The geographical context played an important role in how and when partnerships were developed and sustained. Certain regions and localities across the country were more able to take advantage of the Business and Labour Partnership Program than others. Awareness of literacy issues in the workplace by business and labour happened at different times and regions of Canada. As well, when local communities had a long history of community development and a well-established network that had already been fostered by previous types of partnerships, this positively affected the readiness to become involved in the Business and Labour Partnership Program.
The political context also had a bearing on how and when partner members were able to co-ordinate action. During the foundation building and development and demonstration years, local energies were harnessed and innovation and risk taking were promoted. These early wins acted as a springboard for further development of different partnership arrangements among the stakeholders. As an emphasis on national and provincial priorities shifted throughout the duration of the program, so did the focus of the partnership working. More recently, the top-down political agenda on accountability was at odds with the building of sustainable partnerships from the bottom up. This change affected the trust of partner organizations.
A key input was the recognition and acceptance of a need for partnership among members. Identifying real needs at the changing workplace was the motivation for partner organizations to come together. Exchanging relevant information about the workplace changes from different stakeholder viewpoints helped to develop alliances and raised awareness. This input provided a catalyst for real commitment on the ground.
“Most likely to receive training - are urban businesses and those with a higher number of employees”
Workplace Literacy:
Who, What, Where, When, Why, How. Saskatchewan Labour Force Development Board.