ARCHIVED - Western Economic Diversification Canada

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Section II - Analysis of Program Activities by Strategic Outcome

Entrepreneurship and Innovation

Strategic Outcome:

1. A competitive and expanded business sector in Western Canada and a strengthened western Canadian innovation system

SMEs play a critical role in the western Canadian economy.  Approximately one half of jobs in the West occur in establishments with less than 50 employees.  The number of small businesses per capita in Western Canada is 30 per cent higher than in the rest of Canada. ³

Western Canada's innovation system faces the challenge of comparatively fewer large companies outside of the predominantly foreign-owned resource industries and fewer head offices or private R&D facilities within Western Canada that could serve as a catalyst and source for new investment or commercially-driven research discoveries along with providing an anchor for R&D and new business growth.

Program Activity:

1.1 Business Development and Entrepreneurship

	2008–2009	2009–2010	2010–2011
Financial Resources ($ thousands)	$58,190	$54,375	$44,503
Human Resources (FTEs)	118	104	99

WD's activities are resulting in improved access to business information, training, business advisory services and capital for all western Canadian SMEs, including those located in rural communities.

As a region, Western Canada is a comparatively small and high-cost economy.  The primary challenge facing western Canadian provinces will be to build on the existing strengths of a resource-based economy while adapting to the intensifying pressures to remain internationally competitive.  Canadian companies are experiencing intense pressure to remain competitive, as emerging powers such as China and India transform patterns of trade and investment worldwide.  Now more than ever, Canada must focus on trade and investment to strengthen Canada's ability to compete in the global economy and ensure long-term prosperity for the country.

Companies that trade are typically more competitive, productive, grow more (smalls become mediums) and have a higher return on investment.  Within Western Canada there were 13,010 exporting establishments in 2005, ⁴ accounting for 28 per cent of the total number of exporting establishments in Canada, however, there are roughly 800,000 SMEs in Western Canada.⁵  There is a distinct role for WD to assist SMEs to become export-ready, and to pay particular attention to helping those sectors and markets that diversify the West's trade activity from its current resource dependency.

WD also has a role within the federal government's industrial regional benefits (IRB) policy, used to improve industrial competitiveness, gain market access and increase investment and exports in high technology sectors.  Whether the procurements are made by the Canadian government, and involve foreign prime contractors or are made by foreign governments, these activities provide a key opportunity of involving western Canadian SMEs in value added manufacturing or knowledge based industry global supply chains.

WD recognizes that the region's interests are best served as part of a coordinated national trade agenda, with many trade and investment partners working together on improving international competitiveness and strengthening trade and economic corridors of importance to the West.  WD will focus its efforts on enhancing SME participation in international business development; enhancing investment attraction and branding; and enhancing trade corridors between the US, Asia-Pacific and Western Canada.

WD works to achieve results that support small business growth in the West primarily by providing assistance to industry or business associations for projects that have systemic benefits, or through third-party delivery organizations such as financial institutions, or through the more than 100 offices of the Western Canada Business Service Network (WCBSN).  Links to organizations affiliated with the WCBSN can be found at: http://www.wd.gc.ca/17_ENG_ASP.asp.  Leveraging of service and capital support for entrepreneurs is key to WD's business development strategy.  During 2008-2009, service offerings will be expanded through new service channels like the video-conferencing facilities being put in place in Saskatchewan and British Columbia to complement thosealready in place in Alberta and Manitoba.

A 2004 Statistics Canada Survey on Financing of Small- and Medium-sized Enterprises (SMEs) found that 20 per cent of SMEs cited obtaining financing as an obstacle to business growth.  Those more likely to experience difficulties in obtaining financing included: innovative businesses (40 per cent), young enterprises - defined as those that started operation in 2002 (34 per cent), exporters (29 per cent), and manufacturers (27 per cent).

WD has created new and alternative sources of capital for SMEs by working closely with capital providers to create a specialized series of loan agreements using the Loan and Investment Program authorities.  These loan funds target industry sectors important to Western Canada, including micro-lending and other target groups, and provide patient and flexible debt capital on terms especially suited to the unique needs and cash flow requirements of these small businesses.  Capital providers, such as credit unions, trust companies, and others, use their own capital and expertise while sharing the increased risk with WD to approve loans on commercial terms.

To address the broad shortage of Risk Capital available to small businesses in Western Canada, WD plans to issue a solicitation of interest to a broad range of capital providers such as venture capital managers, angel organizations, banks and credit unions.  WD proposes to negotiate with respondents to the solicitation, among others, to develop agreements using the Loan and Investment Program authority model to leverage up to $100M or more in higher risk debt or equity financing over the next five years.

Another source of capital for SMEs in the West is the loan funds that WD has provided to most members of the WCBSN.  These loan funds enable network members to provide repayable loans to SMEs in rural areas, and to those operated by women, francophones, young entrepreneurs or those with disabilities.  In 2008-2009, WD will work with members of the WCBSN to develop strategies to increase the number of loans made to SMEs by a minimum of 10 per cent over 2007-2008 levels.

There are key risks associated with utilizing third-party organizations to deliver services which may present challenges to WD's ability to consistently and properly assess and monitor these organizations, as the skills and qualification levels of personnel and board members of these organizations is outside WD's control.  This risk is mitigated by maintaining strong relationships with these organizations along with requiring regular program evaluations and audits. As an example, during 2008-2009, WD will have the results from a formal evaluation of the Community Futures Program evaluation, and action plans will be established for any issues identified.

WD's network members also provide SMEs with path finding services and referrals to alternative sources of financing.  One of WD's continued priorities for 2008-2009 is the implementation of strengthened standards for accountability, transparency and performance reporting by members of the WCBSN and improving coordination among WCBSN members, and other business and economic organizations.

Program Sub-activity:	Performance Indicators:
Improve Business Productivity	· Client satisfaction · # jobs created or maintained · # businesses created/maintained/expanded
Market/Trade Development	· # industry association partnerships created · # co's participating in export and market development initiatives · # projects promoting participation in major international events
Industry Collaboration	· # partnerships/strategic alliances · Participant satisfaction
Foreign Direct Investment	· $ in direct investment facilitated by WD
Access to Capital	· $ capital funds provided · $ leveraged · Increase in sales

The following table illustrates the key transfer payment programs authorities the department utilizes to support the expected results of this program activity:

	Financial Resources (000's)
Key Transfer Payment Programs Authorities *	2008–2009	2009–2010	2010–2011
Western Diversification Program	24,184	24,083	15,900
Community Futures Program	13,948	14,219	12,804
Loan and Investment Program	3,500	3,500	3,500

*Appendix B provides a description of key transfer payment programs authorities.

The WDP has a number of sub-elements that support this program activity, and further information on these sub-elements such as the Western Economic Partnership Agreements, the Canada-Saskatchewan Northern Development Agreement, the Women's Enterprise Initiative, and the Urban Development Agreements, can be found at http://www.wd.gc.ca/16_ENG_ASP.asp.

Program Activity:

1.2       Innovation

	2008–2009	2009–2010	2010–2011
Financial Resources ($ thousands)	$87,226	$70,893	$51,135
Human Resources (FTEs)	77	76	69

Innovation is the process of transforming knowledge into new products, processes and services, which in turn generate new economic benefits.  For this process to succeed, a complete system must be available that supports the movement of a new idea from the initial concept through to research and development to commercialization of a ready-for-market product.  A highly developed innovation system is focused on a specific area of strength and includes: universities; research facilities; industry; government labs; and other knowledge infrastructure that develop new technologies and a skilled workforce; early stage venture capital financing to help bring technologies to markets; industry associations and other organizations that link the players in the innovation system; firms capable of developing, adopting and marketing new technologies, and that are connected to local and global markets; and a business environment that fosters innovation.

WD's support for the creation and growth of knowledge-based clusters in new economy sectors in Western Canada such as information communications technology (ICT), life sciences (health industries, biotechnology), and other technologies such as environmental technologies contribute to an increase in knowledge-driven and value-added economic activities.

In 2008-2009, WD will focus on the following priorities, both of which contribute to a stronger innovation system and an increase in knowledge-driven and value-added economic activities:

• Technology commercialization - in order to facilitate the translation of knowledge and technology into commercial opportunities, WD will make strategic investments in:
  • Technology commercialization and adoption initiatives leading to an increase in the number of technologies developed in research institutions that have commercialization potential, and an increase in technologies adopted by existing firms;
  • Technology skills development leading to an increase in training, education and skills building to increase the number of highly qualified people (HQP) and to ensure HQP are retained;
  • Applied R&D leading to development of technologies with commercial potential; 
  • Knowledge infrastructure to increase the physical assets and capacity underlying a cluster; and
  • Linkages to increase connections and synergies among innovation system (cluster) members.
• Rural diversification - non-metropolitan areas of Western Canada have potential to diversify from traditional sectors by participating in global supply chains, by increasing value added processing, by exporting to new markets and by building on existing strengths.  WD will undertake research to identify opportunities to further diversify the rural western Canadian economy.  

WD will continue to work with stakeholders including: the not-for-profit sector, academic institutions, industry associations and other levels of government to strengthen the western Canadian innovation system through both regional and pan-western initiatives. 

Investments in new economy sectors have several risk factors.  The innovation process has inherent risks from discovery through to commercialization and marketing.  As part of the due diligence process, WD conducts a risk assessment to mitigate project risks.  WD also undertakes impact assessments of innovation projects.  These assessments provide valuable guidance for future projects.  The largest external risk to current and future economic growth in the West is the availability of highly qualified people (HQP).  Addressing this issue through immigration policy, training and retention strategies is under the mandate of other departments, however, WD has provided targeted support to increase HQP through the program sub activity, technology skills development.

WD's approach to innovation and priority clusters is aligned with the broader federal strategy.  The 2007 federal S&T strategy, "Mobilizing Science and Technology to Canada's Advantage" fosters Canada's:

• entrepreneurial advantage, by translating knowledge into applications;
• knowledge advantage, by building on research and engineering strengths to generate new ideas and innovations; and
• people advantage, by growing Canada's base of knowledge workers;

while building on four core principles of promoting world-class excellence, focusing on priorities, encouraging partnerships and enhancing accountability.  Priority sectors of the federal strategy are environmental S&T, natural resources and energy, health and related life sciences and information and communications technology, which are consistent with WD's priorities.

Program Sub-activity:	Performance Indicators:
Technology Adoption and Commercialization	· # patents filed/issued · # technology demonstrations · # technologies adopted
Technology Linkages	· # partnerships/networks formed · # attendees · # members
Technology Research and Development	· # skilled personnel · # products or processes that are identified for further R&D
Community Innovation	· $ invested in knowledge infrastructure or tech com facilities · # studies · # individuals with enhanced skills
Technology Skills Development	· # training courses · # people trained
Knowledge Infrastructure	· # square meters dedicated to R&D and skills training · Value of R&D undertaken in the new facility or using new equipment supported under this project · # physical assets

The following table illustrates the key transfer payment program authorities the department utilizes to support the expected results of this program activity:

	Financial Resources (000's)
Key Transfer Payment Program Authorities*	2008–2009	2009–2010	2010–2011
Western Diversification Program	77,983	61,765	42,702

* Appendix B provides a description of key transfer payment program authorities.  A major Innovation initiative under the Western Diversification Program (WDP) authority is the construction of the International Vaccine Centre's (InterVac) Biosafety Level III Containment Facility, totalling $49M.

Community Economic Development

Strategic Outcome:

2. Economically viable communities in Western Canada with a high quality of life

Despite the West's strong overall economic performance, many communities and regions continue to face challenges in attracting investment and realizing potential opportunities. The skills shortages and aging workforce seen throughout the country are exacerbated in rural areas, where young people continue to move away to pursue jobs and education.  At the same time, there are individuals who cannot, for one reason or another, participate fully in the mainstream economy.  This is particularly true when it comes to Aboriginal people.  The Canadian Chambers of Commerce estimates that a lack of Aboriginal participation in the economy costs the country approximately 1.5 per cent of its GDP, or half of its projected growth for 2008.⁶  The impact of Aboriginal economic participation on GDP is particularly acute in the West, since 62 per cent of the national Aboriginal population lives in Western Canada.  Connecting more Aboriginal people to increased economic opportunities has the potential to benefit Aboriginal communities and all Canadians.

At the same time that some communities are facing the challenges of limited economic opportunities, others are being overwhelmed by their rapid growth.  Although "boom and bust" cycles are a familiar component of western economies, demands such as increased infrastructure mean that communities with a small tax base must develop strategies to manage expansion so that it can be sustained over the long run.  

WD's Community Economic Development strategic outcome involves economic development, diversification and collaboration activities that allow communities to build and sustain their economies as well as adjust to changing and often very challenging economic circumstances.  It includes facilitating economic recovery from depressed economic circumstances and working collaboratively with members of the Western Canada Business Service Network to carry out Aboriginal economic development and other community economic development initiatives. 

A fundamental tool for WD's involvement in rural community economic development is the network of 90 Community Futures Development Corporations (CFDCs) across the West.  These community-based organizations assist their communities to plan and implement strategies aimed at developing and diversifying their economies.  For example, as part of the $200M federal Mountain Pine Beetle Program, WD, with the help of CFDCs from impacted regions, will deliver over $33M in project funding through the Community Economic Diversification Initiative to help diversify local economies in communities affected by the mountain pine beetle infestation.  This program is scheduled to run until March 2009.

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) Program.

Program Activity:

2.1 Community Economic Planning, Development and Adjustment

	2008–2009	2009–2010	2010–2011
Financial Resources ($ thousands)	$112,737	$73,325	$44,445
Human Resources (FTEs)	106	97	87

WD addresses the needs of communities by assisting them to collaborate with regional partners to identify economic development opportunities and by supporting projects that attract investment, diversify communities and promote value-added processing.  The department will also work to improve collaboration and coordination of activities among regional economic development organizations which provide services and funds to support business and economic development, and improve accountability and reporting of results.  Building on its knowledge of the western Canadian economy and its networks and contacts with key government, business, community and academic leaders in the West, WD is well positioned to play an important role in identifying weaknesses or gaps that impede economic growth, and coordinating activities within the region and the federal government to address western Canadian priorities. 

The department will promote rural diversification through support for projects that will increase the capacity in rural communities to undertake value-added processing and encourage new opportunities for skilled employment.  WD will also continue to support projects that enhance Aboriginal participation in the economy.  For example, the department will continue to support Aboriginal apprenticeship training initiatives by supplementing existing training resources available from provincial and federal sources with WD funding that is directed at attracting and linking potential employers and students and improving the chances for success for Aboriginal students. 

Program Sub-activity:	Performance Indicators:
Community Planning	· # activities providing planning leadership and expertise · # instances facilitating community involvement · # partnerships developed/maintained
Community Development	· # instances of increased capacity in community organizations · # enhanced community services or facilities · # people trained
Community Economic Adjustment	· # public-private partnerships · # businesses created/maintained/expanded · # participants trained

The following table illustrates the key transfer payment programs authorities the department utilizes to support the expected results of this program activity:

	Financial Resources (000's)
Key Transfer Payment Programs Authorities*	2008–2009	2009–2010	2010–2011
Western Diversification Program	84,500	47,576	20,846
Community Futures Program	13,948	14,219	12,804

* Appendix B provides a description of key transfer payment programs authorities.  Included under WDP are the mountain pine beetle infestation initiatives (Community Economic Diversification totalling $23.4M and Airport Improvements totalling $14.3M) and $28.9M related to the Alberta and Saskatchewan Centenaries.

Program Activity:

2.2 Infrastructure

	2008–2009	2009–2010	2010–2011
Financial Resources* ($ thousands)	$10,784	$3,025	$930
Human Resources (FTEs)	16	15	7

* WD delivers the Municipal Rural Infrastructure Fund and Canada Strategic Infrastructure Fund on behalf of Infrastructure Canada and O&M funding for both of these funds is included in WD's resource allocations from 2008-2010.  G&C resource allocations for MRIF and CSIF are included in the RPP of Infrastructure Canada. 

It is expected that WD will deliver the Communities Component of the Building Canada Fund (BCF) on behalf of Infrastructure Canada and O&M funding for this fund will be transferred to WD's resource allocations in 2008.  G&C resource allocations for BCF-CC are included in the RPP of Infrastructure Canada. 

In 2008-2009, WD will be involved in the delivery of infrastructure programming under four infrastructure transfer payment initiatives in collaboration with Infrastructure Canada. 

The Infrastructure Canada Program (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.  The deadline for receipt of funding requests under the program was June 2005; however, the program has now been extended until March 31, 2011, to allow for all projects to be completed.

With a primary focus on communities with less than 250,000 people, the Municipal Rural Infrastructure Fund (MRIF) improves and increases the stock of core public infrastructure in areas such as water, wastewater, solid waste management, public transportation, cultural, recreation, tourism and connectivity.  The Canada Strategic Infrastructure Fund (CSIF) complements the ICP and MRIF in that it addresses infrastructure projects that are regional priorities, but exceed the scope and capacity of the other infrastructure programs.  In its role in administering MRIF and select CSIF projects, WD will manage contribution agreements, maintain data, fulfil Canadian Environmental Assessment Act obligations, review and pay claims, monitor projects, and capture final outcomes achieved by project proponents.

The $8.8B Building Canada Fund (BCF) is part of the Building Canada Plan.  It is expected that WD will administer the Communities Component of the BCF in Western Canada in collaboration with Infrastructure Canada.  The floor budget for the BCF Communities Component of the BCF in Western Canada is $278M, which is equivalent to the funding allocated under MRIF.

WD's infrastructure activities for the coming year will include:

• administration of the ICP and the program's sunset by March 31, 2011;
• continued delivery of MRIF ($276.5M), in the West;
• administration of approved CSIF projects including: the Winnipeg Red River Floodway ($332.5M), Winnipeg Wastewater Treatment System ($42M), Saskatoon South Downtown Redevelopment ($13.7M), Saskatchewan's Regional Rural Water Supply Systems ($27.3M), Regina's Urban Revitalization projects ($14M), and Vancouver's Convention and Exhibition Centre ($222.5M);
• development of a Memorandum of Understanding with Infrastructure Canada for the delivery of the BCF;
• development and implementation of delivery mechanisms for the BCF.

 

Program Sub-activity:	Performance Indicators:
Green Infrastructure	· Increase in # of households with improved water quality · Increase in # households with improved wastewater treatment (includes new connections to wastewater systems) · Increase in volume of solid waste diverted through recycling and composting.
Local Transportation Infrastructure	· Number of road and local transportation infrastructure improvements · Increase in public transit usage
Other Infrastructure Priorities	· # visits to cultural and recreation facilities · # new tourism infrastructure · # rural and remote Canadians served

The following table illustrates the key transfer payment program authorities the department utilizes to support the expected results of this program activity:

	Financial Resources (000's)
Key Transfer Payment Program Authorities*	2008–2009	2009–2010	2010–2011
Infrastructure Canada Program	8,700	1,500	0

* Appendix B provides a description of key transfer payment programs authorities.

Policy, Advocacy and Coordination

Strategic Outcome:

3. Policies and programs that support the development of Western Canada 

WD's Policy, Advocacy and Coordination function includes a range of activities designed to build a strong economic foundation in Western Canada.  These activities result in effective strategies, policies and programs that address the economic development needs, opportunities, and aspirations of Western Canada.

The department acts as a champion and advocate for federal and intergovernmental collaboration to address key impediments to long-term growth and diversification and promote coordination in areas of federal or shared federal-provincial jurisdiction.

To achieve this Strategic Outcome, the department undertakes three distinct, but interrelated program activities:

1. WD engages in collaboration and coordination activities and projects that bring people, communities, ideas and resources together.  The department's efforts emphasize partnerships, collaboration and strategic investments to link western Canadians' views with national policies, priorities and programs.  WD also shares ideas and best practices with other Regional Development Agencies to enhance overall efficiency in federal programming.
   
2. WD's advocacy work is intended to achieve specific outcomes for Western Canada.  While this work can flow out of the department's collaboration and coordination activities, advocacy efforts are also undertaken independently to undertake or to influence initiatives that generate benefits for the West.
   
3. Research and analysis is often required to understand the regional development issues facing Western Canada and to guide the department's advocacy and policy-making efforts.  This in-depth policy and economic research and analysis is undertaken and coordinated in collaboration with other public and private stakeholders.  In addition to facilitating dialogue and increasing the understanding of western Canadian challenges, opportunities and priorities, this research provides the foundation needed to develop relevant policies and programs.

WD faces many demands with respect to its priorities; through collaboration and consultation with key partners and stakeholders the department minimizes the risk that research, analysis and advocacy efforts will be misdirected.  In addition, diverse interests within Western Canada can make it difficult to discern a clear and common "western" perspective.  This risk is managed by both championing regional and community diversity, and by identifying key pan-western policies, programs and initiatives that benefit the West as a whole.

Program Activity:

3.1 Collaboration and Coordination

	2008–2009	2009–2010	2010–2011
Financial Resources ($ thousands)	$5,866	$5,866	$5,866
Human Resources (FTEs)	39	39	39

WD takes a leadership and coordinating role both in identifying economic challenges and opportunities for the West and in developing a federal response either through the investment of its own resources or by collaborating with other appropriate federal departments and agencies.

WD will continue to organize and coordinate events with other levels of government, other federal departments, industry (in particular industry associations), academic institutions, and the not-for-profit sector to discuss, plan, develop, and implement policies, programs, and initiatives that promote the development and diversification of the western economy.

Specific examples of WD's collaboration and coordination activities in 2008-2009 will include:

• working in partnership with the four provincial governments in Western Canada and advocating for the inclusion of federal priorities in the Western Economic Partnership Agreements and other joint federal-provincial arrangements; and
• establishing and participating in western-based consultation forums such as the federal-provincial Deputy Ministers' Economic Development forum, Senior Western Innovation Officials forum, and the Federal Councils in each western province.
   

Program Activity:

3.2       Advocacy

	2008–2009	2009–2010	2010–2011
Financial Resources ($ thousands)	$2,683	$2,684	$2,684
Human Resources (FTEs)	20	20	20

An important part of WD's mandate is to advance the interests of Western Canada in national economic policy, program, and project development and implementation.  In fulfilling this mandate, WD frequently acts as a champion for new federal initiatives and projects in the West that would support long-term economic development and diversification.  Working within federal policy and decision-making structures, WD strives to ensure the views and concerns of western Canadians are taken into account in the development of national policies, priorities and programs.

Specific examples of WD's advocacy efforts include:

• intervening in and providing western perspectives and input into submissions to Cabinet based on an assessment of western-oriented items on the Cabinet Agenda;
• working on behalf of western Canadian firms and industries seeking to access government programs such as major Crown projects, granting council funding, Canada Foundation for Innovation initiatives, and funding offered by other federal departments and agencies; 
• advocating in support of specific regional projects or issues; and 
• engaging western Canadian stakeholders in the development and implementation of national priorities and explaining federal policies and programs to western provincial governments, communities and citizens.

In 2008-2009, the department will refine its Advocacy Strategy and implement an Advocacy Agenda focused on the highest priority advocacy items.  For 2008-2009, WD's advocacy activities will focus on ensuring that:

• Western Canada's interests are promoted abroad through Government of Canada trade and investment activities under the federal government's North American Platform Program;
• national programs aimed at enhancing research and development, and technology commercialization offer appropriate access to western Canadians; and
• a strong western Canadian presence and influence in the development and implementation of initiatives to promote Asian Pacific trade and economic opportunities, (i.e. the Asia-Pacific Gateway and Corridor Initiative).
   

 

Program Activity:

3.3       Research and Analysis

	2008–2009	2009–2010	2010–2011
Financial Resources ($ thousands)	$4,160	$4,160	$4,160
Human Resources (FTEs)	27	27	27

WD supports research, consultations, feasibility studies and other related activities to improve understanding of the western Canadian economy.  The department also undertakes research and analysis related to specific economic challenges and opportunities in the West.  These activities inform the department's policy development activities, support project development and identify immediate or pending issues on which WD will need to consider an advocacy role. 

Many of WD's policy research activities and outputs foster increased regional collaboration among economic development stakeholders in Western Canada and the development of pan-western perspectives and approaches to policy issues. 

Research priorities for 2008-2009 include:

• an analysis of the potential output of the western provinces and an assessment of their competitiveness by benchmarking key indicators against comparator regions;
• research to further our understanding of the role of diversification in supporting economic prosperity;
• analysis of western challenges, opportunities and factors affecting regional prosperity, regional trade and investment patterns;  
• development of a clear, coordinated public policy plan that helps position Western Canada for long-term success in the global economy; and  
• research to support policy development in national or international forums such as factors contributing to competitiveness.  
   

The following table illustrates the key transfer payment program authorities the department utilizes to support the expected results of this program activity:

	Financial Resources (000's)
Key Transfer Payment Program Authorities*	2008–2009	2009–2010	2010–2011
Western Diversification Program	578	578	578

* Appendix B provides a description of key transfer payment programs authorities.

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