Directorates
·	Director General's Office
·	Data Development
·	Strategic Evaluations
·	Partnership and Continuous Evaluations
Publications
·	Evaluation Reports
·	Evaluation Briefs
·	Labour Market Development Agreement Series
·	Lessons Learned Series
·	Evaluation Tool Kit Series
·	Evaluation Forum Newsletter
·	From Theory To Practice

5.1 Key Findings of the LMI Initiative

1. LMI has experienced delays in product development and project timing. Some of the timing issues were related to the time required to establish partnerships and for the development and implementation of new processes, policies, procedures, compatibility of equipment and technology, and systems of administration. Allocation of additional resources would likely have expedited the products.
2. Primary timing issues were identified around several projects. In particular, the Saskatchewan Sector Study experienced delays related to:
• distribution of reports because procedures to release LMI products were not in place;
• technical difficulties; and
• shortcomings in the survey methodology which resulted in unreliable, unusable data.

3. Major innovations have been piloted through the LMI projects in the areas of partnerships, information collection, product development, and information distribution.
4. Implementation of new technology was used to develop a new LMI network to improve information distribution and accessibility.
5. Rapidly changing technology created opportunities for LMI product development and distribution as well as challenges in keeping projects up-to-date and ensuring compatibility for distribution and access. The LMI initiative was innovative in coordinating and delivering labour market information and services. The initiative operated in an environment which included managing a large number of partners and a variety of methods in collecting and using the information.
6. The partnerships developed by LMI are an important foundation for future innovations and product development. The LMI initiative developed an innovative architectural infrastructure for coordinating, collecting, and distributing LMI throughout the province that did not exist previously.
7. Partnerships formed among LMI developers and users include both orders of government, employers, community-based organizations, target groups, education and training institutions, and other stakeholders. These partnerships are more inclusive and collaborative than they have been in the past. However, partnerships require time and effort to develop and maintain.
8. Partnerships resulted in a new infrastructure to collect and disseminate LMI in Saskatchewan; an enhanced knowledge base; and continuing relationships between both orders of government (planners, analysts, etc).

5.2 Recommendations for Future LMI Initiatives

1. Develop a partnerships sustainability plan, and analyze the cost effectiveness and return on investment of LMI products and services.
2. Implement ongoing evaluation of LMI products and services to assess the impacts of LMI. Methodologies for this include the following:
• implementation of client tracking system(s);
• on-line surveys (Internet and Extranet);
• telephone and on-site surveys;
• in-depth key informant interviews;
• focus groups; and
• use of existing extensive document review.

3. Incorporate the collection of wage and salary information for Saskatchewan into the existing infrastructure. This would be best achieved by ensuring continued provincial partnerships and expanding the process to include the Department of Labour, Worker's Compensation Board and other stakeholders.