Interim Evaluation of Success Nova Scotia 2000 - February 2000

Interim Evaluation of Success Nova Scotia 2000

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• Introduction
• Project Description
• Evaluation Approach
• Key Findings
• Training Modules
• Conclusion

This brief summarizes the findings from an interim evaluation of Success Nova Scotia (SNS) 2000 , a Strategic Initiative funded jointly by the governments of Canada and Nova Scotia. The evaluation was managed by a Federal-Provincial Committee with representation from Human Resources Development Canada and the Nova Scotia Department of Education and Culture. This interim evaluation is the second of three evaluation studies on SNS 2000. The first, a process evaluation of the initiative, was completed in 1996. The third, to be completed in 1999-2000, will be a summative evaluation providing an assessment of the impact and cost-effectiveness of the program.

The Strategic Initiatives Program, announced in the Federal Budget of February 1994, is a five-year Federal-Provincial cost-shared program to test innovative ideas for the delivery of social programs. Pilots considered for funding include those that are designed to test new options for reform in training, income security and social services, and learning; to explore ways to help people move from social assistance to work; and to find more cost-effective approaches to labour market programs.

SNS 2000 is a five year (1994-1999), $13.94 million joint project, designed to bridge the gap between educational experience and the world of work for up to 3,000 post-secondary students in Nova Scotia through an internship program called Nova Scotia Links and to promote the participation of employers in developing a learning culture through the Training Culture Communication Strategy.

Nova Scotia Links provides students with work placements directly related to their fields of study and their career goals. During the 12-18 week internship, students are exposed to a structured learning experience within a work environment which is supported by professional and personal development training modules. The Training Culture Communication Strategy provides an awareness campaign for Nova Scotians, focusing on the value of creative internships and the importance of developing a training culture in the province. The premise of SNS 2000 is that the overall employability of post-secondary graduates will grow as a direct result of career-related experiences and a more focused awareness for graduates of how to achieve their career goals including their transition to employment. Furthermore, it is expected that private sector employers will develop a greater appreciation of the benefits to them of hiring post-secondary students and in committing to a learning culture in the work place.

Through the initiative, 7 Regional Working Groups (RWG's) were established throughout the province. These RWG's are made up of representatives from local business and industry, labour unions, education, relevant government departments, and student organizations. Their mandate is to deal with local issues concerning NS Links, such as recruiting private sector partners, marketing the program and making recommendations regarding employers' applications for NS Links.

The interim evaluation examined the contribution made by SNS 2000 in fostering the development of a life-long learning culture in Nova Scotia. Learning, partnerships and the evolution of NS Links were the focus of the study.

The evaluation was conducted using a combination of academic research methods and interview survey instruments to answer the study's key questions about the program's impact on the objectives of Nova Scotia Links and the Training Culture Communication Strategy components of SNS 2000.

In-person interviews were held with 64 key informants representing 6 major stakeholder groups (participant employers, post-secondary educators and administrators, Regional Working Group members, Provincial Steering Committee members, NS Links project officers, and HRDC officers). Telephone interviews were conducted with 100 former NS Links employers and 150 former NS Links student participants.

Bridges to Long Term Employment

NS Links has had outstanding success in establishing bridges to long term employment. At the time that the interviews were conducted 84% of the former students were employed and approximately half were working for their former NS Links employer. Those working elsewhere indicated that the Links experience in their career area along with the opportunity to create and consolidate professional networks were invaluable to them in their job search. The 16% of respondents not working at the time the survey was conducted were evenly divided between those enrolled in further education or in other ways not available for work and those actively seeking employment.

Employers indicated that most interns were ready for entry level employment in their career area at the conclusion of their placement. Ninety-one percent of employers stated that they were either very satisfied or satisfied with their Links students. Seventy-six percent of these employers intend to re-apply in the future. The majority of those who do not intend to re-apply (approximately 75%) said that it was due to a lack of financial resources on their part or they did not have a need for student interns.

Wage Subsidy

The existence of a wage subsidy is seen by nearly 90% of employers as fundamental to their participation in NS Links. This subsidy not only encourages them to hire students, but just as importantly, enables them to devote financial and human resources for the students' training. Over 1/3 of the students believe that without the subsidy there would not have been a position available for them.

Employer support, for continuing their participation in Links, remains high at a 50% subsidy, but drops dramatically when faced with a scenario where the subsidy rate drops below 40%. Survey respondents and interviewees, indicated that a wage subsidy below 40% would result in a large exodus of employers from the program.

Other forms of subsidy, e.g., tax incentives, training vouchers, education vouchers, are supported by less than 50% of employers and are seen by key informants as requiring considerably more "selling" than a wage subsidy to employers in order to obtain their participation. Further, they would require as much or more administrative support and much more promotion.

Employers viewed the training modules less favourably than the students with only 40% believing that they were beneficial to the students, while over 60% of the students viewed them as beneficial. Students especially liked the sessions on leadership, entrepreneurship and networking. Employers were troubled by the requirement to release the students for 3 days from their employment to attend training sessions, the content of which could or should have been covered in the colleges and universities, and which they believe had little or no relationship to the students' jobs.

Employers indicated that their support could be enhanced if they were involved in the design and delivery of sessions which would be more workplace specific, and if invitations could be extended to other employees to attend as participants.

Getting A NS Links Job

Chances of getting the Links job were enhanced, in the eyes of the students, when they knew someone in the company where they were hired. One third of participants surveyed knew someone in the company where they were hired and over 80% of these participants believed that this contact was helpful in their hiring. Nevertheless, survey results indicate that 81% of all participants were required to be interviewed competitively before they were offered their job.

Personal contact with employers by students introducing the Links concept, along with newspaper advertisements were the principle ways that Links employers became aware of the program. Employer information packages, to be used by students approaching prospective employers, and supported by newspaper advertisements is viewed as the best way to recruit new employers into the Links program.

Partnerships

NS Links has been challenged in broadening the established working partnerships between educational institutions and the private sector. Post-secondary educators are generally seen as having only a limited commitment to the work force transitions of their students and to not be playing a significant role in Links.

It was suggested that each post-secondary institution should establish a central location where their services for career and employment information, counselling, cooperative education, Links and job placements would be coordinated and administered. The requirement for an educational "sign off" on each Links job description prior to the approval of employer applications would not only benefit the student who obtains the placement but would draw more educators into an association with Links.

Employer Commitment to Lifelong Learning

Employers indicated overwhelmingly that they are both committed to and supportive of lifelong learning in the workplace. This commitment takes many forms, including: financial assistance to workers for academic, technical and job related courses; certification programs and other training initiatives; research opportunities; workshops and conferences. Employers believe that they have a major responsibility for the upgrading, training and retraining of their employees.

Organizational Structure

Regional Working Groups are viewed as crucial to the success of NS Links. There was ,a desire expressed, by the members interviewed, for their role to be expanded, particularly in the review and approval of applications for a student. It was pointed out that there should be a higher percentage of employers on these committees and that they should be nominated by local employer groups or associations.

Members of the Provincial Steering Committee, which meets once or twice a year, are unclear as to their role and feel that if the committee is to continue a number of procedural items need to be addressed.

Links and cooperative education are sometimes viewed as competing, rather than as complementary career oriented training programs. There is strong support to integrate and harmonize these programs to the greatest degree possible. Strong support was expressed for a continuum of services, to include pre-employment assistance, post program placement support, and to connect NS Links to existing labour market information and related employment systems, sites and services.

The interim evaluation determined that Success Nova Scotia 2000 has achieved excellent success in its primary objective to bridge the gap between educational experience and the world of work for Nova Scotia's post-secondary students. By the end of the 1998 summer term approximately 3,000 students have participated in the program and a very high percentage (84%) of these students have made the transition to the world of work. Employers have benefited greatly from the program and are highly supportive of its continuance.

This brief is produced by Human Resources Development Canada (HRDC).

Copies of this brief and/or the full evaluation report are available from :

Evaluation and Data Development
Strategic Policy
Human Resources Development Canada
Hull, Quebec K1A 0J9

Tel. 1-888-440-4080
Fax: 819-953-5550
E-mail : edd@hrdc-drhc.gc.ca

Regional Manager, Planning and Evaluation
HRDC - Nova Scotia Region
99 Wyse Road,
P.O. Box 1350, Dartmouth, B2Y 4B9
Tel: 902-426-5180
Fax: 902-426-8724

Director, Adult Learning and Innovation
Nova Scotia Department of Education and Culture
2021 Brunswick Street,
P.O. Box 578, Halifax, B3J 2S9
Tel: 902-424-8880
Fax: 902-424-0666

Also available on HRDC Intranet under
Evaluation and Data Development (EDD) site
or
Internet:
http://www.hrdc-drhc.gc.ca/edd

(également disponsible en français)