To describe the background and development of the ABSN in the four Western regions.

The ABSN initiative in Canada is part of the Aboriginal Business Development Initiative. This initiative was particularly directed toward Western Canada in order to provide access to capital and non-financial services to Aboriginal people and communities.

In Manitoba, the CSBC established a series of sharing circles with Aboriginal business intermediaries in 1999.

In Saskatchewan, the ABSN program was based on needs outlined in meetings with stakeholders such as Federation of Saskatchewan Indian Nations personnel, tribal council members, Aboriginal entrepreneurs, and Aboriginal educational institutions.

In Alberta, a three-year plan was developed based on a study conducted by Western Management that identified Aboriginal business needs and gaps in service.

In British Columbia, the ABSN program was based on the 2001 Gap Analysis conducted by Simon Fraser University.

To describe the implementation of the ABSN in the four Western provinces.

In Manitoba, the ABSN program involved: awareness and information dissemination; direct service to clients by telephone or in person; utilization of regional sites; website development and modification for regional use; an Aboriginal Business Plan competition; and Aboriginal youth business training.

In Saskatchewan, the ABSN program involved: partnerships with existing organizations, with a 24-hour help line available to assist partners; website development; mobile resource library development; Bookkeeping in a Shoebox workshops; youth entrepreneurship initiatives; organization of an Advisory Committee; and resource development.

In Alberta, the ABSN program involved: website development; direct service to clients by telephone, online, and in person; Aboriginal Awareness Training for service providers; distribution of workbooks, guides, DVDs, and workshop information; and organization of two Aboriginal conferences.

In British Columbia, the ABSN program involved: SFU gap analysis; formation of ABSN Steering Committee; development of REACH sites; website development; development of a resource binder; Youth at Risk internship program; partnerships with service providers; and identification of private sector partners.

To determine the success of the ABSN in achieving its short-term outcomes.

Across Canada, Aboriginals’ recognition of the need for business information has increased and the regional ABSN programs are able to supply that information.

Although Aboriginal clients in all four provinces are more aware of the business services available to them, they do not necessarily recognize ABSN as the service provider handling these services.

While Aboriginal businesses have increased access to ABSN services, this was accomplished differently in the four provinces. In Manitoba, services are provided both at program sites and as an outreach service in other locations. In Saskatchewan, program sites are partnered with pre-existing service providers within Aboriginal communities. In Alberta, the use of videoconferencing permits service provision in remote and rural areas. In British Columbia, the number of rural sites has been increased, but there is still a need for urban access to program services.

More systematic tracking of outputs is necessary in order to determine the frequency at which program services are used.

To determine the success of the ABSN in achieving its intermediate-term outcomes.

Partners and business intermediaries in all regions are more aware of one another’s activities. In Saskatchewan and British Columbia, the use of other service providers as ABSN partners allows those service providers to increase the type and improve the quality of services offered.

Across all four provinces, ABSN has increased the networking opportunities between service providers. In Saskatchewan and British Columbia, other service providers function as partners and help provide ABSNs services. There is little networking between the four regions, but not all regions expressed interest in improving national networks. Networking and sharing among regions needs to be formalized in order to improve the program.

To determine the success of the ABSN in achieving its long-term outcomes.

In Manitoba, both Aboriginal adults and Aboriginal youth now see entrepreneurship as a viable option for the future that will allow them to remain in their communities. In Saskatchewan, people are returning to the reserves and starting businesses there. In Alberta and British Columbia, ABSN fosters a sense of empowerment and independence among Aboriginal entrepreneurs that encourages business start-up.

Individual access to capital remains the largest barrier to Aboriginal entrepreneurship in all regions. In Manitoba, ABSN helps entrepreneurs contact lenders and investors. In Saskatchewan, poverty is a major issue, making it even more difficult to obtain funding. In Alberta and British Columbia, it is also difficult for entrepreneurs to obtain funding and the money must therefore be effectively spent.

In all four regions, ABSN has provided a great deal of assistance to Aboriginal entrepreneurs looking to start businesses. This includes information, practical assistance learning the necessary skills, education and training, and referrals.

There is an increasing need for information about business growth and expansion. In Manitoba, Aboriginal entrepreneurs need assistance developing their networks in order to expand their businesses. In Alberta, ABSN assists entrepreneurs in maintaining their new businesses and eventually expanding them.

To determine the continued relevance of the ABSN.

ABSN has worked toward fulfilling the majority of its objectives. General business information is more accessible to Aboriginal people and they are more aware of where to access the information and can retrieve the information more effectively online, with hard copies, or in person. Information has been customized for the particular regional needs of each province, but not necessarily for the Aboriginal community as a whole. Manitoba and British Columbia prefer to use information targeted toward Aboriginals, while Alberta and Saskatchewan use information designed for all entrepreneurs, because the business market is identical. A national network of service providers has not been developed and more contact between the regions is needed.

Communities have increased access to resources and awareness about what services are available. ABSN has helped build technological infrastructure in Alberta and Saskatchewan and encouraged Aboriginal people to remain on or return to reserves in Saskatchewan and Manitoba

To determine the effectiveness of the ABSN in meeting its objectives compared to other alternatives.

All four regions identified personal contact as an important factor in the effectiveness of ABSN; without personal attention and strong individual relationships, services could not be provided as effectively. This personalization extends to the regional character of the programs: ABSN is very different in each of the four regions, because it has been adapted to serve the particular needs of the province. This regional uniqueness is a major strength of ABSN.

All regions expressed concerns about program stability over the long-term and increased program funding. Services can be provided most effectively with more funding guaranteed over a longer period of time.

There is a great deal of interest in youth entrepreneurship. In Manitoba, ABSN has focused on educating youth on entrepreneurship as a possible career choice. In Saskatchewan, youth are employed at ABSN sites in order to build skills and increase interest in entrepreneurship. In Alberta, ABSN needs to continue to encourage youth interest in entrepreneurship.

The implementation of ABSN has provided several lessons about business development programming for Aboriginals. The importance of cultural sensitivity was highlighted in all regions. The use of technology was also a major concern in all regions, including the improvement of infrastructure, building skills with computers, and the provision of service online. However, the most important lesson learned was the importance of a personal connection between client and service provider; this connection permits the most effective service provision possible.