OECD Reviews on Local Job Creation

2311-2336 (online)
2311-2328 (print)
Hide / Show Abstract

With the rising economic importance of human resources and skills, employment and training agencies are now often expected to play a more important role in local strategies to support new job creation, facilitate restructuring and increase productivity. The OECD Local Economic and Employment Development (LEED) Programme has developed a series of Reviews on Local Job Creation to examine the contribution of local labour market policy to boosting quality employment and enhancing productivity.

Also available in French
City of Talent Montreal

City of Talent Montreal

An Action Plan for Boosting Employment, Innovation and Skills You do not have access to this content

Click to Access: 
  • PDF
  • http://oecd.metastore.ingenta.com/content/842016091f1.epub
  • ePUB
  • http://www.keepeek.com/Digital-Asset-Management/oecd/employment/city-of-talent-montreal_9789264268661-en
  • READ
21 Mar 2017
9789264268661 (PDF) ; 9789264268678 (EPUB) ;9789264268654(print)

Hide / Show Abstract

Montreal has huge potential to become one of the most dynamic cities across OECD countries, thanks to its talented and creative population. Yet the city has not demonstrated outstanding results in terms of job creation and collective wealth generation in the past few years. This report examines this paradox and suggests new strategies to improve local outcomes in terms of employment, innovation and skills, and to boost inclusive economic growth and innovation across the Quebec metropolis.

Also available in French
loader image

Expand / Collapse Hide / Show all Abstracts Table of Contents

  • Mark Click to Access
  • Preface

    Throughout OECD countries, cities and metropolitan regions are at the forefront of efforts to increase prosperity and create more and better jobs. City leaders and officials can play a crucial role to address the pressing issues of rising inequalities, poor labour market integration of some disadvantaged groups, and sluggish productivity growth, which disproportionately affect urban areas. They are often best placed to design and implement integrated, tailored and effective local strategies thanks to their local knowledge and their ability to mobilise resources within their jurisdiction and beyond.

  • Foreword

    This publication was prepared by the Local Economic and Employment Development (LEED) Programme of the Organisation for Economic Co-operation and Development (OECD), under the leadership of Sylvain Giguère. It is part of the LEED Programme’s series of OECD Reviews on Local Job Creation which deliver evidence-based and practical recommendations to policy makers on how to better support employment and economic development at the local level.

  • Acronyms and abbreviations
  • Executive summary

    Montreal is the driving force of the Quebec economy and possesses a wealth of assets that could transform the city into an innovative and economically dynamic metropolis on the world stage. Montreal’s workforce is growing as a result of international immigration, while the presence of high-quality tertiary and research institutions both attracts and produces world class talent. The economic structure of Montreal features both highly structured industrial clusters and a fertile ecosystem of entrepreneurs and SMEs, which nurtures the development of innovative enterprises in high value-added sectors. Other assets of Montreal include a high quality of life and an environment that encourages innovative activities.

  • A new strategy is required to address Montreal's challenges

    Montreal is a vast metropolitan region which, in 2014, had a population of just over 4 million. The city possesses a wealth of assets that could transform it into an innovative and economically dynamic metropolis both in North America and within the OECD. These include a huge potential reservoir of talent, whether among the local populace, educated in Montreal’s top quality further education institutions, or among the many qualified immigrants who are attracted to the city each year. This is a crucial source of development in the current economic climate characterised by the growing importance given to innovative activities, both technological and non-technological, which demand a high level of skills. The relative dynamism of Montreal’s population, due largely to international immigration, means that employers can rely on an abundant workforce. The economic fabric of Montreal is diversified, as evidenced by the presence of both highly structured industrial clusters in high added value sectors and a fertile ecosystem of entrepreneurs and SMEs in emerging sectors such as health, information and communication technologies, including video games, but also in the social and collaborative economy.

  • Employment and the local economy in Montreal, an international comparison

    This chapter assesses the strengths and weaknesses of the Montreal metropolitan area in terms of an adequate balance between the skills of its people and its production capacity. Key socio-economic data for Quebec’s largest city provide a picture of how Montreal performs compared to 18 selected cities in other OECD countries.

  • Initiatives in Montreal: Key findings

    This chapter provides an overview of initiatives carried out in the various fields covered by this study and emphasised by the diagnosis made in . It highlights a number of advances and challenges, which are contrasted with other countries’ experiences in four fields: i) Co-ordination between employment and skills development policies and economic development policies, and how they are relevant to Montreal; ii) Creation of a productive local economy; iii) Support for entrepreneurship, innovation and economic development; and iv) Ensuring that growth is inclusive.

  • An action plan for Montreal

    An ambitious strategy taking simultaneous, co-ordinated action in a number of policy areas could help to strenghten the capacity of the Montreal economy to innovate and create high-quality jobs. This strategy will leverage Montreal’s core asset – talent – and will seek to develop it further and build on it. The action should be led by an array of stakeholders acting in a new partnership framework. This chapter proposes an action plan for Montreal and its partners based on the analysis presented in this report.

  • Add to Marked List
Visit the OECD web site