ARCHIVED - Economic Development Agency of Canada for the Regions of Quebec

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2007-08
Departmental Performance Report

Economic Development Agency of Canada for the Regions of Quebec

Supplementary Information (Tables)

Table of Contents

• Sources of Respendable and Non-respendable Revenue
• User Fees/External Fees
• Details on Transfer Payments Programs
• Sustainable Development Strategy
• Response to Parliamentary Committees and External Audits
• Internal Audits and Evaluations

Table 4: Sources of non-respendable revenue

This table¹ shows revenue over time. Revenue consists primarily of repayments of repayable contributions awarded by the Agency.

Table 6A : User Fees Act

Table 6B: Policy on service standards for external fees

Some of the information requests submitted to the Agency under the Access to Information Act required longer processing time than the prescribed deadline due mainly to their complexity. Indeed, several of these required consultation with third parties and government agencies. The Agency improved its response time by 9% over 2006-2007.

Table 9: Details on transfer payment programs (TPP)

4) Description:

This program helps Quebec regions maintain and develop their economic activity base. A community’s vitality depends on its ability to develop, grow and thrive by building its own assets.

The program has three objectives:

• fostering communities’ development and increasing their mobilization by drawing up visions and projects of local and regional scope
• assisting communities through support for entrepreneurship and through creation or maintenance of viable enterprises
• increasing communities’ capability to attract tourists and skilled individuals.

5) Strategic outcome: Vitality of communities

6) Results obtained:

• Communities are pursuing a development vision and implementing resulting initiatives.
• Enterprises are contributing to community economic growth and maintenance.
• Communities are recognized for their distinctiveness, brand image and outreach.

16) Comments on variance:
Transfer to other programs. The variance is attributable solely to the projects chosen.

17) Significant evaluation findings and URL to last evaluation(s)
The results can be found at the following address: www.dec-ced.gc.ca/asp/Publications/Doc_verification.asp?LANG=EN&SEL_MENU=VERIF&FICHIER_RETOUR=doc_verification.asp

18) Significant audit findings and URL to last audit(s)
The results can be found at the following address: www.dec-ced.gc.ca/asp/Publications/Doc_verification.asp?LANG=EN&SEL_MENU=VERIF&FICHIER_RETOUR=doc_verification.asp

Note :

1 This table is presented based on the new Program Activity Architecture. Actual spending levels from 2005-2006 and 2006-2007 have not been categorized.

4) Description:

This program reinforces the conditions conducive to the sustainable development of regions and SMEs.

It has three objectives:

• helping enterprises improve their performance, become more competitive and engage in more innovation to facilitate their sustainable development
• supporting the transfer of technology and research outputs to enterprises
• creating the right conditions to attract foreign investment and international organizations.

5) Strategic outcome: Competitiveness of SMEs and regions

6) Results obtained:

• Assisted enterprises are using their strategic capabilities.
• Products and services derived from R&D are being commercialized.
• New enterprises and strategic capital investments are consolidating the economic base of the regions.
• Competitiveness poles are being developed and consolidated.
• Clusters or networks of enterprises in the same sector or region are better structured.
• The innovation commercialization process is generating medium- and long-range social and economic spinoffs.
• Competitive regions are attracting direct foreign investment and international organizations.

16) Comments on variance:
Transfer to other programs. The variance is attributable solely to the projects chosen.

17) Significant evaluation findings and URL to last evaluation(s)
The results can be found at the following address: www.dec-ced.gc.ca/asp/Publications/Doc_verification.asp?LANG=EN&SEL_MENU=VERIF&FICHIER_RETOUR=doc_verification.asp

18) Significant audit findings and URL to last audit(s)
The results can be found at the following address: www.dec-ced.gc.ca/asp/Publications/Doc_verification.asp?LANG=EN&SEL_MENU=VERIF&FICHIER_RETOUR=doc_verification.asp

Note:

1 This table is presented based on the new Program Activity Architecture. Actual spending levels from 2005-2006 and 2006-2007 have not been categorized.

4) Description:

This Canada-wide program provides support for communities in all parts of the country to help them take charge of their own local economic development. In Quebec, the CFP financially supports 57 Community Futures Development Corporations, as well as 15 Community Economic Development Corporations and 10 Business Development Centres.

5) Strategic outcome: Vitality of communities

6) Results obtained:

• Communities are pursuing a development vision and implementing resulting initiatives.
• Enterprises are contributing to community economic growth and maintenance.

16) Comments on variance:
Transfer to other programs. The variance is attributable solely to the projects chosen.

17) Significant evaluation findings and URL to last evaluation(s)
The results can be found at the following address: www.dec-ced.gc.ca/asp/Publications/Doc_verification.asp?LANG=EN&SEL_MENU=VERIF&FICHIER_RETOUR=doc_verification.asp

18) Significant audit findings and URL to last audit(s)
The results can be found at the following address: www.dec-ced.gc.ca/asp/Publications/Doc_verification.asp?LANG=EN&SEL_MENU=VERIF&FICHIER_RETOUR=doc_verification.asp

Note:

1 This table is presented based on the new Program Activity Architecture. Actual spending levels from 2005-2006 and 2006-2007 have not been categorized.

4) Description:

Within the framework of the pan-Canadian Infrastructure Program under Treasury Board Secretariat responsibility, a Canada-Quebec Agreement was signed in October 2000. The objective of this agreement was to upgrade urban and rural municipal infrastructure in the province and improve Quebecers’ quality of life. The Agency acts on behalf of the Government of Canada as the federal department responsible for implementation in Quebec. This agreement was amended in July 2005 to extend the disbursement deadline to March 31, 2009. According to the terms of the Agreement, as of December 2005 no more new projects can be approved under the program.

5) Strategic outcome: Vitality of communities

6) Result obtained:

• Rural and urban communities have quality public infrastructure.

16) Comments on variance:
Actual spending depends on how far the infrastructure projects have progressed.

17) Significant evaluation findings and URL to last evaluation(s)
N/A

18) Significant audit findings and URL to last audit(s)
An internal audit is conducted yearly and the resulting reports published on the Agency Website. The results can be found at the following address: www.dec-ced.gc.ca/asp/Publications/Doc_verification.asp?LANG=EN&SEL_MENU=VERIF&FICHIER_RETOUR=doc_verification.asp

Note:

1 This table is presented based on the new Program Activity Architecture. Actual spending levels from 2005-2006 and 2006-2007 have not been categorized.

4) Description:

This project is the Government of Canada’s legacy to Québec in commemoration of its 400th anniversary in 2008. It includes three major initiatives:

• developing the Baie de Beauport nautical park in the aim of reinforcing its vocation as a year-round activity site while preserving and enhancing the quality of the environment
• redeveloping Pointe-à-Carcy in the aim of improving the port interface and developing the site’s public spaces and water areas
• developing Bassin Brown into a public park in the aim of highlighting the traces of the past and improving access to the river.

5) Strategic outcome: Vitality of communities

6) Result obtained:

• Communities are recognized for their distinctiveness, brand image and outreach.

16) Comments on variance:
Actual spending depends on how far the projects have progressed.

17) Significant evaluation findings and URL to last evaluation(s)
N/A

18) Significant audit findings and URL to last audit(s)
N/A

Note:

1 This table is presented based on the new Program Activity Architecture. Actual spending levels from 2006-2007 have not been categorized.

Table 12: Sustainable Development Strategy

The 2007-2010 Sustainable Development Strategy (SDS) forms an integral part of the Agency’s strategic directions for the years 2006 to 2011. This fourth SDS centres on activities relating to the Agency’s mandate and operations. Integrated as well with the federal approach to sustainable development, this action plan for 2007-2010 targets objectives common to all federal departments and agencies as well as those specific to the Agency’s own mandate.

The following tables illustrate the Agency’s commitments and achievements with respect to the 2007-2010 Sustainable Development Strategy. The Agency intends to place greater emphasis on sustainable development in its decision-making process by, most notably, incorporating Strategic Environmental Assessment (SEA) into its governance mechanisms and applying a sustainable development management system, as well as in its staff empowerment activities to help employees develop competencies to guide promoters with respect to sustainable development.

In 2007-2008, the Agency established specific performance indicators for sustainable development to measure strategy commitments. These indicators will make it possible to record both the number and type of projects related to sustainable development as of 2008-2009. Moreover, a sustainable development diagnostic tool is being prepared to enable business office advisors to identify these projects and incorporate them into the results.

Table 13: Response to parliamentary committees, audits and evaluations

Response to parliamentary committees

No recommendations were issued by any Parliamentary Committees concerning the Agency during FY 2007-2008.

Response to Auditor General of Canada reports, including reports from the Commissioner of the Environment and Sustainable Development

The Agency was not the subject of any Office of the Auditor General (OAG) audits during FY 2007-2008.

External audits

These audits refer to the other external audits conducted by the Public Service Commission of Canada and the Office of the Commissioner of Official Languages.

Table 14: Internal audits and evaluations

The following table lists the internal audits initiated or completed at the Agency during FY 2007-2008.

The following table lists the evaluations initiated or completed at the Agency during FY 2007-2008.