As indicated in Figure 3 both the environmental characteristics and the group dynamics characteristics influenced the types of projects and interventions that were actually created. As presented in the findings section, projects were very innovative and cutting edge during the foundation building and development and demonstration years and less so during the period of program change.
For the most part, partner organizations perceived themselves as belonging to an effective group who achieved their goals in moving a workplace literacy and essential skills agenda forward. Partners also perceived personal, organizational and community benefits from participating in the partnership process. This perception was more evident in the foundation building and development and demonstration years. As well, there was a high degree of involvement in the project activities from all partner members. This contributed to a shared ownership and a commitment to implementing the project results. This cohesiveness was identifiable and added to members’ perceptions of effectiveness. In some instances, there was a sense of group and community empowerment when project goals were met. This led to future expectations that if another partnership could be developed, it would also have a similar positive impact.
As presented in the findings, there were many accomplishments of Business and Labour Partnership Program. Achievements ranged from the creation of new workplace models for business and labour groups to the recognition of literacy at the workplace as a national training priority. Partnership effectiveness was also felt when strides were made to develop provincial strategies and initiatives where none had existed earlier.
“They’ve been the cushion on the politics.”
BUSINESS EXPERT