Harry Cummings, University of Guelph (cummings@uoguelph.ca), J-SBlais, Government of the Yukon, Advanced Education and Sha...
Yukon Labour Market Framework Evaluation PlanFor background see:http://labourmarketframeworkyukon.com/the-labour-market-fr...
Rapidly growing northern territoryTourism resource development and supporting servicesAboriginal population in need of ...
to help ensure the Yukon has an inclusive and adaptablelabour market that meets the demands of astrong, diversified econo...
Multi stake holder committee with approximately 40 membersPrivate sector (Canadian Tire etc.)Public Sector (Yukon Gover...
training and developmentrecruitment,retention,immigration, andlabour market information.
Stakeholder committee established for each componentGeneral plans developed for each element by committeePlan brought f...
No fixed budget or programNo single source of fundingNo fixed budget for funding evaluation workVery diverse set of st...
Broad support from all the stakeholdersFlexibility in terms of timing and content for the evaluationsGenuine buy-in fro...
 Work with a steering committee Participatory- develop a common vision Strategic- use the work to build an evaluation c...
Presentation to stakeholders on approaches to evaluationFacilitated workshop on approaches to evaluationClose work with...
A growing evaluation cultureContribution to establishment of evaluation training programfor Yukon civil servantsA commi...
Building Evaluation Capacity Among Diverse Stakeholders in the Yukon: Progress to Date
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Building Evaluation Capacity Among Diverse Stakeholders in the Yukon: Progress to Date

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Presentation by Prof Harry Cummings at CES Toronto 2013 Evaluation Conference

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Building Evaluation Capacity Among Diverse Stakeholders in the Yukon: Progress to Date

  1. 1. Harry Cummings, University of Guelph (cummings@uoguelph.ca), J-SBlais, Government of the Yukon, Advanced Education and ShawnKitchenCanadian Evaluation Society Conference, Toronto, June 2013
  2. 2. Yukon Labour Market Framework Evaluation PlanFor background see:http://labourmarketframeworkyukon.com/the-labour-market-framework.html
  3. 3. Rapidly growing northern territoryTourism resource development and supporting servicesAboriginal population in need of jobsSkills shortages in many sectorsEmployers unable to fill empty positions
  4. 4. to help ensure the Yukon has an inclusive and adaptablelabour market that meets the demands of astrong, diversified economy and provides opportunityfor a better quality of life for YukonersFour PillarsTraining and developmentRecruitmentRetentionLabour market information
  5. 5. Multi stake holder committee with approximately 40 membersPrivate sector (Canadian Tire etc.)Public Sector (Yukon Government, Yukon College, FederalGovernment, Municipal Government)Not for Profit (Mining Association, Multicultural Associationetc.)Aboriginal communitiesOthers
  6. 6. training and developmentrecruitment,retention,immigration, andlabour market information.
  7. 7. Stakeholder committee established for each componentGeneral plans developed for each element by committeePlan brought forward to all stakeholdersGoals and objectives set for each element and logic modelwork doneSmall core set of resources made available to assist fromAdvanced Education and Manpower10 yr. timeframe established
  8. 8. No fixed budget or programNo single source of fundingNo fixed budget for funding evaluation workVery diverse set of stakeholdersMany confounders making cause-effect links difficult to track
  9. 9. Broad support from all the stakeholdersFlexibility in terms of timing and content for the evaluationsGenuine buy-in from all participants with respect to programgoal and objectivesDiversity of funding sources to be drawn uponDominance of program improvement as the evaluationobjective with accountability secondaryother
  10. 10.  Work with a steering committee Participatory- develop a common vision Strategic- use the work to build an evaluation culture in the Yukon Capacity building- engage people and organizations and improvetheir ability to do evaluation Incremental- emphasize the importance of starting with aselection of projects leading to a more comprehensive approachin the long run Break the 10 yr. plan into smaller parts, starting with 3 years.Revise the evaluation plan regularly
  11. 11. Presentation to stakeholders on approaches to evaluationFacilitated workshop on approaches to evaluationClose work with steering committee on evaluation planDevelopment of a detailed logic modelDevelopment of an evaluation plan for first 3 yearsReview of evaluation plans and evaluation for selectedagenciesImplementation of 2 training workshops: logic modeldevelopment and approaches to baseline survey
  12. 12. A growing evaluation cultureContribution to establishment of evaluation training programfor Yukon civil servantsA commitment to annual reports on progressAcknowledgement of the importance of monitoring andevaluation in program deliverySelected evaluations underwayExpanded network of people and organizations committed toevaluation

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