida Ramji Executive Director CARE Centre for Internationally Educated Nurses P To be confirmed
41. Gurmeet Bambrah Chief of Operations and Research, CAPE x
42. Sergy Kasyanov Chief Researcher, MPREP CAPE x
43. Shashi Vohora Consultant, Navigator Project MPREP Navigator Project, CAPE x
44. Nikhat Rasheed Facilitator, Consultative Meeting Xettabyte Consulting Group x
45. Wajeeha Qureshi Logistics Manager CAPE x
P In person, LW Live Webinar, RW Recorded Webinar

14
APPENDIX B: Consultative Meeting January 31, 2012
Discussion and Feedback Matrix
Exploratory Study: Navigator Project
Group Name Position Organization Group Discussion Plenary Discussion : Next Steps
HHR
Planning
46. Brad
Sinclair
Executive Director,
Marketing and
Recruitment
HealthforceOntario Strengths/ Positive Aspects
 Real-time operation
 Validated for other professions
 Voluntary use
 Robust at Micro level
 Interactive nature of tools
1. Hypothesis Validation
a. Integration and collaboration
b. Fragmented health system operating in silos of
HHR needs to be integrated
c. CAPE Process Facilitates collaboration
d. Voluntary usage leads to constructive
engagement
e. Privacy arrangements need to be appropriate and
can be achieved under the CAPE process
f. The CAPE process can encourage collaboration
47. Boris
Kralj
Executive Director,
Economics and Chief
Economist,
Ontario Medical
Association
48. Dan Singh Project Leader, HHR
Forecasting and
Modelling unit,
Ministry of Health
and Long-Term Care
Challenges
 Competency/standardization not in place
 Information Privacy
 Voluntary use
 Differing Prioritization by users
 Achieving Consensus for competencies
49. Sping
Wang,
PhD
Senior Methodologist
Health Analytics Branch
Ministry of Health
and Long-Term Care
50. Gary
Lucas
Director, Provincial
Health Human
Resources Research and
Planning
Ontario Hospital
Association
Adaptations
 Capture variability between Professions
 Capture variability between Sectors
2. Evidence - Based Research
a. Real-time information availability from the
technology will encourage accurate and timely
planning
b. Will engage all health professions and improve
overall quality of information
c. The technology will begin to standardize
information
d. The technology can facilitate creation of a
competencies forum/clearing house approach
e. A pilot application will provide testing ground
to assess level of information required to create
a model of current system through statistical
validation
51. Salimah
Valiani,
Policy Analyst,
Economist,
Ontario Nurses'
Association
Profession
Specific
52. Jonathan
Guss
Past CEO Ontario Medical
Association
Strengths/ Positive Aspects
 Accommodates Specific skills for specific
professions
 Flexible nature
 Good for talent matching
 Online, web-based and accessible
 Good competency trending capability for
educators, regulators and planners
 Good for entry as well as advanced levels
 Facilitates labor mobility across jurisdictions
53. Dr. Bob
Lester
Physician Advisor, Ontario Hospital
Association
54. Brian
O'Riordan
Registrar and Executive
Director
College of
Audiologists and
Language
Pathologists
55. Debbie
Brooks
Executive Assistant Ontario Society of
Medical
Technologists
56. Margaret
Carter
Executive Director, Ontario Dental
Hygienists
Association
Challenges
 Adapting to other professions
 Forecasting ability for long range forecasting
 Connection to Licensing
 Technology maintenance costs
 Implementation costs
 Who defines competencies
 Terminology gaps and understanding
 Can it work for all professions? Doubts about
universality
 Updating competencies capacity
 Adaptability to maco level
3. Information Management for DIS and DSS
a. Online platform creates a decision Information
system that is easily accessible
b. Level of access and content is based on
stakeholder interests and voluntary
collaborations
c. The platform is an integrated decision-support
tool through the continuum of individual
(micro), institutional (meso) and macro level
users
57. Christine
Nielsen,
BHA,
MLT,
CAE
Executive Director, Canadian Society for
Medical Laboratory
Science

15
 Jurisdictional differences
 Length of time to build portfolio
58. Mary Lou
Gignac,
Registrar & Executive
Director
College of Dietitians
of Ontario
Adaptations
 Focus on smaller professions
 Proficiency level for professionals must be
considered
 Geographical dimensions
 Technical support
 Adaptation for self-employed
 Pan Canadian application
4. Conceptual framework for Pilot application to selected
health professions:
a. Profession Specific pilots
i. Given that focus has largely been on
physicians and nurses, profession
specific piloting should focus on
smaller professions
ii. A well developed and adopted
competencies framework will be a
pre-requisite for the profession chosen
iii. Stakeholder interest should be
leveraged
b. A Multi-profession Pilot should also be
undertaken
i. This should be driven by employers
ii. Include locum Locator
iii. Extended to include self-employed
practitioners
iv. Should include geographical context
v. Should create a competencies
forum/clearing house
vi. Intensify stakeholder engagement and
outreach to practitioners and
employers
vii. Validate impact of integrated multi-
profession approach
c. Training and Education pilot should also be
undertaken focusing on the internationally
trained pools of health professionals
i. Focus on Expansion/substitution of
roles for physicians, surgeons and
nurses.
ii. Integrate database on competencies
and skills of internationally educated
and trained physicians, surgeons and
nurses.
iii. Capitalize on internationally trained
segment of the labour market
iv. Engage with Bridge training partners
for Gaps-driven training
59. Amin
Lakhani
President, Association of
International
Physicians and
Surgeons of Ontario
(AIPSO)
Education
and Training
60. Dana
Ross
Consultant, Provincial
Health Human Resource
Strategy
Ontario Hospital
Association
Strengths/ Positive Aspects
 Database quick for employers to access
 Current real updates for users
 Gap Analyzer for all stakeholders61. Marie
Soulodre
Coordinator,
International Medical
Doctors Bridging
Program,
Skills for Change
62. Sheila
Helier
Facilitator/Counsellor Skills for Change Challenges
 How to make this a tool of choice
 Who defines competencies
 Quality of credential assessment
 How does this become the standard
63. Fayyaz
Khan
Executive Board
Member,
AIPSO
64. Shakeel
Ahmed
Executive Board
Member,
AIPSO Adaptations
 Adapt for smaller professions
 Awareness of the ethics of recruitment
 Ongoing data upgrades
 Locum Locater
 Can it accommodate expanded roles and substitution
 Cross referencing certifications

16
APPENDIX C: SELECTION CRITERIA AND ANALYSIS TO IDENTIFY HEALTH PROFESSIONS FOR INCLUSION IN THE PILOT NAVIGATOR PROJECT
REGULATED HEALTH PROFESSION SIZE COMPETENCY FRAMEWORKS DEVELOPED COLLABORATING ROLE
Ready Pool
IEHPs
Pool of Jobs Advisory
Committee
Participating in
pilot
1. Nurses More than
125,000
Registered Nurse practice adopted for Ontario Registered
Nurses
CARE /ONA OHA/LHINs ONA CARE
2. Physicians and Surgeons More than 24,000 Royal Canadian College of physicians and surgeons
competencies
Canadian College of Family Practitioners competencies
College of Physicians and Surgeons of Ontario competencies
The Ontario Physician Assistant Competency Profile
AIPSO, IDN OHA/LHIN OMA/OHA/L
HIN
Skills for
Change /AIPSO
3. Pharmacists (professions
ranging from
6,250 to 11, 895
members )
4. Massage Therapists
5. Dentists
6. Medical Laboratory Technologists College of Medical Laboratory Technologists of Ontario
competencies
OSMT OHA/LHIN OSMT LHIN
7. Medical Radiation Technologists Canadian Association of Medical Radiation Technologists
competencies
8. Ontario: Occupational Therapists More than24,000
(professions
ranging from
1695 to 4620
members )
Essential Competencies of Practice for Occupational
Therapists in Canada
9. Chiropractors
10. Audiologists and Speech Language
Pathologists ,
Preferred Practice Guidelines of the College of
audiologists and Speech Pathologists of Ontario
CASLPO CASLPO/OHA/
LHIN
CASPO CASLPO
11. Dietitians Competencies for the Entry-Level Dietitian of the Ontario
Society of Nutrition Professionals in Public Health
OHA/LHIN CDO
12. Psychologists
13. Respiratory Therapy
14. Opticians
15. Optometrists
16. Ontario: Dental Technologists (professions
ranging from 205
to 543 members )
(current priority
to increase size)
OHA/LHIN ODHA
17. Denturists
18. Chiropodists and Podiatrists
19. Dental Hygienists
20. Chiropodists and Podiatrists
21. Dental Hygienists
22. Ontario: Physiotherapists
23. Naturopaths
24. Chinese Medicine Doctors
25. Psychotherapists and Mental Health
Therapists
26. Kinesiologists
27. Homeopaths
Unknown Size
28. optimum selection optimum
selection
CARE - Centre for Internationally Educated Nurses ONA- Ontario Nurses' Association IDN- International Doctors Network OSMT- Ontario Society of Medical Technologists ODHA Ontario Dental Hygienists
Association CASPO College of Audiologists and Speech Pathologists of Ontario OHA - Ontario Hospital Association AIPSO Association if International Physicians and Surgeons CDO- College of Dietitians of
Ontario and OSNPPH- Ontario Society of Nutrition Professionals in Public Health

17

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