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Minister’s Message

As Minister of Industry, I am committed to the long-term competitiveness and prosperity of our country. Canada has many economic advantages upon which we must continue to build if we are to set the right conditions for our long-term success. With this in mind, Industry Canada and its Portfolio partners are striving toward the development of an innovative economy with robust sectors and an efficient and competitive marketplace.

Our priorities remain aligned with Advantage Canada, the government’s long-term economic plan. Here, we set out clear objectives, including the reduction of taxes, the encouragement of entrepreneurship, and the development of a knowledge-based economy.

In the 2009–2010 Report on Plans and Priorities, we recognize that as we look to the year ahead we are entering a period of continued global economic uncertainty, one that demands clear and strategic action on the part of the government to ensure we accomplish the long-term goals we have set for ourselves. Our departmental priorities and initiatives will be guided by a balanced consideration of the demands of the global economic situation and our long-term vision for Canada’s growth and prosperity.

In Budget 2009 — Canada’s Economic Action Plan, the government has developed a clear and comprehensive response to the slowdown in the global economy, which is in keeping with the continuing objectives of Advantage Canada. The economic action plan addresses short-term realities, while setting in place the conditions to strengthen Canada’s economy for generations to come.

Industry Canada and its Portfolio partners are at the heart of the government’s strategy to stimulate the Canadian economy. We are taking steps to improve the competitiveness of Canada’s traditional economy by providing short-term support for key sectors such as the auto industry. We are ensuring that all regions of Canada prosper by supporting economic diversification. We are fostering small businesses by improving access to credit and encouraging growth through tax reductions and incentives. We are supporting measures to develop a highly skilled workforce through such means as expanding the Canada Graduate Scholarships program. At this time of intense international competition for the world’s best and brightest, government support is helping to attract and retain these individuals in Canada. We are positioning Canada as a leader in the global knowledge economy.

In the ongoing pursuit of our mandate, we will continue to focus on innovation as a means to develop a globally competitive economy. Our ultimate goal is to help Canadians continue to enjoy a quality of life that is envied throughout the world.

It is my pleasure to present this year’s Report on Plans and Priorities for Industry Canada and its Portfolio partners, which will outline in greater detail the priorities and pursuits in which we will be engaged in the year to come.

Section 1: Departmental Overview

1.1 Raison d’être

Mission

Industry Canada’s mission is to foster a growing, competitive, knowledge-based Canadian economy. The department works with Canadians throughout the economy, and in all parts of the country, to improve conditions for investment, improve Canada's innovation performance, increase Canada's share of global trade and build an efficient and competitive marketplace.

Mandate

Industry Canada's mandate is to help make Canadian industry more productive and competitive in the global economy, thus improving the economic and social well-being of Canadians.

The many and varied activities Industry Canada carries out to deliver on its mandate are organized around three interdependent and mutually reinforcing strategic outcomes, each linked to a separate key strategy. The key strategies are shown in the adjacent illustration.

• The Canadian Marketplace is Efficient and Competitive

  Advancing the marketplace

  Industry Canada fosters competitiveness by developing and administering economic framework policies that promote competition and innovation, support investment and entrepreneurial activity, and instill consumer, investor and business confidence.

• Science and Technology, Knowledge, and Innovation are Effective Drivers of a Strong Canadian Economy

  Fostering the knowledge-based economy

  Industry Canada invests in science and technology to generate knowledge and equip Canadians with the skills and training they need to compete in the global, knowledge-based economy. These investments help ensure that discoveries and breakthroughs happen here in Canada, and that Canadians can realize the social and economic benefits.

• Competitive Businesses are Drivers of Sustainable Wealth Creation

  Supporting business

  Industry Canada encourages business innovation and productivity because businesses are the organizations that generate jobs and wealth. Promoting economic development in communities encourages the development of skills, ideas and opportunities across the country.

1.2 Responsibilities

Industry Canada is the Government of Canada’s centre of microeconomic policy expertise. The department’s founding legislation, the Department of Industry Act, established the ministry to foster a growing, competitive and knowledge-based Canadian economy.

Industry Canada is a department with many entities that have distinct mandates, with program activities that are widely diverse and highly dependent on partnerships. Industry Canada works on a broad range of matters related to industry and technology, trade and commerce, science, consumer affairs, corporations and corporate securities, competition and restraint of trade, weights and measures, bankruptcy and insolvency, patents and copyright, investment, small business, and tourism.

1.3 Program Activity Architecture (PAA)

This Report on Plans and Priorities (RPP) is aligned with Industry Canada’s Management, Resources and Results Structure (MRRS). The MRRS provides a standard basis for reporting to parliamentarians and Canadians on the alignment of resources, program activities and results.

Industry Canada’s strategic outcomes are long-term and enduring benefits to the lives of Canadians that reflect our mandate and vision, and are linked to Government of Canada priorities and intended results.

The department’s Program Activity Architecture (PAA) is an inventory of all programs and activities undertaken. The programs and activities are depicted in a logical and hierarchical relationship to each other and to the strategic outcome to which they contribute. They also clearly link financial and non-financial resources.

2009–2010 PAA Crosswalk

Over the past year, Industry Canada has made significant changes to its PAA to more accurately reflect the structure of the department. These changes are to ensure improved reporting and to reflect internal realignments that have taken place.

• Updating Strategic Outcomes

  Modifications to the department’s strategic outcomes now allow a more results-based representation of how Industry Canada manages and delivers its programs and services.

• Moving Policy Functions to Internal Services

  The Strategic Policy Sector (SPS) of Industry Canada provides advice and services horizontally across the Program Activity Architecture (PAA). This advice and these services did not meet the definition of a program and their cost could not be directly attributed across specific programs.

• Creation/Transfer of New Program Activities

  Four new program activities have been created: Entrepreneurial Economy; Community, Economic, and Regional Development; the Security and Prosperity Partnership of North America – Canadian Secretariat; and the Mackenzie Gas Project. The Mackenzie Gas Project along with its funding, was subsequently transferred from Industry Canada to Environment Canada in November 2008. Please refer to Environment Canada’s RPP for information on the Mackenzie Gas Project.

• Renaming or Moving Program Activities

  These changes allow Industry Canada to report its performance more clearly. Changes included renaming and/or moving/removing program sub-activities and program sub-sub-activities so as to better reflect how they contribute to the strategic outcomes to which they are linked.

Additional Items of Interest

The Automotive Innovation Fund, CSeries Program, Ontario Potable Water Program and Brantford Greenwich–Mohawk Remediation Project are new program sub-activities that were unable to be included in the 2009–2010 PAA review exercise.

The Automotive Innovation Fund and CSeries Program were approved by Treasury Board of Canada Secretariat (TBS) subsequent to the approval of the 2009–2010 PAA. The Automotive Innovation Fund, originally under Global Reach and Agility in Targeted Canadian Industries, has been moved, along with its planned spending, under Knowledge Advantage in Targeted Canadian Industries to join the CSeries Program.

The funding for the Ontario Potable Water Program and the Brantford Greenwich–Mohawk Remediation Project was reprofiled, increasing their funding threshold for 2009–2010. They are located under Community, Economic, and Regional Development.

Industry Canada is also reviewing and updating its Performance Measurement Framework (PMF). Expected results, indicators and targets for each level of the PAA are being reviewed to ensure that the department’s performance story is of the highest possible quality.

The structure of this RPP reflects the department’s 2009–2010 strategic outcomes and PAA. In this way, it articulates how Industry Canada’s sectors, branches and programs plan to contribute to the department’s three updated strategic outcomes. The updated PAA is the basis for Section 2 of this document. It illustrates 13 program activities and their associated program sub-activities as well as program sub-sub-activities.

Budget 2009 — Canada's Economic Action Plan

Budget 2009 — Canada’s Economic Action Plan, tabled in Parliament on January 27, 2009, detailed a variety of timely, targeted and temporary measures that will have an impact on Industry Canada. These include improving access to financing, supporting small businesses, helping municipalities build stronger communities through investments in infrastructure, and providing short-term support for key industrial and commercial sectors.

The timing of this report prevents a detailed description of specific impacts of the budget on Industry Canada's plans and priorities for 2009–2010. A detailed discussion and further information will be provided in Industry Canada's 2009–2010 Departmental Performance Report (DPR).

Industry Canada’s 2008–2009 PAA

Strategic Outcomes
A Fair, Efficient and Competitive Marketplace	An Innovative Economy	Competitive Industry and Sustainable Communities
Program Activities
Strategic Policy Sector — Marketplace	Science and Innovation Sector — Science & Technology (S&T) and Innovation	Strategic Policy Sector — Economic Development
Sub-Activities Marketplace Framework Policy Branch Strategic Policy Branch – Marketplace Microeconomic Policy Analysis Branch – Marketplace International and Intergovernmental Affairs	Sub-Activities External Relations and Innovation Branch Federal Science and Technology Policy Branch Prosperity Secretariat Policy Branch Sub-Sub-Activities Canadian Foundation for Innovation (CFI) Canadian Institute for Advanced Research (CIAR) Pierre Elliot Trudeau Foundation Council of Canadian Academies Genome Canada	Sub-Activities Strategic Policy Branch – Economic Development Microeconomic Policy Analysis Branch – Economic Development
Small Business and Marketplace Services and Regional Operations Sector — Marketplace
Sub-Activities Measurement Canada Office of the Superintendent of Bankruptcy Canada Corporations Canada Small Business Policy Branch Investment Review Regional Operations – Spectrum
Spectrum, Information Technologies and Telecommunications Sector — Marketplace	Industry Sector — S&T and Innovation	Small Business and Marketplace Services and Regional Operations Sector — Economic Development
Sub-Activities Electronic Commerce Branch Spectrum/Telecom — Management Sub-Sub-Activities International Telecommunication Union, Switzerland Spectrum/Telecom Program	Sub-Activities Aerospace, Defence and Marine Branch Automotive and Transportation Industries Branch Life Sciences Industries Resource Processing Industries Service and Consumer Products Industries	Sub-Activities FedNor Sub-Sub-Activities Community Futures Program Northern Ontario Development Program (NODP) Eastern Ontario Development Program (EODP) Regional Delivery Section 41, Official Languages Act Canada Small Business Financing (CSBF) Program Service to Business Student Connections Small Business Policy Branch – Economic Development
Office of Consumer Affairs (OCA)
Sub-Activities Consumer Policy Consumer Services and Outreach
Competition Bureau — Marketplace	Spectrum, Information Technologies and Telecommunications Sector — S&T and Innovation	Industry Sector — Economic Development
Sub-Activities Compliance with the Law Under the Competition Bureau’s Jurisdiction Advocacy of Competition Principles	Sub-Activities CANARIE Precarn	Sub-Activities Competitiveness in Aerospace, Defence and Marine Industries Sub-Sub-Activities Structured Financing Facility — Shipbuilding and Industrial Marine Framework Ongoing Activities Competitiveness in Automotive and Transportation Industries Competitiveness in Life Sciences Industries Competitiveness in Resource Processing Industries Competitiveness in Service and Consumer Products Industries Sub-Sub-Activities Canadian Apparel and Textile Industries Program Ongoing Activities
Canadian Intellectual Property Office — Revolving Fund	Communications Research Centre Canada (CRC)
	Sub-Activities Telecommunications Research Program – Regulations and Standards Telecommunications Research Program – Government Operations Telecommunications Research Program – Innovation and Technology Transfer
	Industrial Technologies Office — Special Operating Agency	Spectrum, Information Technologies and Telecommunications Sector — Economic Development
	Sub-Activities Strategic Aerospace Defence Initiative h2 Early Adopters Program Program for Strategic Industrial Projects Technology Partnerships Canada — Research and Development Program	Sub-Activities Information and Communications Technologies Branch — Economic Development Information Highway Applications Branch
Internal Services

Industry Canada's 2009–2010 PAA

Strategic Outcomes
The Canadian Marketplace is Efficient and Competitive	Science and Technology, Knowledge, and Innovation are Effective Drivers of a Strong Canadian Economy	Competitive Businesses are Drivers of Sustainable Wealth Creation
Program Activities
Marketplace Frameworks and Regulations	Canada’s Research and Innovation Capacity	Entrepreneurial Economy
Sub-Activities Measurement Canada Office of the Superintendent of Bankruptcy Corporations Canada Regulation of Small and Medium-Sized Businesses (including Paperwork Burden Reduction) Investment Review Canadian Intellectual Property Office	Sub-Activities Government Science and Technology (S&T) Policy Agenda in Partnership with Key Stakeholders Science, Technology and Innovation Council Secretariat	Sub-Activities Canada Small Business Financing Program Service to Business BizPaL Student Connections Small Business Growth and Prosperity Canadian Youth Business Foundation
Marketplace Frameworks and Regulations for Spectrum, Telecommunications and the Online Economy	Communications Research Centre Canada	Global Reach and Agility in Targeted Canadian Industries
Sub-Activities Spectrum/ Telecommunications Program (Operations and Engineering) Sub-Sub-Activities International Telecommunication Union (ITU) Spectrum/ Telecommunications Management and Regulations Regional Operations — Spectrum Electronic Commerce	Sub-Activities Information and Communications Technologies Regulations and Standards Information and Communications Technologies for Other Federal Departments Innovation and Technology Transfer	Sub-Activities Global Reach and Agility in Aerospace, Defence and Marine Industries Structured Financing Facility — Shipbuilding and Industrial Marine Framework Global Reach and Agility in Automotive and Transportation Industries Global Reach and Agility in Life Science Industries Global Reach and Agility in Resource Processing Industries Global Reach and Agility in Service and Consumer Products Industries Canadian Apparel and Textile Industries Program Global Reach and Agility in Information and Communications Technologies Industries Industrial and Regional Benefits
Consumer Affairs Program
Sub-Activities Consumer Information Consumer Policy
Competition Law Enforcement and Advocacy	Knowledge Advantage in Targeted Canadian Industries
Sub-Activities Competition Law Enforcement Advocacy in Favour of Market Forces	Sub-Activities Knowledge Advantage in Aerospace, Defence and Marine Industries Knowledge Advantage in Automotive and Transportation Industries Knowledge Advantage in Life Science Industries Knowledge Advantage in Resource Processing Industries Knowledge Advantage in Service and Consumer Products Industries
		Community, Economic, and Regional Development
		Sub-Activities Federal Economic Development Initiative for Northern Ontario (FedNor) Sub-Sub-Activities Community Futures Program Northern Ontario Development Program Eastern Ontario Development Program Section 41 — Official Languages Act Canada-Ontario Municipal Rural Infrastructure Program Ontario Municipal Rural Infrastructure Top-Up Program Computers for Schools Community Access Program
	Industrial Technologies Office — Special Operating Agency	Security and Prosperity Partnership of North America — Canadian Secretariat
	Sub-Activities Strategic Aerospace and Defence Initiative Program for Strategic Industrial Projects Technology Partnerships Canada – Research and Development Program	Mackenzie Gas Project
Internal Services

1.4 Planning Summary

Industry Canada's Financial and Human Resources

These two tables present Industry Canada’s financial and human resources over the next three fiscal years.

Financial Resources ($ millions)*				Human Resources (Full-Time Equivalent)
2009–2010	2010–2011	2011–2012		2009–2010	2010–2011	2011–2012
1,214.1	1,060.9	964.9		5,273	5,272	5,272

* Minor differences are due to rounding.

Summary Table by Strategic Outcome

Strategic Outcome
The Canadian Marketplace is Efficient and Competitive

Performance Indicator(s) Barriers to competition (OECD assessment of accessibility to Canadian market) Number of days taken to register a new company		Target(s) Maintain or improve 6th place ranking 3 days
Program Activity	Forecast Spending 2008–2009	Planned Spending ($ millions)*			Alignment to Government of Canada Outcomes
		2009–2010	2010–2011	2011–2012
Marketplace Frameworks and Regulations	59.4	46.9	47.7	51.2	Economic Affairs: A Fair and Secure Marketplace
Marketplace Frameworks and Regulations for Spectrum, Telecommunications and the Online Economy	92.4	87.2	82.7	82.5	Economic Affairs: A Fair and Secure Marketplace
Consumer Affairs Program	52.3	4.5	4.5	4.5	Economic Affairs: A Fair and Secure Marketplace
Competition Law Enforcement and Advocacy	49.6	42.6	42.6	42.6	Economic Affairs: A Fair and Secure Marketplace
Total	206.7	181.3	177.5	180.8

* Minor differences are due to rounding.

Strategic Outcome
Science and Technology, Knowledge, and Innovation are Effective Drivers of a Strong Canadian Economy

Performance Indicator(s) Innovation Index (measure of the adoption of new technology, and the interaction between the business and science sectors) International ranking of Canada in university–industry collaboration in R&D Number of people working in R&D of total employment numbers		Target(s) Maintain or improve 12th place ranking Maintain 2nd place ranking 8 per 1,000 †
Program Activity	Forecast Spending 2008–2009	Planned Spending ($ millions)*			Alignment to Government of Canada Outcomes
		2009–2010	2010–2011	2011–2012
Canada’s Research and Innovation Capacity	113.5	264.3	244.9	172.9	Economic Affairs: An Innovative and Knowledge-based Economy
Communications Research Centre Canada	36.7	35.4	35.3	35.3	Economic Affairs: An Innovative and Knowledge-based Economy
Knowledge Advantage in Targeted Canadian Industries	8.7	131.0	145.0	148.4	Economic Affairs: An Innovative and Knowledge-based Economy
Industrial Technologies Office – Special Operating Agency	385.0	221.1	130.9	127.2	Economic Affairs: An Innovative and Knowledge-based Economy
Total	543.9	652.1	556.1	483.8

* Minor differences are due to rounding.

† New indicator. Preliminary target to be revised, if necessary, to reflect collected baseline data.

Strategic Outcome
Competitive Businesses are Drivers of Sustainable Wealth Creation

Performance Indicator(s) Percentage of gross domestic product (GDP) contributed by small and medium-sized businesses Ratio of small and medium-sized businesses in rural vs. urban areas (defined by census subdivisions)		Target(s) Maintain or improve current percentage (26%) † 1:3 †
Program Activity	Forecast Spending 2008–2009	Planned Spending ($ millions)*			Alignment to Government of Canada Outcomes
		2009–2010	2010–2011	2011–2012
Entrepreneurial Economy	128.3	95.7	93.0	90.2	Economic Affairs: Strong Economic Growth
Global Reach and Agility in Targeted Canadian Industries	80.2	61.4	56.4	37.0	Economic Affairs: Strong Economic Growth
Community, Economic, and Regional Development	192.6	138.5	93.1	90.9	Economic Affairs: Strong Economic Growth
Security and Prosperity Partnership of North America – Canadian Secretariat	2.2	2.2	2.2	-	International Affairs: A Strong and Mutually Beneficial North American Partnership
Mackenzie Gas Project	7.1	-	-	-	Economic Affairs: Strong Economic Growth
Total	410.4	297.8	244.7	218.1

* Minor differences are due to rounding.

† New indicator. Preliminary target to be revised, if necessary, to reflect collected baseline data.

Strategic Outcome
Program Activity(ies) Supporting All Strategic Outcomes

Program Activity	Forecast Spending 2008–2009	Planned Spending ($ millions)*			Alignment to Government of Canada Outcomes
		2009–2010	2010–2011	2011–2012
Internal Services	116.3	82.9	82.6	82.2	Not applicable
Total	116.3	82.9	82.6	82.2

* Minor differences are due to rounding.

Contribution of Priorities to Strategic Outcomes

Operational Priorities

Operational Priority: Ensure marketplace policies help promote competitive markets and instill consumer confidence	Type: Previously committed to	Strategic Outcome(s): The Canadian Marketplace is Efficient and Competitive
Why is this a priority? Government is committed to encouraging businesses to grow and succeed Ensures that Canadian businesses can respond to the ever-changing demands and needs of the modern marketplace while ensuring continued consumer confidence Plans for meeting the priority: Modernize key marketplace framework policies Improve protection of cultural and intellectual property rights Review Canada’s competition policies and foreign investment regime
Operational Priority: Foster business innovation	Type: Previously committed to	Strategic Outcome(s): Science  and Technology, Knowledge, and Innovation are Effective Drivers of a Strong Canadian Economy
Why is this a priority? Organizations at the forefront of scientific development and technological achievement create high-quality, knowledge-intensive jobs with high wages These organizations make our economy more competitive and productive Plans for meeting the priority: Continue to implement the science and technology (S&T) strategy Create an investment climate that encourages the private sector to compete against the world on the basis of its innovative products, services and technologies
Operational Priority: Invest in S&T to enhance the generation and commercialization of knowledge.	Type: Previously committed to	Science and Technology, Knowledge, and Innovation are Effective Drivers of a Strong Canadian Economy
Why is this a priority? S&T capacity is becoming more widely distributed around the world Canadians must be at the leading edge of important developments that generate health, environmental, societal, and economic benefits Plans for meeting the priority: Build on a strong research foundation and strive for excellence in S&T The S&T strategy lays out a framework that will guide intelligent and strategic investment of public funds
Operational Priority: Foster internationally competitive businesses and industries	Type: Ongoing	Strategic Outcome(s): Competitive Businesses are Drivers of Sustainable Wealth Creation
Why is this a priority? Trade and investment abroad give domestic firms access to new knowledge and greater opportunities to profit Plans for meeting the priority: Bolster international trade by participating in multilateral negotiations under the World Trade Organization (WTO) and bilateral or regional trade and investment negotiations Showcase Canada’s capabilities internationally by participating in major trade shows and missions  develop an action plan that targets the automotive industry
Operational Priority: Promote entrepreneurship, community development and sustainable development	Type: Ongoing	Strategic Outcome(s): Competitive Businesses are Drivers of Sustainable Wealth Creation
Why is this a priority? By helping small businesses to grow and create new jobs, Canada will benefit from a more dynamic economy Plans for meeting the priority: Support Canadian communities and their capacity to respond to economic opportunities and challenges by providing funding and guidance Increase the availability of loans for new and small businesses Promote access to small businesses to establish, expand, modernize and improve themselves

Management Priorities

Management Priority: Corporate Performance Framework	Type: Previously committed to	Strategic Outcome(s): All strategic outcomes
Why is this a priority? The framework will ensure the successful implementation of the foundation for strong performance management established in 2008–2009 Performance measurement, monitoring and reporting has been identified as a key corporate risk for Industry Canada Plans for meeting the priority Implementation of a performance measurement, monitoring and reporting strategy that allows for linkages between performance management and planning, priority setting and resource allocation
Management Priority: Integrated Risk Management (IRM)	Type: Previously committed to	Strategic Outcome(s): All strategic outcomes
Why is this a priority? IRM will ensure the effective and consistent operationalization of the risk management approach and roles and responsibilities established in 2008–2009 at all levels of the organization Plans for meeting the priority: Implementation of the IRM Framework by integrating it into business planning and reporting processes throughout the organization Introduction of a risk identification, assessment and management process to achieve program activity expected results Inclusion of risk mitigation strategies and action plans in business plans, which will be monitored and reported on as part of Industry Canada’s performance measurement, monitoring and reporting strategy
Management Priority: Human Resources Modernization Initiatives	Type: Previously committed to	Strategic Outcome(s): All strategic outcomes
Why is this a priority? The renewal challenge of an aging demographic and increasing retirement at Industry Canada presents an opportunity for a cultural shift in people management Plans for meeting the priority: Implementation of its People Management Strategy for Renewal and Results. Action plans for the three-year strategy fall under four People Management Pillars: Leadership Development Human Resources Service Excellence and Performance Improvement Employee Engagement and Renewal Integrity and Accountability
Management Priority: Information Management (IM)	Type: New	Strategic Outcome(s): All strategic outcomes
Why is this a priority? IM has been identified as a key corporate risk for Industry Canada due to the absence of a departmental IM Governance and Accountability Framework Plans for meeting the priority: Implementation of an IM Governance and Accountability Framework to support the role of the senior executive responsible for IM Implementation of a functional model for the IM specialist capacity that puts in place the required infrastructure for the systematic organization and management of departmental information
Management Priority: Real Property Management	Type: New	Strategic Outcome(s): All strategic outcomes
Why is this a priority? Treasury Board of Canada Secretariat (TBS) recommended that the department focus on strengthening real property management The need for a complete and well-documented Real Property Management Framework is a key corporate risk for Industry Canada Plans for meeting the priority: Implementation of the Real Property Management Policy and Framework that were developed in 2008–2009 Implementation of a systematic process that includes assessment and investment criteria for investment planning, and the use of real property performance measures to support timely and informed real-property decisions

Operating Environment and Risk Analysis

In a constantly changing, fast-paced global marketplace, Canada’s economy and businesses face a number of risks, both internally and externally. The uncertainty of the current economic climate only multiplies the potential impact of these risks. Industry Canada is working to identify these threats and develop an effective risk management strategy in order to reduce their potential impact.

Industry Canada is a department with many entities that have distinct mandates, with program activities that are diverse and highly dependent on partnerships. Internal audits and reviews are conducted on a continuing basis to ensure their efficiency and effectiveness.

As a part of the planning process, Industry Canada’s program sectors are conducting risk assessments in the context of achieving the department’s strategic outcomes and expected results.

Industry Canada has identified the following key program challenges and opportunities:

Science and Technology (S&T)

Global advancements in science and technology are happening at a rapid pace. Driven by knowledge and innovation, the strength of Canada’s economy depends on the ability to leverage existing, and generate new, scientific and technological advancements. Business expenditures in research and development (BERD) continue to be low in Canada compared to other developed countries. Industry Canada will continue to play a key role in advancing the government’s S&T agenda and stimulating investments in research and development (R&D).

Information and Communications Technology (ICT)

ICT is a dynamic and important sector of the economy, and it is being fuelled by consumers' embrace of the Internet and their demand for voice, video and data over a multitude of platforms and devices. Delivery of feature-rich services, any time and anywhere, is putting unprecedented demands on bandwidth of core and access networks. In addition to bandwidth, other connectivity challenges include the security of ICT networks and the development of next-generation applications and technologies. Industry Canada is well positioned to address these challenges, with the appropriate expertise and test-bed facilities to study solutions and applications. However, resource availability and information technology management are areas of concern.

Consumer Interests

There is constant change in where Canadian consumers shop, what they buy, and how they pay for it. This change arises from globalizing supply chains and the emergence of new technologies, new products, and new marketing techniques.

Understanding how all of these shifts affect consumers’ interest is a major challenge for Industry Canada and other policy-makers seeking to meet the protection and information needs of consumers. Industry Canada has a unique role to play in helping consumers meet these challenges by capitalizing on its recognized ability to maintain a wide reach and influence within domestic and international communities that specialize in consumer policy development and research, consumer-related standards development, and consumer advocacy.

International Competitiveness

In a world economy dependent on global value chains, global reach and agility are essential components for Canadian industry to compete in a new world with emerging economic powerhouses such as Brazil, Russia, India and China.
Several risks can impact the performance of Canadian industries in global markets, including the fluctuation of the Canadian dollar, a weakened American economy, access barriers in important international markets, interest rates and key input costs (e.g., oil prices), and the global financial and credit crisis.

Industry Canada works to mitigate these risks by analyzing the specific issues that industries face and by using its knowledge to contribute to the development of related sectoral policies, marketplace frameworks and programs (even though they may go beyond the department’s control and direct sphere of influence). Industry Canada builds strategic partnerships within its extensive industry and government network that increase the global reach and agility of targeted Canadian industries.

Expenditure Profile

Industry Canada’s total planned spending for 2009–2010 is $1.2 billion. The majority of planned spending is directed at Industry Canada’s three strategic outcomes, with a cost-effective 7% being allocated to Internal Services.

Industry Canada will continue to implement strategies to ensure efficient use of its operating budget to better deliver benefits to Canadians.

A focus on efficient, high-performing programs will allow Industry Canada to continue to effectively deliver its mandate with a reduced operating budget in coming years and with evolving government priorities. More than ever, the results of audits, evaluations and strategic reviews will be critical in planning, priority setting and resource allocation.

Spending Trend ($ millions)

The figure below illustrates Industry Canada’s spending trend from 2005–2006 to 2011–2012

Voted and Statutory Items

This table illustrates the way in which Parliament approved Industry Canada resources, and shows the changes in resources derived from Supplementary Estimates and other authorities, as well as how funds were spent.

 

Vote No. or Statutory Item (S)	Truncated Vote or Statutory Wording	Main Estimates ($ millions) *
		2008–2009	2009–2010
1	Operating expenditures	332.9	320.1
5	Capital expenditures	12.6	9.4
10	Grants and contributions	464.3	597.0
(S)	Minister of Industry – salary and auto allowance	0.1	0.1
(S)	Canadian Intellectual Property Office revolving fund	4.9	(1.2)
(S)	Liabilities under the Small Business Loans Act	2.1	1.7
(S)	Liabilities under the Canada Small Business Financing Act	81.7	83.9
(S)	Grant to CANARIE Inc. to operate and develop the next generation of Canada’s Advanced Research Network (CAnet5)	24.0	29.0
(S)	Grant to Genome Canada	-	88.8
(S)	Grant to Perimeter Institute for Theoritcal Physics	-	10.0
(S)	Contributions to employee benefit plans	50.1	49.4
Total Budgetary		972.5	1,188.0
L15	Payments pursuant to subsection 14(2) of the Department of Industry Act	0.3	0.3
L20	Loans pursuant to paragraph 14(1) (a) of the Department of Industry Act	0.5	0.5
Total Non-Budgetary		0.8	0.8
Total Department		973.3	1,188.8

* Minor differences are due to rounding.

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