The planning sub-process includes two distinct but closely related dimensions: the organization and its renewal process and linking the organization to its publics. In this case, the organization is the National Literacy Secretariat. As described in the historical chronology, the NLS began its mandate in the late 80s to facilitate and effect changes in Canadian adult literacy. Its mission, philosophy and goals drove the planning process for the new Business and Labour Partnership Program. During its inception and the early foundation building years, the program was conceptually driven by a community and social development approach to change. This was accomplished through linkages with the target publics (business, labour, education), leader involvement, collaboration, needs identification and analysis. The feedback obtained from the stakeholders and the lessons learned during these early years helped to further shape the program and facilitate a type of renewal process into the next period of development and demonstration.
A key process undertaken during these formation years of the program was the task of achieving effective linkages with each of its target publics and the various stakeholder groups. This was done by scanning and interpreting the external environment. Pilot projects provided knowledge about the social, cultural and political forces operating within this workplace environment. It also involved engaging the leaders of those publics in needs identification. These program planning steps around needs were undertaken during the foundation building years and helped to focus the next phase of the Program.
The second sub-process in Boone’s model is the design and implementation of the program. During the foundation building years, a blueprint for responding to the analyzed needs of the target publics emerged. Of particular interest during the design phase were the beliefs and strategies used to develop and further extend the program. Based on early successes, stakeholders from each target public helped to market the program impacts. This design and implementation sub-process has extended throughout the life of the program but was dependent on the amount of government funding at different periods of time.
“There is no one right way to conduct an ONA (organizational needs assessment).”
Folinsbee, S., DeWitt, K., Rideout, E., Jensen, J. and Nutter, P. A Guide for Planning and Conducting an Organizational Needs Assessment for Municipal Workplace Literacy programs. Canadian Association of Municipal Administrators.