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2011-12
Report on Plans and Priorities



Economic Development Agency of Canada for the Regions of Quebec





Supplementary Information (Tables)





Table of Contents




Details of Transfer Payment Programs (TPP)

Community Diversification Program

Strategic outcome: A competitive and diversified economy for the regions of Quebec

Program activity: Community Development

Name of Transfer Payment Program: Community Diversification program. This program represents a voted item, except for 2009-10, for which the funding dedicated to Canada’s Economic Action Plan (CEAP) corresponds to a statutory appropriation, and 2010-11, for which the funding portion dedicated to CEAP also corresponds to a statutory appropriation.

Start date: April 1, 2007

End date: March 31, 2012

Description: The Community Diversification program helps Quebec regions maintain and develop their economic activity base. A community’s vitality depends on its ability to develop by building on its own assets. The program has the following three objectives: to foster communities’ development and increase their mobilization by drawing up visions and projects of local and regional scope; assist communities through support for entrepreneurship and through creation or maintenance of viable enterprises; and increase communities’ capability to attract tourists and skilled individuals.

This program was also used for implementation of the Community Adjustment Fund (CAF), a temporary initiative under CEAP (2009-10 and 2010-11).

Eligible beneficiaries: Includes in particular small and medium-sized enterprises and non-profit organizations.

Expected results:

  • Communities are pursuing a development vision and implementing resulting initiatives.
  • Enterprises are contributing to community economic growth and maintenance.
  • Communities are recognized for their distinctiveness, brand image or outreach.
(in thousands of dollars)
  Forecast spending
2010–11		 Planned spending
2011–12		 Planned spending
2012–13		 Planned spending
2013–14
Grants 35 100 100 100
Contributions 168,077 110,469 94,481 73,537
Other types of transfer payments        
Total transfer payments 168,112 110,569 94,581 73,637

Summary of Three-Year Plan: Hyperlink to the Departmental Plan for Transfer Payment Programs : http://www.dec-ced.gc.ca/eng/agency/about/plan.html

 

Business and Regional Growth Program

Strategic outcome: A competitive and diversified economy for the regions of Quebec

Program activity:
Enterprise competitiveness
Competitive positioning of sectors and regions

Name of Transfer Payment Program: Business and Regional Growth program. This program represents a voted item, except for 2009-10, for which the funding dedicated to Canada’s Economic Action Plan (CEAP) corresponds to a statutory appropriation, and 2010-11, for which the funding portion dedicated to CEAP also corresponds to a statutory appropriation.

Start date: April 1, 2007

End date: March 31, 2012

Description: The Business and Regional Growth program reinforces conditions conducive to the sustainable growth of regions and SMEs. It aims to help enterprises improve their performance, become more competitive and engage in more innovation to facilitate their sustainable development; support the transfer of technology and research outputs to enterprises; and create the right conditions for attracting foreign investment and international organizations.

This program was also used for implementation of the Community Adjustment Fund (CAF), a temporary initiative under CEAP in 2009-10 and 2010-11.

Eligible beneficiaries: Includes in particular small and medium-sized enterprises and non-profit organizations.

Expected results:

  • Assisted enterprises are using their strategic capabilities.
  • Products and services derived from R&D are being commercialized.
  • New enterprises and investment are consolidating the regions’ economic base.
  • Competitiveness poles are being developed and consolidated.
  • Clusters and networks of enterprises in the same sector or region are better structured.
  • The innovation commercialization process is generating medium- and long-range economic and social spinoffs.
  • Competitive regions are attracting foreign direct investment and international organizations
(in thousands of dollars)
  Forecast spending
2010–11		 Planned spending
2011–12		 Planned spending
2012–13		 Planned spending
2013–14
Grants        
Contributions 127,692 103,668 101,449 84,704
Other types of transfer payments        
Total transfer payments 127,692 103,668 101,449 84,704

Summary of Three-Year Plan: Hyperlink to the Departmental Plan for Transfer Payment Programs : http://www.dec-ced.gc.ca/eng/agency/about/plan.html

 

Community Futures Program

Strategic outcome: A competitive and diversified economy for the regions of Qubec

Program activity: Community Development

Name of Transfer Payment Program: Community Futures Program (CFP) (voted item)

Start date: May 18, 1995

End date: Indeterminate, in line with the Treasury Board of Canada’s Policy on Transfer Payments, in effect since October 1, 2008.

Description: This Canada-wide program provides support for communities in all parts of the country to help them take charge of their own local economic development.

Beneficiaries: In Quebec, the CFP financially supports local and regional development agencies, including Community Futures Development Corporations (CFDCs), Community Economic Development Corporations (CEDCs) and Business Development Centres (BDCs).

Expected results:

  • Communities are pursuing a development vision and implementing resulting initiatives.
  • Enterprises are contributing to community economic growth and maintenance.
(in thousands of dollars)
  Forecast spending
2010–11		 Planned spending
2011–12		 Planned spending
2012–13		 Planned spending
2013–14
Grants        
Contributions1 35,0002 32,300 32,300 32,300
Other types of transfer payments        
Total transfer payments 35,000 32,300 32,300 32,300

Summary of Three-Year Plan: Hyperlink to the Departmental Plan for Transfer Payment Programs : http://www.dec-ced.gc.ca/eng/agency/about/plan.html

 

Contribution program to fund construction of a gas pipeline between Vallée-Jonction and Thetford Mines

Strategic outcome: A competitive and diversified economy for the regions of Qubec

Program activity: Infrastructure

Name of Transfer Payment Program: Contribution program to fund construction of a gas pipeline between Vallée-Jonction and Thetford Mines (voted item).

Start date: April 1, 2012

End date: March 31, 2014

Description: The goal of the program is to fund the project for construction of section of gas pipeline between Vallée-Jonction and Thetford Mines in order to provide the Thetford area with access to natural gas. The program targets an increase in enterprises’ competitiveness as well as economic diversification through infrastructure conducive to economic development and benefiting the community.

Eligible beneficiary: Gaz Métro Limited Partnership and/or related company.

Expected results:

  • The gas pipeline reaches Thetford Mines, and gas is distributed to end users.
  • Enterprises can adopt natural gas as the energy source for their activities.
  • Enterprises are established in the region and use natural gas.
(in thousands of dollars)
  Forecast spending
2010–11		 Planned spending
2011–12		 Planned spending
2012–13		 Planned spending
2013–14
Grants        
Contributions 0 0 14,500 3,648
Other types of transfer payments        
Total transfer payments 0 0 14,500 3,648

Summary of Three-Year Plan: Hyperlink to the Departmental Plan for Transfer Payment Programs : http://www.dec-ced.gc.ca/eng/agency/about/plan.html

Notes:

  • 1 - Annual planned spending under the CFP includes $21.0 million from the CFP permanent fund.
  • 2 - Forecast spending for the CFP in 2010-11 includes operating expenditures allocated to CFP organizations and contributions to the CFDC Common Fund for the Business Startup and Succession Fund.


Greening of Government Operations

Additional tables on greening of government operations (GGO) are intended for departments and agencies which undertake to comply with the Federal Sustainable Development Act, the Policy on Green Procurement and the Policy Framework for Offsetting Greenhouse Gas Emissions from Major International Events.

The Economic Development Agency of Canada for the Regions of Quebec contributes to the attainment of five greening of government operations goals from the Federal Sustainable Development Strategy.

Note that information presented in Reports on Plans and Priorities concerns planned results, whereas information presented in Departmental Performance Reports concerns actual results.

Surplus electronic and electrical equipment (EEE) goal

8.6 By March 31, 2014, each department will reuse or recycle all surplus electronic and electrical equipment (EEE) in an environmentally sound and secure manner.
Performance measurement RPP DPR
Progress toward goal  
Existence of an implementation plan for disposal of all electronic and electrical equipment generated by the Agency during the 2010-11 baseline year Yes, Commodity Management Framework  
Percentage of total number of Departmental locations whose electronic and electrical equipment plan has been fully implemented at the end of the given fiscal year FY2011–12 100%  
FY2012–13 100%  
FY2013–14 100%  

Strategies/comments

  1. The Agency’s Commodity Management Framework covers the life cycle of assets, in particular electronic and electrical equipment. All possible disposal methods are covered in the framework. During 2011-12, the framework will be updated so as to ensure that the requirements of the guideline concerning surplus electronic and electrical equipment are properly complied with.
  2. Currently, the Agency has 16 locations (offices) across Quebec, and disposal of assets and equipment is centralized at the Agency’s Planning, Co-ordination and Administration Directorate.

Printing unit reduction goal

8.7 By March 31, 2013, each department will achieve an 8:1 average ratio of office employees to printing units. Departments will apply target where building occupancy levels, security considerations and space configuration allow.
Performance measurement RPP DPR
Progress toward goal  
Proportion of printing units per number of Agency office employees for the 2010-11 baseline year, where building occupancy levels, security considerations and space configuration allow 3:1  
Proportion of printing units per number of Agency office employees at the end of the given fiscal year, where building occupancy levels, security considerations and space configuration allow FY2011–12 N/A  
FY2012–13 *  
FY2013–14 8:1  

Strategies/comments

  1. Scope: The Agency targets all buildings and premises and all employees in order to achieve a target of eight employees per printing unit. Even though certain buildings may have a smaller proportion owing to the building occupancy level or security considerations, the Agency will, overall, attain the objective.
  2. Definition of printing units: Network printers, local printers and multiplex units.
  3. Method used to determine the number of printing units: The Technology Directorate keeps an updated list of all units in place.
  4. Method used to determine the number of office employees: Population Affiliation Report1 from the Treasury Board of Canada Secretariat (TBS).
  5. * Renewal of printers is carried out in bulk every three years. The latest renewal took place in March 2010, and the next is planned for late 2012-13. In view of the equipment life cycle, it would not be desirable or economical to establish a reduction target prior to the next renewal, so the target will be established for the RPP 2013-14.
  6. The Technology Directorate is responsible for monitoring attainment of the target.
  7. All Agency sectors are responsible for compliance with and attainment of the target.
  8. A communications strategy will have to be drawn up in order to raise Agency employees’ awareness.

Paper consumption goal

8.8 By March 31, 2014, each department will reduce internal paper consumption per office employee by 20%. Each department will establish a baseline between 2005-06 and 2011-12, and applicable scope.
Performance measurement RPP DPR
Progress toward goal  
Number of sheets of office paper consumed or purchased per employee during the 2009-10 baseline year (optional for RPP 2011-12) N/A  
Cumulative reduction in paper consumption, as a percentage, compared with the chosen baseline year FY2011–12 *  
FY2012–13    
FY2013–14    

Strategies/comments

  1. Scope: The Agency has chosen to include all its employees, rather than only office employees.
  2. * Method used to determine paper consumption: the quantity of paper purchased is determined manually from invoices. The baseline year will be 2009-10. The data are not, however, available for this year's Report.
  3. Method used to determine the number of employees: TBS Population Affiliation Report.
  4. Reporting requirements: Each year, the Agency’s Planning, Co-ordination and Administration (PCA) Directorate collects data from all business offices and the Government Affairs Branch. Data for head office are centralized at the PCA Directorate.
  5. Roles and responsibilities: Responsibility for attaining the target lies with all Agency sectors. The PCA Directorate will handle monitoring, information collection and reporting for this.
  6. A communications strategy will be developed in order to encourage employees to reduce paper consumption.

Green meetings goal

8.9 By March 31, 2012, each department will adopt a guide for greening meetings.
Performance measurement RPP DPR
Progress toward goal  
Adoption of a guide for greening meetings (optional for RPP 2011-12) Planned for 2011-12  

Strategies/comments

  1. Scope of the guide for greening meetings: All departmental or interdepartmental meetings held in Agency offices.
  2. The PCA Directorate will analyse existing documents already in use by other departments and adapt one of them to the Agency’s needs.
  3. Adoption of the guide will follow approval by the Agency’s Departmental Management Committee (DMC) during 2011-12.
  4. Role and responsibility: All sectors/directorates are responsible for attainment of the target.
  5. The challenge will be to monitor application of the guide and conduct reporting. The use of telepresence will be an important component in achieving the green meeting goal.
  6. A communications strategy will have to be drawn up to publicize the guide and the means to be used to attain the target.

Green procurement goals

8.10 As of April 1, 2011, each department will establish at least three SMART2 green procurement targets to reduce environmental impacts.

As of April 1, 2011, 95% of computer purchases will be based on an environmentally preferable model.
Performance measurement RPP DPR
Progress toward goal  
Ratio of purchases of computers which attain the goal to the total volume of computers purchased during the year in question. N/A  
Progress accomplished with respect to performance measurement for the given fiscal year FY 2011-12 95%  
FY 2012-13 95%  
FY 2013-14 95%  

Strategies/comments

  1. Scope: Computers are defined as desktop computers and exclude laptops.
  2. According to the Agency’s Technology Master Plan, renewal of all desktop computers takes place every three years, in a single purchase. The next renewal is scheduled for 2011-12. Additional needs arise regularly, however, and ad-hoc purchases are made.
  3. The Agency’s Technology Directorate is responsible for replacing desktop computers and reporting thereon.
As of March 31, 2014, 95% of new printers purchased will offer one or more environmental performance factors.
Performance measurement RPP DPR
Progress toward goal  
Proportion of printers purchased presenting environmental performance factors N/A  
Progress accomplished with respect to performance measurement for the given fiscal year FY 2011-12 N/A  
FY 2012-13 95%  
FY 2013-14 95%  

Strategies/comments

  1. Scope: Printing units are defined as network printers, local printers and multiplex units.
  2. The Agency’s Technology Directorate keeps an updated list of all units in place.
  3. Printers are renewed in bulk every three years. The last renewal took place in March 2010, and the next is scheduled for late 2012-13. That is why no goal has been set for the RPP 2011-12.
  4. Environmental performance factors will be identified for the selection of printers at the next renewal.
  5. The Agency’s Technology Directorate is responsible for monitoring attainment of the target.
By March 31, 2014, 90% of copy paper purchased will contain at least 30% recycled material.
Performance measurement RPP DPR
Progress toward goal  
Percentage of paper purchased containing at least 30% recycled material out of the total volume of paper purchased during the 2009-10 baseline year N/A  
Progress accomplished with respect to performance measurement for the given fiscal year FY 2011-12 50%  
FY 2012-13 60%  
FY 2013-14 90%  

Strategies/comments

  1. Scope: Paper is defined as 8.5 x 11, 8.5 x 14 and 11 x 17 paper.
  2. Method used to determine paper consumption: The quantity of paper purchased is determined manually from invoices. The baseline year will be 2009-10. The data are not, however, available for this year's Report.
  3. Reporting requirements: Each year, the Agency’s PCA Directorate collects data from all business offices and the Government Affairs Branch. Data for head office are centralized at the PCA Directorate.
  4. Roles and responsibilities: Responsibility for attaining the target lies with all Agency sectors. The PCA Directorate will handle monitoring, information collection and reporting for this.
  5. A communications strategy will be developed in order to encourage employees to reduce paper consumption.

8.11 As of April 1, 2011, each department will establish SMART targets for training, employee performance evaluations, and management processes and controls, as they pertain to procurement decision-making.

From April 1, 2011, 100% of employees (manager, procurement officer and assistant) in the Procurement sector of the PCA Directorate will receive training on green procurement through Course C215 of the Canada School of Public Service (CSPS).
Performance measurement RPP DPR
Progress toward goal  
Proportion of Procurement sector employees having taken CSPS Course C215 during the 2010-11 baseline year. 67%  
Progress accomplished with respect to performance measurement for the given fiscal year FY 2011-12 100%  
FY 2012-13    
FY 2013-14    

Strategies/comments

  1. Three Procurement sector employees are concerned.
  2. Two of these three employees have taken training.
  3. Training used: CSPS Course C215 on green procurement only.
  4. Reporting requirements: Annual data collection from employees and the CSPS.
  5. Roles and responsibilities: The Agency’s PCA Directorate is responsible for monitoring of and reporting on green procurement training.
As of April 1, 2011, environmental considerations must be integrated into the performance evaluations of all the Agency’s Procurement sector employees.
Performance measurement RPP DPR
Progress toward goal  
Percentage of the Agency’s Procurement sector employees having in their performance agreements an environmental consideration goal for procurement, for the 2010-11 baseline year. 0%  
Progress accomplished with respect to performance measurement for the given fiscal year FY 2011-12 100%  
FY 2012-13    
FY 2013-14    

Strategies/comments

  1. Three Procurement sector employees are concerned by the integration of environmental considerations in their performance evaluations.
  2. A SMART target will be included in the performance agreement of all PCA Directorate Procurement sector employees for 2011-12 in line with the process in place for the drafting of performance agreements.
By March 31, 2013, management processes and controls for procurement will ensure that environmental performance considerations are integrated in the four procurement processes.
Performance measurement RPP DPR
Progress toward goal  
Number of processes revised in order to integrate environmental performance considerations, for the 2010-11 baseline year. (Number of processes to be revised: 4) 0  
Progress accomplished with respect to performance measurement for the given fiscal year
(on a cumulative basis)		 FY 2011-12 2  
FY 2012-13 4  

Strategies/comments

  1. Scope: Currently, the four procurement processes are: the Commodity Management Framework, ISO procedure on procurement, request for proposals for drawing up a contract, and procedure for consulting and professional services.
  2. All processes will be revised so as to integrate or enhance existing practices.
  3. Particular attention will be paid to action to be taken to comply with reporting requirements.

Notes:



Upcoming Internal Audits and Evaluations (next three fiscal years)

Upcoming Internal Audits1

Name of internal audit Internal audit type Status Expected completion date
2011-12
Audit of collection and recovery mechanisms Audit of management mechanisms Planned 1st quarter
Audit of follow-up on action plans from earlier audits Audit of management mechanisms Planned 2nd quarter
Audit of values and ethics processes Audit of management mechanisms Planned 3rd quarter
Audit of the integrated planning process Audit of management mechanisms Planned 3rd quarter
Study of the level of preparedness for certification of financial statements Audit of management mechanisms Planned 3rd quarter
Annual audit of the Infrastructure Canada Program Audit of management mechanisms Planned 3rd quarter
Annual audit of the Municipal Rural Infrastructure Fund Audit of management mechanisms Planned 3rd quarter
Audit of the information technology management framework Audit of management mechanisms Planned 3rd quarter
Audit of liaison and representation activities with Central Agencies and other departments Audit of management mechanisms Planned 4th quarter
Audit of management of information available to Agency staff and communications Audit of management mechanisms Planned 4th quarter
Audit of management of information available to the public and communications Audit of management mechanisms Planned 4th quarter
2012-13
Audit of eligibility analysis of applications for regular programs Audit of management mechanisms Planned To be determined
Information management audit Audit of management mechanisms Planned To be determined
Annual internal audit of the Municipal Rural Infrastructure Fund Audit of management mechanisms Planned To be determined
Periodic audit of the Building Canada Fund Communities Component Audit of management mechanisms Planned To be determined
Audit of follow-up on action plans from earlier audits Audit of management mechanisms Planned To be determined
2013-14
To be determined

 

Upcoming Evaluations

Name of evaluation Program activity Status Expected completion date
2011-12
Evaluation of the Community Diversification grants and contributions program Community development In progress Fiscal year 2011-12
Evaluation of the Business and Regional Growth grants and contributions program

Enterprise competitiveness

Competitive positioning of sectors and regions

 In progress Fiscal year 2011-12
Evaluation of the Community Adjustment Fund for the portion of program expenditures made in Quebec by the Agency Special intervention measures Planned Fiscal year 2011-12
Evaluation of the Regional Development Research grants and contributions program Policies, programs and initiatives Planned Fiscal year 2012-13
Summative evaluation of the Support Initiative for International Cruise Development Along the St. Lawrence and Saguenay Rivers Community development Planned Fiscal year 2012-13
Evaluation of the Canada-wide Community Futures grants and contributions program for program expenditures made in Quebec Community development Planned Fiscal year 2013-14

Notes:

  • 1 - The Agency’s senior director of audit regularly reviews the priorities leading to selection of the internal audit mandates to be performed, and could thus make changes to this list.


Sources of Non-Respendable Revenue

The following table presents the Agency’s non-respendable revenue by program activity. Non-respendable revenue consists of all non-tax revenue that will be credited to the Consolidated Revenue Fund.

Non-Respendable Revenue
(in thousands of dollars)
Program activity Forecast
revenue
2010–11		 Planned
revenue
2011–12		 Planned
revenue
2012–13		 Planned
revenue
2013–14
 
Community development 5,000  6,000 8,000 10,000
Infrastructures        
Special intervention measures        
Enterprise competitiveness 32,000  33,000 33,000 39,000
Competitive positioning of sectors and regions 3,000  1,000 1,000  
Policies, programs and initiatives        
Internal services        
Total non-respendable revenue 40,000  40,000 42,000 49,000