ARCHIVED - Western Economic Diversification Canada - Supplementary Tables

Name of Transfer Payment Program: Western Diversification Program (WDP) (Voted)

Start date: December 3, 1987

End date: Ongoing

Fiscal Year for Ts & Cs¹: 2010-11

Strategic Outcome: The western Canadian economy is developed and diversified.

Program Activities:

• Business Development;
• Innovation;
• Community Economic Development;
• Policy, Advocacy and Coordination.

Description: The WDP will contribute to the achievement of the department’s mandate to promote economic development and diversification in Western Canada. The Program will also advance the West’s interests in national policy, program and project development and implementation. Contributions may be repayable, conditionally repayable or non-repayable depending on the nature of the project and the recipient.

Expected results: Funding under this Program is anticipated to contribute to a western economy that is developed and diversified. This result will be achieved through business development, innovation, community economic development and research. Measurable results are demonstrated under each activity through indicators detailed in WDP’s Performance Measurement Strategy (PMS). A complete and current list of indicators is maintained in the PMS; however, examples of indicators for performance measurement under each activity include:

• Business Development: Jobs created or maintained, businesses created or maintained, the value of trade financing, as well as partnerships and strategic alliances;
• Innovation: Patents filed or issued, prototypes developed, technologies adopted or brought to market, as well as spin off companies;
• Community Economic Development: Community involvement, community stability, people trained, public-private partnerships, as well as businesses created, maintained or expanded;
• Policy, Advocacy and Coordination: Program or policy decisions influenced by research.
  

Fiscal Year of Last Completed Evaluation: 2008-09

Decision following the Results of Last Evaluation: Continuation

Fiscal Year of Planned Completion of Next Evaluation: Western Economic Diversification Canada’s (WD) current five-year Evaluation Plan includes WDP projects as part of evaluations of the Program Activities within WD’s Program Activity Architecture. The evaluation for Innovation will be completed in 2011-12, while the ones for Business Development and Community Economic Development will be completed in 2012-13 and 2013-14 respectively.

General Targeted Recipient Group²: Contributions and grants may be made to:

• Non profit organizations;
• Post-secondary institutions;
• Small and medium-sized commercial, legally incorporated, for profit enterprises;
• Hospitals and regional health care centres;
• Individuals;
• Co operatives;
• Indian Bands, as represented by their Chief and Council;
• Federal Crown Corporations;
  Note:  The Treasury Board of Canada Secretariat will be consulted prior to any funding decisions for Federal Crown Corporations.
• Provincial government departments, agencies and Crown Corporations;
• Municipal governments and organizations created by them.
  

Initiatives to Engage Applicants and Recipients: A communication strategy has been developed to build awareness of WD’s programs among prospective proponents by focusing on key sectors, media strategies and a stronger departmental storyline. When appropriate, a formal request for proposals process may be publicized for specific priorities.

Name of Transfer Payment Program: Community Futures (CF) Program (Voted)

Start date: May 18, 1995
Note:  The Program started in 1986 and was previously delivered by Human Resources Development Canada.

End date: Ongoing

Fiscal Year for Ts & Cs³: 2010-11

Strategic Outcome: The western Canadian economy is developed and diversified.

Program Activities:

• Business Development;
• Community Economic Development.

Description: The CF Program was designed to help communities develop and implement local solutions to local problems. The Program provides financial support to CF organizations (CFs), which are incorporated, non-profit organizations that collaborate with other partners and stakeholders to develop strategies to provide support to small and medium-sized enterprises (SMEs) and to undertake appropriate community economic development initiatives.

Expected results:

• Improved business practices and increased entrepreneurship;
• Strengthened and expanded businesses;
• Strengthened community capacity for socio-economic development.

Fiscal Year of Last Completed Evaluation: 2008-09

Decision following the Results of Last Evaluation: Continuation

Fiscal Year of Planned Completion of Next Evaluation: 2013-14

General Targeted Recipient Group⁴:

• Non metropolitan communities;
• SMEs;
• Social enterprises.
  

Initiatives to Engage Applicants and Recipients: A communication strategy has been developed to build awareness of WD’s programs among prospective proponents by focusing on key sectors, media strategies and a stronger departmental storyline.

Strategies / Comments

1. For the purposes of this target, Western Economic Diversification Canada (WD) has defined ‘location’ as cities where it has offices. There are six departmental locations:
   • - Vancouver, British Columbia;
   • - Edmonton, Alberta;
   • - Calgary, Alberta;
   • - Saskatoon, Saskatchewan;
   • - Winnipeg, Manitoba;
   • - Ottawa, Ontario.
2. As of June 2009, WD achieved full implementation of acceptable EEE disposal practices using the following means:
   • - Computers for Schools;
   • - Crown Assets Distribution;
   • - Return to Vendor Programs;
   • - Provincial Recyclers;
   • - Public Works and Government Services Canada (PWGSC) Electronic Waste Disposal Standing Offer.
3. Electronic Data Storage devices are cleared and declassified according to the Communications Security Establishment Canada Directive ITSG-06, dated July 2006.
   
   
4. WD follows Information Technology (IT) Media Overwrite Guidelines as set out in the RCMP Technical Security Branch - IT Security Bulletin Lead Agency Publication B2-002, dated May 2009.

Strategies / Comments

1. Definition of a Printing Unit:
   Units that are networked (including local and desktop printers), stand-alone (non-networked), as well as single-purpose and multi-function (e.g., photocopiers) are included.
   
   
2. Method Used for Determining the Number of Printing Units:
   1. The January 2011 inventory listed 139 printers, comprising 100 networked and 39 stand-alone units.
   2. The November 2011 inventory shows 117 printers, comprising 88 networked and 29 stand-alone units, representing a reduction of 22 printers.
3. Method Used for Determining the Number of Employees:
   1. Employees include indeterminate and term employees and students.
   2. Payroll data list 545 employees in January 2011 and 466 employees in November 2011, representing a reduction of 79 employees.
4. Target Scope:
   Units do not include fax machines, scanners and communication security equipment, or the units in the offices of the Minister and Deputy Minister, as well as offices with less than eight people.
   1. Employees reduced by nine, for a scope total of 457;
   2. Printers reduced by 13, for a scope total of 104.
5. Implementation Strategies:
   1. Mandatory duplex printing standard set on all printers;
   2. Stand-alone and single-purpose printers not replaced at end-of-life;
   3. Multi-function printers to replace single-purpose units.

Strategies / Comments

1. Target Scope:
   All employees and all paper purchased are included.
   
   
2. Method Used for Determining Paper Consumption:
   The PWGSC Paper Standing Offer (PSO) purchasing data and financial system data calculate 4,823,017 sheets of paper, normalized to letter size equivalent.
   
   
3. Method Used for Determining the Number of Employees:
   1. Employees include indeterminate and term employees and students.
   2. Payroll data list 545 employees in January 2011 and 466 employees in November 2011, representing a reduction of 79 employees.
4. Implementation Strategies:
   1. Automatic duplex printing standard on printers;
   2. Dual screens;
   3. Adopting a Green Meeting Guide;
   4. encouraging reduced printing through communication.

Strategies / Comments

1. The green meeting guide was completed and approved by the Federal Sustainable Development Strategy Committee in November 2011.
   
   
2. The guide was introduced and implemented as an activity during the Greening Government Awareness Event in January 2012.

Strategies / Comments

1. The FY 2009-10 percentage represents data from one paper supplier on the PWGSC PSO.
   
   
2. Paper consumption data from FY 2010-11 includes information from PWGSC PSO suppliers.
   
   
3. Implementation Strategy:
   The paper ordering process will be investigated and corrected.

Strategies / Comments

1. WD will continue to purchase its IT hardware from CPIs, which are ‘greened’ through PWGSC’s Commodity Management Framework.

Strategies / Comments

1. WD has six departmental locations, with varying disposal methods for paper and paper products. (See target 8.6 for definition of ‘location.’)
   
   
2. In FY 2011-12, each location outlined current process and amount (weight) of waste paper and paper products.
   
   
3. In FY 2012-13, recycling programs will be investigated. The best method(s) to meet WD’s operations needs will be determined through an appropriate procurement strategy.
   
   
4. A recycling program will be launched on April 1, 2013, with full implementation by March 31, 2014.

Strategies / Comments

1. Basic Green Procurement information was provided as part of WD in-house Procurement 101 training.
   
   
2. The Canada School of Public Service course Green Procurement - C215 became mandatory for the employees identified in target 8.11 (i).
   
   
3. The Corporate Learning initiative became effective on April 1, 2011, and it will be completed by March 31, 2012.
   
   
4. Ongoing training will be offered for new employees identified in target 8.11 (i), as required.

Strategies / Comments

1. Designated employees include:
   • - Manager, Corporate Administration - Headquarters;
   • - Manager, Finance & Corporate Services - British Columbia;
   • - Manager, Finance & Corporate Services - Alberta;
   • - Manager, Finance & corporate Services - Saskatchewan;
   • - Manager, Finance & Corporate Services - Manitoba;
   • - Manager, Finance & Corporate Services - Policy and Strategic Direction;
   • - Procurement Services Advisor, Corporate Services - Headquarters.
2. The Procurement Services Advisor has green performance evaluation measures identified.

Strategies / Comments

1. Green procurement commitments were stated in the WD Procurement Strategy. The use of PWGSC Green CPIs is mandatory.
   
   
2. The use of Electronic Bid Box is fully integrated in all offices, resulting in decreased paper usage and increased electronic filing.
   
   
3. Lifecycle Management will reduce the number of printer units and paper consumption, to achieve targets 8.7 and 8.8.
   
   
4. Various events, tips and hints will reduce footprint, including ongoing advice to procurement staff and communication bulletins.
   
   
5. Project tracking in financial system was improved, with full identification of Green purchases.

Name of Horizontal Initiative: Western Economic Partnership Agreements (WEPAs)

Name of Lead Department: Western Economic Diversification Canada (WD)

Lead Department's Program Activities: Innovation, Business Development and Community Economic Development

Start Date of the Horizontal Initiative: April 17, 2008

End Date of the Horizontal Initiative: Although the end date for project approvals is March 31, 2012, the initiative’s administration will continue until March 31, 2014.

Total Federal Funding Allocation (From Start to End Date): $100 million

Description of the Horizontal Initiative (including Funding Agreement): WEPAs are multi-year, federal-provincial funding commitments to strengthen economic activity and improve quality of life in western Canadian communities. Specifically, WD has partnered with each western provincial government to develop projects in line with WEPA priorities. The last round of WEPAs included cost-shared agreements of $50 million over four years.

Shared Outcome: A greater federal-provincial co-operation towards realizing the economic and regional development potential of the West by helping to create communities that are innovative, entrepreneurial and sustainable.

Governance Structure: Each WEPA is managed by a Federal-Provincial Management Committee and co-chaired by federal and provincial representatives that are designated by Ministers.

Planning Highlights: In 2012-13, WD will support projects that were approved in previous fiscal years and that are consistent with the following WEPA priorities:

• Supporting the creation and growth of knowledge-based research and development, as well as business clusters and the commercialization of new products, technologies and services out to market;
• Supporting trade and investment promotion;
• Enhancing business productivity and competitiveness;
• Increasing value-added production in traditional industries.
  

Federal Partner: WD

Expected Results: Although the four agreements are based on federal-provincial priorities, these also align with WD's Program Activity Architecture. As outlined in the above table, WEPA projects can align with any WD program activity. As such, projects funded through WEPAs will contribute to achieving the following results:

Innovation
Recipient projects will increase capacity, awareness and use of new technologies, increase linkages among systems players and strengthen technology clusters.

Business Development
Recipient projects will improve productivity, develop competitive businesses, expand participation in international markets, increase investment in Western Canada, enhance business capacity as well as strengthen skills, knowledge and competency of western Canadians.

Community Economic Development
Recipient projects will increase participation in the local economy by residents who face barriers or are disadvantaged, create more visible and stable local economies, improve the number and effectiveness of collaborative mechanisms that coordinate and plan community development, as well as enhance the capacity of communities to plan and support economic development.

*Note: This amount includes only WD planned spending since it is the only federal partner involved. 

Results to Be Achieved by Non-Federal Partners: Similar to federal results.

Contact information:

Tyson Purcha
Suite 1500, 9700 Jasper Avenue, Edmonton, Alberta T5J 4H7
780-495-8422
Tyson.Purcha@wd-deo.gc.ca

Strategic Outcome: The western Canadian economy is developed and diversified.

Program Activity: Community Economic Development

Name of Recipient: Primrose Lake Economic Development Corporation (PLEDCO)

Start Date: March 30, 2007

End Date: Not applicable

Description: Create a community-controlled trust fund for economic diversification

Summary of Annual Plans of Recipient: The PLEDCO is approaching five years in operation.  Its recent focus included updating the Web site, helping the Mâmawi Northwest Resource Partnership launch on October 13, 2011, and continuing to provide funds to economic development initiatives.

The following are other projects and studies the PLEDCO commenced in 2011-12 and will complete in 2012-13:

1. The Fort McMurray Road development plan;
2. The Beauval Industrial/Commercial Park;
3. The Review of Tourism in Northwestern Saskatchewan;
4. Studying the potential of hydro-electric generation;
5. Studying the feasibility of bringing natural gas to communities for home and municipal heating.
   

URL of Recipient Site: www.pledco.ca