Home : Reports and Publications : Audit & Evaluation : Evaluation of WD's Official Languages Action Plan 2000/2004 - May 2004
2.4 Accountability and Performance Monitoring
One of the key issues addressed by this evaluation is accountability and performance monitoring. Respondents were asked if the Reports provided by the FEDOs to WD allow the latter to meet accountability requirements. Quarterly reports, which include a progress report, are sent to WD's executive committee. Coordinators also report to the ADM on their activities while FEDOs report to the regional office.
WD Respondents
Most WD respondents report that they receive relevant and timely reports on the progress of the Action Plan. The strategic projects are monitored through quarterly reports where recipients assess their objective achievement. There are also annual reports and annual updates. There are regular discussions about the Action Plan activities at the executive committee level. Some respondents suggest that the Annual Report needs to better emphasize regional information and that the information should be sent directly to all the coordinators.
FEDO Representatives and Stakeholders
There were mixed opinions as to whether the progress reports of the Action Plan are made available to the community. A number of FEDO and stakeholder respondents indicated that they did not know if the progress report was disseminated to the community. One respondent noted that the Action Plan is available on the website through "Accès Ouest." Another FEDO respondent noted that their economic plan which is reflective of the Action Plan is made available to the community.
When asked whether the goals and targets developed in the Action Plan were clear and measurable, the majority of respondents agree that the goals are clear. There are mixed opinions as to whether the goals and targets are measurable. The majority of respondents agreed that the targets were meaningful and attainable, although one respondent expressed difficulty in attaining some of the targets in the absence of a full-time coordinator. According to another respondent, projects undertaken like the "Guichets uniques" (single-window delivery access projects) demonstrate the attainability of the goals and targets.
2.5 Cost-Effectiveness
The majority of WD and FEDO respondents agreed that the WD investments in Section 41 of the Official Languages Act projects were cost-effective.1 Some respondents indicate that the FEDO service delivery structure is more cost-effective than direct delivery of these products and services by the government. WD respondents report good returns on investment and effective leveraging of funds as reasons for cost-effectiveness. One FEDO respondent indicated that it is difficult to assess the cost-effectiveness in the second year of start-up. As mentioned earlier, some FEDO respondents reported significant increases in tourism from Quebec (20-30 percent increases) as a result of a single project. Some respondents (both WD and other stakeholders) pointed out that the FEDOs provide substantial efforts and effectively leverage other resources.
Level of Resources
When asked if the level of resources employed were appropriate to ensure the Action Plan's implementation, just over half of the respondents indicated that they were appropriate. Some respondents note that effective leveraging and the significant impact of small amounts of funding on small communities ensure that the level of resources is appropriate. Some WD, stakeholder and FEDO respondents note that there are insufficient human resources to support the realisation of all objectives. Other respondents note that additional resources were needed to meet increased demands and to cover increased cost (e.g., inflation). One respondent also noted that increased resources are needed to meet client demands in dispersed rural areas.
Relevance of Investment
The majority of WD and FEDO respondents indicate that the dollars were well spent. The return on investments for the majority of projects is reported to be good. Respondents note that returns on investment have been high for community development projects, in particular tourism projects. Only a few exceptions to this were noted. For example, the Francophone Business Directory was cited as one project that was not cost-effective. Some respondents state that the loans program is underutilized in some regions.
Suggestion to improve cost-effectiveness include:
- The creation of additional partnerships and the identification of additional sources of funding from other levels of government and/or from the private sector;
- A "top-off" or additional resources for FEDOs recording increases in clients;
- Increased promotion of WD, particularly with respect to "success stories"
- An increase in human resources to allow for full-time coordinators and to increase the number of coordinators in rural areas; and
- Improve administration of special projects.
2.6 Alternatives and Lessons Learned (Suggested by Respondents)
Finally, respondents were asked to suggest alternatives and lessons learned. The following suggestions were made.
Alternatives to FEDOs?
Respondents were asked if alternatives to FEDOs should be considered to help WD meet Section 41 requirements. They were unanimous in saying that FEDOs play an effective role in WD's delivery of the Action Plan. They report that FEDOs are in a better position to serve the Francophone communities because they are involved and are sensitive to that community. The FEDOs are reported to be effective in community outreach and community capacity building. A stakeholder mentioned that the FEDOs can effectively play a role in helping communities become self-sufficient compared with traditional interventions of the federal government "which typically make communities dependent on their services."
A number of respondents point out that the Community Futures Development Corporations (CFDCs) would not be able to deliver the products and services as effectively as the FEDOs given the small number of Francophones and their geographic dispersion. The CFDCs are based in specific communities and would have difficulties serving small, dispersed, Francophone communities. The FEDOs are in a good position to network with local agents and they act as effective intermediaries between the local clients and WD. Some respondents note that the fact that the FEDOs are an integral part of WD and its network is beneficial to WD and to the FEDOs.
Lessons Learned and Recommendations for Action Plan
Although respondents are generally of the view that the Action Plan is on track in terms of its implementation and achievement of expected results, they had a number of comments with respect to lessons learned through the implementation of the Action Plan.
Some WD, stakeholder and FEDO respondents indicate that the Plan needs to emphasize the importance of collaborations and partnerships. One WD respondent stated that the roles and responsibilities of the FEDOs and WD are not always clear, particularly with respect to accountability for special projects. A FEDO respondent reports that the partnership between the FEDOs and WD should include a short, medium and long-term vision. In addition, WD should help to ensure the involvement of the larger economic community. A WD respondent noted that more needs to be accomplished with respect to the sensitivity of the Official Languages Act within WD. The "RICLOM" (Réseau interministériel des Coordonnateurs des langues officielles du MB, Manitoba Interdepartmental Network of Official Language Coordinators) has identified some means to address this problem.
Moreover, the FEDOs should be adequately consulted for input to ensure that the Plan is more results-based and practical. One stakeholder respondent cited the need to more systematically report and share best practices with all stakeholders.
2004-2008 Action Plan
Respondents had a number of suggestions with respect to the 2004-2008 Action Plan. These are categorized according to the following: Building on past successes; flexible approach; increased promotion and education; resources; reporting requirements; and new directions.
- Building on Past Experiences. A number of respondents emphasized that the 2004-2008 Action Plan should expand its focus, but still continue to build on past experiences and successes. "The issues of youth and tourism targeted by the first Plan are still relevant." While some respondents point out that partnerships need to be fostered and expanded (e.g., WD could consult more with federal partners and include other stakeholders such as "academics"), the Plan should continue to build on the networks and partnerships established during the previous plan. "Although we should build on our partnerships, there is a need for a more integrated approach with other target departments for a pan-Canadian perspective."
- Flexible Approach. Some WD respondents cite the need for a flexible plan that takes into account the different realities, different structures and different stages of development of Francophone communities and different communities' regional needs. The Plan could also be more flexible to allow for integration of other projects that are currently outside the scope of the present Action Plan. Flexibility is also needed to accommodate the communities changing needs.
- Increased Promotion and Education . Some respondents cited the need for more promotion and distribution of the Plan to the FEDOs and to the community at large. In addition, there is a need for more promotion and marketing of the services provided by WD and the FEDOs. OLA communication guidelines could be developed. In addition the Anglophone majority could be sensitized to the importance and relevance of linguistic duality. There also needs to be some additional investment in sensitizing WD employees to the importance of their commitment and responsibilities in implementing Section 41.
- Adequate Funds. Some stakeholder and FEDO respondents noted that adequate financial and human resources are needed to support the FEDOs. In Manitoba, there are insufficient funds to support the loans program. Some respondents cite workload issues with respect to insufficient human resources to cover large geographic areas. One WD respondent questioned whether the present resourcing levels would meet the FEDOs' longer-term needs.
- Reporting Requirements. SomeWD and FEDO respondents report the need for more meaningful and clear measures for FEDO to report on the success of implementing the Action Plan. On the other hand, WD and FEDO respondents state that the reporting requirements are demanding and overly complex. Future efforts should be made to clarify and simplify this process.
- In addition, other respondents mentioned that more comparable and consistent measures across FEDOs and other similar organizations are needed. A more precise definition of Francophone community is needed to better target activities.
- New Directions. Some respondents noted that the Action Plan could include some new directions. These include:
- Increased focus on the international market;
- Women entrepreneurship;
- Consideration of the aging population with respect to economic development; and
- Internet and e-commerce.
1 However, most of the stakeholder respondents felt that they did not have sufficient information to answer this question.