Performance Assurance

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Formative Evaluation of the National Contribution Program and the National Aboriginal Contribution Program

394-2-31

Correctional Service of Canada
November 2004

5. RECOMMENDATIONS

Recommendation 1:

The Results-based Management and Accountability Framework (RMAF) needs to be refined to ensure sound planning in the design and delivery of the programs, enable strategic program management practices and ensure that it is responsive to the level of risk and complexity of the programs.

Program managers have worked to develop an RMAF. The findings of this evaluation are necessary to assist them in enhancing the framework and to emphasize performance measurement strategies and how results will be achieved for Canadians. As well, the logic model for the programs needs to be revisited along with the performance measures to better articulate more realistic measurements of success with consideration given to responsibility for data collection and costs associated with the collection of such data. As stated earlier in this report, formative evaluations typically involve gathering information during the early stages of a project or program, with a focus on finding out whether program managers' efforts are unfolding as planned, uncovering any obstacles and identifying mid-course adjustments and corrections that can help ensure the success of the program. In recognition that the RMAF is an "evergreen" document, it is important to create short and long-term measures of success such as:

  • follow-up surveys of recipients to measure their levels of satisfaction with the delivery of the NCP and the NACP and the benefits gained.
  • case studies of recipients to determine the programs' role in fostering CSC's policy objectives of safe reintegration and community capacity building.

Recommendation 2:

Establish a timely and effective application review and approval process and enhance the disbursement of approved funds in a manner that supports an effective implementation of programs and services by the recipients of contribution funds.

Although the terms and conditions of both the NCP and the NACP clearly outline the application requirements and process, they do not, however, specify the timeframe for completing the phases of the application and approval process. Key informants indicated during the interview that the timeframe for reviewing applications places undue stress on them because sometimes they do not know whether funds will be approved for a program or not. The program managers could announce a schedule for receiving applications and commit to a period of time within which decisions will be announced. As well, it may be beneficial for the programs to identify themes in which contributions will focus and communicate them to recipients.

Recommendation 3:

CSC should establish strategies to engage Aboriginal communities and agencies in the provision of services to Aboriginal offenders.

CSC should work closely with recipient organizations that have been granted funding for building capacity in Aboriginal communities under Section 79 of the Corrections and Conditional Release Act (CCRA), to ensure that there is no duplication of activities and that the achievement of outcomes is shared.

Recommendation 4:

The programs need to expand their reach to ensure equal access to funding and enhance the call letter as a vehicle for promoting CSC and engaging organizations beyond those approved for funding in previous years.

As stated earlier in the report, at the beginning of every year, CSC sends out a call letter to organizations to solicit their applications. It was found that those organizations that have established relationships with CSC maintain those relationships and support CSC activities in an effort to meet its corporate objectives. It is important for the program managers to use the call letter as a vehicle to reach out to larger groups, beyond those organizations that have been approved for funding in previous years.

The program managers should review and explore new ways of delivering part of the program process. It may be necessary to develop formalized guidelines for recipients and send out formal calls for proposals twice a year in order to reduce the number of applications coming in at one time.

In order to enhance its communication strategy, CSC could create a new section on its Website that highlights the objectives of the contribution programs, the guidelines for application and other related information for potential applicants.

Recommendation 5:

Establish a consultation strategy that fosters regular consultation by program managers with Treasury Board in seeking guidance on reporting requirements based on the contribution's funding level.

Suggested thresholds for reporting on contribution agreements are as follows:

  • Under $25,000 should report on local outcomes only.
  • Between $25,000 and $100,000 should report on reintegration outcomes and present evidence of community impacts (increased awareness, participation by the public, increased access by groups that traditionally do not participate in the reintegration agenda...) as measured by media coverage, attendance, etc.
  • Over $100,000 should report on capacity outcomes and community impacts and complete an economic statement with analysis of social impacts, including legacies created (physical and human) and reductions in recidivism.

The programs should develop guidelines to assist funded recipients in completing outcome reporting. This will also increase the consistency of outcome reporting in support of a future summative evaluation of the programs. All recipients must report on achievement of outcomes. Performance reporting requirements should be included on application forms as well as agreements to ensure that organizations are aware of and fulfil these obligations.

Recommendation 6:

The NCP and NACP should consider establishing a formal strategic alliance and partnership with other federal contribution programs and exchange ideas on both the design and the delivery of the programs.

The national contribution program is an important vehicle for the Government of Canada in fostering relationships with different stakeholders and strategically engaging the public in meeting its overall government-wide objectives. Several government departments have different categories of contribution agreements that assist them in meeting their statutory obligations and corporate priorities. The Correctional Service of Canada needs to better foster partnerships with these departments and exchange lessons learned in the design, delivery and performance measurement of their respective contribution agreements.

Recommendation 7:

The Department should better forecast the funding need of the contribution programs in order to allocate appropriate funding levels and reduce instances where funds from other envelopes have to be used.

As outlined earlier in the report, since 2001 the actual cost of contribution programs in CSC has been on average 4 times higher than the initial forecast. In order to avoid this repeated situation, it is necessary for the program managers and the Department (NCPC especially) to review the process for allocating funding levels and better respond to the funding requirements of the programs.

 

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