Treasury Board of Canada Secretariat
www.tbs-sct.gc.ca
Common menu bar links
2001 Annual Report To Parliament - Crown Corporations and Other Corporate Interests of Canada
Industry
Business Development Bank of Canada
Appropriate MinisterThe Honourable Brian Tobin, P.C., M.P. ChairpersonCedric E. Ritchie President and Chief Executive OfficerMichel Vennat Head OfficeBDC Building |
AuditorsAuditor General of Canada Incorporation and Status1974 by the Federal Business Development Bank Act (R.S.C. 1985, c. F-6) and continued by the Business Development Bank of Canada Act (S.C. 1995, c. 28); Schedule III, Part I of the Financial Administration Act; an agent of Her Majesty. MandateTo promote and assist in the establishment and development of business enterprises in Canada, especially small and medium-sized businesses, by providing a wide range of financial and business management consulting products and services. |
Corporate Profile
The Business Development Bank of Canada (BDC) provides financial products and services to Canadian firms by acting as a complementary lender and a source for equity financing. It offers financial services, venture capital and management consulting services.
The Corporation supports businesses in many sectors with a particular emphasis on knowledge-based industries and exporters. Small businesses in these target sectors often lack hard asset security to obtain complete financing from conventional sources.
Performance Information
BDC's Corporate Plan Summary for Fiscal 2001 to 2005 identified the following objectives to fulfil its mandate in supporting small businesses while maintaining a business approach: Increase the level of support to small and medium sized enterprises (SMEs) and transform the financing portfolio towards knowledge-based industries (KBIs) and exporters while continuing to support traditional sectors; transform the activities of the BDC Consulting Group to respond to specific needs of SMEs and to be financially sustainable; deliver first-class customer services; maximize operating efficiency and cost effectiveness; and generate a return on equity at least equal to the government's long-term cost of funds, and sufficient profits to build up equity for future growth.
In addition to its lending and investment activities, BDC has adopted the following key strategic priorities to achieve its objectives: innovation, human resources development, customer care and relationship management as well as overall risk management, ensure that Canadian SMEs are aware of, and have access to, BDC's financing and consulting solutions, leadership in e-commerce, information technology and conducting operations in a commercially responsible manner.
In its 2000-01 Annual Report, BDC reported on the achievement of its strategies. The Corporation's performance objectives and measures are shown in the table below.
| Global Corporate Objectives | Performance Indicator | 2000-01 Forecast | 2000-01 Actual |
1999-2000 Actual |
| Increasing the level of support to small businesses | Dollar value of outstanding loan portfolio ($ billion) | 5.3 | 5.4 | 4.9 |
| Targeting the loan portfolio towards KBIs and exporters without abandoning traditional sectors | Share of new loan authorizations to target markets (%) | 47 |
50 |
44 |
| Becoming the preferred consulting choice of targeted small businesses | Cost recovery rate (%) | 88 | 78 | 82 |
| Delivering first-class customer service | Customer satisfaction level (%) | 87 | 88 | 88 |
| Maximizing operating efficiencies and cost effectiveness | Productivity ratio (expense to net interest income) (%) | 54 | 53 | 55 |
| Generate a return on equity at least equal to the government's long-term cost of funds, and sufficient profits to build up equity for future growth. |
|
6.0 7.6 |
12.6 15.2 |
18.7 24.6 |
Canadian Tourism Commission
Appropriate MinisterThe Honourable Brian Tobin, P.C., M.P. ChairpersonJudd Buchanan President and Chief Executive OfficerJim Watson Head Office8th Floor, West Tower |
AuditorAuditor General of Canada Incorporation and Status2001 by the Canadian Tourism Commission Act (S.C. 2000, c.C-5); Schedule III, Part I of the Financial Administration Act; an agent of Her Majesty. MandateTo sustain a vibrant and profitable tourism industry in Canada, market Canada as a desirable tourist destination, support a co-operative relationship between the private sector and the governments of Canada, the provinces and the territories with respect to Canadian tourism; and provide information about Canadian tourism to the private sector and to the federal, provincial and territorial governments. |
Corporate Profile
The Canadian Tourism Commission's activities include providing Canada's tourism industry with the tools and strategic information it needs to succeed.
In order to achieve its mandate the Commission:
- promotes Canadian tourism through co-ordinated marketing strategies and programs;
- establishes and operates travel trade marketplaces and visitor centres;
- co-ordinates travel and trade shows as well as undertakes special projects;
- provides accurate quarterly statistics and current market research and analysis for use by the tourism industry;
- publishes a monthly newsmagazine, Communique, Canada's Tourism Monthly, providing current information on CTC programs and initiatives, which is delivered to 35,000 travel and tourism professionals across Canada; and
- operates and maintains the Tourism Reference and Documentation Centre offering reference services and inter-library loans to travel and tourism professionals.
The Commission's key marketing programs that cover specific markets are: U.S. Leisure, U.S. Meetings & Incentive Travel, Europe, Asia/Pacific and Canada.
Performance Information
The Commission commenced operations as a Crown corporation on January 2, 2001. It is required to report to Parliament annually. The Commission's first financial year will end on December 31, 2001.
Cape Breton Growth Fund Corporation
Appropriate MinisterThe Honourable Brian Tobin, P.C., M.P. ChairpersonJohn McLennan Chief Executive OfficerRick Beaton Head Office15 Dorchester Street |
AuditorAuditor General of Canada Incorporation and StatusAugust 25, 2000, pursuant to the Canada Business Corporations Act, as a wholly owned subsidiary of the Enterprise Cape Breton Corporation and directed to report as if it were a parent Crown corporation (P.C. 2000-1341); an agent of Her Majesty. MandateTo promote and assist, either alone or in conjunction with any person or the governments of Canada or of Nova Scotia or any agency of either of those governments, the financing and development of industry on Cape Breton Island to provide employment outside the coal producing industry and to broaden the base of the economy of Cape Breton Island. |
Corporate Profile
The Cape Breton Growth Fund Corporation (CBGF) was incorporated on August 25, 2000 as a wholly owned subsidiary of the Enterprise Cape Breton Corporation (ECBC), a federal Crown corporation with a mandate for economic development on Cape Breton Island and in the Mulgrave area. As such, the CBGF is vested with the same broad economic mandate and flexible powers as ECBC. Although established as a wholly owned subsidiary, CBGF has been deemed to be a parent Crown corporation for the purposes of Part X of the Financial Administration Act (FAA) and therefore has its own board of directors and is required to report separately to Parliament through its own corporate plan summary and annual report.
The administrative costs related to the operation of CBGF will be sourced from the interest generated by the investment of the Fund until it is dispersed. If the interest generated is insufficient to offset the administrative costs, then ECBC will cover the costs through existing reference levels.
CBGF has entered into a Memorandum of Understanding (MOU) with ECBC to provide secretariat and operational support. Through the MOU with ECBC, administrative costs are minimized by eliminating the potential for overlap and duplication between the two organizations.
A contribution agreement with the Province of Nova Scotia for its $12 million contribution was used to establish a transition office that brings together federal and provincial departments. At the time of incorporation of the CBGF in August 2000, the total amount available for economic development was $73 million.
Performance Information
A corporate plan summary was not tabled for the Corporation's seven months of operations.
Since the Cape Breton Growth Fund's 2000-01 Annual Report had not been tabled in Parliament as of the closing date for its inclusion in the database for the President of the Treasury Board's annual report, the Corporation's activities and performance results for 2000-01 have not been reflected in this report.
Enterprise Cape Breton Corporation
Appropriate MinisterThe Honourable Brian Tobin, P.C., M.P. President and Chief Executive OfficerDennis W. Wallace Head OfficeCommerce Tower |
AuditorAuditor General of Canada Incorporation and Status1988 by the Enterprise Cape Breton Corporation Act (Part II of the Government Organization Act, Atlantic Canada, 1987 [S.C. 1988, c. 50]); Schedule III, Part I of the Financial Administration Act; an agent of Her Majesty. MandateTo promote and assist the financing and development of industry on Cape Breton Island and a portion of mainland Nova Scotia in and around the Town of Mulgrave; to provide employment outside the coal-producing sector; and to broaden the base of the local economy. |
Corporate Profile
The Enterprise Cape Breton Corporation (ECBC) takes a lead role in creating a business environment that fosters sustainable job creation and economic growth on Cape Breton Island and the Mulgrave area of Nova Scotia. It promotes these objectives in co-operation with the private and public sectors.
Part of ECBC's role in the economic development of Cape Breton Island is the delivery of the Atlantic Canada Opportunities Agency (ACOA) programs. A portion of ECBC staff and time is dedicated to the delivery of these programs. ECBC strives to ensure that its development activities do not duplicate the program of ACOA or other government departments.
Performance Information
In its 2000-01 to 2004-05 Corporate Plan Summary, ECBC identified a number of strategic priorities on which it would concentrate its efforts over the next five years: delivery agent for the Government of Canada; tourism marketing; access to capital; operations; trade and investment; image; advocacy and policy development.
Since ECBC's 2000-01 Annual Report had not been tabled in Parliament as of the closing date for its inclusion in the database for the President of the Treasury Board's annual report, the Corporation's activities and performance results for 2000-01 have not been reflected in this report.
Standards Council of Canada
Appropriate MinisterThe Honourable Brian Tobin, P.C., M.P. ChairpersonHugh A. Krentz Executive DirectorPeter D. Clark Head OfficeSuite 200 |
AuditorAuditor General of Canada Incorporation and Status1970 by the Standards Council of Canada Act (R.S.C. 1996, c. 24); Schedule III, Part I of the Financial Administration Act; not an agent of Her Majesty. MandateTo oversee Canada's National Standards System by promoting efficient and effective voluntary standardization in Canada where standardization is not expressly provided for by law. These activities are aimed at advancing the national economy, supporting sustainable development, and benefiting the health, safety and welfare of workers and the public. These functions are also intended to assist and protect consumers, facilitate domestic and international trade, and further international co-operation in relation to standardization. |
Corporate Profile
The Standards Council of Canada's (SCC's) work falls into three principal areas: acreditation of Canadian standards development organizations and conformity assessment organizations in Canada and other countries as designated in the SCC Act; representation of Canadian interests in international and regional standardization and trade forums; and dissemination of all types of standardization information.
SCC also serves as Canada's World Trade Organization/North American Free Trade Agreement (WTO/NAFTA) Enquiry Point.
Performance Information
In its 2000-01 to 2004-2005 Summary of the Corporate Plan, SCC noted that it would begin the development of a new strategic plan in early 2000-01, which would be based on three important factors: the 1998-2001 strategic plan; the Canadian Standards Strategy Implementation Plan; and the increasing demand for program services.
SCC indicated in its 2000-01 Annual Report that its 1998-2001 strategic plan and the implementation proposals presented in the Canadian Standards Strategy guided the Council's activities during the year in review. Performance against some of the 1998-2001 elements is highlighted in the following table.
| 1998-2001 Elements | Achievements in 2000-01 |
| Committed to excellence |
Conducted customer satisfaction research on several of its client groups, including visitors to the Web site, clients of the Information and Research Service and WTO/NAFTA Enquiry Point, and accredited organizations. |
| Providing leadership in standardization | Continued its efforts to strengthen existing partnership and establish new ones. |
| Effective relationships - achieve an employee satisfaction rating of 3.25 | Surveys conducted yielded a mean level of satisfaction of 3.5 out of 5. |
| Quality of service - achieve ISO 9001 and ISO 14001 registration/recognition | Published a report entitled The Story So Far on Canada's experience with ISO 9000, ISO 14000 and QS 9000. |
With regard to the Canadian Standards Strategy, the Council listed a set of 23 implementation proposals with a series of actions intended to help bring about the objectives of the Strategy.
Selected financial information is presented in the table below.
| 2000-01 Forecast | 2000-01 Actual |
1999-2000 Actual | |
| Revenue ($ thousand) | 9,800 | 4,387 | 5,157 |
| Expenses ($ thousand) | 9,800 | 9,519 | 10,470 |
| Net income (loss) before government funding ($ thousand) | - | (5,132) | (5,313) |
| Parliamentary appropriation for operating expenses ($ thousand) | 5,444 | 5,446 | 5,330 |
International Trade
Canadian Commercial Corporation
Appropriate MinisterThe Honourable Pierre S. Pettigrew, P.C., M.P. President and Chief Executive OfficerDouglas Patriquin Head OfficeClarica Centre |
AuditorAuditor General of Canada Incorporation and Status1946 by the Canadian Commercial Corporation Act (R.S.C. 1985, c. C-14); Schedule III, Part I of the Financial Administration Act; an agent of Her Majesty. MandateTo assist in the development of trade between Canada and other nations by facilitating sales to foreign governments and international agencies as well as other approved buyers on behalf of Canadian suppliers. |
Corporate Profile
The Canadian Commercial Corporation (CCC) helps Canadian exporters to win contracts in foreign markets, primarily with those of foreign governments and international organizations. Foreign buyers dealing through CCC receive a government-backed guarantee of contract performance.
As part of Canada's trade team, the Corporation's activities complement the export financing and insuring services of the Export Development Corporation, as well as the market intelligence and promotional activities of federal departments and agencies.
As the export contracting arm of the federal government, CCC:
- gains access for Canadian exports to the U.S. defence and aerospace markets through formal agreements signed by the Government of Canada;
- acts as a prime contractor in the sale of Canadian goods and services at the request of Canadian exporters and their foreign customers;
- identifies business opportunities, particularly with the U.S. government, and passes them on to Canadian firms that are registered with CCC and capable of meeting the client's requirements; and
- provides assistance and expertise in other areas such as pre-shipment financing, contract risk analysis, management services and contract arbitration.
Performance Information
Since a Corporate Plan Summary for the Canadian Commercial Corporation covering the period from 2000-01 to 2004-05 was not tabled in Parliament as of the closing date for inclusion of the information in the President of the Treasury Board's annual report, the information noted below only reflects that included in the Corporation's 2000-01 Annual Report.
Some of the achievements on the CCC's business and financial objectives as noted in the Annual Report are indicated in the following table.
| Business and Financial Objectives | 2000-01 Actual |
1999-2000 Actual |
| Number of clients accessing CCC services | 1,795 | 1,810 |
| Number of clients with contracts or amendments through CCC | 273 | 280 |
| Business volumes ($ billion) | 1.338 | 1.113 |
| Revenues generated through cost recovery ($ million) |
3.89 | 3.18 |
| Customer satisfaction index | 7.4 | 7.4 |
CCC's report on the achievement of its financial performance indicators is shown in the table below.
| Performance Indicator | 2000-01 Actual | 1999-2000 Actual |
| Net cost of operations compared to business volume (%) | 0.9 | 1.1 |
|
Time required to make payment to Canadian Suppliers (days)
|
16 |
16 31 |
| Provision for doubtful accounts when compared to accounts receivable from foreign customers (%) | 0.0 | 0.0 |
| Additional contract costs compared to total business volume (%) | 0.21 | 0.3 |
Export Development Corporation
Appropriate MinisterThe Honourable Pierre S. Pettigrew, P.C., M.P. ChairpersonPatrick J. Lavelle President and Chief Executive OfficerA. Ian Gillespie Head Office151 O'Connor Street |
AuditorAuditor General of Canada Incorporation and Status1969 by the Export Development Act (R.S.C. 1985, c. E-20) (S.C. 1993, c. 26, in force June 10, 1993); Schedule III, Part I of the Financial Administration Act; an agent of Her Majesty. MandateTo support and develop Canada's export trade and Canadian capacity to engage in that trade and respond to international business opportunities. |
Corporate Profile
The activities of the Export Development Corporation (EDC) are aimed at reducing financial risk to Canadian exporters. EDC's financial services include credit insurance, financing services, bonding services, political risk insurance, and equity. More specialized financial services include highly structured, limited recourse financing arrangements, and joint ventures or projects that involve long-term leasing arrangements and equity participation.
Through its sector- and product-based business teams and specialized customer support groups, EDC provides a full range of trade finance services to assist Canadian exporters and investors.
Performance Information
In its 2000 to 2004 Corporate Plan Summary, EDC defined the following objectives for 2000: to serve more customers, support more business and generate an adequate rate of return to support future growth. Numerical targets were included for many of the related measures that support these objectives.
In its 2000 Annual Report, EDC reported on the achievement of its goals. Selected results are shown in the table below.
| Strategic Objectives and Measures | 2000 Target | 2000 Actual | 1999 Actual |
|
Serve more customers
|
5,550 |
5,679 |
5,182 |
|
Support more business
|
42 9.0 |
45.4 10.5 |
40.1 9.8 |
|
Generate an adequate rate of return
|
74 14.2 |
194 13.6 |
118 13.5 |
_________________
* Small- and medium-sized enterprises.
Natural Resources
Atomic Energy of Canada Limited
Appropriate MinisterThe Honourable Ralph E. Goodale, P.C., M.P. Acting ChairpersonJ. Raymond Frenette President and Chief Executive OfficerRobert G. Van Adel Head Office2251 Speakman Drive |
AuditorsAuditor General of Canada Incorporation and Status1952 under Part I of the Canada Corporations Act; continued July 8, 1977, under a certificate, amended July 5, 1982, under the Canada Business Corporations Act; Schedule III, Part I of the Financial Administration Act; an agent of Her Majesty. MandateTo develop, design and market CANDU power reactors, MAPLE research reactors and MACSTOR waste storage facilities; and manage the construction of nuclear reactor projects worldwide. |
Corporate Profile
Atomic Energy of Canada Limited's (AECL's) activities include: the commercial CANDU business including CANDU and research reactor projects in Canada and abroad, and service to existing CANDU customers; a research and development function that supports and advances CANDU technology and public policy objectives of the government of Canada; and a waste and decommissioning function involving the management of historical waste and facilities that have accumulated since the inception of the Canadian nuclear program in the 1950s.
AECL's CANDU reactor supplies about 15 per cent of Canada's electricity and is an important component of energy programs on four continents. The Corporation operates research and development laboratories at Chalk River, Ontario and Pinawa, Manitoba, as well as business, engineering and design offices in Ottawa, Mississauga and Montreal.
Performance Information
In its 2000-01 Corporate Plan Summary, AECL noted the following objectives to maintain its progress towards commercial viability while meeting key government policies: meeting or exceeding its financial targets; establishing the conceptual design requirements for the next-generation CANDU product; successfully renewing the AECL site licence; initiating negotiations for a new reactor project; continuing to provide the set of skills, experience and facilities needed to support current CANDU reactors in Canada and abroad; and complete, and receive approval for, the elements of a new organizational framework.
The Corporation's 2000-01 Annual Report highlighted, among others, the following results:
- In October 2000, AECL submitted its Action Plan for Reducing Greenhouse Gas (GHG) Emissions to the Voluntary Climate Change Challenge and Registry. The Action Plan presents a profile of AECL's GHG reduction performance at its Canadian facilities for the period 1990-1999 together with a statement of its commitment to further reductions in the period from 2000-2005;
- AECL continued to actively engage in community relations and public information programs designed to foster awareness and understanding of its activities at the various sites;
- In November 2000, AECL signed a contract with the Korea Electric Power Company (now known as Korea Hydro and Nuclear Power Company) for the engineering and design, and related services for a Tritium Removal Facility at the Wolsong site; and
- During the year, AECL successfully completed the primary-side steam generator cleaning at the Embalse CANDU station in Argentina.
Selected financial information is presented in the table below.
| 2000-01 Forecast | 2000-01 Actual |
1999-2000 Actual | |
|
Commercial Operations
|
604 |
602 |
552 |
| Research expenses ($ million) | 179 | 173 | |
| Net research expenses, after funding ($ million) | (33) | (36) | |
| Net income (loss) ($ million) | 8 | 12 | 43 |
Cape Breton Development Corporation
Appropriate MinisterThe Honourable Ralph E. Goodale, P.C., M.P. ChairpersonJoseph P. Shannon President and Chief Executive OfficerMerrill D. Buchanan Head Office2920 Hinchey Avenue |
AuditorAuditor General of Canada Incorporation and Status1967 by the Cape Breton Development Corporation Act, (R.S.C. 1985, c. C-25); Schedule III, Part I of the Financial Administration Act; an agent of Her Majesty. MandateTo reorganize and rehabilitate the coal industry on Cape Breton Island. The goal of the Corporation is to operate safe and commercially viable coal mines that are dependable supplies of quality coal and related energy products. |
Corporate Profile
The Cape Breton Development Corporation (Devco) is the largest coal producer in Eastern Canada. Located on Cape Breton Island, the Corporation currently operates the Prince Colliery with fully integrated support facilities for the preparation, storage and distribution of coal to Canadian markets. The colliery began production on its first North/South wall, 1 North in January 2000. The Phalen Colliery was closed in September 1999, about a year earlier than planned, as a result of adverse geological conditions and related safety considerations.
In June 2000, Parliament passed the Cape Breton Development Corporation Divestiture Authorization and Dissolution Act, which provides for the sale of the assets and eventual wind-up of the Corporation.
On May 16, 2001 the government announced that the Corporation would close the Prince Colliery in the fall of 2001 while ongoing efforts to sell the surface operations would continue. Representatives of Devco, its four bargaining units and non-unionized employees were requested to work on developing a human resources strategy for those employees affected by the decision.
Performance Information
Devco's Corporate Plan Summary for 2000-01 to 2004-05 indicated that fiscal year 2000-01 was forecast to be the last year of operations related to coal production, surface handling and coal sales. The planned sale of operating assets was expected to be completed by March 31, 2001. The remaining four years of the plan would be devoted to taking care of the transition period after the sale as well as administering the Corporation's pension plans, workers' compensation and early retirement incentive programs, and the implementation and management of an environmental remediation program.
In its 2000-01 Annual Report, Devco noted the following:
- On June 2, 2000 an arbitration decision was handed down which determined the package to address workforce reduction issues as a result of closing the Phalen Colliery. The decision included changes to the qualifying criteria for early retirement incentives and improvements to severance criteria.
- In April 2000, Oxbow Carbon & Minerals Inc. of Florida was selected from a group of interested parties as having the most favourable proposal. On July 6, 2000 Devco announced that it had signed a Letter of Intent with Oxbow Carbon & Minerals Inc. which expressed the parties' intentions to negotiate an asset purchase agreement for the sale of Devco's operating assets. However, on March 27, 2001, the Corporation discontinued negotiations with Oxbow Carbon & Minerals Inc.
- Prince Colliery produced close to 1.0 million tonnes from the 1 North Wall.
Selected financial and operational information is shown in the table below.
| 2000-01 Forecast | 2000-01 Actual |
1999-2000 Actual | |
| Revenue ($ million) | 85 | 76.9 | 76.1 |
| Profit (loss) from current operations ($ million) | (2.0) | (55.6) | |
| Profit (loss) for the year after government funding($ million) | 28.8 | (72) | |
| Funding requirements ($ million) | 69.6 | 64.9 | 78 |
| Saleable production (thousand tonnes) | 1,044 | 995 | 662 |
| Output per person shift (tonnes) | 11.3 | 4.6 |
Public Works and Government Services
Canada Lands Company Limited
Appropriate MinisterThe Honourable Alfonso Gagliano, P.C., M.P. ChairpersonMarc Rochon President and Chief Executive OfficerKathy Milsom Head OfficeSuite 1500 |
AuditorAuditor General of Canada Incorporation and Status1956 by letters patent; reorganized under the Canada Business Corporations Act, September 19, 1977; Certificate of Continuance under the Canada Business Corporations Act, July 7, 1981; Schedule III, Part I of the Financial Administration Act; not an agent of Her Majesty. MandateTo create value, through its active subsidiaries, for strategic properties no longer required for program purposes by the Government of Canada. It does this by purchasing, improving and then managing or selling lands in order to produce the best possible benefits to both local communities and Canadian taxpayers while respecting the government's policies regarding First Nations' land claims, official languages, as well as environmental and heritage considerations. |
Corporate Profile
Canada Lands Company Limited (Canada Lands) is the parent company of four wholly owned subsidiaries: Canada Lands Company CLC Limited, which handles the real estate operations; Parc Downsview Park Inc., which is responsible for the development and management of an urban recreational greenspace on the former CFB Toronto lands; 3148131 Canada Limited which is inactive; and the Old Port of Montreal Corporation Inc., which reports as a parent Crown corporation and is responsible for redeveloping the Old Port of Montreal.
The property holdings of the Corporation fall into three categories, namely, rental properties, properties under development and land held for development or sale. Its principal managed properties are Canada's National Tower ("CN Tower") and Downsview Park, both in Toronto.
Performance Information
In its Corporate Plan Summary for 2000-01 to 2004-05, Canada Lands identified the following as the major strategic issues facing the Corporation during the plan period: Receive confirmation of the continuing mandate and operations of the Corporation; need for additional Crown property transfers; First Nations' land claims; Corporate Social Responsibility; and completion of the International Design Competition for Downsview Park.
In its 2000-01 Annual Report, Canada Lands reported on its achievements related to the sale, the completion of development, or the acquisition of a number of properties. In addition, Canada Lands noted the following, which relate to the strategic issues identified in its Corporate Plan Summary:
- Canada Lands successfully obtained approval for the transfer of seven properties and one portfolio of 177 parcels from various government departments and agencies to CLC.
- In February 2001 CLC received the national Grand SAM Award from the Canadian Home Builders' Association for its Garrison Woods community in Calgary.
- CLC developed a template to measure its commitment to Corporate Social Responsibility. This has been integrated into the Corporation's performance management process.
- In May 2000, it was announced that TREE City won the international design competition for Downsview Park.
Selected financial information is provided in the table below.
| 2000-01 Budget | 2000-01 Actual |
1999-2000 Actual | |
| Property sales ($ million) | 97.2 | 85.4 | 103.9 |
| Net income before tax ($ million) | 3.6 | 8.7 | 24.2 |
| Income tax ($ million) | 1.3 | 3.4 | 9.1 |
| Dividends ($ million) | 27.2 | - | 26.7 |
Canada Mortgage and Housing Corporation
Appropriate MinisterThe Honourable Alphonso Gagliano, P.C., M.P. ChairpersonPeter R. Smith President and Chief Executive OfficerJean-Claude Villiard Head Office700 Montreal Road AuditorsAuditor General of Canada |
Incorporation and Status1946 by the Central Mortgage and Housing Corporation Act; amended March 16, 1979, to Canada Mortgage and Housing Corporation Act (R.S.C. 1985, c. C-7); Schedule III, Part I of the Financial Administration Act; an agent of Her Majesty except when s.14 of its Act applies. MandateTo promote the construction of new houses; the repair and modernization of existing homes; and the improvement of housing and living conditions, emphasizing housing quality, affordability and choice. |
Corporate Profile
The Canada Mortgage and Housing Corporation's (CMHC's) legislative mandate of promoting the construction of new houses, the repair and modernization of existing homes, and the improvement of housing and living conditions is delivered through four key business lines: housing finance, assisted housing, housing export promotion, and research and information transfer.
In 1999, the National Housing Act and the Canada Mortgage and Housing Corporation Act were ammended to give the corporation more flexibility in carrying out the renewed mandate it received in 1996. These amendments enable CMHC to respond more quickly to shifts in consumer demand and market conditions, operate on a more commercial basis, better support Canadian housing exports, and consolidate programs and negotiate new partnerships and agreements.
CMHC's financial operations are managed under four separate accounts:
- The Minister's Account - funds social and assisted housing programs;
- The Corporate Account - encompasses loans and other investments, the result of residual lending activities and housing-related services;
- The Mortgage Insurance Fund - provides insurance for lenders against borrower default on residential mortgage loans; and
- The Mortgage-backed Securities Guarantee Fund - guarantees the payment of principal and interest for investors in securities based on insured mortgages.
Performance Information
The corporate objectives of CMHC, as specified in its Corporate Plan Summary for 2000 to 2004, included the following: to improve housing choice and affordability; to improve housing and living conditions; to support market competitiveness, job creation and the well-being of the housing sector; and to ensure that CMHC is a progressive and responsive organization.
In its 2000 Annual Report, CMHC noted the results achieved for the year in each of the above-noted areas. Achievements included: insuring 461,241 units for a total of $42.8 billion in loans insured; guaranteeing over $11 billion in Mortgage-Backed Securities; providing $136.8 million in loans from the residential rehabilitation assistance program and $7.2 million in emergency repair program funding; upgrading and improving its business practices and procedures, and developing a comprehensive framework to ensure that CMHC-insured loans continue to be well managed; and, playing a leadership role in ensuring quality and helping to protect the mortgage market from fraud.
Selected financial and performance information is shown in the table below.
| 2000 Forecast | 2000 Actual | 1999 Actual | |
| Corporate Account | |||
|
(1.0) | 9 | (5) |
| Minister's Account | |||
|
1,900 | 1,997 | 1,886 |
| Mortgage Insurance Fund | |||
|
4,297.8 | 4,024 | 3,722 |
|
188 | 355 | 310 |
Canada Post Corporation
Appropriate MinisterThe Honourable Alfonso Gagliano, P.C., M.P. ChairpersonVivian G. Albo President and Chief Executive OfficerThe Honourable André Ouellet, P.C. Head OfficeCanada Post Place |
AuditorDeloitte & Touche LLP Incorporation and Status1981 by the Canada Post Corporation Act (R.S.C. 1985, c. C-10); Schedule III, Part II of the Financial Administration Act; an agent of Her Majesty. MandateTo operate Canada's postal service on a self-sustaining basis with a standard of service that meets the needs of Canadians. In December 1998, a multi-year policy framework was established for the Corporation; it sets service, productivity and financial performance targets for the Corporation. |
Corporate Profile
Canada Post serves Canadian residents, businesses and organizations through the secure delivery of letters and parcels to all addresses in Canada and around the world. On a consolidated basis, the Corporation processed nearly 10 billion messages and parcels in 2000-01. These materials were processed through 25 major plants and other facilities for delivery to over 13 million addresses in Canada. Postal services are available to customers through more than 24,600 retail points of access.
Canada Post provides a number of distribution services including Priority Courier, Xpresspost, and Expedited and Regular Parcels. It also sells philatelic products. Through its international consulting subsidiary, Canada Post International Limited, the Corporation markets its expertise to postal administrations throughout the world.
Canada Post also provides postal services at less than cost pursuant to government measures to support the publishing industry and other programs, such as northern parcel mail, parliamentary free mail and blind persons' free mail. The federal government compensates the Corporation for these services.
Performance Information
Canada Post's 2000-01 to 2004-05 Corporate Plan Summary identified the following five priorities: defend current business; grow competitive business; achieve operational excellence; make its employees a competitive advantage; and enhance corporate equity.
In its Annual Report for 2000-2001, Canada Post reported on the following significant developments:
- Completed its plans to embark on a corporate-wide business process redesign together with implementation of an enterprise resource planning system. The primary deliverables are improved billing systems and customer relationship management processes as well as cost reduction;
- Continued to extend its presence in the electronic services market. The operating business structure for EPOSTTM, its Electronic Post Office, which had been developed with Cebra Inc., was transferred from the partnership to a corporation, EPO Inc.; and
- Continued to develop and market PosteCS TM, an Internet-based secure courier service, which had been developed jointly by the International Post Corporation, Canada Post, La Poste (France) and the United States Postal Service.
Selected summary information is presented in the table below.
Consolidated |
2000-01 Forecast | 2000-01 Actual | 1999-2000 Actual |
| Income from operations ($ million) | 104 | 141 | 76 |
| Net income ($ million) | 41 | 84 | 75 |
| Return on equity (%) | 10.5 | 7.4 | |
| Customer satisfaction index (%) | 79 | 74 | |
| Total volume (millions of pieces) | 9,961 | 9,617 | |
| Retail points of access | 24,644 | 23,222 |
Defence Construction (1951) Limited
Appropriate MinisterThe Honourable Alfonso Gagliano, P.C., M.P. ChairpersonJohn D. McLure President and Chief Executive OfficerRoss Nicholls Head OfficePlace de Ville, Tower B |
AuditorAuditor General of Canada Incorporation and Status1951 by the Defence Production Act (R.S.C. 1985, c. D-1); continued under the Canada Business Corporations Act, November 21, 1978; Schedule III, Part I of the Financial Administration Act; an agent of Her Majesty. MandateTo provide contracting, contract management and project management support services to assist with the delivery of the construction program of National Defence and other infrustructure relates services. As owner and design authority, National Defence provides the Corporation with the necessary land and funding. |
Corporate Profile
Defence Construction (1951) Limited (DCC) provides service in the areas of contracting for architectural/engineering consulting and for construction; consultant contract administration and construction contract management; and project management support for the Department of National Defence's environmental remediation and protection programs as well as for construction programs. All facilities are put in place by private industry, with DCC serving as the interface between the government and the consultants and construction contractors. DCC's function is to ensure the financial and competitive integrity of the contracting process; devise sound contracts that protect the interests of both the government and those entrusted with implementation; and monitor and influence the time, cost and quality aspects of projects.
Performance Information
DCC's Corporate Plan Summary for 2000-01 to 2004-05 identified strategic objectives in a number of areas with regard to both its external and internal environments. It also identified performance indicator targets for 2000-01 in the areas of client satisfaction, and operational efficiency and effectiveness.
In its 2000-01 Annual Report the Corporation highlighted its operational and related financial performance. The Corporation noted that though its performance indicators remain positive on the operational side, measures for timeliness of construction contracting and consultant procurement did not meet established targets mostly due to factors external to the Corporation such as delays associated in funding approvals.
Selected performance and financial information is presented in the table below.
Performance Indicator |
2000-01 Forecast | 2000-01 Actual | 1999-2000 Actual |
| Client Satisfaction (%) | 95 | 99.6 | 99.11 |
|
Timeliness of construction contracting (calendar days)
|
35 |
45 |
40 |
|
Timeliness of consultant service procurement (calendar days)
|
25 |
62 |
41 |
|
Timeliness of contract completions (%)
|
- |
54.0 |
51.9 |
| Revenue ($ thousand) | 19,739 | 21,950 | 19,564 |
| Expenses ($ thousand) | 18,562 | 21,908 | 18,642 |
| Net income (loss) ($ thousand) | 1,177 | (598) | 922 |
1 In 2000-01, DCC carried out formal client satisfaction tracking on construction contract management only since it is the activity that makes up the majority of its work.
2 Selection, Prequalification and Evaluation of Consultants.
Old Port of Montreal Corporation Inc.
Appropriate MinisterThe Honourable Alphonso Gagliano, P.C., M.P. ChairpersonBernard Lamarre President and Chief Executive OfficerClaude Benoit Head Office333, rue de la Commune Ouest |
AuditorAuditor General of Canada Incorporation and Status1981 under the Canada Business Corporations Act; a wholly owned subsidiary of the Canada Lands Company Limited; directed by Order in Council (P.C. 1987-86) to report as if it were a parent Crown corporation; an agent of Her Majesty. MandateTo develop and promote the Old Port of Montreal site; and to manage and maintain the Crown property in that location intended for recreational, tourist and cultural activities for the general public. |
Corporate Profile
The Old Port of Montreal Corporation Inc. manages and develops a riverside urban park for recreation, tourism and cultural activities. The 54-hectare Old Port site has seen significant developments, mainly over the past ten years, and it can now accommodate over seven million visitors a year.
Besides the spaces for recreation and games, the Corporation provides parking services, a port of call for pleasure boats, and a heritage interpretation trail promoting various products. Also, each year it presents a program of over 300 events.
Since May 2000 the Corporation has been managing the Montreal Science Centre, with three interactive exhibition halls, the IMAX® theatre and the IMMERSION movie game, along with cultural and educational action programs.
Performance Information
In the Summary of its Corporate Plan for 2000-01 to 2004-05, the Old Port of Montreal Corporation Inc. outlined six general objectives for 2001-02 to achieve its long-term strategy, including becoming a model for customer service; maintaining diversified and distinctive programming; ensuring shareholder visibility and being known and appreciated by its local and foreign publics; keeping the site in optimum condition; minimizing the shareholder contribution necessary for operations; ensuring that there are sufficient human resources; and continuing the initiatives to motivate employees and make them accountable.
In its 2000-01 Annual Report, the Corporation noted the following achievements:
- The development work on the Montreal Science Centre was successfully completed and it opened for business in May 2000; nearly 745,000 tickets were sold by March 31, 2001. It should be noted that the corporation received the support of over 65 sponsors, who contributed $11.1 million.
- A record attendance of 7.3 million visitors during the 2000-01 season surpassed the previous year's record by 9.25 per cent.
- The number of film shoots on the site increased by 35 per cent to 479 for current affairs programs, while commercial film shootings increased by 40 per cent to 59.
- In February 2001 the Corporation received the prix Ulysse from Tourism Montréal for the Montreal Science Centre in the category Tourist Attraction of Over 100,000 Visitors. In May 2001 the Corporation received the Grand Prix du tourisme québecois for the Science Centre in the same category.
Selected summary information is presented in the table below.
| 2000-01 Forecast | 2000-01 Actuals | 1999-2000 Actuals | |
| Revenue generated by the Corporation ($ thousands) | 11,779 | 14,606 | 7,658 |
| Operating expenses ($ thousands) | 18,886 | 21,753 | 13,725 |
| Parliamentary appropriations for operating expenses ($ thousands) | 7,161 | 7,147 | 6,067 |
Queens Quay West Land Corporation
Appropriate MinisterThe Honourable Alfonso Gagliano, P.C., M.P. Chairperson(Vacant Position) Head OfficeSuite 1500 |
AuditorAuditor General of Canada Incorporation and Status1936 as Terminal Warehouses Ltd. under the Ontario Companies Act; July 14, 1978 as Harbourfront Corporation under the Business Corporations Act of Ontario; continued under the Canada Business Corporations Act, December 21, 1984; Schedule III, Part I of the Financial Administration Act; not an agent of Her Majesty. MandateTo provide solutions to all outstanding business issues, find an alternate funding vehicle for Harbourfront Centre and sell all the remaining assets with a view to dissolving itself. |
Corporate Profile
Queens Quay West Land Corporation manages the remaining federal properties at the Harbourfront site in Toronto under an agreement with the federal government. Most of the original 100-acre site has been conveyed to the City of Toronto.
In August 1996, the management of the Corporation was transferred from the Canada Development Investment Corporation to Canada Lands Company CLC Limited, which provides staff, facilities and corporate administration. In addition, as the need arises, it continues to retain consultants and advisors to assist with the implementation of its mandate.
Performance Information
The objectives of the Queens Quay West Land Corporation (QQWLC), as stated in its Corporate Plan Summary for the period 2000-01 to 2002-03, consisted of the following:
- Continue to make payments to the City of Toronto, as and when requested, for road construction, as provided for in Section 4.4 (c) of the Implementation Agreement;
- Pursue the conveyance of three parcels of lakebed properties to the City of Toronto;
- Sale of vacant land (YQ4) in 2000-2001. Proceeds of the sale, net of funds payable to the Foundation and the City of Toronto, will be applied to pay down the loan from Canada;
- Develop strategies to market the parking garage which is assumed to be sold during the 2002-03 fiscal year;
- Secure alternate funding vehicle for the Harbourfront Centre;
- Fulfil the remaining obligations and commitments of the Corporation;
- Develop a strategy for the development rights of YQ3; and
- Dispose of any remaining assets and discharge liabilities prior to dissolution of the Corporation.
The Corporation's 2000-01 Annual Report indicated that:
- During the year under review, QQWLC successfully negotiated an Agreement of Purchase and Sale for YQ4, excluding the parking garage. The sale was expected to close in June 2001.
- QQWLC hopes to be able to convey the remaining water lot properties to the City of Toronto.
- The Corporation continued to provide operating subsidies to the Harbourfront Centre, the Harbourfront cultural entity, as directed and funded by the federal government.
- Discussions are under way between various government departments with the goal of finding an alternate funding vehicle for Harbourfront Centre.
Royal Canadian Mint
Appropriate MinisterThe Honourable Alfonso Gagliano, P.C., M.P. ChairpersonEmmanuel Triassi President and Master of the MintDanielle V. Wetherup Head Office320 Sussex Drive |
AuditorAuditor General of Canada Incorporation and Status1969 by the Royal Canadian Mint Act (R.S.C. 1985, c. R-9); Schedule III, Part II of the Financial Administration Act; an agent of Her Majesty. MandateTo mint coins in anticipation of profit and to carry out other related activities. Founded in 1908 as a branch of the Mint of the United Kingdom, its operations were devolved to the Crown in right of Canada in 1931. Initially a departmental agency of the government, the Mint was incorporated by legislation in 1969. In 1987, a share-capital structure was created for the Mint, and shares were issued to Canada. In 1999, the legislation was further amended to give the Mint the rights, powers and privileges and the capacity of a natural person. |
Corporate Profile
The Royal Canadian Mint (the Mint) is responsible for minting the nation's circulation coins. As a fully commercial Crown corporation, the Mint generates commercial revenue by offering a wide range of specialized coin products and related services, both nationally and internationally.
The Mint owns two facilities - one in Ottawa and the other in Winnipeg. The Ottawa facility houses the corporate head office, the gold refinery, and the production facilities for numismatic and bullion coins, medals and medallions. The Winnipeg Plant, which includes a plating facility, produces all of Canada's circulation coins as well as circulation coins for foreign countries.
Performance Information
The Mint's Corporate Plan Summary for 2000 to 2004 identified a number of objectives for the Mint: ensuring that the plating facility at its Winnipeg plant would be able to issue plated coins in mid 2000; continuing the Millennium Commemorative Circulation Coin Program; and generating a profit and maintaining the long-term viability of the Corporation.
In its 2000 Annual Report, the Mint reported that its Millennium coin program was successful. In addition, 2000 was a record-breaker for foreign circulation coinage production. It also reported that construction of the plating facility in Winnipeg was completed in January three months ahead of schedule and $700,000 below budget. The Mint also noted that its profile was raised when it received the news that the Globe and Mail had identified it as one of the "35 Best Companies to Work for in Canada".
During 2000, the Mint focused on addressing fundamental issues of efficiency to increase its global competitiveness. It used an ISO quality assurance and lean manufacturing initiative to make its production processes more efficient and cost-effective. In addition, the Mint implemented an Enterprise Resource Planning system to provide insights into its operational efficiency.
The Mint continues to use a 'balanced scorecard' concept that measures its performance from the perspective of the shareholder, customers, internal business processes, and innovation and learning.
Selected financial and operating performance measures are shown below.
| 2000 Forecast | 2000 Actual | 1999 Actual | |
| Net income ($ million) | 8.1 | 5.6 | 21.7 |
| Return on equity (%) | 10.0 | 9.3 | 27.5 |
Production in millions of pieces:
|
1,673.1
2,369.4 |
1,679.6 1,765.3 |
|
| "Value added" sales revenue per employee ($ thousand) | 136 | 146 | 182 |
| Percentage of contribution margin from new products (%) | 28 | 24 | 31 |
