Study CAMA’s Key Success Factors - CAMA Municipal Learning Resource Network

The following seven key success factors have emerged as critical components of municipal workplace learning and literacy programs over more than a decade of activity:

1. Effective collaboration: Workplace learning programs result from the collaboration and cooperation among different partners. Every program needs a champion for the cause.

Council lends support and visibility.

Labour and management work together on the executive levels and in the joint committees.

Community organizations such as literacy agencies, community colleges and school boards can be partners in programming.

2. Joint committees at work: Joint labour-management committees are responsible for making workplace learning programs happen. Most committees use a consensus model of decision-making based on the contributions of all members of the committee. Open communication between the committee and municipal employees at all levels is critical.

3. Organizational needs assessments (ONAs): Joint committees do an ONA to systematically study employees’ learning needs and interests and to make informed decisions about the overall design of the program, course curriculum, and learning strategies. This public activity of the joint committee signals to employees that both union and management are working together for their benefit.

4. Adult learning principles: Joint committees decide on principles for learning programs that ensure a supportive, learner-centred environment enabling participants to learn what they need, at their own speed, in a familiar location, with no threats to their jobs or job security.

The principles are the framework for the design, development, and implementation of current and future programs. Common adult learning principles for workplace learning are

access to programs by all employees across the corporation

voluntary participation

confidentiality regarding participation and progress

accessible locations

flexible scheduling

course topics and materials arising from the needs and interests of participants whether work-related or for personal development.

5. Creative communication strategies: Using clear, creative, and inclusive communication strategies will help you reach people at all levels of the corporation, and promote widespread trust. For example, you may want to announce the project, recruit people to participate in the ONA or in programs, or relate successes in

group meetings

person-to-person conversations

municipal newsletters

bulletin boards

on-site presentations by joint committee members.

Your strategies should respect the cultural, linguistic and racial diversity of the corporation as well as the culture of the municipal organization itself.

6. Ongoing and final evaluations: Evaluations determine how well goals have been achieved, identify necessary improvements, and document anticipated and unanticipated results.

You should develop plans for ongoing and final evaluations at the start of programs rather than at the end of the program cycle. Ongoing evaluation takes place during the program to identify immediate improvements to courses and procedures. A final evaluation reviews the overall project, individual courses, and the work of the joint committee.

7. Varied sources of program support and funding: Learning projects benefit from political support. It is helpful to integrate workplace learning and literacy funding into the municipality’s budget and long-term plans. Common sources for program funding are

city council

your human resources department

partnerships with federal agencies, provincial ministries or local literacy organizations.


Last Reviewed: Nov. 27, 2006	Return To Top	Content © 2006