Presentation by Prof Harry Cummings at CES Toronto 2013 Evaluation Conference

1. Harry Cummings, University of Guelph (cummings@uoguelph.ca), J-S
Blais, Government of the Yukon, Advanced Education and Shawn
Kitchen
Canadian Evaluation Society Conference, Toronto, June 2013

2. Yukon Labour Market Framework Evaluation Plan
For background see:
http://labourmarketframeworkyukon.com/the-labour-market-
framework.html

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. to help ensure the Yukon has an inclusive and adaptable
labour market that meets the demands of a
strong, diversified economy and provides opportunity
for a better quality of life for Yukoners
Four Pillars
Training and development
Recruitment
Retention
Labour market information

5. Multi stake holder committee with approximately 40 members
Private sector (Canadian Tire etc.)
Public Sector (Yukon Government, Yukon College, Federal
Government, Municipal Government)
Not for Profit (Mining Association, Multicultural Association
etc.)
Aboriginal communities
Others

6. training and development
recruitment,
retention,
immigration, and
labour market information.

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 model
work done
Small core set of resources made available to assist from
Advanced Education and Manpower
10 yr. timeframe established

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. 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 program
goal and objectives
Diversity of funding sources to be drawn upon
Dominance of program improvement as the evaluation
objective with accountability secondary
other

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 improve
their ability to do evaluation
 Incremental- emphasize the importance of starting with a
selection of projects leading to a more comprehensive approach
in the long run
 Break the 10 yr. plan into smaller parts, starting with 3 years.
Revise the evaluation plan regularly

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 selected
agencies
Implementation of 2 training workshops: logic model
development and approaches to baseline survey

12. A growing evaluation culture
Contribution to establishment of evaluation training program
for Yukon civil servants
A commitment to annual reports on progress
Acknowledgement of the importance of monitoring and
evaluation in program delivery
Selected evaluations underway
Expanded network of people and organizations committed to
evaluation