The Way Forward

After conducting the evaluation, we arrived at a number of recommendations for action by WD and in relation to the Program. These are profiled below.

1. Continue to financially support the CFDC network and Program

The Program is viewed as a critical initiative that directly supports WD's strategic priorities and directions, and the broader aims of the Federal government. Investments in the CFDC network have resulted, in part, in capacity building within communities, the establishment of small businesses and entrepreneurial activity, and have generated partnerships among local government, First Nations and other regional interest groups. Coupled with findings that indicate that the CFDCs complement other initiatives and organizations, and address outstanding community needs, there is a need for ongoing funding and investment from WD in the Program.

2. Establish a long-term funding mechanism between the Federal government, WD and the Program

Recognizing the extended nature of many CFDC services in terms of timeframes, and the necessity for commitments that go beyond a fiscal year (or indeed a fiscal quarter, as is often the case with March 31st monies), a multi-year funding mechanism needs to be established. At the Program level, WD and the federal Treasury Board Secretariat should work jointly to develop a multi-year agreement under which funding can be delivered, and that allows for accountability for results as well as the meeting of government priorities. The use of funding targets and building off the annual operations plans could be explored in this regard. The need for such a mechanism is further substantiated in the case of CFDC investments in community economic development, which are particularly impacted in a negative manner by the current annual and end-of-fiscal year budget allocations.

3. Provide for funding augmentation based on specific CFDC attributes

In order to address the constraints facing CFDCs in remote areas, and to compensate for the costs of providing services across large service areas, WD should consider augmenting core funding for these offices (i.e., in a manner equivalent to "Northern allowances"). In so doing, this will respond to the primary challenges facing certain CFDCs, namely large geographic areas with remote and dispersed communities that results in high travel costs for staff and Board members, an absence of partners in areas with relatively small populations, and limited abilities to pursue alternative sources of funding.

4. Establish a standard governance model that can be adopted by CFDCs

While recognizing that the responsibilities of a Board of Directors is determined by the legal and administrative framework within which the organization is incorporated and functions, a "best practices" model of governance should be developed by WD in partnership with the provincial associations and encouraged for adoption by the individual CFDC offices. These best practices should reflect that the Directors of the CFDCs are stewards of the organization and that they have a responsibility to oversee the conduct of the office and to monitor management as well as to endeavor to ensure that all major issues affecting the affairs of the organization are given proper consideration. The best practices model should, therefore, address core issues such as: the structure, term and composition of the Board; the role and mandate of committees; and the relationship of the Board and its responsibilities for day-to-day management of the CFDC.

5. Streamline monitoring and reporting requirements for CFDCs

The reporting requirements for the CFDCs appear to be extensive, and in some cases, there exists a duplication of effort. To address these concerns, the existing performance measures should be refined based on considerations of:

The principal audiences for reporting purposes (i.e., Board members, WD regional representatives, Treasury Board, the public, etc.);
Their purpose (i.e., how they are used in terms of judgments to be rendered);
Relevance to key Program outcomes; and
Ensuring a balance between monitoring, ensuring compliance, and informing management decision-making.

Having WD representatives evaluate the existing measures using a defined matrix of criteria and in collaboration with the CFDCs, along with revisiting the logic model for the Program and establishing such a model for an "average" CFDC, would serve to meet this requirement.

Coupled with this effort, WD should streamline the reporting process by focusing quarterly reports on a limited subset of measures, with annual reports providing information in relation to the core set proposed above. Interview respondents were nearly unanimous in their responses that the amount of time and effort required to complete reports was excessive.

6. Provide for more regular and consistent feedback on CFDC performance

To assist in establishing a stronger connection between WD and the CFDCs, a "feedback" process should be implemented that provides for periodic commentary and direction on quarterly reports, annual reports and annual operations plans. This could include, for example, the distribution by WD regional representatives of a summary of annual provincial performance statistics with a narrative explaining their importance and role in decision-making, as well as highlighting CFDC achievements.

7. Promote the investigation of opportunities for more proactive outreach among CFDCs, and by CFDC associations

WD should endorse the profiling of CFDC services, their intent, and primary client groups along with the use of local community publications and media in this regard. Furthermore, the provincial and Pan West associations should be encouraged to increase their outreach efforts, with an emphasis on mandate, services and the value proposition for members. In so doing, this will address concerns raised by Board, management and senior staff respondents over a general lack of awareness and uncertainty over the role and contributions of the associations, as well as Program services from the perspective of potential clients and partners. Furthermore, there is the side benefit of enhancing the visibility and presence of WD and the Federal government in communities across Western Canada.

8. Develop and distribute a general strategy to recruit, retain and provide for the succession of the best and brightest Program personnel

In addition to addressing the earlier recommendations on funding for the Program, there is a need to proactively manage the issues mentioned by respondents on the recruitment and retention of skilled staff, as well as the risk of impaired CFDC performance through the loss of a senior manager and in the absence of a succession plan. To address this, WD representatives should develop a "manager toolkit" relating to options for succession planning, identify "difficult to recruit" positions (primarily at a CFDC level), and develop general strategies to recruit and retain employees for these positions. This might include, for example, promotion of the benefits of working for the CFDC as an "employer of choice" and attracting students for auxiliary and co-op positions.

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