Canadian Rural Partnership Pilot Projects : success stories and lessons learned

24 Pages·2002·3.4 MB·English

by  Canadian Rural Partnership

CANADIAN RURAL PARTNERSHIP
Pilot Projects: Success Stories and Lessons Learned
Stfrl Agriculture Canadian Agriculture Library
BibliothequecanadiennedeI'agriculture
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please call 1 877 295-7160 or visit our Web site at: www.rural.gc.ca
Publication No.:2115/B
Catalogue No.: A22-246/2002
ISBN: 0-662-66449-3
© Minister of Public Works and Government Services Canada, 2002
This document summarizes the first round of the Canadian Rural Partnership's Pilot
Projects Initiative. It is intended to help you, community leaders and other intere—sted
parties, to learn from the successes of, and lessons learned by, other communities to
get a feel for the difficulties that project proponents faced and overcame.
Since the first round of the Pilot Project Initiative began in 1998, 321 projects have received
funding. These projects ranged from municipal councillor training in the Northwest Territories
to on-farm composting in Nova Scotia. The Initiative was allocated $12 million over four years
($3 million per year).
The Pilot Project Initiative is best understood as part ofthe federal government's larger initiative,
the Canadian Rural Partnership. The Partnership supports rural community development by
adopting new approaches to rural community issues and encouraging the development of
local solutions to local challenges. It aims to better equip rural and remote communities to
compete in the global economy, so these communities can further contribute to the growth and
stability ofCanada.
—
The Partnership represents a new way for the federal government to serve Canadians what
is called a horizontal approach. The government is coordinating the efforts of#// federal
departments that impact on rural and remote Canada. This will increase the effectiveness
and quality ofour service.
The Partnership's mandate is to listen to Canadians living in rural areas and respond to their
concerns by adopting new approaches and practices. For example, since 1998, we have engaged
Canadians through an ongoing "Rural Dialogue" that is helping the government learn about
ural Canada's priorities.
n this Dialogue, Canadians from rural and remote areas identified 1 1 priority areas where
he federal government can have a significant impact. They are:
improving access to federal government programs and services for rural Canadians,
improving access to financial resources for rural business and community development,
providing more targeted opportunities, programs and services for rural youth,
including Aboriginal youth,
strengthening rural community capacity building, leadership and skills development,
creating opportunities for rural communities to maintain and develop infrastructure
for community development,
connecting rural Canadians to the knowledge-based economy and society, and helping
them acquire the skills to use the technology,
strengthening economic diversification in rural Canada through more targeted assistance,
working with provincial and territorial governments to examine and pilot test new
ways to provide rural Canadians with access to health care at reasonable cost,
working with provincial and territorial governments to examine and pilot test new
ways to provide rural Canadians with access to education at reasonable cost,
fostering strategic partnerships, within communities, between communities and
among governments to facilitate rural community development, and
promoting rural Canada as a place to live, work and raise a family recognizing the
value of rural Canada to the identity and well-being of the nation.
—
The Pilot Projects Initiative tests the effectiveness ofthis approach an approach which coordi-
nates government activities around citizens' priorities. The projects have provided Canadians
in rural areas with a unique opportunity to develop their own community-based solutions to
—
specific challenges. We stress the local nature ofthe projects one size does not fit all when it
comes to such solutions. The projects are being carried out by communities in partnership with
all levels ofgovernment: federal, provincial and municipal, as well as other community partners.
The Initiative is in its final round offunding.
The main objective of the Pilot Projects Initiative is:
Topromote sustainable community development in collaboration with theprivate sector,
voluntary sector andall levels ofgovernment.
By community development, we mean a community's ability to:
• manage change,
• resolve conflicts,
• deal with different institutional cultures,
• act in a coordinated manner, and
• foster cooperation.
Yes, these are theoretical concepts, but in fact, many pilot projects have the potential to further
sustainable community development!
Conclusions and Lessons Learned
Based on interviews with, and evaluation forms completed by, the project proponents, 80 per cent
ofprojects achieved all or part oftheir original objectives with tangible results. Most ofthe
projects continue to have an impact on their community well after the pilot ended. In particular,
those projects with objectives related to community capacity building, such as empowering people,
expanding knowledge, communication and infrastructure, were, for the most part, realized.
—
Other good news is that there was a high response rate to being evaluated 90 per cent
ofproponents agreed to an evaluation of their project, suggesting they had pride in their
achievements. Most proponents said they were confident their groups could work together
again. Overall, there was a mood ofsuccess, one that is instilling a new confidence in some
communities to take on challenges.
Only a few projects reported difficulty achieving all of their objectives. However, it should be
noted that in many cases, the project had overstated its objectives, substituting the objectives of
a long term plan for those ofthe pilot project. In most ofthese instances, the project still helped
significantly in realizing the larger goal.
Characteristics of Successful Projects
The projects that achieved all oftheir objectives tended to have certain characteristics in common:
• a profound understanding ofthe community's needs,
• tightly defined objectives,
• strong community support or previous community visioning work that gave evidence
ofsuch support,
• a clear view ofwho would be using the project's products or services,
• strong leadership involved in the project, especially someone with specific expertise
in the service, product or technology the project focused on developing,
• an active communications network that kept all project participants abreast of
developments and meetings,
• sufficient start-up time allotted, and
• a willingness to devote time and resources to a project-specific tool that would offer
specialized help such as a training course, focus groups or hiring a specialized company.
Challenges and Recommendations
While proponents learned specific lessons from their own project, some common "lessons
learned" emerged. One recurring problem was getting the cooperation and support of
local groups. Some projects overestimated the community's need for a product or service, or
underestimated the amount of time needed to achieve community consensus on an issue.
Other proponents weren't able to match the right person to the right job. Several projects
lacked specific expertise at critical times.
It is recommended that proponents ensure that:
• the necessary community support and consensus on issues is present,
• the analysis of the community's need for the pilot is well supported,
• the right person is available for the proposed tasks,
• the objectives fit within the proposed budget, and
• a municipal official sit on committees, ifpossible.
Post-funding Activity
Most ofthe projects generated post-funding activities. In some cases, the pilot projects were
funded to investigate and adapt technology or a concept to local conditions. Depending on the
adaptability ofthe technology or product, one ofthree things happened: either the project
moved forward into the demonstration sites (the sites set up to show the use ofthe technology
to the community), or new enterprises or organizations were set up to continue the work, or the
whole idea was terminated because it was not possible to adapt the technology to the conditions.
In two instances where it was not possible to adapt the technology, the proponents continued
to explore possibilities with the technology. One example was the Cod Farming Technology
equipment which was transferred to another coastal part ofNewfoundland and used for cod
farming in that region.
These pilot projects demonstrated the importance ofexposing communities to the technologies
or economic diversification possibilities, even if the results were not in perfect sync with the
objectives. Just seeing the pilot in action opened the community's eyes and showed them what
was possible.
The following projects are but a few examples ofthe many projects funded through the
Canadian Rural Partnership's Pilot Projects Initiative. They represent a cross-section ofthe types
ofproject funded throughout Canada.
The results outlined in this document are largely based on an evaluation ofRound One
(1998-1999)pilotprojects (JAPA InternationalLimited, July 2001).
.
Company
Northern Exposure Gift
(BC-0059-1998-E)
The
Northern Exposure Gift Company is a Results achieved to date include adjudicating over
marketing corporation in the Peace Laird 200 products from 250 small manufacturers and
region ofBritish Columbia. The company test-marketing over 85 different products. Sales
was established to assist local artisans and small reached $500,000 in the spring of2001.
manufacturers in their marketing endeavours. It
assesses their products for marketability, test-markets
Partnerships
their products, and trains local producers on a variety
oftopics. Its ultimate goal is to assist producers in
This pilot project has benefited from contributions
becoming self-reliant.
from Human Resources Development Canada, Forest
This project built on survey work conducted in con- Renewal British Columbia, the Science Council of
junction with the Community Futures Development British Columbia, Sci-Tech North and the Community
Corporation to establish the size and nature ofthe Futures Development Corporation. The total cost of
artisan and manufacturing sector in the Peace Laird the project was estimated at $267,844. The Canadian
region. The Community Futures Development Rural Partnership provided $50,200.
Corporation offered several workshops for their clients
in the areas oflabelling, packaging, woodworking
Transferability
techniques, material versus product costing, and
marketing. Expertise was also provided on an indi-
Other regions ofCanada have already enquired about
vidual basis on product design, research, loan, and
this project. It can be replicated elsewhere ifcommunity
business planning.
support is strong and support systems already exist in
One ofthe most exciting aspects for participants is the community.
the adjudication ofproducts. This process involves
carefully examining a product with respect to its
marketability. Sometimes design changes are suggested,
until the producer has a product that the Northern
Exposure Gift Company can market test. The Northern
Exposure Gift Company then places an order with a
six-month contract, providing the producer with
direct feedback on how well their product is selling.
At this stage the producer can either go on their own
or continue to sell through the marketing corporation.
Southern Ontario Aboriginal Business Service Network
(ON-0033-1998-E)
The Southern Ontario Aboriginal Service Human Resources Development Canada, Agriculture
Networks objective was to develop and test and Agri-Food Canada, the Canada-Ontario Business
a business information centre. The centre Service Centre, Aboriginal Capital Corporations,
focusses on improving awareness of, and accessibility Aboriginal Capital Financial Development
to, business services, programs and regulatory require- Corporations, the Two Rivers Development
ments for the Aboriginal business community, including Corporation, the Tecumseh Development
young Aboriginal entrepreneurs. Corporation, the Indian Agricultural Program
in Ontario and the Ohwistha Capital Corporation,
Various reports have identified business development
the needs of the Aboriginal business community
as a way to improve the economic circumstances and
were identified and the pilot project succeeded in
self-reliance ofAboriginal peoples. These include the
moving ahead with mechanisms to assist the
Report ofthe Royal Commission on Aboriginal Peoples
Aboriginal business clientele.
as well as reports and surveys undertaken by Industry
Canada and Statistics Canada. The latter show that The Canadian Rural Partnership provided $94,000,
three-quarters or Aboriginal businesses were willing to which was matched by funding from other federal
seek government help, but most were unaware ofthe departments.
business development programs and services available
to them. In addition, most Aboriginal businesses are
Transferability
located in rural and remote settings and have difficulty
accessing information. The objective, then, of the
The pilot project was successfully replicated across
project was to create a "single window" approach Canada and there are now 25 Aboriginal Business
centred on the needs ofthe Aboriginal business
Service Centres providing information to Aboriginal
community, including Aboriginal youth, with a view
businesses.
to replicating it in other locations across Canada.
For more information, see www.cbsc.org/absn.
An Aboriginal Business Services Coordinator was
This site is the premier gateway for online government
hired to ensure the services provided would meet the
information to Aboriginal business people. It includes
needs of Aboriginal service clients. Four sites were
links such as: Hot Topics, Programs and Services specific
equipped with computers and Internet access, and
to Aboriginal entrepreneurs, Aboriginal Business
Canada-Ontario Business Service Centre links were
Directories, Small Business Toolbox, Interactive
made, to provide regional access to customized
Business Planner, as well as links to other Aboriginal
Aboriginal information services. A toll-free number
business information.
was also put in place specifically to disseminate
A
Aboriginal business information. review and
tailoring ofexisting Aboriginal business services in
Southern Ontario was also undertaken.
Partnerships
This pilot project was developed at the regional level
of the Canada-Ontario Business Service Centre.
Through the cooperation and partnerships ofvarious
federal government departments and First Nations
partners, including Aboriginal Business Canada,
The Spirit and Practice of Business Thinking:
A
Training Workshop for Youth Entrepreneurs
(PE-0009-1998-E)
This project offered training workshops and Partnerships
seminars to help young entrepreneurs who
Local economic development corporations were
had been approved for funding from the Seed
Capital Program, create and develop small- and medium- instrumental in providing names ofprospective
sized businesses in rural Prince Edward Island. They candidates for the training being offered through this
repeated previously successful training workshops project. Cooperation between the partners contributed
which had targeted 40 youth entrepreneurs in the to the high degree ofsatisfaction expressed by partici-
Seed Capital Program in 1997. The training was pants about the program.
designed for early-stage entrepreneurs operating a The Canadian Rural Partnership provided $4,950,
business in a rural area. which was supplemented by approximately $5,000
The training continued to be offered as one element from the Atlantic Canada Opportunities Agency.
ofthe Seed Capital Program, which provides business
support to young entrepreneurs.
Transferability
The training focussed on what it takes to be successful
This project was successful in meeting the original
in business. Specific topics included:
goal ofsupport to youth entrepreneurs and could be
• personal inspiration and entrepreneurship, replicated in other rural communities. In Prince
Edward Island, this service has continued with
• personal values and entrepreneurship,
assistance from business counselling services and
• personal styles and interests (including personal local economic development corporations.
typing tools and Strong Interest Inventory), and
• developing effective teams, communication
and leadership.
The training was attended by 52 young entrepreneurs
and provided an excellent opportunity for networking.
They were held across the island in Morell, Kinkora,
Mont Carmel and Tignish. The Mont Carmel session
was delivered in French.
Good organizational skills were needed to coordinate
the training activities to ensure that all relevant material
was covered in the time available. While participants
would have liked more time to study the training
modules in depth, the use ofcase studies was
considered beneficial.
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