How is CANDO Doing? Program Evaluation September 2010

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How is CANDO Doing?

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Presentation Agenda

• IntroductionsIntroductions

• CANDO History

• Project Context and ObjectivesProject Context and Objectives • Preliminary Findings

• Questions? • Questions?

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Why MNP?

• Founded in 1945 from a single office in MBFounded in 1945 from a single office in MB

• 7_{7 largest chartered accountancy and business}th _{largest chartered accountancy and business}

advisory firm in Canada

• A strong history of successfully serving Aboriginal communitiesbo g a co u t es

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MNP Team

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CANDO History

• Founded in 1990Founded in 1990

• Training, networking and recognition of EDO qualifications

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• Standardized salary grid

• Developed Occupational StandardsDeveloped Occupational Standards • Competency profiles began in 1996

• Currently 420 members across Canada • Currently 420 members across Canada

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CANDO History

• TAED/PAED certification process began in 1998TAED/PAED certification process began in 1998 • 8 institutions accredited

• 83 TAED certifications83 TAED certifications

– 2 grandfathered

• 135 PAED certifications135 PAED certifications

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CANDO History

• 1999 Journal of Aboriginal Economic1999 Journal of Aboriginal Economic Development

• 2000 began N-Side newsg

• 2007 began circulating 16 Guidebooks

• Since inception hosted 17 National ConferencesSince inception hosted 17 National Conferences on Aboriginal Economic Development, with 5

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Ongoing Activities

• Certification

• Articulation agreements TAED/PAED • Articulation agreements TAED/PAED • TAED curriculum driven workshops - $ • National Annual Conference (youth) • National Annual Conference (youth) • Journal, N-Side News, (e) Side News • Website resources and online network • Website resources and online network • NIEEF scholarships

• Circulating best practices • Circulating best practices

• National Occupational Code • New programs

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Project Context

• INAC funded CANDO through CSSPINAC funded CANDO through CSSP

• Federal Framework for Aboriginal Economic Development (FFAED)p ( )

• Proactive review • Strategic planningStrategic planning

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Evaluation Objectives

• Are CANDO’s mandate and operations relevant?Are CANDO s mandate and operations relevant? • Are CANDO’s objectives being achieved?

• CANDO design and delivery of programs – areCANDO design and delivery of programs are EDO’s satisfied?

• Does the organization represent value for theDoes the organization represent value for the money?

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Methodology

• Evaluation committeeEvaluation committee • Preliminary interviews • Document/file reviewDocument/file review

• 6 survey instruments/key stakeholders

– Available in English and FrenchAvailable in English and French

• Online focus group

• Representation at OFNEDA • Representation at OFNEDA • MNP senate

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Limitations

• TimeframeTimeframe

• Baseline comparison • Outcome specific dataOutcome specific data • Sample

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Preliminary Data

• MandateMandate • Need

• Consistent with Aboriginal priorities?Consistent with Aboriginal priorities?

• Does CANDO complement, duplicate, or overlap with other programs offered by government

with other programs offered by government • Design and Delivery

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Are the Mandate and Objectives of

CANDO still relevant?

Are they based on clearly defined

problems and needs?

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Is there a demonstrated need for

CANDO and should the Department

continue to fund the certification and

training of EDO’s in Aboriginal

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?

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Are the objectives, goals and

direction of the CANDO mandate

consistent with Departmental and

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Does the programming offered

through CANDO complement,

duplicate or overlap other programs

offered by government or other

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Are the current 2 levels of

certifications appropriate and useful?

Are they as relevant today? Will they

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How can the delivery of CANDO

certification can be improved?

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Is the number of publications

relevant and to what degree do they

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Are EDO’s in Aboriginal communities

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and organizations satisfied with the

delivery of CANDO services?

Did the services lead to a positive

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?

change?

Wh t i

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What improvements could be

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Are there alternatives for the

delivery of CANDO

certification?

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Wh t

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What practices and delivery

processes have contributed to

CANDO’s successes (best

practices)? What practices or

inefficiencies have contributed to

poor performance?

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Criteria for Success

• Challenges of performance evaluationChallenges of performance evaluation • Internal

– Capacity to manage operationsCapacity to manage operations – Strategic direction

• External

– Satisfaction amongst membership – Membership #’s

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Questions?

• Final report in October 2010Final report in October 2010 • Published in November 2010Published in November 2010