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The original version was signed by
The Honourable Jim Prentice, P.C., M.P.
Minister of the Environment
The Honourable Lynne Yelich, P.C., M.P.
Minister of State (Western Economic Diversification)
Minister’s Message
Minister of State's Message
SECTION I - DEPARTMENTAL OVERVIEW
SECTION II - ANALYSIS OF PERFORMANCE ACTIVITIES BY STRATEGIC OUTCOME
SECTION III - SUPPLEMENTARY INFORMATION
As Minister responsible for Western Economic Diversification Canada (WD), I am pleased to present the Departmental Performance Report for the year ending March 31, 2009.
WD's vision is to be a leader in creating a more diversified western Canadian economy that has strong, competitive and innovative businesses and communities. In order to achieve this vision, in 2008-2009, WD focused its work on achieving results that support the department's three, interconnected strategic outcomes:
Last year, WD worked collaboratively with provincial and municipal governments, universities, research institutes, industry and not-for-profit organizations to help western communities diversify their local economies, deliver important infrastructure investments and adjust to changing economic circumstances. These close working relationships also helped ensure that WD was a strong and informed partner in the development of federal policies and programs.
Over the past year, as Canada and the world have faced an economic downturn, WD has been doing its part to support western communities. WD has helped strengthen local economies by investing in projects and activities that improve infrastructure, support local businesses, strengthen innovation and encourage community economic diversification. Moving forward, WD will continue to make investments that strengthen and diversify Western Canada's economy.
The Honourable Jim Prentice, P.C., Q.C., M.P.
As Minister of State for Western Economic Diversification, I am pleased to present the Departmental Performance Report for the year ending March 31, 2009.
For more than two decades, Western Economic Diversification Canada (WD) has worked to support the long-term development and diversification of the western economy, playing a vital role in helping build a stronger West and a stronger Canada. The department achieves its mandate by collaborating with other orders of government and stakeholders to identify projects that support the department's strategic outcomes and priorities.
In 2008–2009, WD approved a total of $131.3M towards 214 projects that leveraged an additional $370.6M from other governments and organizations towards projects that strengthen businesses, foster innovation and stimulate community economic development.
Western entrepreneurs and innovators are a vital source of economic growth in the West, accounting for nearly half of all existing jobs. In 2008-2009, WD approved $35.5M towards 39 projects that helped stimulate international trade and investment, enhance business productivity and competitiveness, foster industry collaboration, and improve access to services for western entrepreneurs. WD also approved $63.8M towards 50 projects designed to strengthen western innovation by improving infrastructure at our universities and research centres, developing technology skills, and supporting research and development.
WD contributed $41.8M towards 129 community economic development projects that support the long-term strength and viability of western communities. This contribution was used in the development of new businesses or industries, adding value to existing sectors, strengthening capacity, and improving local infrastructure. WD's work on community economic development also includes supporting economic recovery for communities faced with challenging economic circumstances.
The department also continued to develop effective policies and programs by increasing coordination among all partners, and effectively linking regional priorities with the federal agenda. Through our policy, advocacy and coordination activities, WD develops effective programs that create a strong and sustainable economic future for Western Canada. In addition, WD contributed $340,000 towards two projects in this area.
Now more than ever, communities across the West must strive to diversify their local economies in the face of the global recession. WD will continue to make the strategic investments necessary to help communities and strengthen local economies. With these investments and future investments under Canada's Economic Action Plan, I am confident that WD's work will continue to help Western Canada navigate through this global economic recession towards recovery and long-term prosperity.
The Honourable Lynne Yelich, P.C., M.P.
Western Economic Diversification Canada’s mandate is to promote the development and diversification of the economy of Western Canada (Manitoba, Saskatchewan, Alberta and British Columbia) and to advance the interests of Western Canada in national economic policy, program and project development and implementation.
WD supports entrepreneurship, innovation and community economic development and fulfils a leadership and coordination role in furthering western interests and responding to western challenges. The department works strategically through partnerships – with all orders of government, academic and research institutes, industry associations, and not-for-profit organizations – to implement initiatives that leverage funds and expertise for the benefit of the West and westerners.
Through its core resources, WD:
To support national initiatives on behalf of the Government of Canada, WD also:
The diagram below summarizes WD's strategic outcomes and Program Activity Architecture, demonstrates how WD's 2008–2009 priorities contributed to achieving these outcomes, and how WD contributes to the Government of Canada outcomes areas. (For a complete listing of WD's sub-activities, please refer to Tables 11a and 11b.)
2008-2009 Financial Resources ($ thousands)
Planned Spending | Authorities1 | Actual Spending2 |
---|---|---|
$281,646 | $291,214 | $242,173 |
Performance Indicators | Targets | 2008-2009 Performance |
---|---|---|
Real Gross Domestic Product (GDP) growth in Western Canada | 3.2% (stable growth rate) | 0.3% (2008 - decreased rate of growth) |
Annual International Trade: value of exports excluding primary production sectors | $42.92B (increase) | $48.74B (2008 - increase) |
R&D intensity: Gross Domestic Expenditures on R&D (GERD) as % of GDP | N/A | 1.3% (2006)5 |
Program Activity | 2007-2008 |
2008-2009 | ||||
---|---|---|---|---|---|---|
Actual Spending ($000s) |
Main Estimates |
Planned Spending |
Total Authorities |
Actual Spending |
Alignment to Government of Canada Outcomes | |
Business Development and Entrepreneurship 6 | $55,987 | $58,190 | $58,190 | $59,691 | $62,275 | Strong Economic Growth |
Innovation 7 | $70,065 | $87,226 | $87,226 | $88,274 | $77,466 | An Innovative and Knowledge-based Economy |
Performance Indicators | Targets | 2008-2009 Performance |
---|---|---|
Disposable income per capita | $31,082 (increase) | $31,933 (2008 - increase) |
Labour productivity growth - real GDP per hour worked | 1.2% (stable growth rate) | -1.2% (2008 - decline in productivity) |
Program Activity | 2007-2008 |
2008-2009 | Alignment to Government of Canada Outcomes | |||
---|---|---|---|---|---|---|
Actual Spending ($000s) | Main Estimates |
Planned Spending |
Total Authorities |
Actual Spending |
||
Community Economic Planning, Development and Adjustment8 | $74,153 | $109,137 | $112,737 | $112,825 | $71,234 | Strong Economic Growth |
Infrastructure 9 | $36,505 | $2,084 | $10,784 | $16,268 | $19,254 | Strong Economic Growth |
Performance Indicators | Targets | 2008-2009 Performance |
---|---|---|
% of key informants with the opinion that WD activities provide policies and programs that support the economic development of Western Canada. 10 | 55% | 94% with respect to policies 93% with respect to programs |
$'s of project funding ($'s WD project funding plus $'s leveraged) 11 | $350.04M | $513.57M (total value of all projects approved incl. amendments) |
% of projects completed this fiscal year that successfully met or exceeded performance targets 12 | 85% | 83% (150 out of 181 projects which reported final results in 2008-2009) |
Program Activity | 2007-2008 |
2008-2009 | Alignment to Government of Canada Outcomes | |||
---|---|---|---|---|---|---|
Actual Spending ($000s) |
Main Estimates |
Planned Spending |
Total Authorities |
Actual Spending |
||
Collaboration and Coordination | $4,475 | $5,866 | $5,866 | $6,311 | $4,945 | Strong Economic Growth |
Advocacy 13 | $3,223 | $2,683 | $2,683 | $2,999 | $3,602 | Strong Economic Growth |
Research and Analysis | $2,752 | $4,160 | $4,160 | $4,396 | $3,397 | Strong Economic Growth |
Operational Priorities | Type 14 | Status 15 | Link to Strategic Outcome (SO) and Program Activity (PA) |
---|---|---|---|
Technology Commercialization | Ongoing | Mostly met:
|
SO 1 PA - Innovation Investments in 2008-2009 will help to strengthen the western Canadian innovation system. |
Trade and Investment | Ongoing | Mostly met:
|
SO 1 PA – Business Development and Entrepreneurship Investments in 2008-2009 will support a competitive and expanded business sector in Western Canada. One area for improvement is for WD to focus more on supporting incoming trade and investment missions as they often provide the tangible economic benefits to Western Canada. |
Business Productivity and Competitiveness | Previously committed to | Somewhat met:
|
SO 1 PA – Business Development and Entrepreneurship Investments in 2008-2009 will also support a competitive and expanded business sector in Western Canada. |
Rural Diversification16 | Previously committed to | Somewhat met
|
SO 1, SO 2, SO 3 Investments in 2008-2009 will support the development and diversification of the rural economy across the West, which contributes to all of WD's strategic outcomes. |
WD places a priority on Management Excellence and continues to make progress in improving management practices as encouraged through the annual Management Accountability Framework assessment.
Management Priorities – Management Excellence | Type | Status | Link to Strategic Outcome and Program Activity (PA) |
---|---|---|---|
Implementation of Management, Results, and Resources, Structure (MRRS) policy | Previously committed to | Mostly met:
|
SO 1, SO 2, SO 3 Improvements to WD's MRRS support all strategic outcomes. One area for improvement is to streamline the number of sub-activities and refine the performance indicators at that level. |
Strengthening Internal Audit and Evaluation | Previously committed to | Mostly met: Audit:
|
SO 1, SO 2, SO 3 Improvements to audit and evaluation processes support all strategic outcomes. |
Strengthening accountability, transparency and performance reporting of WCBSN members and improved coordination | Previously committed to | Mostly met:
|
SO 1, SO 2, SO 3 Improvements in relationships with network partners support all strategic outcomes. |
Human Resource Renewal | New | Successfully met: Planning:
Recruitment:
Strategy leadership capacity:
Enabling infrastructure:
|
SO 1, SO 2, SO 3 Human resource renewal supports all strategic outcomes. One area for improvement is to pursue the Embracing Management Excellence Forum in 2009-2010. |
Integrated Risk Management | Previously committed to | Mostly met:
|
SO 1, SO 2, SO 3 Integration of risk with decision-making processes supports all strategic outcomes. One area for improvement is to ensure that the risk associated with proposed projects is assessed prior to any mitigation measures. |
Events of 2008-2009 demonstrated that the western Canadian economy remains vulnerable to global economic fluctuations. A thriving economy and the subsequent economic downturn in mid-2008 revealed uneven levels of diversification in the West, yet also highlighted regional and sectoral economic strengths. Indeed, the rapidly changing economic picture in 2008-2009 underscored the continued need for diversification efforts in the West, as well as the importance of policy and program flexibility in response to these changes.
The West's abundance of natural resources serves as a traditional economic strength and ultimately the foundation for the success of the regional economy. However, dependence on resource exports and volatile commodity market prices, as demonstrated in 2008-2009, can result in unpredictable economic outcomes. As a result, WD has sought to build on the advantages associated with a strong resource-based economy while investing to create new opportunities and further develop existing opportunities.
An emerging opportunity for Western Canada is in the area of technology commercialization. Guided by the Government of Canada's 2007 science and technology strategy, significant investments have been made to stimulate R&D in western Canadian universities; however, commercialization results have not been commensurate with the level of research investment. In order to facilitate the translation of knowledge and technology into commercial opportunities, WD made strategic investments in technology adoption and commercialization, and knowledge infrastructure projects, which will lead to an increase in technologies adopted by existing firms, and an increase in the number of technologies developed in research institutions that have commercialization potential. WD undertook sector research and analysis to pinpoint gaps and opportunities, as well as new programming and delivery options.
Entrepreneurship has been a pervasive feature of economic development in Western Canada, demonstrated by the high number of small- and medium-sized enterprises (SMEs), which account for nearly half of all existing jobs. Despite the significant role that trade and investment plays in job creation, a recent study of SMEs in Western Canada, "Reaching Out: Exploring SME Exporting Opportunities and Challenges", found that few SMEs export and those that do, rely heavily on a few trading partners. WD continued to support western Canadian businesses in their trade development and investment attraction efforts in connection with the Vancouver/Whistler 2010 Winter Olympic and Paralympic Games. As a departmental priority, trade and investment efforts focused on improving the international competitiveness of Western Canada and enhancing the awareness of western Canadian products, services, and technology capabilities around the world leading to increased sales, research agreements and signed contracts. These efforts were coupled with advocacy objectives centred on export market development, the Asia Pacific Gateway and Corridor, the Mid-Continent Trade Corridor, foreign trade zones, inland ports, aerospace and defence procurement, and science and technology, in order to advance western Canadian interests.
To remain globally competitive, western Canadian businesses must seek opportunities to increase overall productivity and competitiveness. To support increased business productivity, WD provided business services for SMEs - promoting awareness and adoption of new management and business practices (i.e. lean manufacturing), access to supply chains, creation of business networks, access to risk capital, and access to skilled labour.
Western Canada's rural communities continue to be highly dependent on traditional resource industries such as forestry, agriculture, mining and energy-related extraction. This dependence and the long-term trend of population out-migration may leave many communities economically vulnerable. WD continues to work with other government agencies and rural-based economic development organizations, such as the Community Futures Development Corporations (CFDC), to position rural economies for growth and diversification.As the effects of the global economic downturn became apparent in fall 2008, the department shifted its focus to address short-term community impacts. Advocacy efforts highlighted difficult market conditions faced by Western Canada and the need for economic adjustment programming, resulting in the continuation of one program and some new programming. WD continued to assist forestry-dependent communities to recover from the effects of the mountain pine beetle infestation in British Columbia through the delivery of the Community Economic Development Initiative (CEDI) and Airport Improvement Initiative (AII). Further assistance will be provided to a variety of sectors through two new programs announced in the Government of Canada's Budget 2009: Canada's Economic Action Plan. As the regional economic development agency for Western Canada, WD undertook steps to implement two key economic stimulus programs to assist the hardest hit communities:
In 2008-2009, WD re-assessed its internal and external operating environments and prepared a corporate risk profile detailing the highest risks facing the department in fulfilling its mandate. The profile will assist in focussing attention on the key risks which impact on departmental decisions, and the need to mitigate these risks.
Fluctuations in expenditures over the past four years can be attributed to the transitory nature of non-core transfer payment programs. In addition to core transfer payment programs, WD manages a series of one-time initiatives, such as the Mountain Pine Beetle Program initiatives, Alberta and Saskatchewan Centenaries , and International Vaccine Centre's Biosafety Level III Containment Facility in Saskatoon, which respond to the needs of western Canadians at any given time. The winding down of prior initiatives and the launch of new initiatives can result in fluctuations in spending from year to year. For example, grant funding was $47.0M for 2006-2007, $18.5M in 2007-2008 and nil in 2008-2009, due to the wind down of the Prince Rupert Port Authority, Primrose Lake Air Weapons Range, BC Flood Mitigation and Fraser River Port Authority initiatives, which were funded through grants. The figures presented in the above chart do not include funds spent through Other Government Department (OGD) suspense accounts, on behalf of other departments. For example, in fiscal year 2008-2009, WD expended approximately $125M on behalf of Infrastructure Canada.
Vote or Statutory Item ($000s) | Truncated Vote or Statutory Wording | 2006-07 Actual Spending |
2007-08 Actual Spending |
2008-2009 Main Estimates |
2008-2009 Actual Spending |
---|---|---|---|---|---|
1 | Operating expenditures | $41,494 | $45,018 | $48,753 | $49,645 |
5 | Grants and contributions | $292,591 | $197,120 | $215,271 | $187,009 |
(S) | Contributions to employee benefit plans | $4,917 | $5,017 | $5,322 | $5,481 |
(S) | Collection Agency Fees | $3 | - | - | |
(S) | Minister of Western Economic Diversification | $5 | $25 | ||
(S) | Spending of Proceeds from disposal of Surplus Crown Assets | $2 | $2 | - | $13 |
Total | $339,009 | $247,160 | $269,346 | $242,173 |
Recent studies have shown that in terms of competitiveness and productivity, Canada has both strengths and weaknesses. Canada's competitive strengths include: proximity to the US, an abundance of natural resources, a diverse economic base, a highly educated population, and an international reputation for integrity and credibility. On the other hand, Canada's competitive weaknesses include: its large land mass in contrast to a small population and economy by world standards, internal barriers constraining the mobility of goods and services, unnecessary regulations which slow down innovation, inadequate interchange been the public and private sector, a level of taxation and a system of taxation that negatively affects the cost of capital and an insufficient entrepreneurial culture.17 These studies confirm WD's own research, which show that when measured against a number of competitiveness and innovation indicators, Western Canada needs to improve its performance to become a leader in the knowledge-based, global economy.
These results suggest that there is a continuing role for WD to play in supporting SMEs through business services and access to capital, as well as in supporting innovation primarily through facilitating the commercialization of technology and increasing knowledge infrastructure.
2008-2009 Financial Resources ($ thousands) | 2008-2009 Human Resources (FTEs) |
||||
---|---|---|---|---|---|
Planned Spending |
Total Authorities |
Actual Spending18 |
Planned | Actual | Difference |
$58,190 | $59,691 | $62,275 | 118 | 123 | -5 |
Expected Results |
Performance Indicators |
Targets | Performance Status |
Performance Summary |
---|---|---|---|---|
Strong SMEs in Western Canada with improved capacity to remain competitive in the global marketplace. | SME revenue (All SME sizes) (excluding non-employee) | Not applicable | Not applicable | $2.498M (2007) 19 |
SME employment, (All SME sizes) (excluding non-employee) | Not applicable | Not applicable | 322,638 employees (2007)20 | |
Annual capital amount accessed by SMEs through WD programs | $78.8M | Exceeded | $100.3M21 |
New business formation and growth is an essential step in creating industrial and business structures to ensure a modern, innovative, competitive, and relevant economic and industrial base in Western Canada. In 2008-2009, WD approved funding of $35.5M, which leveraged $117.0M from other sources, for 39 projects in support of Business Development and Entrepreneurship (BD&E).
The cumulative impact of all BD&E projects reporting results since April 1, 2005, are included in Table 11a in Section III.
To enhance business productivity and competitiveness in 2008-2009 WD approved projects such as:
WD was also successful in working with other federal departments to renew ongoing federal funding of over $4M per year for the Canada Business Network in Western Canada through Budget 2009. This funding renewal ensured the continuation of business information service for SMEs in the West.
With respect to its trade and investment operational priority in 2008-2009, WD developed a Trade and Investment Framework to target the department's efforts in key markets and sectors in order to enhance the international competitiveness of Western Canada. WD's support has led to enhanced awareness of western Canadian products, services, and technology capabilities around the world and positive results through sales, research agreements, and signed contracts. For example, the BC Wood Specialities Group 2008 Global Buyer Mission in September of that year, resulted in estimated sales of $23M.
WD continues to support Western Canada's gateways and corridors by providing direct support to the development of several gateway and inland port initiatives. WD's support is helping to build port infrastructure and to market business opportunities to foreign companies.
In support of the Government of Canada's commitment to enhance its relationship with the Latin America and Caribbean (LAC) region, WD coordinated with Foreign Affairs and International Trade and the western provincial governments to host an incoming study tour of 12 Canadian trade commissioners from the LAC region to enhance their knowledge of the capabilities of SMEs in Western Canada. The participating commissioners are working to identify business opportunities in the LAC region for the western Canadian SMEs that participated in the tour.
In 2008-2009, WD supported 27 international business development projects totalling $315,796 through the North American Platform Program (NAPP), such as the BioMonterrey 2008 - International Congress and Exhibition of Biotechnology. As a result of WD's contributions, western Canadian organizations have formalized bilateral partnerships and research agreements, generated investment and business leads, and follow-up missions/discussions are taking place that should lead to increased export sales.
To improve access to risk capital and business services to SMEs, which are essential to ensure SMEs have the knowledge, skills and capacity to compete, the WCBSN provided information and advisory services, as well $82.5M in loans, which created or maintained 9,500 jobs, and created, maintained or expanded over 3,000 businesses.22 As SMEs faced the tightening of credit markets, members of the WCBSN increased their lending by $17M (26 per cent) over 2007-2008 levels. In response to this increase in demand in 2008-2009, WD provided an additional $10M to CF investment pools, which are joint loan funds enhancing CFs access to loan capital.
In addition, 138 loans totalling $16.6M were approved through the Loan and Investment Program, leveraged by $2M in WD contributions. In 2008-2009, WD established two new agreements for incremental venture capital for SMEs in the prairie provinces and a micro-loan agreement for small and start-up businesses in Calgary. The total financing for SMEs from these new agreements over the next five years could reach $86M based on a commitment of up to $11.5M from WD.
The evaluation of the CF Program was completed in 2008-2009. The evaluation found CFs are providing information, referral and counselling to clients; and clients are applying what they learn from the CFs to their businesses. WD also conducted impact assessments of the Women Enterprise Initiative (WEI) and the Francophone Economic Development Organizations (FEDOs). WEI services were found to have generated significant economic impacts in terms of business development and clients were generally very satisfied with the services that they receive. The $22.9M in loan funding issued over the past five years is estimated to have generated about $660M in incremental revenues and 8,000 incremental jobs. The FEDOs have helped to create, maintain or expand 716 businesses and 1,610 jobs between 2003 and 2008. The FEDO impact study cites the following case study, which demonstrates the FEDOs' success in supporting WD's Business Development and Entrepreneurship agenda:
Experience has shown that supporting incoming trade and investment missions/study tours provides significant economic benefits to Western Canada and participating SMEs and research organizations. Incoming tours allow potential buyers to see first hand the innovative capabilities available throughout Western Canada. Furthermore, the department has learned that business-to-business matchmaking enhances the value of outgoing trade and investment missions, and provides participating SMEs with enhanced opportunities for successful business negotiations. WD will look for more opportunities to support incoming missions/study tours and when supporting outgoing missions will encourage the addition of matchmaking sessions.
The CF evaluation identified the importance of clearly defined and accessible indicators to better measure the long-term outcomes of the program and track results against the established indicators. The evaluation also demonstrated a clear link between economic conditions and demand for loans, and found that CFs continue to provide highly needed loans to support both new and existing businesses.
2008-2009 Financial Resources ($ thousands) |
2008-2009 Human Resources (FTEs) |
||||
---|---|---|---|---|---|
Planned Spending |
Total Authorities |
Actual Spending23 |
Planned | Actual | Difference |
$87,226 | $88,724 | $77,466 | 77 | 80 | -3 |
Expected Results |
Performance Indicators |
Targets | Performance Status |
Performance Summary |
---|---|---|---|---|
A stronger knowledge-based economy | Total income from the commercialization of intellectual property | Not applicable | Not applicable | $28.55M (2006)24 |
Business Expenditure on R&D as % of GDP | Not applicable | Not applicable | 0.55% (2006)25 | |
Employment in natural and applied science and related occupations as a % of total employment | 6.50% (increase) | Exceeded | 6.87% (2008 - represents an increase in the share of employment) |
During 2008-2009, WD approved funding of $63.8M, which leveraged $214.5M from other sources, for 50 projects in support of Innovation. Thirty-one percent was invested in WD's priority area of technology commercialization; an additional 44 per cent was invested in knowledge infrastructure, which supports both R&D, and technology skills development. WD support was primarily given to organizations that support multi-sectors, micro/nanotechnologies, health technologies, and advanced manufacturing technologies. These investments contribute to strengthening the western Canadian innovation system. Since innovation is a long-term process, the results may not be realized for several years and in sectors such as bio-pharmaceuticals, it may take 12 to 15 years to commercialize.
The cumulative impact of all Innovation projects reporting results since April 1, 2005, are included in Table 11a in Section III.
To examine longer-term results, WD commissioned an independent assessment of the two sub-activities that represent the largest Innovation-related investments: knowledge infrastructure and technology commercialization. The assessment found that for the five-year period ending March 31, 2007, WD provided funding of $126M to 129 projects, which attracted $2.53 for each WD dollar invested. Most projects were in the life sciences sector (44 per cent) and the information and communications sector (17 per cent). WD's financial support was vital, as only 17 per cent of the projects may have proceeded without it, and if they had proceeded, those projects would have been delayed or reduced in scope in the absence of WD funding. The reported results include the following intermediate outcomes for technology commercialization projects:
The knowledge infrastructure projects supported the development of 22,000 square meters of space for R&D and skills training, and reported an incremental $16.4M in R&D.27 As measured against expected performance, most of the projects either met or exceeded the expected results.
Through the examination of the following case studies, the consultants demonstrated how several related projects contribute to enhanced innovation in specific clusters, which in turn enhanced the capacity, function, skills and outputs of the western Canadian innovation system:
Employing a Statistics Canada input/output analysis to quantify the direct and indirect economic impacts of WD investments on GDP and employment, the consultants found that WD's investment of $126M resulted in direct and indirect output of $643M, contributions to GDP of $302M, and 5,630 full-time jobs.
With respect to performance measurement, there are several challenges in measuring the impact of WD's investments in Innovation. First, the innovation life cycle from conception to prototyping and commercialization varies by sector and is often not linear. Second, there is often a significant time lag between the realization of results and reporting of results. Third, results may also be affected by factors outside of WD's and project proponent's control, making attribution a challenge. Finally, the development of appropriate performance indicators is also a challenge. In response, WD is addressing these challenges by refining its approach to measuring performance related to Innovation.
WD's Community Economic Development strategic outcome involves economic development, and diversification and collaboration activities, that allow communities to build and sustain their economies as well as adjust to changing and often very challenging circumstances. It includes facilitating recovery from depressed economic circumstances and working collaboratively with members of the WCBSN to carry out community economic development initiatives in Aboriginal, rural, francophone, and resource-dependent communities.
A partner for WD's involvement in rural community economic development is the network of 90 CFDCs across the West. These community-based organizations assist their communities to plan and implement strategies aimed at developing and diversifying their economies.
The Community Economic Development strategic outcome also encompasses WD's work with provincial and municipal governments on infrastructure programs including the Infrastructure Canada Program (ICP), the Municipal Rural Infrastructure Fund (MRIF), the Canada Strategic Infrastructure Fund (CSIF), and the new Building Canada Fund (BCF).
2008-2009 Financial Resources ($ thousands) |
2008-2009 Human Resources (FTEs) |
||||
---|---|---|---|---|---|
Planned Spending |
Total Authorities |
Actual Spending28 |
Planned | Actual | Difference |
$112,737 | $112,825 | $71,234 | 106 | 111 | -5 |
Expected Results |
Performance Indicators |
Targets | Performance Status |
Performance Summary |
---|---|---|---|---|
Communities have increased economic opportunities and capacity to respond to challenges |
Employment: # of new jobs created | 92,000 (growth at a slower rate) | Exceeded | 123,000 (2008 - growth at an increased rate) |
Net migration rate -- international and domestic | 81,857 migrants (growth at a slower rate) | Met | 96,300 migrants (2008 - representing growth at a slower rate than 2007) |
In 2008-2009, WD approved new funding of $41.8M, which leveraged $39.5M from other sources, for 129 projects in support of Community Economic Planning, Development and Adjustment.
The cumulative impact of all Community Economic Planning, Development and Adjustment projects reporting results since April 1, 2005, are included in Table 11a in Section III.
A key to enhancing the viability of communities, and ensuring stable long-term economic growth, is the diversification of Western Canada's heavily resource-based industrial structure, and increasing the value-added of current economic output. For example, as part of the $200M federal Mountain Pine Beetle Program, WD delivered over $33M in project funding through CEDI to help diversify local economies in communities affected by the mountain pine beetle infestation in B.C. In 2008-2009, WD has approved funding of $17.8M for 105 projects, which leveraged $11.3M from other sources. In addition, WD approved $6.0M through the AII, which leveraged $12.5M for the Kamloops Airport. Previously, WD provided support to an airport runway expansion project in Prince George through the AII, which will strengthen the local economy by bringing in additional domestic and international flights.
During the current economic slowdown, it is particularly important to ensure that adjustment efforts are carried out in a sustainable, timely and effective fashion. One example of this is the support WD provided over the years to the Port of Prince Rupert Terminal , which is projected to attract 140 vessels and 250,000 passengers annually within 10 years.
The November 2008 evaluation of the CF Program concluded that the CF's community economic development activities support economic growth and diversification of communities and there is evidence to suggest that community capacity has been strengthened. The evaluation also concluded that over the period 1999-2000 to 2005-2006, CFs have led or coordinated 4,902 long-term and 5,803 short-term community economic development projects. Based on long-term census data specific to each CF area, there is evidence to suggest that economic diversification has occurred, and CFs have contributed to reducing the unemployment rate in the communities.
The FEDO impact study, completed in 2008-2009, cites the following case study, which demonstrates the FEDO's success in supporting WD's Community Economic Planning, Development and Adjustment agenda:
The high priority placed upon the implementation of the Budget 2009 economic stimulus initiatives, at the end of fiscal year 2008-2009, has meant that much of WD's core program activity had to be temporarily de-emphasized. This may have future implications regarding meeting outcome targets related to core program activity, as well as regarding maintaining relationships with the department's regular clients. On a positive note, the new economic stimulus initiatives may introduce a new client group to the department, which may result in mutually beneficial partnerships in the future.
2008-2009 Financial Resources ($ thousands) |
2008-2009 Human Resources (FTEs) |
||||
---|---|---|---|---|---|
Planned Spending |
Total Authorities |
Actual Spending29 |
Planned | Actual | Difference |
$10,784 | $16,268 | $19,254 | 16 | 17 | -1 |
Expected Results |
Performance Indicators |
Targets | Performance Status |
Performance Summary |
---|---|---|---|---|
To maximize economic, social, cultural and environmental benefits to western Canadians through investments in public infrastructure in a coordinated manner with provincial and municipal governments. | % of key informants with the opinion that WD delivery of infrastructure programs results in investments that reflect western Canadian infrastructure priorities | 50% | Not applicable | To be measured during 2009-2010 |
$ value of federal infrastructure projects funded per fiscal year | $13.60M | Mostly met | $12.95M | |
$ leveraged in addition to federal $ for projects funded per fiscal year | $27.20M | Not Met | $3.12M |
The cumulative impact of all ICP projects approved since program inception in October 2000 are included in Table 11b in Section III.
WD plays an important role in the delivery of infrastructure programming, which supports the western Canadian economy and the federal government's Building Canada Plan. During 2008-2009, WD continued to deliver the ICP in each of the four western provinces. The ICP was created in 2000 to enhance infrastructure in Canada's urban and rural communities and to improve quality of life through investments that protect the environment and support long-term community and economic growth. As of March 31, 2009, approximately 98 per cent of the total federal funding of $546M had been committed towards 1,622 infrastructure projects across the West. A total of $12.95M was expended by the department in 2008-2009, leveraging $3.12M in funding from other orders of government. The performance of $3.12M against the $27.2M target for dollars leveraged is due to the timing of non-federal expenditures and delays in reporting.
WD also delivers infrastructure programs in each western province on behalf of Infrastructure Canada such as MRIF and BCF Communities Component (BCF-CC) as well as manages a number of CSIF and BCF Major Infrastructure Component (BCF-MIC) projects in the West. Grants and contributions (G&C) funding for MRIF, BCF, and CSIF is provided through Infrastructure Canada's appropriation and is held in a suspense account; operations funding for infrastructure programming continues to be included in WD's estimates. Details on infrastructure program results for which G&C funds are held in suspense may be found in Infrastructure Canada's Departmental Performance Report.In 2008-2009, WD's Internal Audit group conducted an audit of WD's delivery of national infrastructure programs across the West. The audit conclusions indicated that WD's overall delivery of national infrastructure programs was satisfactory and key recommendations were primarily directed at improving WD's modern management practices. A number of conclusions also implicated WD's delivery partner, Infrastructure Canada, and these conclusions have been shared. A management response will be prepared and will be implemented in 2009-2010.
To achieve this strategic outcome, the department undertakes three distinct, but interrelated program activities:
In 2008-2009, WD approved funding of $338,028, which leveraged $782,274 from other sources, for two Research and Analysis projects, which support the Policy, Advocacy and Coordination outcome.
The cumulative impact of all Policy, Advocacy and Coordination projects reporting results since April 1, 2005, are included in Table 11a in Section III.
While this strategic outcome does not entail many G&C resources, considerable human resources are required to fulfill our program activity goals. In the "Evaluation of Policy, Advocacy and Coordination Functions" (PAC Evaluation), 97 per cent of those interviewed stated that WD activities in this area are relevant and that there exists an ongoing need for such activities. WD has responded by increasing resources dedicated to Policy, Advocacy and Coordination activities in 2008-2009, and will maintain this increased resource level in 2009-2010.
WD represented western interests in federal decision making and programming in such areas as Canada's Economic Action Plan, the federal science and technology strategy, and the Canada Business Network funding renewal. The evaluation also references WD's role in the Asia Pacific Gateway and Corridor Initiative (APGCI) and the Mountain Pine Beetle Program initiatives as examples of how the department met all of its Policy, Advocacy and Coordination objectives.
2008-2009 Financial Resources ($ thousands) |
2008-2009 Human Resources (FTEs) |
||||
---|---|---|---|---|---|
Planned Spending |
Total Authorities |
Actual Spending |
Planned | Actual | Difference |
$5,866 | $6,311 | $4,945 | 39 | 41 | -2 |
Expected Results |
Performance Indicators |
Targets | Performance Status |
Performance Summary |
---|---|---|---|---|
Better coordinated economic development activities, policies and programs in the West | % of key informants with the opinion that WD activities provide better coordinated economic activities, policies and programs in the West30 | 50% | Exceeded | 91% |
Ratio of $'s leveraged per WD dollar committed, for projects funded in 2008-2009 through all WD programs | $1.00 | Exceeded | $2.62 | |
$ value of project funding provided under interdepartmental agreements to which WD was a party | $25.00M | Mostly met | $21.73M31 |
WD's Collaboration and Coordination activities in 2008-2009, continued to support the development and diversification of Western Canada. In the PAC Evaluation, which focuses on WD's Policy, Advocacy and Coordination strategic outcome and covers fiscal years 2003-2004 to 2007-2008, 91 per cent of key informant respondents stated that WD-sponsored or WD-conducted Collaboration and Coordination activities have contributed to better-coordinated economic development activities, policies and programs in the West. Overall, 87 per cent of respondents stated that WD-sponsored or WD-conducted Collaboration and Coordination activities have contributed to aligning federal and provincial regional economic development priorities in the West.
The department accomplished several significant milestones in the past year including:
WD is known for its work in building and maintaining collaborative relationships. Related work undertaken during the past year led to key successes that can broadly assist economic development in Western Canada. An important lesson to draw from these successes is the importance of having clearly defined goals and objectives to frame Collaboration and Coordination activities. For example, the western Canadian economic development and innovation ministers identified five areas of priority for joint action when they met in April 2008. This clarity provided a framework and a focus around which senior officials could collaborate to address productivity and competitiveness challenges.
2008-2009 Financial Resources ($ thousands) |
2008-2009 Human Resources (FTEs) |
||||
---|---|---|---|---|---|
Planned Spending |
Total Authorities |
Actual Spending32 |
Planned | Actual | Difference |
$2,683 | $2,999 | $3,602 | 20 | 21 | -1 |
Expected Results |
Performance Indicators |
Targets | Performance Status |
Performance Summary |
---|---|---|---|---|
Decisions by other organizations that improve economic policies and programs in the West | % of key informants with the opinion that WD activities provide an improved understanding and awareness of western issues, challenges, opportunities and priorities33 | 55% | Exceeded | 96% |
% of key informants with the opinion that WD advocacy work results in federal policies and programs that reflect western Canadian needs34 | 60% | Exceeded | 88% | |
% of key informants with the opinion that WD advocacy work results in improved awareness of industrial and regional benefits and/or federal procurement opportunities35 | 50%. | Exceeded | 66% |
In 2008-2009, WD achieved its overall Advocacy objectives, which centred on fostering technology commercialization, value-added goods production and export market development in order to develop and diversify the western Canadian economy. An advocacy strategy was refined in 2008 with assistant deputy ministers assigned as champions to advance WD's priorities of the Asia-Pacific Gateway and Corridor, foreign trade zones, inland ports, aerospace and defence procurement, and science and technology. In the PAC Evaluation, which surveyed WD's key informants in government business and non-government organizations, 88 per cent of respondents stated that WD's Advocacy activities have contributed to decisions by other organizations that benefit economic policies and programs in the West.
The Government of Canada's billion-dollar investment in the APGCI has created new potential for Western Canada's logistics sector and value-added goods production centres. WD continues to work with federal and other stakeholders to determine what value-added opportunities may result from the APGCI.
Through initiatives such as CentrePort and Port Alberta, the department began to learn about western Canadian stakeholders' interest in inland ports and foreign trade zones, and considered the need for advocacy to address these issues. With respect to inland ports, WD advocacy efforts were part of a larger strategy that led to the establishment by provincial legislation of an inland port in Winnipeg, CentrePort Canada Inc.
WD commissioned a free trade zones study to improve the understanding of the potential of foreign trade zones in promoting value-added global trade activity. The study is a useful tool in framing discussions with stakeholders, and informing WD's work to strengthen Western Canada's international trade and value-added opportunities.
WD advocacy in aerospace and defence procurement is an important element of the department's economic diversification efforts, generating benefits for the western economy, businesses, and institutions. As part of its overall effort in advocating for additional procurement from western Canadian suppliers, WD organized supplier development missions that enabled over 50 firms to market their capabilities to four major international defence contractors. Department officials also facilitated a number of other events highlighting the capabilities of western Canadian companies to national and international aerospace and defence contractors. Seventy-four per cent of business organizations surveyed in 2008 said that WD advocacy work contributed to improved awareness of defence procurement and federal procurement opportunities.
WD has also continued to highlight the difficult market conditions faced by Western Canada's forest industry and the need for economic adjustment programming in forest-dependent communities. This advocacy supported the creation of the federal Mountain Pine Beetle Program, including the CEDI and AII as well as the Community Development Trust . Further assistance will be provided to various sectors through one of the two initiatives announced in Budget 2009, which will be delivered by WD in Western Canada: the Community Adjustment Fund.
The PAC Evaluation cites the Vaccine and Infectious Disease Organization/International Vaccine Centre (VIDO/InterVac) initiative as an example of WD's success in the area of Advocacy. In addition, WD's advocacy efforts were successful in attracting United Airlines flights from Saskatoon and Regina to Denver and Chicago.
WD Advocacy activities have been successful in contributing to other organizations gaining an improved understanding of western Canadian economic issues. This improved understanding has resulted in other organizations encouraging economic development in Western Canada.
WD's advocacy efforts in interrelated areas such as APGCI, Mid-Continent Trade Corridor, foreign trade zones, and inland ports highlighted the importance of working collaboratively, sharing information, and approaching these issues strategically. While the PAC Evaluation showed that WD was successful in its Policy, Advocacy and Coordination activities, WD recognizes that its current organizational structure for these activities could be improved by clarifying departmental priorities, and the roles of the different WD offices, as well as by increasing internal coordination and communications. The department will be taking measures, consistent with the findings of the PAC Evaluation, to address these issues to harmonize and improve overall effectiveness of its advocacy efforts.
Strong research is necessary to support effective advocacy. WD's use of the foreign trade zone study as an advocacy tool demonstrated the importance of western Canadian-oriented research to inform and influence others to undertake initiatives for the benefit of Western Canada's economy. WD's efforts led to a comprehensive examination of current programming related to foreign trade zones, with a view to using it more effectively in support of western Canadian industry.
2008-2009 Financial Resources ($ thousands) |
2008-2009 Human Resources (FTEs) |
||||
---|---|---|---|---|---|
Planned Spending |
Total Authorities |
Actual Spending |
Planned | Actual | Difference |
$4,160 | $4,396 | $3,397 | 27 | 28 | -1 |
Expected Results |
Performance Indicators |
Targets | Performance Status |
Performance Summary |
---|---|---|---|---|
Improved understanding of western Canadian economic issues, challenges, opportunities and priorities | % of key informants with the opinion that WD Research and Analysis contributes to an improved understanding and awareness of western Canadian issues, challenges, opportunities and priorities36 | 55% | Exceeded | 92% |
# of spokesperson and media references to WD economic research and analysis | 20 | Exceeded | 66 | |
# of publications resulting from WD supported economic or policy research projects | 4 | Exceeded | 18 |
WD's Research and Analysis activities in 2008-2009 contributed to improved understanding of western Canadian issues. In a survey of key informants undertaken as part of PAC Evaluation, 92 per cent of respondents indicated that WD-supported and WD-conducted economic and policy research and analysis contributed to improved understanding of western Canadian economic issues, challenges, opportunities and priorities. Eighty-eight per cent of respondents stated that WD-supported and WD-conducted economic and policy research has contributed to decisions being made that support the development of Western Canada.
WD's Research and Analysis activities in 2008-2009 produced a number of valuable products including:
Other previously funded research projects, which have produced valuable results include:
Findings from the PAC Evaluation indicated that respondents would like WD to disseminate its research more widely. The department has been taking steps over the past year to enhance the profile of research activities supported by WD through strategic distribution, enhanced web site presence, and increased focus on internal dissemination. The changing economic circumstances in 2008-2009, also pointed to the importance of ensuring that research questions remain relevant in different economic circumstances. Maintaining a medium- to long-term perspective when undertaking research can be challenging when faced with rapidly changing economic circumstances.
The financial highlights presented within this Departmental Performance Report are intended to serve as a general overview of WD's financial position and operations. The WD's financial statements can be found on its website at: http://www.wd-deo.gc.ca/
Condensed Statement of Financial Position At End of Year (March 31, 2009) |
% Change | 2009 | 2008 |
---|---|---|---|
Assets | |||
Total Assets | -8% | $22,137 | $24,014 |
Total | -8% | $22,137 | $24,014 |
Liabilities | |||
Total Liabilities | -20% | $114,683 | $143,542 |
Equity | |||
Total Equity | 23% | $(92,546) | $(119,528) |
Total | -6% | $22,137 | $24,014 |
Condensed Statement of Financial Position At End of Year (March 31, 2009) |
% Change | 2009 | 2008 |
---|---|---|---|
Expenses | |||
Total Expenses | -5% | $242,539 | $255,512 |
Revenues | |||
Total Revenues | -85% | $1,569 | $10,621 |
Net Cost of Operations | -13% | $240,970 | $244,891 |
Total Assets were $22,137,000 at the end of 2008-2009, a decrease of 1,877,000 (8 per cent) over the previous
year's total assets of $24,014,000. Repayable contributions and prepayments (Loan and Investment Program) represent
the largest portion of assets at $18,926,000 or 85 per cent of total assets.
Total liabilities were $114,683,000 at the end of 2008-2009, a decrease of $28,859,000 (20 per cent) over
the previous year's total liabilities of $143,542,000. Transfer payments represent the largest portion of liabilities
at $100,786,000 or 88 per cent of total liabilities.
Total expenses for WD were $242,539,000 in 2008-2009. The majority of funds, $140,554,000 or 58 per
cent, were spent in fostering Entrepreneurship and Innovation; while fostering the community economic development in Western
Canada represents $87,565,000 or 36 per cent of total expenses.
All electronic supplementary information tables found in the 2008-2009 Departmental Performance Report can be found on the Treasury Board of Canada Secretariat's website at: http://www.tbs-sct.gc.ca/dpr-rmr/st-ts-eng.asp.
Table 1: Sources of Respendable and Non-Respendable Revenue
Table 2: User Fees/External Fees
Table 3: Details on Transfer Payment Programs (TPPs)
Table 4: Up-Front Multi-Year Funding (formerly Foundations (Conditional Grants))
Table 5: Horizontal Initiatives
Over the past year, Western Economic Diversification Canada was involved in the following horizontal initiatives as either
the lead or the partner:
Table 6: Sustainable Development Strategy
Table 7: Green Procurement
Table 8: Response to Parliamentary Committees and External Audits
Table 9: Internal Audits and Evaluations
($000s) | Collaboration and Coordination | Research and Analysis |
Advocacy | Community Economic Planning, Development and Adjustment |
Infrastructure | Business Development and Entrepreneurship |
Innovation | TOTAL |
---|---|---|---|---|---|---|---|---|
Western Diversification Program | ||||||||
Alberta/Saskatchewan Centenaries | $0 | $0 | $0 | $3,641 | $0 | $0 | $0 | $3,641 |
Regina Development Agreement | $0 | $0 | $0 | $1,326 | $0 | $0 | $0 | 1,326 |
Saskatoon Development Agreement | $0 | $0 | $0 | $2,582 | $0 | $0 | $0 | $2,582 |
Vancouver Development Agreement | $0 | $0 | $0 | $704 | $0 | $0 | $0 | $704 |
Winnipeg Partnership Agreement | $0 | $0 | $0 | $320 | $0 | $0 | $3,930 | $4,250 |
Employment Development Initiative | $0 | $0 | $0 | $0 | $0 | $0 | $160 | $160 |
Entrepreneurs with Disabilities Program | $0 | $0 | $0 | $17 | $0 | $1,235 | $0 | $1,252 |
Francophone Economic Development Organizations | $0 | $0 | $0 | $1,096 | $0 | $1,096 | $0 | $2,192 |
Mountain Pine Beetle – Airport Improvements Initiative | $0 | $0 | $0 | $13,816 | $0 | $0 | $0 | $13,816 |
Mountain Pine Beetle – Community Economic Diversification Initiative | $0 | $0 | $0 | $6,114 | $0 | $0 | $0 | $6,114 |
National Programs | $0 | $0 | $0 | $588 | $0 | $0 | $0 | $588 |
Official Languages - Internships | $0 | $0 | $0 | $34 | $0 | $0 | $0 | $34 |
Official Languages - Pilot Projects | $0 | $0 | $0 | $479 | $0 | $0 | $0 | $479 |
Conference Support | $0 | $0 | $20 | $3 | $0 | $140 | $85 | $228 |
Canada/Saskatchewan Northern Development Agreement | $0 | $0 | $0 | $1,753 | $0 | $0 | $0 | $1,753 |
Women's Enterprise Initiative | $0 | $0 | $0 | $0 | $0 | $3,866 | $0 | $3,866 |
VIDO/Intervac | $0 | 0 | $0 | $0 | $0 | $0 | 14,092 | $14,092 |
Western Diversification Program | $0 | 923 | $0 | $5,939 | $0 | $13,653 | $43,773 | $64,288 |
Western Economic Partnership Agreement II | $0 | $0 | $0 | $3,362 | $0 | $1,392 | $5,991 | $10,745 |
Western Economic Partnership Agreement III | $0 | $0 | $0 | $0 | $0 | $0 | $2,120 | $2,120 |
TOTAL Western Diversification Program | $0 | $923 | $0 | $41,774 | $0 | $21,382 | $70,151 | $134,230 |
TOTAL Loan Investment Program | $0 | $0 | $0 | $0 | $0 | $2,047 | $0 | $2,047 |
TOTAL CF Program | $0 | $0 | $0 | $18,508 | $0 | $19,274 | $0 | $37,782 |
TOTAL Infrastructure Canada Program | $0 | $0 | $0 | $0 | $12,950 | $0 | $0 | $12,950 |
TOTAL EXPENDITURES | $0 | $923 | $0 | $60,282 | $12,950 | $42,703 | $70,151 | $187,009 |
Business Development and Entrepreneurship | ||||
Sub-Activity | Goal | Performance Indicator | Number of Projects Reporting | Outcome Reported |
---|---|---|---|---|
1.1.1 Improved Business Productivity |
Increase in SME competitiveness and productivity | % of client satisfaction with business services provided through funded projects | 11 | 94% |
Number of jobs created or maintained | 11 | 377 | ||
Number of businesses created/maintained/expanded |
21 | 582 | ||
1.1.2 |
Increased participation in international markets |
Number of industry association partnerships created |
5 | 30 |
Number of companies participating in export and market development initiatives |
12 | 1627 |
||
Number of projects promoting participation in major international event |
3 | 20 |
||
Number of export-ready companies | 2 | 28 | ||
1.1.3 Industry Collaboration |
Increase in number of successful partnerships and strategic alliances |
Number of partnerships/strategic alliances |
14 | 87 |
1.1.4 Foreign |
Increase in foreign investment in Western Canada |
$ in direct investment facilitated by WD |
1 | $1,000,000 |
1.1.5 Access To Capital |
Increased investment to targeted western Canadian firms | Capital funds provided |
1 | $250,000 |
Dollars leveraged | 3 | $1,212,588 |
||
Number of businesses created/maintained/expanded | 4 | 9 | ||
Innovation |
||||
Sub-Activity | Goal | Performance Indicator | Number of Projects Reporting | Outcome Reported |
1.2.1 |
Increase in the number of technologies developed in research institutions with commercialization potential and increase in the number of technologies adopted by existing firms |
Number of patents files/issued |
5 | 51 |
Number of technology demonstrations |
9 | 147 |
||
Number of technologies adopted |
6 | 31 |
||
Number of prototypes developed |
8 | 59 |
||
Number of technologies to market |
5 | 26 |
||
Venture capital $ invested |
2 | $11,000,000 |
||
1.2.2 Technology Linkages |
Increased connections and synergies among innovation system members. |
Number of networks formed |
10 | 94 |
Number of attendees at funded conferences |
14 | 820,581 |
||
Number of new or incremental members of innovation associations |
6 | 35,884 |
||
1.2.3 Technology Research and Development | Applied R&D leading to technologies with commercialization potential | Number of products or processes that are identified for further R&D |
4 | 214 |
Number of demonstrations of viability of technology |
2 | 8 |
||
Number of patents filed/issued |
2 | 5 |
||
1.2.4 Community Innovation | Increased technological capacity in a community | Number of community planning studies that focus on building innovation capacity |
7 | 15 |
Number of skilled personnel engage in R&D through funded projects |
8 | 913 |
||
1.2.5 Technology Skills Development | Increase in training, education, and skills building of highly qualified people | Number of people trained through training events |
3 | 2,136 |
1.2.6 Knowledge Infrastructure |
Increase in physical assets for R&D or training. |
Number of square meters dedicated to R&D and skills training |
3 | 641 |
Value of R&D undertaken for a 3-year period following completion of the new facility or equipment set-up |
4 | $8,463,898 |
||
Number of physical assets (buildings and equipment) |
15 | 48 |
||
Community Economic Planning Development and Adjustment | ||||
Sub-Activity | Goal | Performance Indicator | Number of Projects Reporting | Outcome Reported |
2.1.1 Community Planning | Enhanced community planning | Number of activities providing planning leadership and expertise | 21 | 65 |
Number of instances facilitating community involvement | 19 | 489 | ||
Number of partnerships developed/maintained | 14 | 224 | ||
2.1.2 Community Development | Increased viability and diversification of local economies | Number of instances of increased capacity in community organizations | 37 | 966 |
Number of enhanced community services or facilities | 59 | 256 | ||
Number of instances of increased community stability | 21 | 44 | ||
Number of people trained | 37 | 4,189 | ||
Number of jobs created or maintained | 14 | 395 | ||
Number of businesses created/maintain/expanded | 6 | 93 | ||
2.1.3 Community Economic Adjustment |
Successful community adjustment to mitigate economic crises | Number of public private partnerships | 3 | 2 |
Number of businesses created/maintained/expanded | 3 | 103 | ||
Number of participants trained | 3 | 112 | ||
Policy, Advocacy and Coordination | ||||
Program Activity | Goal | Performance Indicator | Number of Projects Reporting | Outcome Reported |
Collaboration and Coordination | Better coordinated economic development activities and programs in the West | Improvement in geographic or target group program coverage | 1 | 1 |
Number of coordinated services offered | 1 | 2 | ||
Advocacy | An improved understanding and awareness of western issues by federal policy makers and increased access to and participation in federal programs by the region | Number of western priorities accounted for in federal trade and investment policies | 2 | 6 |
Research and Analysis | An enhanced dialogue around and understanding of western issues, challenges, opportunities and priorities | Number of opinion editorials based on WD sponsored research | 3 | 55 |
Number of program or policy decisions influenced by WD research | 4 | 5 | ||
Number of spokesperson and media references to reports | 6 | 78 |
Infrastructure Canada Program (cumulative outcomes) |
|||
Sub-Activity | Goal | Performance Indicator | Outcome Reported |
---|---|---|---|
2.2.1 Green Infrastructure | Improved green infrastructure | Increase in number of households with improved potable water quality | 627,690 |
Increase in number of households with improved wastewater treatment (includes new connections to wastewater systems) | 288,157 | ||
Increased composting and recycling of solid waste (number of metric tonnes per annum) | 41,520 | ||
Improved energy efficiency of municipal buildings resulting in a reduction in electricity used (kWh per cubic meter) | 4.3 million | ||
Improved energy efficiency of municipal buildings resulting in a reduction in heating fuel used (BTU per cubic meter) | 1.8 million | ||
2.2.2 Local Transportation Infrastructure | Better local transportation | Number of road and local transportation infrastructure improvements | 277 |
Number of communities benefiting from safer roads and new or improved public transportation | 400 | ||
2.2.3 Other Infrastructure Priorities | Improved infrastructure such as recreation facilities, tourism, and rural telecommunications | Number of visits to cultural and recreation facilities improved through funded projects | 19,300 |
Number of new tourism infrastructure | 32 | ||
Number of communities benefiting from cultural, recreation, and tourism facilities | 290 | ||
Increase in number of affordable house units | 270 | ||
Increase in number of high-speed Internet access for local public institutions | 168 |
In 2008-2009, WD worked with other federal departments to position funding for the Economic Development Initiative (EDI), as part of the federal Road Map for Canada's Linguistic Duality 2008-2013: Acting for the Future. For more information about EDI, and WD’s other efforts related to the Official Languages Act, please see:
[1] Total Authorities were greater than planned spending as new funding was received through Supplementary Estimates, consisting of: $4.9M contribution transfer for Infrastructure Canada Program (ICP), $1.7M in excess revenue collections, $1.4M for collective agreements, and $ 0.6M for various items.
[2] Actual Spending was lower than Total Authorities, primarily due to the transfer of contractual commitments between fiscal years under ICP, Mountain Pine Beetle Program initiatives, Alberta and Saskatchewan Centenaries Initiative and International Vaccine Centre's (InterVac) Biosafety Level III Containment Facility in Saskatoon.
[3] Actual full-time positions (FTEs) were greater than planned due to new recruitment related to WD's human resources renewal priority.
[4] At the strategic outcome level, WD does not attempt to directly attribute outcomes to departmental efforts; attribution is more direct at the program activity and sub-activity levels.
[5] Most recent data available.
[6] The variance between actual spending and total authorities was offset against other program activities. No parliamentary vote authority was exceeded.
[7] Actual Spending is lower than Total Authorities, primarily due to the re-profiling of funds ($10.6M) related to the International Vaccine Centre.
[8] Actual Spending was lower than Total Authorities, primarily due to the transfer of contractual commitments between fiscal years under Mountain Pine Beetle Program initiatives and Alberta and Saskatchewan Centenaries.
[9] Planned and actual spending does not include grants and contributions resources administered by WD on behalf of Infrastructure Canada (Municipal Rural Infrastructure Fund, Canada Strategic Infrastructure Fund and Building Canada Fund), as this amount (approximately $125.9M in actual spending) is reported by Infrastructure Canada. Actual Spending is greater than Total Authorities as WD started delivering against the Building Canada Fund (Community Component) in 2008-2009. No parliamentary vote authority was exceeded.
[10] Actual performance far exceeds target, as the target was set conservatively in the absence of any previous benchmark.
[11] Value of all project funding approved is used as an indicator of overall performance related to Policy, Advocacy, and Coordination, since Advocacy may result in increased funding for initiatives and Collaboration and Coordination enhances funding leveraged from other sources.
[12] Project success rate is used as a indicator of overall Policy, Advocacy, and Coordination performance since relevant policies and programs facilitate the attainment of individual project goals.
[13] The variance between Actual Spending and Total Authorities was offset against other program activities. No parliamentary vote authority was exceeded.
[14] Type is defined as follows: previously committed to – committed to in the first or second fiscal year prior to the subject year of the report; ongoing – committed to at least three fiscal years prior to the subject year of the report; and "new" – newly committed to in the reporting year of the Departmental Performance Report.
[15] Status includes "successfully met," "mostly met," "somewhat met," "not met," or "exceeded expectations." Two factors were taken into consideration in determining status of operational priorities: expenditures versus budget, and actual project approvals versus target.
[16] Rural diversification projects are defined as improved business productivity, all Innovation, community development, and Research and Analysis projects outside of the seven major metropolitan areas in Western Canada.
[17] Competition Policy Review Panel, "Compete to Win", http://www.ic.gc.ca/eic/site/cprp-gepmc.nsf/eng/h_00040.html
[18] See footnote #6.
[19] Most recent data available.
[20] Most recent data available.
[21] Includes loans provided through the WCBSN ($83.69M) and through the Loan and Investment Program ($16.6M). Decrease in year-over-year lending through the Loan and Investment Program is due to a decrease in lending by Vancity Capital Corporation, as well as $1.4M in lending via the Manitoba Francophone Fund reported late (to be credited to 2009-2010).
[22] In 2008-2009, WCBSN members responded to over 212,000 information requests, provided over 50,500 advisory services, trained over 34,000 clients, and approved 1,611 loans totalling $82.5M, which leveraged $152.6M. In addition, the Canada Business Network provided over 110,000 assisted services (walk-in visits) in 2008-2009 in the West, had more than 60,000 interactions with clients over the telephone and by e-mail, and received over 1,190,000 web visitors.
[23] See footnote #7.
[24] Most recent data available.
[25] Most recent data available.
[26] Other intermediate technology commercialization results reported include: 227 patents, 343 prototypes developed, 164 technology demonstrations, and 30 spin-off companies.
[27] Other intermediate knowledge infrastructure results reported include: an additional 9,000 square meters nearing completion, 35 patents and 6 spin-off companies.
[28] See footnote #8.
[29] See footnote #9.
[30] See footnote #11.
[31] Includes WEPA and Urban Development Agreement G&C expenditures.
[32] See footnote #13.
[33] See footnote #11.
[34] See footnote #11. Overall, 88 per cent of key informant respondents stated that WD Advocacy activities have contributed to decisions by other organizations that benefit economic policies and programs in the West.
[35] Approximately 66 per cent of all key informants indicate that they were aware of instances where WD positions taken with respect to national policies, programs and the government's capital procurement agenda contributed to advancing the West's interest.
[36] See footnote #11.
[37] Includes all outcomes reported from April 1, 2005 - June 25, 2009, through Project Gateway. Excludes Unexpected Benefits, outcomes reported in draft stage, as well as outcomes of core funding of WCBSN members.
[38] Includes cumulative outcomes from October 2000 to March 31, 2009.