Theme 4: Factors of a Successful Partnership with the NLS Business and Labour Program

The importance of visioning the full range of possibilities with the field was considered a factor in building a successful partnership. The complexities of workplace literacy were understood through a social development lens. The search for champions to carry forward this vision, which grew to include essential skills, was also a useful strategy.

Full commitment of all partners including the NLS was a second factor. Commitment of the partners was evidenced by a respect for stakeholder values, differing points of view, and open and frank discussions. At the individual project partnership level, there was also an equal sharing of the workload and a lack of hidden agendas. Flow of information among partners was another success factor. Knowing the “big picture” which could influence proposal and project development was important. The role of NLS was that of facilitator of information and less like the administrator of regulations.

The receptivity of the NLS as a funder to foster business and labour partnerships was also a success factor. This receptivity was characterized by an atmosphere of experimentation and risk taking around projects and an awareness that this was the way to move forward.

The role of the NLS personnel working with partners was another factor. They provided assistance in proposal development, acted as a resource of information, and interpreted policy guidelines for the partners.

A final success factor was the actual structure of the individual projects developed by the partners. Small projects that focused on local needs were important. Business, labour and education partners were the actual drivers of how a project was conducted.

Theme 5: Dynamics of the Business and Labour Partnership Program

At the forefront of these dynamics was the leadership taken by the NLS during the foundation building and development and demonstration periods. They advocated for business and labour projects that came from the “ground”. This leadership helped move the program from a vision to a solid starting point. Strong alliances were formed with provincial and territorial governments and connections among new partners were cemented. Partners felt comfortable in risk taking and experimenting with cutting-edge project ideas related to diverse local needs. Also during these periods, there was a complete openness and trust when negotiating among partners. During the third period, government policy changed and this influenced the dynamics in terms of leadership, risk taking and negotiation styles.