Formative Evaluator's Report: Bridging the Gap, Phase II

Executive Summary

Bridging the Gap Pilot Project (Phase II) is a client–centred approach to education and employment that integrates the realities of employers in rural Newfoundland and Labrador Phase II of the Pilot involved 4 economic zones, 5 communities, 5 private sector businesses and 50+ social and economic development agencies throughout Newfoundland and Labrador over a 12 month period. All to provide long term, sustainable employment and life altering educational and developmental opportunities to 44 unemployed people who had not completed high school.

Was the project successful in meeting its goals? At the writing of this project:

  • at least 38 out of the 44 clients have gained employment. 30 of them on a full time basis with the employment sponsor (a further 6 month window is given before calculating final employment statistics);
  • all 44 clients successfully completed the 40 week program;
  • all 44 clients improved their essential workplace skills – many dramatically;
  • all 44 clients improved their overall academic skills – many substantially – and some even completed their high school requirements;
  • all 44 clients spoke highly of the program;
  • all of the social, economic and educational partners would participate in the program again, and,
  • Some of the partners considered it the most successfully designed program ever, in terms of meeting the realities of the eemingly intractable economic development challenges of rural Newfoundland and Labrador.

So yes, Bridging the Gap has been a success. It has taken a concept developed in one area and tested on one industrial sector and applied it in:

  • 5 other areas throughout Newfoundland and Labrador, all with different demographics;
  • 5 other industrial sectors;
  • 5 different employment partners – one unionized; one a Co–operative, one an established national business and two brand new start–ups (one led by an experienced entrepreneur and one led by new entrepreneurs) and a partnership of two companies
  • 4 different (and all new) Community Learning Networks
  • with 4 new project co–ordinators,
  • 3 new college campuses, HRDC and HRE offices
  • and one aboriginal organization.