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

This section presents lessons learned based on results from the formative evaluation conducted of the Ontario Region Employment Benefits and Support Measures (EBSM). The lessons learned are intended to support refinements of EBSM and to share knowledge gained both within and outside Human Resources Development Canada (HRDC).

Program Environment. Duplication or overlap among services was viewed as occurring only occasionally in Ontario. While there is potential for duplication with Ontario Works clients (i.e., reachback clients who are on social assistance), this is relevant for only a minority of clients according to the evaluation data. Community development and labour market research activities, however, were identified as potential areas of duplication. Developing more coherent and cohesive delivery and dissemination strategies for information and services has been facilitated in sites featuring:

• collocation arrangements with Ontario Works and other organizations, the physical proximity of deliverers often leads to greater opportunities for formal and informal communication and collaboration;
• communication, either formal or informal, among government departments and community partners which emphasizes information exchange and, to the extent possible, economies of scale in developing and delivering employment programs and services; and
• consultation with community partners through the business planning process or through on-going contact throughout the year.

Planning. Business plans vary significantly across Human Resource Centres of Canada (HRCCs), as do approaches to developing them. Planning decisions are strongest when they are based on a combination of factors. Typical factors that have been used include information on past expenditure patterns, client volumes, and availability of HRCC resources and expertise. Additional approaches that have proved useful include:

• assessment of local needs developed through local labour market information (economic and demographic information) or custom research; and
• consultation with community partners. Informal approaches are often feasible in smaller communities where the number of stakeholders is small and there is a prior history of collaboration and exchange. More formal approaches may be necessary in larger centres. In undertaking this kind of consultation, however, there must be a recognition of the time, skills and senior level commitment necessary to be successful.

Information and Referral. The client qualitative and quantitative research indicated the importance of maximizing client information on the program options available to them and ensuring connection with the appropriate resources as rapidly as possible. Many clients also wished for greater personalized attention. Sites have responded to this in a variety of ways, for example:

• having a "meet and greeter" at the front-end operation to direct clients to appropriate services;
• providing structured information and referral through the Employment Resource Centre (ERC);
• referral to and contact with an employment counsellor/facilitator;
• strong encouragement and follow-up for attendance at general information sessions; and
• use of action planning.

Delivery. One of the key shifts in the delivery of EBSMs has been the move toward third party delivery (with third parties taking responsibility for services ranging from case management to Employment Resource Centres (ERCs) to program delivery). In terms of dealing effectively with third parties, factors of success include:

• open and transparent communication;
• ensuring a high level of expertise and sufficient attention and commitment to ongoing to upgrading of third party deliverers; and
• ensuring sufficient knowledge of HRDC for contractors who are communicating information about the Department to the public, in particular, third party deliverers who are located off site.

Employment Resource Centres (ERCs). ERCs (offering electronic and self-serve products) are important complements to HRDCs employment benefits as well as valuable information sources in their own right. The use of the ERCs is greatest when it is accessible in a location that is highly visible and convenient for clients. While having the resource centre within the HRCC office is ideal, situations where this is not feasible should be dealt with through an effective communications strategy for clients to ensure their awareness of and access to the ERC. Accessibility of resources (e.g., computers, workshops) and accessibility to the office itself (e.g., hours of operation) are a vital component of ERC services. They need to reflect client and community needs, which may change over time.

Developing Partnerships. There was a broad range of "partnership-style" relationships in the delivery of EBSMs, ranging from contractual relationships with third parties, to partnerships for information exchange, to collaborative efforts in program delivery. Successful partnerships were generally associated with a prior history of working collaboratively, commitment of the individuals directly involved and investments of time and resources. The importance of developing employer "partners" was identified as a key element of successful delivery and a recommended future focus. Having clients approach employers themselves for the Targeted Wage Subsidy (TWS) program can also be an effective way of increasing the visibility of this program among employers.

Employment Outcomes. The preliminary results of the formative evaluation point to relatively more positive results where interventions are closely linked to jobs. HRCC staff identified TWS and Self-Employment Assistance (SEA) as particularly successful programs for selected clients, given their close link to jobs and, for SEA, the potential to create new jobs. These programs tend to require greater investments of resources, however. EBSM participants themselves suggested incorporating work experience elements into all interventions to enhance workplace skills and experience and to expand personal work networks.