| Evaluation Criteria |
Questions |
| 1. The strategic directions for the Program are consistent
with higher-level priorities of WD and the Federal government
as well as with CFDC goals and objectives. |
- Are the strategic goals and objectives for the Program
(community capacity building, business development services,
and capital investment) consistent with departmental and
government-wide priorities?
- Are the strategic goals, objectives and priorities for
the CFDCs consistent with those of the Program, and as reflected
in established agreements (operations plans)?
|
| 2. There are defined, clear and adequately communicated goals,
objectives and service (investment) priorities for the Program
and, in turn, CFDCs that are reflective of desired economic
and social outcomes. |
- Are goals, objectives and priorities clearly stated and
commonly understood as it relates to the Program?
- Are goals, objectives and priorities clearly stated within
the agreements and operations plans for the CFDCs?
- Are there any specific “service gaps” and
needs at the community level that are not reflected in these
agreements and plans, but that represent a strategic priority
or service opportunity for the CFDCs?
|
| 3. The allocation of funding towards, and the use of, a community-based
non-profit delivery model is appropriate and logically supports
the achievement of the Program’s strategic intent. |
- Is the allocation of Program funding and the current network
of CFDCs considered appropriate in terms of:
- Maintaining a needed presence at a regional and community
level, particularly as it relates to those CFDC offices
located close to urban centers?
- Supporting the delivery of Program priorities and
services, as stipulated in agreements and plans?
- Do CFDCs have an appropriate:· governance structure
that is representative of the community and provides for
needed competencies and commitment, and· management
capacity?
- What is the role, and perceived value of, the provincial
and “pan-west” CFDC associations?
|
| 4. Information and reporting systems provide management, staff,
partners and other relevant parties with needed facts and data
to meet their responsibilities and to effectively gauge Program
performance. |
- Is there an appropriate balance and definition of performance
measures being applied at the “project”, CFDC
and Program level?
- Has a validation process (e.g., periodic site visits,
etc.) been established to provide quality assurance over
reported metrics?
- How is CFDC and Program management applying information
on performance?
|
| 5. The product and service “outputs” supported
by the Program, and as provided by the CFDCs, are consistent
with client expectations; accessible; and sufficient to support
intended outcomes. |
- What strategic community planning, business service or
capital services and/or products (funding) were provided
through the sampled projects?
- Did these services and/or products (funding) meet identified
needs and expectations of management, staff, delivery partners
and clients?
|
| 6. Positive impacts at a community and business level can
be demonstrated in keeping with established Program goals, objectives,
targets and expectations. |
- Have stated goals, objectives and milestones for sampled
projects and, in turn, for the CFDCs (as reflected in operations
plans) and the Program (as reflected in agreements) been
met?
- Were there any unanticipated factors that affected the
effectiveness of the sampled projects?
- Have there been any unanticipated impacts for the sampled
projects, positive or negative?
- What have the selected CFDCs and, in turn, the Program
achieved in terms of impacts on local communities and businesses?
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