Home : Reports and Publications : Audit & Evaluation : Evaluation of the WCBSN – Sept 2004
3.0 Evaluation Findings
This section presents the evaluation findings in terms of relevance, relationship with other network members and WD, success, and monitoring of WCBSN. The next section (4.0) outlines the key conclusions of the evaluation. Relevant field data from separate FEDO and WEI evaluations were also utilized.
3.1 Relevance
Relevance:
Is there a need for the WCBSN?
Is there overlap between the members of the network?
Overall Findings
The majority of WD key informants indicated that the WCBSN has potential value with respect to reducing duplication, sharing information and providing opportunities for partnership. Most stakeholder key informants and focus group participants were sufficiently unaware of the concept of WCBSN to comment on its relevance. Some community representatives indicated that the network had potential value for sharing information particularly with respect to training and best practices. However, they questioned the feasibility of attending additional WCBSN meetings.
The majority of WD key informants and some stakeholders agreed that there was some overlap between members of the network with respect to business planning, training and loan services. However, while two-thirds of WD key informants agreed that there was some duplication, they also said that this overlap is not problematic and ensures a better reach to clients. Forty-eight per cent of survey respondents agreed that CFDCs, WEI, CBSCs and FEDOs worked cooperatively to minimize any duplication between them, with 29 per cent of respondents disagreeing with this statement.
3.1.1 Detailed Findings: Need for Network
While most WD key informants see potential value to the network, some WD key informants question the degree to which the network needs to be integrated or consistent. Many WD key informants indicated that the WCBSN has the potential to reduce duplication , share information and provide opportunities for partnerships. However, many WD key informants also agreed that consistency is not always desirable, as organizations also need to maintain their local and regional responsiveness. As well, the WCBSN is considered an appropriate mechanism for WD to better achieve its objectives. Some WD key informants pointed out that the members themselves were not sufficiently aware of the WCBSN as a formal network. Network members would have to realize that they have shared interests and the benefits of working together before the WCBSN can operate more effectively.
WD key informants reported that the CFDCs, CBSCs, WEIs, FEDOs, as well as WD, could achieve the following benefits from the WCBSN:
- Networking activities, especially face-to-face meetings, can provide opportunities for partnerships and exchange of information. It allows the WCBSN members to work together to avoid unnecessary duplication.
- Working as a network provides opportunities for sharing best practices, tools and training between community organizations. They can learn a lot from each other – program delivery, how to partner, how to access community resources, on-line user packages, etc. However, it was noted that there is a need to identify how partners are similar and different in order to determine how and to what extent they should integrate.
- The network is key in helping WD achieve its economic development objectives. One respondent mentioned that WD could not deliver some of the services currently delivered through the network members. As another key informant noted, "the network has a far greater reach" than WD could achieve on its own.
- The network can allow the leveraging of resources of many members to respond to specific local challenges. WD helps facilitate this leveraging.
- The WCBSN was also reported to be a useful communications tool in helping the public and other stakeholders understand the service delivery system. Potentially the public would benefit from an integrated network as it could improve access and quality of services.
The majority of other stakeholder key informants and focus group participants were sufficiently unaware of the concept of WCBSN to comment on its relevance. However, one stakeholder key informant mentioned that the network...
"has a depth and scope exceeding any other available. It could be used to focus a variety of responses for key public issues such as closure of major industries, economic upheaval and any other matter affecting many people in a region. If we want to deliver services quickly and efficiently, this is the way to do it."
Some focus group participants felt that WCBSN had potential for sharing information, particularly with respect to training and best practices. Another stakeholder key informant noted that there is a need to build awareness about WEI to the other members, and to link members with FEDOs as the need arises. Some focus group participants perceived WCBSN as another layer that would require additional funding and administration. These participants felt that they did not have sufficient financial and human resources to participate in additional WCBSN meetings.
3.1.2 Detailed Findings: Potential Duplication
Many WD key informants and some stakeholder key informants indicated that there was some overlap between members of the network, particularly with respect to business planning, training and loan services. Only 48 per cent of survey respondents agreed that CFDCs, offices of the WEI and CBSCs work cooperatively to minimize any duplication between them. While two-thirds of WD key informants agreed that there was some duplication, they also said that this overlap is not problematic and ensures a better reach to clients ("less clients get lost through the cracks"). As one key informant noted, the current arrangement may be the best way to reach each target group in a way that meets the "comfort level" of each target group. Offices of the WEI and FEDOs are also considered to provide targeted support to a widespread constituency, whereas the CFDCs have broader mandates that they apply to the specific geographic areas in which they operate. Some key informants indicate that the demand for the network's services is quite significant and can accommodate the duplication. One WD key informant noted that the key duplication area to avoid is between the network and the private sector -- an area that should be closely monitored. One stakeholder key informant also noted that there was some overlap between the CFDC activities and the Community Economic Development Network (CCEDNet 2 ), funded by the Rural Secretariat.
Many WD key informants agreed that more work could be done to reduce overlaps. Some WD suggestions include:
- Better communications and establishing more formal agreements between network organizations.
- Enhanced coordination among network members with respect to business planning.
- Consider strategies for reducing overlap of services with respect to loan funds (e.g. encourage some network members to pool resources).
1) Particularly with respect to the development of business tools and training
2) The Canadian Community Economic Development Network (CCEDNet) is a national non-profit organization. The membership of CCEDNet is made up of Community Economic Development (CED) community-based organizations and practitioners from every region of Canada. The mission of CCEDNet is to promote and support community economic development for the social, economic and environmental betterment of communities within Canada.