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Audits and Evaluations

Final Evaluation for the Northern Ontario Development Program

Management Response and Action Plan

Recommendations	Management Response and Planned Action	Management Accountability	Action Completion Date
Recommendation 1: To ensure that expected outcomes are being achieved, the program should improve the measurement of medium- and longer-term outcomes.	Agreed. FedNor will implement procedures to systematically track evidence for the achievement of medium- and longer-term outcomes.
	Action plan: Work to address this issue has already begun (e.g., review of the performance measurement frameworks of Regional Development Agencies, identification of medium- and longer-term performance indicators, and assessment of software options). Measures to track medium- and longer-term project outcomes will be implemented as part of the revised Performance Measurement Strategy (PMS) for NODP. Under the revised PMS there will be an increased emphasis on the need for proponents to track and report on the results of funded projects. Also, FedNor will introduce a follow-up report to be completed annually by the proponent up to five years after the project has ended.	Director, Policy, Planning and Coordination Unit	Actual collection of longer term data to be implemented by April 2012
	FedNor will also work with the Audit and Evaluation Branch (AEB) to explore methods to document and report on the longer term impacts of funded projects.	Director, Policy, Planning and Coordination Unit	Methods identified by June 2011
	FedNor resources will be reallocated to ensure sufficient capacity to undertake longer-term performance measurement.	Director, Policy, Planning and Coordination Unit	Resource reallocation to be completed by April 2011
	Modifications will also be required to contribution agreements reflecting the need for proponents to report on project outcomes, and to track data in order to complete the annual follow-up reports.	Director, Policy, Planning and Coordination Unit	Policies, procedures and training to be implemented by April 2011
	New software will be purchased in order to facilitate the collection of performance measurement data. Data collection forms, policies and procedures will also be developed. Staff will be provided with training to familiarize themselves with the new procedures.		Software to be purchased by February 2011
Recommendation 2: To enhance program delivery success, the program should consider improving the project approval process to decrease project approval times.	Agreed. New procedures are being implemented and future improvements will be identified to help decrease project approval times.
	Action Plan: Examples of improvements to date, include: better tracking reports and monitoring of applications;	Director, Program Delivery	QA process and monitoring of applications have been implemented
	a quality assurance process – implemented in October 2009. This process is improving the consistent quality of project evaluations/ recommendations submitted to senior management/MINO for approval, helping to accelerate the approval process. (This process involves a systematic review of feedback received by senior management/MINO on previous project reviews, the communication of lessons learned and best practices to officers, leading to consistent higher quality project reviews/recommendations, in turn, leading to quicker response times);
	Information about the program and direction on how to access funding has recently been posted on FedNor's website. For example, potential proponents now have access to program guidelines that clearly indicate the elements that FedNor considers during the application assessment process. This will help ensure that project proposals are well aligned with NODP criteria, which in turn, will help decrease project approval times.	Director, Communications	Guidelines posted on Internet by January 2011
	an improved two stage application process has been introduced. This process will allow potential proponents to submit a streamlined Initial Application (Phase One), and receive written confirmation that they may proceed to a Detailed Submission (Phase Two), before they invest in the development of a detailed application; and	Director, Policy, Planning and Coordination	Two stage application process implemented January 2011
	the introduction of formal service standards and related tracking/monitoring.		Service Standards fully operational by June 2011
Recommendation 3: To better achieve the overall program objective of economic development and diversification in northern Ontario, FedNor should be more strategic in its allocation of program resources and target program funding to core economic development activities. Consideration should also be given to how to increase program impacts on for-profit businesses.	Agreed. FedNor is encouraging stakeholders to focus on core economic development activities to ensure that projects selected for funding provide the greatest economic impact for communities and businesses in Northern Ontario.
	Action plan: Program guidelines recently made available to potential proponents will help focus stakeholder efforts on projects that will generate short- to medium-term measurable results leading to economic development and growth in Northern Ontario communities and businesses, within three priority areas: community economic development; business growth and competitiveness; and innovation. FedNor staff efforts as catalyst to develop projects will also focus on solid projects that have the greatest potential for regional impacts and economic and business growth.	Director General, FedNor	Program guidelines made available to the public January 2011
	Further research will be undertaken to explore options to invest in for-profit businesses.	Director, Policy, Planning and Coordination	April 2012