Evaluation of the SADC des Laurentides Women’s Mentorship … · 2018-10-05 ·...

EVALUATION REPORT

Evaluation of the SADC des Laurentides

Women’s Mentorship Pilot Project

February 8, 2018

Frédéric Bertrand Msc EA Ber / evaluation and research

Evaluation of the SADC des Laurentides’ Women’s Mentorship Pilot Project – Final Report

2

Acknowledgements This report has drawn upon the work of many people involved in the Women’s Mentorship Pilot

Project. As such, we would like to thank the major stakeholders, in particular the SADC des

Laurentides and its General Manager, Ms. Sylvie Bolduc, for promoting the project as well Ms.

Anny Champoux for her contribution as Project Manager. We would also like to highlight the

implication of Ms. Josée Courville in the completion of the context study as well as to the

development of recommendations leading to the mentorship model selection. Thank you to the

female entrepreneurs involved in the Women’s Mentorship Pilot Project who completed the

survey. Given your busy schedules, we are grateful for your time and commitment to this

project. Your contribution was key to the success of this evaluation as well as to the continued

improvement of business mentorship services provided by the SADC des Laurentides. We would

particularly like to thank Ms. Louise Lapointe (lead facilitator for peer mentorship groups) and

the other members of the SADC des Laurentides mentor team who also participated in the

survey. Their dyad with a good number of female entrepreneurs, including those in the

Women’s Mentorship Pilot Project, allowed for a more insightful look at the added value and

synergy of peer mentorship.

Financial support for the mentorship project is provided by Status of Women Canada (SWC).

This evaluation was conducted by Frédéric Bertrand (Ber /), a Canadian Evaluation Society (CES)

credentialed evaluator commissioned by the SADC des Laurentides.

Frédéric Bertrand is a program evaluation and project management specialist with more than 15

years of experience. Since 2002, Frederic has worked with scientific, political and socio-

economic development organizations, supporting strategic planning and leading evaluations and

studies on performance measurement. Frédéric has successfully led and contributed to more

than 100 consulting projects for more than 60 Canadian and international organizations.

Frédéric holds a credentialed evaluator (CE) designation from the Canadian Evaluation Society

(CES), a BSc in Biology, a Masters in Environmental Sciences and has completed a continuing

education course in Project Management.



3

Table of Contents

Acknowledgements ......................................................................................................................... 2

Introduction ..................................................................................................................................... 4

Context ........................................................................................................................................ 4

Overview of the Women’s Mentorship Pilot Project .................................................................. 4

Evaluation Overview .................................................................................................................... 6

Results ............................................................................................................................................. 9

2.1 To what extent was the SADC des Laurentides mentorship pilot project model effective? 9

2.2 To what extent was the mentorship model integrated into the SADC des Laurentides? ... 20

2.3 What lessons (positive or negative) were learned as a result of the SADC des Laurentides

pilot project? ............................................................................................................................. 24

Conclusion and Recommendations ............................................................................................... 27

Annex A: Simplified Evaluation Grid (questions/indicators) ......................................................... 29

Annex B: Logic Model, Women’s Mentorship Pilot Project .......................................................... 30

Annexe C: List of Data Gathering Tools ......................................................................................... 31



4

Introduction

Context The SADC des Laurentides’ Women’s Mentorship Pilot Project is part of the Status of Women

Canada (SWC) funding program entitled “Advancing Women in Various Sectors through

Mentorship/Sponsorship” whose purpose is to “increase opportunities for the advancement of

women within an industry or profession, including entrepreneurial enterprises, through the

piloting of sustainable mentorship/sponsorship models.”1

The SADC des Laurentides is one of the organizations in Quebec to have received funding for a

period of 30 months, with the intent to develop and pilot a viable mentorship model targeting

the elimination of obstacles to the advancement of female entrepreneurs in the region.

This evaluation is being completed as per the reporting requirements outlined in the SWC

funding agreement. Its purpose is to measure the effectiveness of the model selected and

implemented by the SADC des Laurentides.

Overview of the Women’s Mentorship Pilot Project The SADC des Laurentides received a grant in the amount of $147,285.00 from SWC for a 30-

month project, running from January 2015 to September 2017.2 Five per cent (5%) was allocated

to this external audit, or $3,250 in 2015 in the development phase and $4,000 for the ensuing

data compilation, analysis and production of this report. The Women’s Mentorship Pilot Project

was structured and executed according to the principal compulsory activities attached to SWC

funding. The final report prepared by the SADC des Laurentides for SWC presents in detail the

state of completion for each of the project activities.

Table 2 provides an overview of key activities from project onset until present day. A context

study report and consultations at the very beginning led to recommendations on which

mentorship model would be most appropriate for this pilot project. The SADC des Laurentides

chose the second recommendation in this report, that being to offer peer-to-peer mentorship

led by a mentor: “We recommend that the SADC des Laurentides include a mentorship group of

professionals from different fields in this pilot project. The strength of a network is an

undeniable asset for a region and assistance from peers, in a climate of trust and confidentiality

(without competition), allows for the creation of an additional lever in the added value of

mentorship for women.”3

Following this recommendation, the SADC developed the peer mentorship pilot service. Ms.

Lapointe, a member of the SADC Mentor Team, acted as a lead facilitator for groups of eight to

ten non-competing entrepreneurs to create a peer mentorship circle. The groups met for two-

hour meetings every six weeks in the SADC des Laurentides conference room.

1 https://swc-cfc.gc.ca/fun-fin/cfp-adp/2014-1/t2-en.html 2 https://swc-cfc.gc.ca/trans/account-resp/pd-dp/dgc-dsc/2014-2015/gc-sc-889-eng.html 3 Final report on the recommendations for a mentorship model, completed as part of the program

https://swc-cfc.gc.ca/fun-fin/cfp-adp/2014-1/t2-en.html

https://swc-cfc.gc.ca/trans/account-resp/pd-dp/dgc-dsc/2014-2015/gc-sc-889-eng.html



5

Meetings began at the beginning of September 2016 and continued for ten months. SADC

consultants also attended the meetings.

Twenty candidatures were received and, so as to offer the service to as many entrepreneurs as

possible, two groups were created. The SADC received seven additional registrations after the

groups were formed, which were denied for this pilot project. From the 20 initial registrations,

17 women participated in the pilot project (a retention rate of 85%). The formation of the two

groups was primarily based on the availability of the confirmed participants (Group 1: 9/Group

2: 8). In addition to peer mentorship, eight participants were also actively involved in a dyad

with a mentor from the SADC Mentor Team. In turn, each participant presented their company

and shared a particular professional challenge during the group meetings. Following the co-

development concept, mentees shared their experiences and solutions, accompanied and

guided by a mentor-facilitator.

Table 2: Overview of Key Activities for the Women’s Mentorship Pilot Project

Key Activities 2015 2016 2017 2018

Partnerships:

• Create a detailed work plan for the project

• Confirm commitment of 17 pilot project partners (regional socio-economic development organizations)

• Meet partners at project launch

• Keep stakeholders up to date on the project progress

Examine Context:

• Create an evaluation plan and performance measurement framework

• Create a risk management plan

• Conduct a survey of female entrepreneurs to pinpoint challenges, issues, obstacles

• Hold discussion groups and interviews with socio-economic players, entrepreneurs and mentors

Choose an Option:

• Lead an orientation committee to evaluate model options

• Write a report detailing the context study with recommendations for a mentorship model

Implementation:

• Launch and present the female business mentorship model to all stakeholders



6

• Roll out an awareness campaign highlighting the benefits of the coaching/mentorship project

• Inform, raise awareness and recruit mentees via partners’ clienteles and the SADC Mentor Team

• Recruit new mentee entrepreneurs

• Host peer mentorship meetings

Knowledge Sharing:

• Identify information exchange opportunities to share knowledge (web-events and newsletters, dedicated articles)

• Offer additional expertise and provide solutions to resolve workplace challenges and issues

• Develop an action plan to viably publicize, circulate and implement the model

Evaluation and Follow-up:

• Prepare interim and final SWC reports (narrative and financial)

Evaluation report (and plan update)

Source: Women’s Program Project Report, prepared for SWC by the SADC des Laurentides.

Evaluation Overview Evaluation scope and objectives: The evaluation covers all activities performed by the SADC des

Laurentides during this 30-month pilot project that ran from November 2014 to September

2017. As requested by SWC, the evaluation focused on three main elements: the effectiveness

of the mentorship model chosen and its implementation; organizational acclimatization; and

model viability.

While it was performed as a requirement of SWC, the objective of this evaluation is to inform

the SADC des Laurentides and its business community of the results and learning outcomes

obtained during the project, with a view towards ongoing improvement of the mentorship

services offered to entrepreneurs in the region.

Evaluation Questions: These main elements will be addressed with the assistance of three

questions originally provided by SWC:

1. To what extent was the mentorship model implemented as part of the SADC des

Laurentides pilot project effective?

2. To what extent was the mentorship model integrated into the SADC des Laurentides or

partner organizations as part of this pilot project?

3. What lessons (positive or negative) were learned as a result of the SADC des Laurentides

pilot project?



7

The evaluation framework, available in Annex A, presents the indicators for these three

questions. Data was gathered for each of these indicators and was consequently analyzed in

order to answer the evaluation questions.

Process: The evaluation team drew upon the principles of developmental evaluation to employ

an approach that allowed for the acquisition and integration of emerging information

throughout the project. The chief evaluator contributed, or acted as an observer, to all key

stages of the pilot project:

1. Planning: Development of a pilot project evaluation plan and a performance

measurement framework; support to development of project information management

tools.

2. Context Study: Attended a consultation meeting with economic partners as an

Observer (October 2015); support to the development of consultation survey

instruments so as to align data gathered with project and evaluation needs.

3. Option Selection: Attended the official launch of the Women’s Mentorship Pilot

Project held in Val-Morin as an Observer (June 17, 2015).

4. Validation and Implementation/Knowledge Sharing: Monitored progress of data

gathering according to the performance measurement framework and the ongoing

documentation of difficulties, opportunities and lessons learned. Attended a peer

mentorship group meeting as an Observer (September 26, 2017).

5. Evaluation: Data collection and analysis, drafting of evaluation report.

Data Collection Methods: Four data gathering activities were used to evaluate the pilot project.

The following table outlines key elements of each data gathering method.

Table 2: Overview of Data Gathering Methods and Sources used in the Evaluation

Methods Description

1- Documentation analysis • Analysis of documents created within the context of the project/pilot project program and those related to the SADC business mentorship service

2- Interviews with project managers and coordinators

• General Manager

• Manager, Business Services and Mentorship Coordinator

• Women’s Mentorship Pilot Project Coordinator

• Mentor-Facilitator for the peer mentorship groups

3- Online survey for project participants (mentees)

• Total population: 19

• Population reached: 18 (one person unsubscribed from the list)



8

• Number of replies: 12 (6 participants for each of the 2 groups)

• Response rate: 67%

• Margin of error: 16.8%

• Survey period and number of reminders: 7 weeks and 4 reminders

4- Online survey for SADC des Laurentides partners and Mentor Team

• Total population: 27 (15 partners and 12 mentors)

• Population reached: 20 (7 partners unsubscribed from the list)

• Number of replies: 10 (2 partners and 8 mentors)

• Response rate: 50%

• Margin of error: 22.48%

• Survey period and number of reminders: 7 weeks and 4 reminders

Strengths and Limitations: The main strengths and limitations of this evaluation are the following:

• + Quality of documentation available for analysis: the SADC des Laurentides

thoroughly documented its activities as well as the opportunities and challenges

encountered in a document entitled, “Post-mortem actif (Active Post-Mortem)”.

Furthermore, all expected outputs for the project are available.

• + Collaboration of mentees and Mentor Team members: close to 70% of mentees and

Mentor Team members completed the online survey.

• + Representation of the two mentee groups: of the 12 mentee survey responses, half

(6) were from the first group and the other half (6) were from the second group.

• - Poor participation by partner organizations: Only two partners out of 15 completed

the survey. Also, seven of the partners (50%) unsubscribed from the mailing list and

survey participation reminders. As a mitigation measure, members of the Mentor Team

were invited to complete the survey, with additional questions created to examine the

added value and complicity of peer mentorship model versus the SADC des Laurentides

dyad mentorship services.

• - No interview with external stakeholders: Partner participation was primarily

solicited at the beginning of the project. They were actively involved in consultations

that lead to the choice of mentorship model and contributed to promoting the project

and recruiting female entrepreneurs for the 2016 pilot project. While this involvement

was well documented, for this purpose of this assessment, interviews with these

external stakeholders would have been beneficial. However, evaluation resources

available did not allow for such interviews to be conducted.



9

Results

2.1 To what extent was the SADC des Laurentides mentorship pilot project model

effective?

Context study and model selection: The context study executed by the SADC des Laurentides

aimed to:

1. define the business context of entrepreneurs in two MRCs (municipalité régionale de

comté / RCM, regional county municipality) covered by the SADC des Laurentides, that

being the MRC des Pays-d’en-Haut and the MRC des Laurentides for a total of 29

municipalities, and;

Summary: The implementation of the mentorship model was effective in increasing

advancement opportunities for the female entrepreneurs who participated in the pilot

project:

• The selection of the mentorship model chosen for the pilot project was based on an in-

depth study of both the context and the needs of female entrepreneurs in the region

served by the SADC des Laurentides.

• The peer mentorship model chosen met many needs and challenges identified by

female entrepreneurs.

• The peer mentorship model met the participants’ needs and allowed them to better

recognize and understand the challenges and solutions facing female entrepreneurs.

• The peer mentorship service met the expectations of participants in Group 1, albeit

only partially for those in Group 2. By the same token, Group 1 participants were more

satisfied with their peer mentorship experience.

• Peer business mentorship was relatively important in the development of participating

entrepreneurs and the growth of their respective businesses. Those participants who

were also involved in a dyad with a mentor were able to apply the synergy and

advantages of group mentorship.

• Overall, participants were generally satisfied with the key attributes of the peer

mentorship model. Possible improvements were identified.

The development and implementation of the pilot project reached a large number of female

entrepreneurs and key stakeholders. However, partner participation was mostly limited to

the beginning of the project.

The SADC des Laurentides held consultations with partners so as to develop a more

comprehensive peer mentorship service. Drawing from its experience with the pilot project,

the SADC des Laurentides created an advisory committee with the mandate to develop an

action plan aiming to improve peer mentorship. The consolidation of co-development

through the inclusion of experts and needs-based training is being considered for both male

and female entrepreneurs with varying levels of experience.



10

2. to put forth the choice of a mentorship model oriented towards female

entrepreneurial development.

This study effectively met these two objectives by drawing from several data sources, including

a literature review of different mentorship models, a statistical analysis of the socio-economic

situation in the Laurentian region, an analysis of met and unmet needs by mentorship, a survey

of business people, individuals wishing to set out on their own (in business) and professional

executives (277 respondents); three discussion groups (n=40 participants) and complementary

interviews with business people.

Success criteria, needs and specific challenges as perceived by female entrepreneurs were

identified during three discussion groups, the survey and ancillary studies:

• Women prioritize professional autonomy in their business decisions, versus men who

prioritize financial criteria;

• The discussion groups hosted by the SADC des Laurentides corroborate the fact that

women define success in terms of work-life balance;

• The conciliation of work and family came through loud and clear in the discussion

groups, the survey and the literature review, followed by issues related to insecurity and

feelings of limited competence in business;

• The main challenges highlighted in the survey were financing, marketing and sales.

Five (5) business mentorship models were considered for the pilot project, including peer

mentorship, which was ultimately selected. This type of mentorship entails a group of six to

eight non-competing mentee-entrepreneurs who share their experiences with the group with a

mentor acting as a leader-facilitator.

The results of the context study survey revealed: “interest and desire to create a business

network that would assemble eight to ten mentees together in groups wherein each member

would bring his/her own particular business experience, whether it be someone just starting out

or a more experienced entrepreneur.” This model would be more effective than the traditional

mentorship model. While this model may not provide a close and substantial relationship with

the mentor, it does, however, offer many advantages and meets the needs of many needs as

outlined in the context study:

• Less stress experienced by entrepreneurs thanks to peer support;

• Improved business knowledge because mentees benefit from an outside perspective,

helpful tips and personalized advice which helps them to develop their expertise;

• Increased productivity and significantly improved confidence on the part of the

mentee with regards to his/her business;

• Ability to reinforce goals and fixed objectives, especially when many entrepreneurs

face the similar challenges.

Participants’ needs and expectations: Upon registration, the women participating in the pilot

project were invited to share their expectations of the Women’s Mentorship service and to

identify their current key challenges. The large majority was looking to “evolve as an



11

entrepreneur” (79%), “create a business network” (69%), and to “develop ties with other female

entrepreneurs” (69%). Other reasons to participate included: to become less isolated, to find

motivation, to share and exchange with peers who are facing the same challenges, and to pool

knowledge. With regards to challenges, key themes included: “marketing challenges”,

“management challenges”, “financing challenges” and “risk challenges”.

With their initial motivation to participate and their consequent experience in the pilot project,

participants provided their opinion of the effectiveness on the female peer mentorship formula.

In general, survey respondents reported that the formula met their expectations as female

entrepreneurs and allowed them to better understand the issues and solutions available to

them.

Figure 1: Generally, the pilot project met the needs of the participating female

entrepreneurs (n=12)

Strongly Disagree

Disagree

Neither agree nor disagree

Agree

Strongly Agree

The formula facilitated exchanges on the subjects or issues that I had outlined at registration.

25% 17% 50% 8%

The formula facilitated exchanges on subjects or issues that I hadn’t previously thought of (or considered important).

25% 58% 17%

The formula met my needs as a female entrepreneur.

17% 50% 33%

The formula allowed me to better understand the issues and obstacles faced by female entrepreneurs.

8% 8% 58% 25%

The formula allowed me to better understand the issues and obstacles faced by female entrepreneurs.

33% 67%

The formula allowed me to better understand the solutions available to female entrepreneurs.

42% 58%

Source: Survey conducted with participants in the peer mentorship pilot project



12

The peer mentorship service met the expectations of Group 1 participants, although only

partially for Group 2 participants (Figure 2). This was also representative of overall participant

satisfaction (Figure 3).

Figure 2: The peer mentorship service met the expectations of Group 1 participants

(n=6), although only partially for Group 2 participants (n=6)

Group 1 (7:30 a.m. to 9:30 a.m.) (n=6) 85

Group 2 (11:30 a.m. to 1:30 p.m.) (n=6) 45 Note: Mean survey responses on a scale of 0 to 100, with 0 signifying “did not meet my expectations at

all”, 100 signifying “perfectly met my expectations”, in-between scores ensuring response accuracy.


It is important to highlight that interviews with the internal stakeholders underlined a significant

difference between the two groups with regards to attendance, level of participation during the

meetings and group chemistry. In fact, the most negative responses came from Group 2 (11:30

a.m. to 1:30 p.m.). However, respondents in this same group also reported that peer mentorship

met their needs as female entrepreneurs. Factors explaining this difference between the two

groups are presented in more detail in section 2.3.

Figure 3: Overall, Group 1 participants (n=6) are satisfied with regards to their

experience with the peer mentorship formula, however, the level of satisfaction for

Group 2 participants (n=6) is much lower.

Group 1 (7:30 a.m. to 9:30 a.m.) (n=6) 86

Group 2 (11:30 a.m. to 1:30 p.m.) (n=6) 41 Note: Mean survey responses on a scale of 0 to 100, with 0 signifying “not at all important”, 100 signifying

“very important”, in-between scores ensuring response accuracy.


Importance and impact of peer mentorship on participant development: Peer business

mentorship was relatively important in the development of participating entrepreneurs and in

promoting their business. Participants having also benefitted from a dyad mentorship

relationship could attest that in contrast (or complement) to dyad mentorship, the contribution

of peer mentorship lies primarily in the level of visibility into the situation of other

entrepreneurs (putting one’s own reality into perspective), exchange of ideas and solutions, as

well as a source of assistance and motivation.

“Realizing that all the participants were experiencing the same difficulties as I across

different businesses. The solutions put forward by the group pushed each of us to reflect

on our business and often, the solutions presented could apply in our business context.”

(Mentee)

“Peer mentorship allowed me to learn more about the reality of women in business

through the sharing of stories and experiences. It also allowed me to actively participate

in discussions that didn’t necessarily concern my business, but gave me the chance to



13

help my colleagues as they helped me. The respectful, close-knit nature of our group had

an enormous impact on the quality and diversity of the discussions.” (Mentee)

“In a way, the group confirmed what we had been discussing in our dyad and she was

more prepared at that moment to hear it. As such, she came to her own realization more

quickly.” (Dyad Mentor)

“The opportunity to think and reflect in a group setting, to exchange realities, to help

others, to create business partnerships and a support network, to confirm what you may

have already suspected” (Dyad Mentor)

However, the level of expertise and experience of participants in a peer mentorship group,

which could be inferior to that of a mentor in a dyad relationship, was reported as a limiting

factor.

Figure 4: Peer mentorship was relatively important in the development of

participating entrepreneurs and in promoting their business (n=12)

All participants (n=12)

Peer Mentorship 68

Participants having also benefitted from a dyad mentorship relationship (n=7)

Peer Mentorship 74

Dyad Mentorship 83

Note: Mean survey responses on a scale of 0 to 100, with 0 signifying “not at all important”, 100 signifying



Group 1 participants reported a greater impact with regards to the opportunities to develop

knowledge and expertise through peer mentorship (Figure 5). The impact reported by Group 2

participants was significantly less.

Figure 5: The impact of peer mentorship participation was greater for Group 1

participants.

Possibilities to develop as an entrepreneur / to grow your business (n=12)

Group 1 86 Group 2 40

Knowledge as an entrepreneur (n=12) Group 1 79 Group 2 29

Expertise as an entrepreneur (n=11) Group 1 77 Group 2 51

Note: Mean survey responses on a scale of 0 to 100, with 0 signifying “no impact at all”, 100 signifying “a

very big impact (positive)”, in-between scores ensuring response accuracy.




14

The impact level reported and the comments provided in the survey indicate that the peer

mentorship service was effective in achieving the participants’ desired outcomes. The difference

between the level of satisfaction and impact reported for each of the groups is an important

result for the pilot project and of extreme value towards the development of the SADC des

Laurentides mentorship services.

In fact, the pilot project demonstrates the pertinence and strength of the peer mentorship

model, while raising key factors that either positively or negatively influence participants’

experience and benefit. These factors are discussed in detail in section 2.3.

Despite the difference between the two groups, 70% of participants would recommend the peer

mentorship model put forth by the SADC des Laurentides to other entrepreneurs in the region

and 25% do not know. Certain survey comments indicate that those who are undecided

recognize the value and potential of the model, however improvements must be made in order

to ensure its effectiveness and benefits for the participants.

The development of supportive professional relationships between those involved in peer

mentorship was a benefit reported by a large proportion of participants:

• 60% of participants reported communicating and exchanging outside of the group

meetings and some continue to stay in contact today even though the meetings are no

longer being held.

Table 3 presents feedback gathered in the survey on the effect of peer mentorship on expertise,

knowledge and opportunities for advancement.

Table 3: Participant Feedback on the Impact of Peer Mentorship

Expertise Knowledge Opportunity for Advancement

• To be at ease with your choice to start a business, to have confidence in yourself, to understand your strengths and weakness.

• How changing my attitude will develop my business and put perspective on its situation.

• Exchanging with others in this context made me more patient. A business needs time to develop and become profitable; it can be long and sometimes determination is put to the test.

• How to write a good business plan.

• How to break into my market.

• To offer a service better suited to my skill set.

• To improve account management by changing tools.

• To better plan my advertising calendar with modern media.

• To know how to listen to people with experience. To know how to surround yourself with the right people, to have 1 to 3 mentors in certain areas.

• To increase my online and in-store sales.

• Confirming my specialization opened doors and led to freelance contracts.



15

In the group setting, we listen to others’ stories and that helps to put things in perspective.

• To get used to a new region, to meet people through networking in order to rebuild a loyal customer base in light of local business realities.

• To be recognized for my experience when with other business people, which nourishes my inner entrepreneur. A reference for specific training was successful.

• How to evaluate the value of my work and how to interact with people who communicate with me.

• How to delegate and focus on tasks that are either more important or vital to the success of the company.

• To develop corporate sales. To develop an e-commerce site.

• Realizing that the location and physical setting of my business was critical to its survival.

• To integrate the importance of PR, 5 à 7 events and networking.


Adequacy of the peer mentorship service delivered in the framework of the pilot project:

Overall, participants found the key features of the peer mentorship pilot project model to be

adequate (Figure 6). However, participant experience was affected by the poor attendance of

certain members of the group, which in turn affected the quality of the exchanges in the

meetings and the level of support. The five-to-six-week interval between meetings was

considered to be too long by many. According to the mentors surveyed (n=9), the primary

aspects of the consultation and development process for the Women’s Mentorship Pilot Project

and its implementation were adequate or very adequate.

Figure 6: Overall, participants found the key features of the peer mentorship pilot

project model to be adequate (n=12)

Not at all adequate

Not adequate

+ or - adequate

Adequate Very adequate

Meeting place 17% 83%

Group size 60% 42%

Group atmosphere 17% 17% 67%

Level of participant experience 17% 8% 42% 33%

Meeting topics 8% 17% 33% 42%

Quality of meeting facilitation 8% 8% 8% 8% 67%

Level of exchange and support 17% 17% 25% 42%

Quality of information exchanged

8% 25% 25% 42%

Quality of meeting coordination 17% 17% 25% 42%

Meeting frequency 8% 33% 25% 33%



16

Decision-making support 25% 8% 42%

Participant attendance 17% 8% 25% 42% 8% Note: Mean survey responses on a scale of 0 to 100, with 0 signifying “not at all important”, 100 signifying



Dissemination and advocacy: The development and implementation of the pilot project

reached a large number of female entrepreneurs and key stakeholders:

• Some sixty people attended the launch of the Women’s Mentorship Pilot Project on

Wednesday, June 17, 2015 at the Théâtre du Marais in Val-Morin.

• 248 female entrepreneurs completed the Women’s Mentorship Pilot Project survey

performed as part of the context study. Among the respondents, 211 were already in

business, partners or shareholders. Furthermore, 11 experienced business women

participated in consultation meetings.

• As part of the project launch and recruitment efforts, the pilot project was covered by

the media in regional newspapers.4

• Following the context study findings that underlined the lack of familiarity with the

role of a mentor and the associated benefits of mentorship, the working committee, in

collaboration with the SADC Mentor Team:

- “decided to collaborate with Accès, an independent regional newspaper, to create a

special, 12-page booklet – of which six pages would be dedicated to business

mentorship in general and the other six would feature editorial content based on

facts and actions related to the Women’s Mentorship Pilot Project.” This special

booklet was distributed with the regular newspaper delivery one week prior to the

Conseil regional de mentorat des Laurentides (CRMLAU) regional mentorship

conference held on September 22, 2016. Additional copies of the special booklet

were printed for distribution at the conference as well as to Women’s Mentorship

Pilot Project partners. The special Women’s Mentorship booklet is regularly used as

needed. According to the interviews, the Corporation de Développement

Économique (CDE) Laurentides distributes this booklet to entrepreneurs in their

network.

- “also designated a Women’s Mentorship spokesperson, Marie-Pier Grenier. Her

role is to act as an ambassador for Women’s Mentorship during targeted initiatives

(media and events)”.

4 For example: Le mentorat au féminin – Entre pairs, pour progresser l’entraide, Journal ACCÈS, Wednesday, July 27, 2016; Nouveau projet – Du mentorat au féminin pour les entrepreneures, L’Information du Nord Mont-Tremblant, Wednesday, July 27, 2016; Projet « Le mentorat au féminin » Un nouveau pas en avant! L’Information du Nord Ste-Agathe, Wednesday, July 22, 2016.



17

• Mentors acted as ambassadors to speak about mentorship, including that among

peers, at the Salon des nouvelles entreprises (New Business Show) to raise awareness.

They were also invited to attend a regional business mentorship roundtable as

ambassadors and experts.

• Following the recommendations of the context study report:

- a section for the Women’s Mentorship Pilot Project was created on the new

SADC des Laurentides website. A project description is followed by a series of

clickable PDF files which detail the content of the study report, by section.

- a “Mentor Team” webpage was created to address the recommendation to

prepare mentor summary reports so as to facilitate the twinning with a mentee.

In complement, the SADC des Laurentides assisted the mentors in writing their

form on the Réseau M electronic platform.

• Diffusion on the SADC des Laurentides’ Facebook page. 5

• Diffusion via newsletters to pilot project partners.

• Televised interviews to the community network (Cogeco).

• Representation across a multitude of activities and networking events.

According to the mentors surveyed, the distribution of the special booklet had the most impact

(80/100, n=8) on raising awareness in the entrepreneurial community to the challenges faced by

female entrepreneurs and the mentorship possibilities available to them.

“(Since the pilot project) there have been more significantly more requests from women for

support.” (Internal stakeholder)

Partner Involvement: For several years now, the SADC des Laurentides has offered mentorship

services to regional entrepreneurs. The pilot project benefitted from these established

relationships. In an effort to support the pilot project and to expand opportunities aimed at

retaining and promoting women in the region, 16 partners confirmed their participation in the

project in writing:

1. The Business Development Bank of Canada (BDC)

2. Caisse Desjardins de la Vallée des Pays-d'en-Haut

3. Conseil de la culture des Laurentides (CCL)

4. Mont-Tremblant Chamber of Commers

5. Vallée de St-Sauveur Chamber of Commerce and Tourism

6. Coopérative de développement régional Outaouais-Laurentides

7. Centre financier aux entreprises Desjardins des Laurentides

5 https://fr-ca.facebook.com/SADC-des-Laurentides-468642089983261/

https://fr-ca.facebook.com/SADC-des-Laurentides-468642089983261/



18

8. Corporation de développement économique MRC des Laurentides

9. MRC des Pays-d'en-Haut

10. Cégep de St-Jérôme

11. Fonds d’Emprunt des Laurentides

12. Femmessor, LAURENTIDES branch

13. Réseau M – Mentorship for entrepreneurs

14. Réseau des femmes d’affaires du Québec – Laurentides

15. Réseau mères en affaires

16. Commission scolaire des Laurentides school board

Partner participation was mostly focussed at the beginning of the project:

• Participation at the event launch on June 17, 2015.

• Participation in the group discussion planned for September 2015.

• Submission of list of potential female entrepreneurs for the survey (prior to May 31,

2015)

• Compilation of entrepreneurial statistics from 2011 to 2015: the number of women

and men and industry type. (prior to June 30, 2015).

• Participation in the 2016 roundtable discussion to present the new female

entrepreneur mentorship model.

According to the activity report, the majority of partners were present at the official project

launch and eleven socio-economic partners (four of which were new) participated in the

consultation meeting. However, according to internal stakeholders, these partners were not

called upon or involved as hoped for the duration of and following the pilot project. This

observation was confirmed by the poor partner participation in the survey for this evaluation.

In fact, given that their involvement occurred in 2015, it is possible that the pilot project survey

performed in 2017 did not interest those concerned. At the same time, internal stakeholders

support that peer mentorship was successful and is now leading towards the establishment of

partnerships to ensure the continuity of the peer mentorship service.

Knowledge Sharing: The SADC des Laurentides held consultations with partners in order to

develop a more comprehensive peer mentorship service:6 7 8

• Participated in over 5 meetings with coordinators of other pilot projects financed by

SWC to exchange information about their successes and challenges

• Sat on the Organizing Committee of the regional conference, Le mentorat, j'en fais

mon affaire!, of the Conseil régional de mentorat des Laurentides (CRMLAU) on

6 Active post-mortem – Period from January 5 to May 31, 2016, prepared for SWC by the SADC des Laurentides 7 Project report – Programme de promotion de la femme, prepared for SWC by the SADC des Laurentides 8 Interviews with internal employees.



19

September 22, 2016 so as to encourage exchange between mentorship cells across the

Greater Laurentian region and to promote mentorship in general, including the pilot

project and the special business mentorship booklet. Approximately ten meetings were

held with the CRMLAU Organizing Committee between March and September 2016.

• Presented Women’s Mentorship Pilot Project to CRMLAU members to encourage their

interest and participation in the model (May 17, 2017).

• Presented project to Réseau M (March 14, 2017) as a springboard to promote to other

interested regions. However, the Women’s Mentorship project developed by the

Gatineau Chamber of Commerce was selected by the provincial network to develop an

approach.

• Proposed to offer and coordinate this service targeting female entrepreneurs starting

up a new business to the economic development department of the MRC des Pays-d’en-

Haut and to the Corporation de Développement Économique de la MRC des Laurentides.

• Gave a conference on Women’s Mentorship to some twenty regional business women

on International Women’s Day on March 8, 2017.

Drawing from its experience with the pilot project, the SADC des Laurentides created an

advisory committee with the mandate to develop an action plan aiming to improve peer

mentorship. The consolidation of co-development through the inclusion of experts and needs-

based training is being considered for both male and female entrepreneurs with varying levels

of experience. Section 2.2 presents an overview of two new mentorship programmes in

development resulting directly from the Women’s Mentorship Pilot Project.

Finally, in its action plan, the SADC is presently working with La Manufacture, a business

incubator in the Laurentians9, to co-develop a pilot project aiming to integrate business

mentorship into consulting (and support) services offered to new entrepreneurs.

9 An initiative of the CDE MRC des Laurentides: http://manufacturelaurentides.com/



20

2.2 To what extent was the mentorship model integrated into the SADC des

Laurentides?

Organizational acclimatization: The SADC des Laurentides has offered a business mentorship

service for several years. Free of charge to entrepreneurs, this dyad mentorship service is made

possible thanks to the financial support of the MRC des Pays-d’en-Haut and the Corporation de

Développement Économique MRC des Laurentides. The existing organizational framework and

resources promoted the integration of the trial peer mentorship model.

According to all internal stakeholders consulted, the entire SADC des Laurentides staff, board of

directors and mentor team supported this pilot project from the onset during the choice of

model. The organization was flexible and adapted as required throughout the entire project. For

example, more regional entrepreneurs requested to participate than expected, which m

prompted the SADC des Laurentides to adapt and make necessary changes.

“This was extremely well done and, in consultation with mentors from the beginning

(both as a group and individually), they all stuck to the approach. It was a collective

commitment.” (Internal stakeholder)

“The entire SADC team believed in this project and gave it their complete support. The

general manager attended two group meetings, the coordinator came to one and

learned about the process, saw the progress, demonstrated her interest throughout the

entire project.” (Internal stakeholder)

Summary: Everyone at the SADC des Laurentides, including the staff, board of directors and

mentors, supported the pilot project from the very beginning. Regular dyad mentorship

services were adjusted according to the results obtained from the research and consultation

process that ultimately led to the choice of the peer mentorship model.

Pilot project participants, of whom the majority also benefit from a dyad mentor

relationship, agree that the model is well integrated into the SADC des Laurentides business

mentorship service.

Project participants and the Mentor Team support the continuation of this peer mentorship

service, but put forth that it must offer the possibility to participate in a either a women’s

only group or a mixed male/female group. They support the integration of experts into the

peer mentorship offering and are willing to pay for this service.

The pilot project was successful and the peer mentorship model employed is now being

enhanced and integrated into the SADC des Laurentides business mentorship activities as

two new programs. The Mentor Team supports the SADC in the development of these two

programs.



21

Furthermore, the regular dyad mentorship services benefitted from the research and

consultation process, which ultimately led to the choice of peer mentorship model. The business

mentorship team and its mentors followed some of the suggestions put forth to improve the

service as a whole. For example, in an effort to find the best mentor/mentee match, the SADC

des Laurentides now asks if the entrepreneur would prefer to be mentored by a man or a

woman.

“The women’s mentorship project helped us to improve our business mentorship service

as a whole.” (Internal stakeholder)

From the point of view of mentees surveyed, the majority (75%, n=9)10 agree that the peer

mentorship model is well integrated into the other business mentorship services offered by the

SADC des Laurentides (dyad mentorship).

Model Viability: The peer mentorship pilot project model is currently being integrated into the

SADC des Laurentides’ business mentorship activities. Those internal stakeholders consulted

confirmed the willingness and desire of the organization to repeat the peer mentorship

experience with certain adjustments, offering it to both men and women. The adjustments as

highlighted during the interviews are the following:

• More fully integrate co-development into peer mentorship, meaning, in addition to the

contribution of the mentor at the expertise and guidance level, the inclusion of one or more

specialized consultants into the formula so as to increase the elements of training and

knowledge acquisition.

• Explore ongoing training topics with mentees so as to offer expertise that will meet

specific needs in a timely manner.

• Reduce the group size to six (6) participants and limit the number of meetings (1

introductory meeting followed by 6 to7 group meetings).

• Offer peer mentorship of a shorter duration in order to meet the needs of more

entrepreneurs, taking into consideration the limited availability of participants already in

business promotes better attendance and cohesion within the groups.

10 Out of nine mentees, seven also benefitted from dyad mentorship offered by the SADC des Laurentides.



22

Figure 7: Mentees and Mentor Team members (n=19) consulted support the

continuation of the peer mentorship service, but participants must have the choice to

participate in a mixed male/female group or a female only group.

Strongly disagree

Disagree Neither agree or disagree

Agree Strongly agree

The SADC des Laurentides must continue to offer the peer mentorship service

11% 26% 63%

The peer mentorship formula must offer the possibility of participating in a MIXED group (WOMEN AND MEN)

5% 37% 32% 26%

The peer mentorship formula must offer the possibility of participating in a WOMEN ONLY group

11% 37% 16% 37%

Source: Combined survey conducted with participants in the peer mentorship pilot project and the SADC

des Laurentides Mentor Team

More particularly, mentees believe that the SADC des Laurentides must incorporate experts into

the program to a greater extent so that they may offer opinions and training, thus promoting

more co-development (Figure 8). Opinions are split between whether to optimize mentorship

groups according to participant experience (number of years in business).

In the opinion of all internal stakeholders consulted (n=4), the co-development peer mentorship

model is viable. However, financing is the key factor that allows the SADC des Laurentides to

make these necessary adjustments so that they may continue peer mentorship within the

organization. While the pilot project was offered free of charge, a formula with a co-

development focus (customized training and consultation services) will require more resources,

new financing and, possibly, the implementation of a participant fee structure.

According to the survey results, opinions are split as only half of the participants would be

willing to pay for a peer mentorship service. Charging a fee for this service could render it

inaccessible to some. That said, of the mentees and mentors surveyed, 89% (n=19) are of the

opinion that the SADC des Laurentides must continue to offer the peer mentorship service

(Figure 8).



23

Figure 8: Participants support the integration of experts into the peer mentorship

service and would be willing to pay for this service (n=12)

Strongly disagree

Disagree Neither agree or disagree

Agree Strongly agree

The peer mentorship formula must incorporate experts to a greater extent to offer opinions and training

56% 44%

I would be willing to pay for the peer mentorship service (professional peer co-development group)

8% 33% 58%

Peer mentorship groups must be optimized according to participant experience (number of years in business)

10% 10% 20% 50% 10%


According to the internal stakeholders consulted, the SADC des Laurentides is still looking for

financial partners to support theses business mentorship services. In addition to support from

the MRC, the SADC would like to call upon major governmental partners, such as Emploi Québec

and Employment and Social Development Canada, for their support. Furthermore, the

introduction of registration fees is planned so as to cover the cost of outside experts and

instructors.

The pilot project was successful and the peer mentorship service will be integrated into SADC

repertory of services. The viability of the peer mentorship model was validated by two project

trials resulting directly from knowledge and expertise gleaned during the Women’s Mentorship

Pilot Project. In 2018, the SADC plans to launch two programs: the “Entrepreneurial Co-

Development Group” program which follows group co-development concept and targets

experienced entrepreneurs and a second program which targets young and new entrepreneurs.

Both programs will be offered in mixed groups of men and women:

• Program 1 –Entrepreneurial Co-Development Group: 6 to 10 mentees who have

been operating for more than 24 months and who wish to co-develop with other

entrepreneurs: Entrepreneurial co-development is an approach which entails

personal or professional growth through peer exchange. The group becomes a

learning community in which each member may reflect upon his or her way of

handling a situation by sharing a concrete example of difficulties, issues, questions or

dilemmas faced within the context of their business reality; the other members of

the group accept to help this person. In doing so, all group members enter into a

learning situation and support each other in their own respective entrepreneurial

development. For a such an approach to be successful, first the course of action must

be clearly established and there must be a full commitment to following the rules laid

down therein. Supported by a mentor-facilitator and a coordinator/business



24

consultant, the proposed method entails a series of stages which comprise a

supportive learning process.11

• Program 2 – Group Mentorship: 6 to 10 mentees who have completed the pre-

start-up phase and have begun the start-up phase of their business: The Group

Mentorship program aims to address the questions of young and new entrepreneurs

in the process of starting up a business and to pinpoint the experience required at

this stage of their development. Participants receive support and coaching by two

seasoned mentors who have experienced the trials and tribulations of launching a

business firsthand in addition to a business consultant. It is also possible that expert

guests may attend meetings for a more in-depth exploration of the various topics

addressed.12

The SADC has the support of its Mentor Team in the development of these two programs.

Almost all mentors who completed the survey indicated their desire to work with the SADC des

Laurentides to promote its peer mentorship service.

2.3 What lessons (positive or negative) were learned as a result of the SADC des

Laurentides pilot project?

Opinions of the interested parties with regards to what did and did not work well in model

development and implementation: According to internal stakeholders, the pilot project enabled

female entrepreneurs to mobilize and become more familiar with mentorship opportunities for

regional entrepreneurs and organizations.

According to mentors surveyed, the consideration and integration of female entrepreneurs’

needs into SADC des Laurentides services had a positive impact on the mentors’ sense of

competence and confidence to support regional entrepreneurial development.

11 Entrepreneurial Co-Development Group – Program description, SADC des Laurentides, in development - internal document 12 Group Mentorship – Program description, SADC des Laurentides, in development - internal document

Summary: The difference in experience between the two mentee groups was ultimately a

positive aspect of the pilot project as it revealed what didn’t necessarily work and what

could be improved so as to better meet the needs and objectives of peer mentorship and

co-development.

In fact, the SADC des Laurentides wouldn’t have been in the position to develop its two

new peer mentorship programs if both groups had arrived at the same level of satisfaction

and results following their peer mentorship experience. Furthermore, the knowledge and

expertise acquired over the course of the project resulted in the expansion of mixed pair

mentorship (men and women) and led to modifications in the dyad mentorship formula so

as to improve pairings and new mentor recruitment.



25

According to mentees who participated in the pilot project, the key strengths of the peer

mentorship formula are the following:

• Participating in constructive exchanges and finding solutions with women in similar

situations;

• Interacting with entrepreneurs from different fields and companies;

• Every entrepreneur has the chance to speak;

• A supportive, open-minded environment based on mutual respect;

• Breaking out of isolation.

“A climate of respect was established at the very first meeting by presenting the needs of

each member of the group and discussing the values that are important for us in meetings.

Participants engaged in open and interesting discussions.”

“The analysis of each business and the solutions put forth by the group were extremely

valuable.”

Meeting frequency (four to six weeks between meetings) had an effect on the level of

commitment and motivation for some participants as well as on the group dynamic. Several

survey respondents and the interviews confirm that meetings should have been held at least

once per month, ideally every three weeks.

“At least one or two people were missing at each meeting, which undermines the efficiency

of the group. I never felt or had a sense of belonging; mentorship is a new concept for me

and I don’t know where commitment comes in. Without a common goal, I think it is difficult

to create coherency.” (Mentee)

“Participant commitment and attendance are essential in this type of group. There should

be another way to underline this, other than just on the registration form that mentions

attendance is important.” (Mentee)

Some participants noted that the formula was closer to co-development than to mentorship and

group facilitation should have reflected this. Also, the addition of workshops, targeted training

and guest experts to speak about common challenges faced by women in the group (finance,

time management, etc.) would enhance the existing formula.

Others suggested that forming groups with entrepreneurs of the same level (more

homogeneous) according to number of years as an entrepreneur and/or number of years of

management or accounting experience would go a long way in ensuring a mutually beneficial

exchange between the participants.

Table 4 presents a summary of key elements having a positive or negative impact on the design

and implementation of the Women’s Mentorship Pilot Project. These factors were raised during

interviews with internal stakeholders and by survey respondents.



26

Table 4: Key elements having a positive or negative impact on the design and

implementation of the Women’s Mentorship Pilot Project

Elements or factors

Stages What worked well (+) What did not work well (-)

Development • Relationship and exchanges with SWC

• Unconditional support from the SADC Board of Directors and management team

• Availability of SADC mentors and management team

• Quality of research and consultation work carried out for the context study and recommendations for the choice of model

• Quality of pilot project coordination

• Disagreements between the pilot project coordinator and the business mentorship service manager

• Great differences in participant experience, some were in business, some were starting up or just thinking about starting a business.

Implementation • Meeting format, rules and respect of said rules

• The climate of support, sharing, participant authenticity, the level of exchange

• Participation of the coordinator and business consultant, including the general manager (at some meetings)

• The ties maintained between participants outside of meetings

• The creation of parallel discussion groups (Facebook)

• The substantial progress (in varying degrees) made by participants

• Exchanges with coordinators of other projects funded by SWC

• Little partner follow-up and commitment activities during pilot project implementation

• Poor attendance on the part of certain members in group 2, combined with losing two participants early in the project (who shouldn’t have been selected) contributed to a lack of motivation and a weaker synergy in the group

• Too much of a time lapse between meetings (more than 4 weeks)

• Having only one facilitator. Two facilitators (one on the facilitation process and participant commitment, the other an expert) would have helped as much for format as for content, especially for less experienced entrepreneurs

Sharing/Viability • Important information was learned about mentorship needs in a peer-oriented model

• Support from the Mentor Team to create two new programs inspired by peer mentorship

• The effort required to implement the project did not leave enough time to mobilize partners other than business women

• Information exchange was difficult with Réseau M, collaboration remains to be defined



27

• Opportunity to revisit, improve and expand the peer mentorship service offering from lessons learned

for an exchange of expertise, tools and shared training

Source: Data gathered during interviews and results from the SADC des Laurentides Women’s

Mentorship Pilot Project Evaluation Survey

Conclusion and Recommendations This external evaluation of the SADC des Laurentides Women’s Mentorship Pilot Project is very

positive. The results indicate that the project, supported by a relatively low budget over a long

period, was effective. SADC des Laurentides’ recognized expertise in business mentorship and

support was put to good use in the peer mentorship trial to develop advancement opportunities

for women in an industry or a profession.

Overall, implementation of the mentorship model was effective in increasing the possibilities of

advancement for those female entrepreneurs having participated in the pilot project. The

project development and implementation reached a large number of female entrepreneurs and

key stakeholders.

The pilot project was successful in that it led to the identification of key aspects that the SADC

des Laurentides must take into consideration moving forward so as to better meet the needs

and objectives of peer mentorship and co-development. Furthermore, the knowledge and

expertise acquired over the course of the project resulted in the expansion of mixed pair

mentorship (men and women) and led to modifications in the existing dyad mentorship formula

so as to improve pairings and new mentor recruitment. The SADC des Laurentides is currently

developing two new peer mentorship programs.

Partner participation occurred chiefly at the beginning of the project. The SADC des Laurentides

recognizes that these efforts, given the available budget, were focussed on developing the

formula and meeting the needs of the project’s female participants. Despite certain challenges

with regards to the level of commitment of key actors to share and take advantage of the

success, lessons and new programs resulting from this pilot project, opportunities do exist to

strengthen these ties for the benefit of entrepreneurs and the prosperity of the Laurentian

region.

Recommendations:

1. Communicate the knowledge acquired and the actions taken with regards to the

integration of women’s needs in the SADC des Laurentides’ business mentorship

services. While the service has been extended to mixed groups, specific needs must not

be overlooked.

2. Develop a communications plan adapted to partner and cross-sectorial organizations in

order to increase exposure to the two peer mentorship programs, including the



28

development of efficient communication tools to effectively promote these programs

to target markets.

3. Broadcast the results of the pilot project and the integration of peer mentorship (with a

co-development approach) into the SADC des Laurentides business mentorship service

offering to: a. regional partners and economic development organizations b. cross-

sectorial organizations with varied clienteles and specific objectives

4. Reinforce the cooperation with organizations dedicated to entrepreneurial mentorship

(i.e. Réseau M, CRMLAU and regional cells) as well as other organizations having

benefitted from SWC funding in Quebec with the objective to:

a. exchange best practices with regards to implementing peer mentorship (with a

co-development approach)

b. share resources so as to meet common needs and objectives (tools, training in line

with mentee needs, access to grant programs)



29

Annex A: Simplified Evaluation Grid (questions/indicators) EVALUATION QUESTIONS -Level of activity -

INDICATORS

1. To what extent was the mentorship or sponsorship model implemented in the project effective? - Activity- Model (development and implementation) - Activity- Knowledge sharing

1.1 Analysis of the concordance between the evaluation of needs and the model developed and implemented

1.2 Analysis of the concordance between the evaluation of needs and the model developed and implemented

1.3 Analysis of the model to verify if it meets women’s needs

1.4 Analysis of the nature of the mentorship or sponsorship model with regards to its effectiveness (result statements) and its ability to encourage the advancement of women

1.5 Knowledge of interested parties/partners about

opportunities and obstacles faced by women

1.6 Analysis of the nature of active possibilities created to

raise awareness among partners or interested parties

2a. To what extent was the mentorship or sponsorship model integrated into the organization or partner organizations with which you worked during the project? -Activity- Model implementation

2a.1 Nature of the active role played by women to promote certain causes within their organization

2a.2 Analysis of the organizational acclimatization of the

model tested (i.e. support provided by the organization with regards to resources, allocation of responsibilities, management, infrastructure, etc.)

2a.3 Analysis of mentorship or sponsorship model viability

within partner organizations

2b. What lessons (positive or negative) were learned as a result of the SADC des Laurentides pilot project?

2b.1 According to interested parties, what worked well in the development and implementation of the sustainable model

2b.2 Points of view of interested parties on what did not work well in the design and implementation of the model

Source: Detailed Evaluation Plan for the evaluation of the project funded by Status of Women Canada

(SWC), prepared by the SADC des Laurentides in collaboration with Frédéric Bertrand (Ber /)



30

Annex B: Logic Model, Women’s Mentorship Pilot Project

ACTIVITY OUTPUTS ANTICIPATED RESULTS SHORT TERM MEDIUM TERM

Model – development (in partnership)

• List of confirmed project partners

• Detailed work plan

• Risk management plan

• Performance measurement framework

• Context study report

• Option selection report

R1. Women and interested parties recognize the possibilities and the obstacles that exist for women looking to advance in their profession or to grow their business. R2. Community partners and interested parties work together to increase and develop opportunities favourable to the retention and advancement of women.

Model – implementation (in partnership)

• Presentation of mentorship model selected to partners and interested parties. Awareness campaign/ promotional tools specific to the benefits of mentorship and the pilot project.

• Recruitment strategy for new mentee entrepreneurs and new mentors

• Training sessions (tools) for mentors and mentee female entrepreneurs and documentation

• Coaching and guidance of 20-30 women

• Coordination follow-up plan/tools

R3. Formal and viable mentorship or sponsorship models were tested to increase opportunities for the advancement of women in an industry or a profession. R4. Women work actively towards mobilizing interested parties and play a leading role in the effort to overcome these obstacles in the community or the sector.

Knowledge Sharing

• Documentation and description of knowledge gained during pilot project on a regular basis (positive and negative elements)

• Action plan developed in collaboration with the business community and organizations from the greater Laurentian region:

✓ Diffusion and mobilization plan

✓ Viable model implementation plan

• Notes/documentation from exchanges between the SADC des Laurentides and other SADC/interested organizations

Evaluation • Updated evaluation plan

• Final evaluation report

Note: This logical model is based on a template recommended by SWC.

Source: Detailed evaluation plan for the evaluation of the project funded by Status of Women Canada

(SWC), prepared by the SADC des Laurentides in collaboration with Frédéric Bertrand (Ber /).



31

Annexe C: List of Data Gathering Tools

• Evaluation plan and framework

• Performance measurement framework

• Interview consent form (October 18, 2017)

• Interview guide for internal stakeholders (October 18, 2017)

• Survey participation consent form (October 18, 2017)

• Women’s Mentorship Pilot Project participant survey questionnaire

(October 18, 2017)

• SADC des Laurentides partner and mentor team survey questionnaire (October 18, 2017)

These tools are available upon request.

Evaluation of the SADC des Laurentides Women’s Mentorship … · 2018-10-05 ·...

Documents

Transcript of Evaluation of the SADC des Laurentides Women’s Mentorship … · 2018-10-05 ·...