Conclusions and Recommendations

We have developed a number of conclusions based on the research, the workshop and the overall project.

1. The project methodology developed for the project, including the number and scope of deliverables and the timelines, was reasonable and realistic. Prior to the consultant beginning, significant planning had already been completed, which helped to insure the project's success.

Research

2. Our second conclusion stems from the initial project survey distributed to TCLN members in August of 2001. From the 23 completed surveys (representing 50% of the membership), it is clear that LBS Program Reforms have evoked feelings of stress, especially in the areas of demonstrations and the conflicting demands that arise from the new expectations. The list of expectations provided by participants at the beginning of the workshop support this conclusion.

   Moreover, there is considerable stress associated with the anticipated mandatory literacy testing for Ontario Works claimants and the workplace literacy initiative. However, several practitioners and administrators at the workshop reported that the demonstrations session facilitated by Jane Barber in October 2001 was helpful in addressing their concerns.

   One of the key stressors identified in the surveys — and supported by the Best Practices interviews — was the overwhelming amount of paperwork associated with LBS Reform.

   These results suggest that changes associated with LBS Program Reform continue to be stressful for a significant percentage of practitioners and administrators within the Tri-County Literacy Network.

3. Our third conclusion is based on the results from the literature review. Our research revealed a vast array of resources pertaining to change management and stress management at the general level. However, we found no other research studies investigating literacy reform and its impact on administrators and practitioners. This was consistent with our request to the literacy field for information about best practices/resources. Indeed, it appears that because of the recency of the LBS reforms, this area has not received much attention.

   Not surprisingly, there is also a dearth in resources and best practices that specifically address the issue of external change factors and their influence on LBS organizations.