Performance Report as of March 31, 2015
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About this publication
Publication author : Canada Economic Development for Quebec regions
ISSN number : 1490-7380
Catalog number : Iu90-1/13E-PDF
Publish date : January 25, 2016
Summary :
This report deals with Canada Economic Development's principal achievements in regards to its engagements towards the Parliament
Table of Contents
Ministers' Message
We are pleased to present this report on the key activities of Canada Economic Development for Quebec Regions in 2014–15.
Our overarching goals within the Innovation, Science and Economic Development portfolio are to help Canadian businesses grow, innovate and export so that they can spur economic development and create good quality jobs and wealth for Canadians in all regions across the country; to help small businesses grow through trade and innovation; to promote increased tourism to Canada; to promote and support scientific research and the integration of scientific considerations in our investment and policy choices. We are committed to working closely with colleagues and stakeholders from all of these diverse fields to achieve these objectives.
We are pleased to present the 2014-15 Departmental Performance Report for Canada Economic Development for Quebec Regions.



Minister of Innovation, Science
and Economic Development
Minister of Science
Minister of Small Business
and Tourism
Section I - Organizational Expenditure Overview
1.1 Organizational Profile
Minister of Innovation, Science and Economic Development:
The Honourable Navdeep Bains, P.C., M.P.
- The Honourable Denis Lebel, P.C., M.P. (responsible Minister for 2014–15)
Minister of Science:
The Honourable Kirsty Duncan, P.C., M.P.
Minister of Small Business and Tourism:
The Honourable Bardish Chagger, P.C., M.P.
Deputy Head: Marie Lemay
Ministerial Portfolio: Canada Economic Development for Quebec Regions
Enabling Instrument: Economic Development Agency of Canada for the Regions of Quebec ActEndnote1
Year Established: 2005
1.2 Organizational Context
1.2.1 Raison d’être and Responsibilities
Mission
Under its Act,Endnote2 which came into effect on October 5, 2005, the object of the Economic Development Agency of Canada for the Regions of Quebec (CED) is to “promote the long-term economic development of the regions of Quebec by giving special attention to those where slow economic growth is prevalent or opportunities for productive employment are inadequate.”
Strategic Outcome
Quebec’s regions have a growing economy.
Vision
Quebec regions and enterprises participate to their full potential in the economy of tomorrow, building on their respective assets.
As part of its mission, CED promotes the startup and performance of businesses. It helps them become more competitive, productive, innovative and active on markets in Canada and elsewhere. It supports communities’ engagement efforts in the different regions of Quebec and helps attract investment that will increase the prosperity of the Quebec and Canadian economies.
CED thus contributes to the economic vitality of all Quebec regions, by paying special attention to communities with low economic growth, as stipulated in its enabling Act. In this respect, CED uses an Economic Development IndexEndnote3 which allows it, among other things, to determine the economic development levels of Quebec’s 104 communitiesEndnote4 in order to meet needs effectively.
CED works with businesses, primarily small and medium-sized enterprises (SMEs), as well as non-profit organizations (NPOs), through its business offices.Endnote5 By providing financial assistance for projects, among other things, CED supports their development efforts.
CED’s approach is inspired by the best practices identified with respect to regional economic development.Endnote6 It is:
- consistent with government priorities and national strategies in line with its object and anticipated results;
- geared to the economic issues and challenges of Quebec’s enterprises and its different regions by building on their assets and potential; and
- collaborative with economic agents, such as local partners, other federal departments and agencies, the Quebec government and municipal organizations.
CED’s Grants and Contributions Programs and Initiatives, in effect 2014–15Endnote7
Main Program:
- Quebec Economic Development Program (QEDP)
Targeted and/or Temporary Initiatives:
- Economic Recovery Initiative for Lac Mégantic
- Canadian Economic Diversification Initiative for Communities Reliant on Chrysotile
- Strategic Initiative to Combat the Spruce Budworm Outbreak in Quebec (SICSBOQ)
- Linguistic Duality Economic Development Initiative (EDI)
Canada-wide Program Implemented in Quebec by CED:
- Community Futures Program (CFP)
Infrastructure Canada’s delivery partner in Quebec:Endnote8
- Building Canada Fund–Quebec (BCF)
1.2.2 Strategic Outcome and Program Alignment Architecture
This report is structured according to CED’s Program Alignment Architecture (PAA), which came into effect on April 1, 2012.Endnote9 The following list presents the complete framework of CED’s four programs and seven sub-programs,Endnote10the links among them, and the strategic outcome to which they contribute.
-
1. Strategic Outcome: Quebec’s regions have a growing economy
-
1.1 Program: Business Development
- 1.1.1 Sub-program: Entrepreneurship Support
- 1.1.2 Sub-program: Business Performance
-
1.2 Program: Regional Economic Development
- 1.2.1 Sub-program: Regional Engagement
- 1.2.2 Sub-program: Regional Investment
-
1.3 Program: Strengthening Community Economies
- 1.3.1 Sub-program: Community Futures Program
- 1.3.2 Sub-program: Infrastructure Modernization
- 1.3.3 Sub-program: Targeted and/or Temporary Support
- 1.4 Program: Internal Services
-
1.1 Program: Business Development
1.2.3 Organizational Priorities
Priorities represent the areas on which CED has decided to focus, but do not exclude the execution of activities in other areas of the PAA. They are established on the basis of Government of Canada priorities, departmental targeted results and risks, and the economic challenges of Quebec’s different regions. During FY 2014–15, CED implemented the following three priorities, which are in line with those presented in its most recent Reports on Plans and Priorities (RPPs):
Priority #1 | Type | Link to Program |
---|---|---|
Support the maintenance and growth of businesses | Ongoing | 1.1 Business Development |
Summary of Progress | ||
|
||
Priority #2 | Type | Link to Program |
Contribute to strengthening the economy of the regions and communities through targeted and/or temporary support |
Ongoing (wording revised) |
1.3 Strengthening Community Economies |
Summary of Progress | ||
In 2014–15, CED continued to engage in order to strengthen community economies, by providing communities with targeted and/or temporary support. CED implemented three priority initiatives:
Through its activities under the Quebec Economic Development Program (QEDP), CED also implemented two new initiatives to contribute to strengthening community economies:
|
||
Priority #3 | Type | Link to Program |
Continue the Agency’s transformation and modernization to improve its efficiency |
Ongoing (wording revised) |
All |
Summary of Progress | ||
In 2014–15, CED continued to simplify and modernize its processes and tools while implementing departmental and government-wide initiatives. Also, the Destination 2020 initiative allowed CED to carry out an action plan drawn up following the employee consultations held in 2013–14. Facilitate transactions with its clientele through simplification and modernization of its processes and tools
Generate efficiencies through implementation of CED and government-wide initiatives
Turning the vision for 2020 into reality through implementation of tangible measures
|
1.2.4 Risk Analysis
The main external risk likely to affect the fulfilment of CED’s mandate is linked to changes in the Quebec, Canadian and global economies.
The table below presents this risk, associated response strategies, and the link to the PAA and organizational priorities.
Corporate Risks | Risk Response Strategies | Link to PAA | Link to Priorities |
---|---|---|---|
External Risk | |||
Economic Risk and Institutional Capacity Risk that the pursuit of priorities and results expected from CED’s economic development programs may be affected by the economic context |
|
Program 1.1: Business Development Program 1.2: Regional Economic Development Program 1.3: Strengthening Community Economies |
# 1, 2 and 3 |
1.3 Actual Expenditures
This section provides an overview of financial and human resources, along with a summary table portraying CED’s performance in 2014–15.
Total Budgetary Expenditures | Planned Spending | Total AuthoritiesEndnote13 | Actual Spending |
Difference (Actual Minus Planned) |
---|---|---|---|---|
247,840,617 | 247,840,617 | 256,774,298 | 253,897,916 | 6,057,299 |
For 2014–15, CED spent $253.9 million out of a possible $256.8 million, or 99% of the authorities.
Planned Resources | Actual Resources |
Difference (Actual Minus Planned) |
---|---|---|
308 | 315 | 7 |
During the year, CED had to adjust in order to meet Government priorities and the challenges and issues facing Quebec enterprises and communities. In 2014–15, it approved 731 new projects, up 13% from the previous year. CED also implemented new initiatives which contribute to strengthening the economy of communities and regions through targeted and/or temporary support.
CED successfully met its commitments and priorities while remaining within its operating budget. Thus, it had to adapt the allocation of its resources as planned in the RPP 2014–15 among the programs in its PAA. The Strengthening Community Economies and Internal Services programs were in greater demand than had been anticipated for FY 2014–15.
Strategic Outcome, Programs and Internal Services | Main Estimates 2014-2015 | Planned SpendingEndnote15 | Total Authorities Available for Use 2014–15Endnote16 |
Actual Spending (Authorities Used) |
||||
---|---|---|---|---|---|---|---|---|
2014-2015 | 2015-2016 | 2016-2017 | 2014-2015 | 2013-2014 | 2012-2013 | |||
Strategic Outcome #1: Quebec’s regions have a growing economy. | ||||||||
Program 1.1: Business Development |
146,609,271 | 146,609,271 | 151,677,176 | 140,314,211 | 146,499,765 | 146,564,462 | 147,594,134 | 130,483,270 |
Program 1.2: Regional Economic Development |
48,507,928 | 48,507,928 | 35,237,510 | 32,313,130 | 47,945,992 | 34,133,620 | 39,132,388 | 44,054,296 |
Program 1.3: Strengthening Community Economies |
38,816,648 | 38,816,648 | 53,720,902 | 51,673,326 | 46,333,260 | 55,328,034 | 64,286,545 | 102,808,455 |
Subtotal - Strategic Outcome #1 |
233,933,847 | 233,933,847 | 240,635,588 | 224,300,667 | 240,779,017 | 236,026,116 | 251,013,067 | 277,346,021 |
Subtotal - Internal Services |
13,906,770 | 13,906,770 | 20,446,605 | 20,314,530 | 15,995,281 | 17,871,800 | 18,292,750 | 19,083,325 |
TOTAL | 247,840,617 | 247,840,617 | 261,082,194 | 244,615,197 | 256,774,298 | 253,897,916 | 269,305,817 | 296,429,346 |
Spending Analysis by PAA Program
For FY 2014–15, CED’s total grants and contributions expenditures and operating expenditures stood at $253.9 million. Of that, $212.2 million was invested in G&C in projects aimed at economic development. The balance of $41.7 million was used for operations.
a. Performance of PAA programs, excluding Internal Services
Table 1 shows that CED’s actual spending for 2014–15, aside from expenditures associated with its Internal Services, reached $236 million, thus accounting for 92.9% of its total actual spending. This broke down among CED’s PAA programs as follows:
- 62% for Business Development;
- 15% for Regional Economic Development; and
- 23% for Strengthening of Community Economies.
In view of the Government’s budget cycle, the variance observed between CED’s actual and planned spending in 2014–15 in the Strengthening Community Economies program is attributable to the fact that, when the RPP 2014–15 was released, the yearly budgets were not known for certain temporary grants and contributions programs, such as the Economic Recovery Initiative for Lac Mégantic and the Strategic Initiative to Combat the Spruce Budworm Outbreak in Quebec.
Also, CED’s programs are flexible so as to adjust continually to the challenges and issues of Quebec’s enterprises and different regions. This was reflected in 2014–15 in the implementation of temporary initiatives and an increase in business volume which required resource adjustments, in line with applicable statutes, policies and regulations. The variance between CED’s forecasts and its actual spending among PAA programs is also attributable to the nature and type of projects submitted by promoters and reflects local needs with regard to economic development. In fact, the design and implementation of projects supported by CED depend on local and regional enterprises and stakeholders. As a result, there is considerable interdependence among the economic context, the dynamism of all the agents involved, and CED’s results.
b. Performance of Internal Services
CED’s actual spending in 2014–15 in the Internal Services program of its PAA stood at $17.9 million. Consequently, the relative share of Internal Services out of CED’s total expenditures was 7.0% in 2014–15.
1.4 Alignment of Spending With the Whole-of-Government Framework
Strategic Outcome | Programs | Spending Area | Government of Canada Outcome | Actual Spending |
---|---|---|---|---|
Quebec’s regions have a growing economy | 1.1 Business Development | Economic Affairs | Strong economic growth | $146,564,462 |
1.2 Regional Economic Development | Economic Affairs | Strong economic growth | $34,133,620 | |
1.3 Strengthening of Community Economies | Economic Affairs | Strong economic growth | $55,328,034 | |
1.4 Internal Services | Economic Affairs | Strong economic growth | $17,871,800 |
Spending Area | Total Planned Spending |
---|---|
Economic Affairs | $247,840,617 |
Social Affairs | N/A |
International Affairs | N/A |
Government Affairs | N/A |
1.5 Departmental Spending Trend
The figure below shows CED’s actual and planned spending trend. The light grey bar corresponds to G&C expenditures and operating expenditures under its regular programs,Endnote17 while the dark grey bar indicates those associated with sunset programs.Endnote18
Figure 1: Actual SpendingEndnote19 and Planned SpendingEndnote20 Trend, April 1, 2012 to March 31, 2018
Long Description
The figure above presents actual spending from 2012–13 to 2014–15, and planned spending from 2015–16 to 2017–18.
With regard to actual expenditures, the figure above shows a 14% drop in CED’s spending between 2012–13 and 2014–15, from $296 million to $254 million. The largest decline was from 2012–13 to 2013–14. The variation may be explained by, among other things, the termination of the Temporary Initiative for the Strengthening of Quebec’s Forest Economies (TISQFE) and the Support Initiative for International Cruise Development Along the St. Lawrence and Saguenay Rivers. The decline in sunset program budgets from 2013–14 to 2014–15 is largely attributable to the termination of the Community Infrastructure Improvement Fund program.
With respect to CED’s planned spending, the $7-million rise in expenditures from 2014–15 ($233.4 million) to 2015–16 ($240 million) is primarily attributable to increased reinvestment of revenues from clients’ contribution repayments. The same adjustment is not included in planned spending for 2016–17 and 2017–18, since the authorities have not been granted at this stage.
The variation in CED’s sunset programs from 2015–16 to 2017–18 is explained by the variability in funding levels from year to year for the various planned initiatives, including in particular the Economic Recovery Initiative for Lac Mégantic and the Canadian Initiative for the Economic Diversification of Communities Reliant on Chrysotile.
Figure 1 presents actual spending from 2012–13 to 2014–15, and planned spending from 2015–16 to 2017–18.
With regard to actual expenditures, the figure above shows a 14% drop in CED’s spending between 2012–13 and 2014–15, from $296 million to $254 million. The largest decline was from 2012–13 to 2013–14. The variation may be explained by, among other things, the termination of the Temporary Initiative for the Strengthening of Quebec’s Forest Economies (TISQFE) and the Support Initiative for International Cruise Development Along the St. Lawrence and Saguenay Rivers. The decline in sunset program budgets from 2013–14 to 2014–15 is largely attributable to the termination of the Community Infrastructure Improvement Fund program.
With respect to CED’s planned spending, the $7-million rise in expenditures from 2014–15 ($233.4 million) to 2015–16 ($240 million) is primarily attributable to increased reinvestment of revenues from clients’ contribution repayments. The same adjustment is not included in planned spending for 2016–17 and 2017–18, since the authorities have not been granted at this stage.
The variation in CED’s sunset programs from 2015–16 to 2017–18 is explained by the variability in funding levels from year to year for the various planned initiatives, including in particular the Economic Recovery Initiative for Lac Mégantic and the Canadian Initiative for the Economic Diversification of Communities Reliant on Chrysotile.
1.6 Expenditures by Vote
For information on CED’s voted appropriations and/or statutory expenditures, please consult the Public Accounts of Canada 2015Endnoteii on the Public Works and Government Services Canada website.Endnoteiii
Section II : Analysis of Programs by Strategic Outcome
This section provides information on the results of the Economic Development Agency of Canada for the Regions of Quebec (CED) for 2014–15 in relation to planned outcomes, on the basis of its Program Alignment Architecture (PAA), as illustrated below.Endnoteiv
1. Strategic Outcome – Quebec’s regions have a growing economy
Program 1.1
BUSINESS DEVELOPMENT
Program 1.2
REGIONAL ECONOMIC DEVELOPMENT
Program 1.3
STRENGTHENING COMMUNITY ECONOMIES
Subprogram 1.1.1:
ENTREPRENEURSHIP SUPPORT
Sub-program 1.2.1:
REGIONAL ENGAGEMENT
Sub-program 1.3.1.:
COMMUNITY FUTURES PROGRAM
Sub-program 1.1.2:
BUSINESS PERFORMANCE
Sub-program 1.2.2:
REGIONAL INVESTMENT
Sub-program 1.3.2:
INFRASTRUCTURE MODERNIZATION
Sub-program 1.3.3:
TARGETED AND/OR TEMPORARY SUPPORT
Program 1.4
INTERNAL SERVICES
2.1 Strategic Outcome (SO): Quebec’s regions have a growing economy
CED Overall Results |
Performance 2014-2015 |
||
---|---|---|---|
Total number of projects supportedEndnote21 Total number of projects approvedEndnote22 Total actual spending Leverage effectEndnote23 |
1,083 projects supported 731 projects approved $212.2 million $2.88 for each dollar invested by CED |
||
SO Performance Indicators | Targets | Actual ResultsEndnote24 | Attainment Date |
Number of administrative regions of Quebec that increased their gross domestic product | 17 | NA | April 1, 2017 |
Percentage of Quebec communitiesEndnote25 having improved their economic performanceEndnote26 | 65% | NA | April 1, 2017 |
Performance Analysis
For FY 2014–15, CED’s overall performance was positive. Indeed, it contributed to the economic prosperity and growth of Quebec’s regions.
CED makes a difference in the regions of Quebec through its action
- Between April 1, 2014 and March 31, 2015, CED invested $212.2 million directly in enterprises or through non-profit organizations (NPOs), for the implementation of 1,083 projects.
- More than 9,843 enterprises in all regions of Quebec in 2014–15 received support directly from CED or through an NPO assisted by CED.
- Each dollar spent by CED in 2014–15 generated $2.88 in investment in the regions, more than its leverage effect posted in 2013–14 ($2.62).
CED fosters the advancement in Quebec of Canada-wide strategies and regional priorities with respect to economic development
- CED approved 731 new projects, up 13% from the previous year.
- CED implemented initiatives which enabled it to provide targeted and/or temporary support for vulnerable communities: the Canadian Economic Diversification Initiative for Communities Reliant on Chrysotile, the Economic Recovery Initiative for Lac Mégantic, and the Strategic Initiative to Combat the Spruce Budworm Outbreak in Quebec.
- Through its activities under the Quebec Economic Development Program (QEDP), CED drew up and implemented new initiatives to foster economic activity and generate investment in Quebec’s regions: the Local Investment Initiative, and the Restoration Initiative for Watercourse Crossings on Forest Multi-use Roads in Wildlife Areas.
- CED also fostered the growth of English-speaking communities (i.e., official language minority communities in Quebec) by paying them $1.7 million within the framework of 12 Linguistic Duality Economic Development Initiative (EDI) projects.
- CED organized Quebec’s first Symposium on the Canadian Defence and Security Market, which brought together in Montreal 17 prime contractors along with representatives of 177 enterprises and organizations. The activity helped promote Quebec enterprises’ capabilities with a view to maximizing the spinoffs generated in Quebec by the Government of Canada’s major procurement projects, in particular projects associated with marine, air and land transportation equipment.Endnote27
CED is transforming itself and modernizing its procedures to serve its clients more effectively
- CED continued to modernize its procedures, building on the simplification and modernization of its processes and tools. For instance, it set up tools for processing online applications for the QEDP. Also, CED plays an active role in development of a common, government-wide management system for grants and contributions (G&C).
- CED worked closely with the other regional development agencies to generate efficiencies, collaborate in different areas of activity, and share expertise and best practices.
2.2 Program 1.1 – Business Development
Strategic Outcome #1
QUEBEC'S REGIONS HAVE A GROWING ECONOMY
Program 1.1
BUSINESS DEVELOPMENT
Sub-program 1.1.1:
ENTREPRENEURSHIP SUPPORT
Sub-program 1.1.2:
BUSINESS PERFORMANCE
Description
This program (P) is designed to support enterprises throughout their life cycle so as to sustain Quebec’s economic growth. Businesses, small and medium-sized enterprises (SMEs) in particular, are an engine of economic development. They are recognized as generating a significant share of economic activity and creating employment in communities.
The Economic Development Agency of Canada for the Regions of Quebec (CED) contributes to the renewal of the pool of enterprises in Quebec by supporting the emergence of new enterprises and business succession. CED also works to increase the competitiveness of existing enterprises and support their survival by enhancing their performance. It does so by supporting projects that enable enterprises to modernize, expand, launch or extend their export activities, reinforce their innovation capability, commercialize, and establish partnerships.
In this program, CED intervenes primarily in relation to enterprises, either directly or through non-profit organizations providing support for enterprises and entrepreneurs. It promotes business development through a grants and contributions program, the Quebec Economic Development Program (QEDP).
Main Estimates | Planned Spending | Authorities | Actual Spending |
Difference (Actual Minus Planned) |
---|---|---|---|---|
146,609,271 | 146,609,271 | 146,499,765 | 146,564,462 | -44,809 |
Planned | Actual |
Difference (Actual Minus Planned) |
---|---|---|
143 | 121 | -22 |
Program 1.1: Business Development | |||
---|---|---|---|
Overall Results | Performance | ||
Number of projects supportedEndnote30 Actual spending Share of CED’s G&C spending |
743 projects $131.7 million 62%Endnote31 |
||
Expected Final ResultsEndnote32 | Performance Indicators | Three-year Targets | Cumulative ResultsEndnote33 |
The pool of enterprises in Quebec is renewed | Rate of survivalEndnote34 of businesses supported in their startup | 55% | 84% |
Rate of survival of businesses supported in their transfer | – | N/AEndnote35 | |
Quebec enterprises are competitive | Rate of survival of businesses supported in their development | 75% | 96% |
Performance Analysis and lessons Learned
CED’s performance in 2014–15 in the Business Development program exceeded expectations. In that regard, Statistics Canada’s study on net impactEndnotev supported these results, and confirmed that the cumulative survival rate of all cohorts shows that, five years after receiving funding, CED’s clients post a survival rate 7.8 percentage points higher than non-clients.
CED’s intervention in this program is identified as an organizational priority in 2014–15, and involves supporting the maintenance and growth of businesses. CED thus contributed to renewing the pool of enterprises and enhancing the competitiveness of existing enterprises:
- It invested $118.5 million to support implementation of 629 projects to boost enterprises’ growth.
- 84% of enterprises receiving startup support were still in operation three years after the termination of the funding awarded.
- 96% of enterprises assisted in their development efforts were still in operation three years after funding ended.
2.2.1 Sub-program 1.1.1 – Entrepreneurship Support
Description
This sub-program (SP) is aimed at increasing the pool of enterprises in Quebec, where entrepreneurial dynamism is lower than in the rest of Canada.Endnote36 CED hopes to boost entrepreneurial dynamism throughout Quebec. It does so by encouraging business pre-startups and startups, and by supporting the survival of existing enterprises through succession planning and business transfers.
In this sub-program, CED provides support primarily to enterprises or non-profit organizations that support enterprises and entrepreneurs, such as entrepreneurship centres, incubators, and transfer and spinoff organizations. It contributes to entrepreneurship support through its grants and contributions program, the QEDP.
Planned Spending | Actual Spending |
Difference (Actual Minus Planned) |
---|---|---|
21,991,391 | 21,984,669 | -6,722 |
Planned Resources | Actual Resources |
Difference (Actual Minus Planned) |
---|---|---|
21 | 20 | -1 |
Expected Results | Performance Indicators | Targets | Results |
---|---|---|---|
Sub-program 1.1.1: Entrepreneurship Support | |||
Enterprises are started up or transferred | Percentage of enterprises started up | 25%Endnote38 | 43% |
Percentage of enterprises transferred | – |
N/AEndnote39 |
Performance Analysis and Lessons Learned
For FY 2014–15, CED fostered business growth and maintenance, one of its priorities, by focussing on projects to create and start up new enterprises.
CED considers that it fostered renewal of the pool of enterprises in Quebec during 2014–15. It supported the implementation of 114 projects to stimulate the creation of enterprises. CED’s financial assistance in entrepreneurship amounted to $13.2 million.
CED thus contributed to the fact that 43% of enterprises supported had started upEndnote40 in Quebec, thereby surpassing its target. As to the percentage of enterprises transferred, CED’s support is provided in particular for productivity and expansion projects in the Business Performance sub-program.
2.2.2 Sub-program 1.1.2 – Business Performance
Description
The goal of this sub-program (SP) is to increase Quebec enterprises’ performance and competitiveness. The productivity of the Quebec economy is lower than the average for the rest of Canada,Endnote41 and productivity gains can be achieved among other things through investment carried out by Quebec enterprises.
In fact, in the context of growing global competition, Quebec enterprises wishing to develop or ensure their survival have to innovate and convert their ideas into business opportunities, enhance their productivity and penetrate new markets.
CED accompanies enterprises from the different regions of Quebec to help them meet these challenges. It does so by encouraging them to invest to optimize their production and increase their efforts with respect to innovation, technology transfer, commercialization and exports. CED also assists in the structuring of business networks in which enterprises operate.
CED’s intervention in this sub-program is aimed primarily at enterprises and non-profit organizations that support enterprises. It helps business performance through a grants and contributions program, the QEDP.
Planned Spending | Actual Spending |
Difference (Actual Minus Planned) |
---|---|---|
124,617,880 | 124,579,793 | -38,087 |
Planned Resources | Actual Resources |
Difference (Actual Minus Planned) |
---|---|---|
122 | 101 | -21 |
Expected Results | Performance Indicators | Target | Actual Result |
---|---|---|---|
Sub-program 1.1.2: Business Performance | |||
Enterprises improve their performance | Percentage of coached businesses that maintained or increased their sales figures or self-generated incomeEndnote44 | 65% | 65% |
Performance Analysis and Lessons Learned
CED’s performance in the Business Performance sub-program fulfilled expectations. During 2014–15, CED supported 629 projects, investing $118.5 million to sustain the prosperity and competitiveness of Quebec enterprises.
CED intervenes directly with enterprises, and also reaches them indirectly, via NPOs. Through its action, CED contributed in 2014–15 to the development of more than 7,615 enterprises. Of that number:
- 1,891 enterprises received direct or indirect support in their productivity and expansion projects;
- 1,645 enterprises received direct or indirect support in innovation and technology transfer;
- 3,482 enterprises received direct or indirect support in exports and commercialization; and
- 590 enterprises received direct or indirect support in structuring of networks.Endnote45
CED continued its support for the two Canada Business Network service centres in Quebec, Info entrepreneurs in Montreal and Ressources entreprises in Quebec City, which provide information and referral services to guide entrepreneurs to specialized resources. In 2014–15, these centres responded to 23,280 information requests. CED’s financial support through its operating budget represents $1.9 million in total investment.
Also, 65% of the enterprises receiving support from CED in their projects to improve their performance saw their sales or self-generated revenue increase. More specifically, this proportion is:
- 67% for enterprises having carried out productivity and expansion projects;
- 64% for enterprises having carried out innovation and technology transfer projects; and
- 58% for enterprises having carried out commercialization and exports projects.
Furthermore, Statistics Canada’s studyEndnotevi on net impact confirms that assistance from CED increases enterprises’ chances of success. From the first years following CED funding, enterprises receiving assistance average higher revenue growth, employment levels and productivity than the control group of comparable enterprises.
2.3 Program 1.2 – Regional Economic Development
Strategic Outcome #1
QUEBEC'S REGIONS HAVE A GROWING ECONOMY
Program 1.2
REGIONAL ECONOMIC DEVELOPMENT
Sub-program 1.2.1:
REGIONAL ENGAGEMENT
Sub-program 1.2.2:
REGIONAL INVESTMENT
Description
This program (P) is intended to strengthen the regions’ economic base so as to sustain the growth of Quebec’s economy. Quebec’s regions differ in, among other things, their industrial structure, and some are more sensitive to economic fluctuations. Quebec’s prosperity depends on the participation of the different regions in the economy to their full potential.
CED wishes to contribute to building strong, competitive regions. It does so by supporting local communities as they take charge of their economic development, and by stimulating investment in all Quebec regions.
In this program, CED intervenes primarily through non-profit organizations active in economic development. It supports regional economic development through a grants and contributions program, the QEDP.
Main Estimates | Planned Spending | Total Authorities Available for Use | Actual Spending |
DifferenceEndnote47 (Actual Minus Planned) |
---|---|---|---|---|
48,507,929 | 48,507,929 | 47,945,992 | 34,133,620 | -14,374,309 |
Planned Resources | Actual Resources |
Difference (Actual Minus Planned) |
---|---|---|
16 | 20 | 4 |
Program 1.2: Regional Economic Development | |||
---|---|---|---|
Overall Results | Performance | ||
Number of projects supported Actual spending Share of CED’s G&C spending |
103 projets 32 million 15% |
||
Expected Final Result | Performance Indicators | Three-year Targets | Cumulative ResultsEndnote49 |
Quebec regions have a stronger economic base | Total amount of investment generated in regions supported that completed the implementation of their development projectEndnote50 | $90M | 64.2M$Endnote51 |
Amount of spending by tourists from outside Quebec attracted to the regions supported | 9B$ | $10.2B | |
Amount of foreign direct investment maintained in or attracted to the regions supported | $1.8B | $3.7B |
Performance Analysis and Lessons Learned
The performance obtained in 2014–15 under the Regional Economic Development program partially meets expectations, and indicates that CED’s intervention is in line with its priorities.
During FY 2014–15, CED placed greater emphasis on its two priorities, supporting the maintenance and growth of businesses, as well as contributing to strengthening the economies of communities and regions through targeted and/or temporary support. It thus reallocated its resources in the Strengthening Community Economies program.
During 2014–15, CED invested $32 million in 103 projects to strengthen the economic base of Quebec’s regions.
CED contributed to creating new opportunities in Quebec regions by building on their respective assets. Since April 1, 2012, CED and its project-partner fund providers generated $64.2 millionEndnote52 in the regions by encouraging local communities to carry out their projects and acquire the community economic facilities necessary for their development.
CED also contributed to attracting tourists to the different regions of Quebec from other provinces and outside Canada. The latest dataEndnote53 show that tourists spent $3.5 billion in Quebec in 2013, up slightly from 2012 ($3.4 billion). CED has exceeded the cumulative goal of $9 billion that it set for March 31, 2015.
CED fostered the attraction of investment from foreign firms and international agencies. Since 2012–13, it has contributed to attracting $3.7 billion in investment, thus surpassing its goal set for March 31, 2015. This performance is attributable to the establishment and expansion in Greater Montreal of several subsidiaries of foreign corporations. This foreign direct investment was primarily concentrated in high-technology industries, thus supporting the region’s productivity and competitiveness.Endnote54
2.3.1 Sub-program 1.2.1 – Regional Engagement
Description
This sub-program (SP) is aimed at supporting local communities as they take charge of their development so as to strengthen the economic base of Quebec’s regions. Local empowerment with regard to local economic development and the synergy with which stakeholders interact are success factors in eliciting the establishment of growth-generating projects.
CED sustains the growth and diversification of Quebec communities by supporting engagement and joint action by the various stakeholders, planning of their economic development, canvassing, pursuit of funding and implementation of structuring, recovery or diversification initiatives.
In this sub-program, CED intervenes primarily through non-profit organizations with an economic role. It supports Regional Engagement through a grants and contributions program, the QEDP.
Planned Spending | Actual Spending |
Difference (Actual Minus Planned) |
---|---|---|
4,850,793 | 3,413,362 | -1,437,431 |
Planned Resources | Actual Resources |
Difference (Actual Minus Planned) |
---|---|---|
8 | 4 | -4 |
Expected Result | Performance Indicator | Target | Result |
---|---|---|---|
Sub-program 1.2.1: Regional Engagement | |||
Communities take charge of their economic development | Percentage of communities supported which implement mobilization projectsEndnote56 | 40% | 29% |
Performance Analysis and Lessons Learned
In order to meet communities’ needs, in line with its priorities, CED concentrated its intervention on the Business Development and Strengthening Community Economies programs, thereby supporting a large number of communities, to boost their economies and foster their development. Information on the performance of these programs may be found in the sections of the Report dedicated to them.
CED approved three new projects aimed at regional engagement in 2014–15.
Also, CED continued its financial support for communities by investing $3.1 million in 24 previously approved projects falling under Regional Engagement.
Under this sub-program, CED also supports the implementation of recovery and diversification plans and of projects stemming from those plans. Thus, of the 14 communities receiving financial support from CED in 2014–15 for projects aimed at their engagement and development, four implemented projects arising from planning, or 29% of the communities supported.
2.3.2 Sub-program 1.2.2 – Regional Investment
Description
This sub-program (SP) is aimed at increasing investment in the different regions of Quebec so as to strengthen their economic activity base. Quebec’s regions are faced with global competition, and have to stand out to attract investment needed to maximize their economic growth.Endnote57
Quebec must build on its current strengths, such as access to the North American market, a diversified economy, niches of excellence, skilled workers, an enviable quality of life, abundant resources, a distinctive tourism offering, and more besides.
CED supports regions in their efforts to acquire the equipment necessary to harness their assets in order to stimulate business and generate economic spinoffs. It also does so by enhancing promotion of regional assets with a view to increasing tourist spending and the attraction of foreign direct investment through foreign firms and international organizations.
In this sub-program, CED focusses on non-profit organizations. It supports Regional Investment through a grants and contributions program, the QEDP.
Planned Spending | Actual Spending |
DifferenceEndnote59 (Actual Minus Planned) |
---|---|---|
43,657,136 | 30,720,258 | -12,936,878 |
Planned Resources | Actual Resources |
DifferenceEndnote60 (Actual Minus Planned) |
---|---|---|
8 | 16 | 8 |
Expected Results | Performance Indicators | Targets | Results |
---|---|---|---|
Sub-program 1.2.2: Regional Investment | |||
Quebec regions attract investment | Percentage of communities supported which implement community economic facility projects | 75% | 100% |
Number of tourists from outside Quebec attracted to the regions | 5.9M | 6.5M | |
Number of international organizations and foreign enterprises maintained, in expansion or attracted to the regions supported | 30 | 50 |
Performance Analysis and Lessons Learned
In 2014–15, performance in the Regional Investment sub-program exceeded expectations. CED contributed to the competitive positioning of the different regions of Quebec, to help them become more attractive and open to the world. It funded 79 projects, to the tune of $28.9 million, to stimulate different forms of investment in Quebec.
In that regard, the Project to Implement the Eeyou Istchee Broadband Communications Network (ECN) Case StudyEndnotevii concluded that specific and targeted programs are necessary to support remote areas in their growth-generating projects.
In this sub-program, CED supports, in particular, the planning and implementation of community economic facility projects. Thus, the four communities which received financial support from CED in 2014–15 for community economic facility projects carried out projects stemming from planning (100% of the communities supported).
CED also fostered the international outreach of Quebec’s regional economic assets. It supported the commercialization of destinations or major events, such as festivals, to increase the number of tourists visiting and generate economic spinoffs within communities. According to the latest data,Endnote61 an average of some 6.5 million tourists a year from outside Quebec visited the province’s different regions.
CED contributed, through Montreal International and Quebec International, to maintaining in or attracting to Quebec 50 foreign firms and international organizations in 2014–15.Endnote62
2.4 Program 1.3 – Strengthening Community Economies
Strategic Outcome #1
QUEBEC'S REGIONS HAVE A GROWING ECONOMY
Program 1.3
STRENGTHENING COMMUNITY ECONOMIES
Sub-program 1.3.1:
COMMUNITY FUTURES PROGRAM
Sub-program 1.3.2:
INFRASTRUCTURE MODERNIZATION
Sub-program 1.3.3:
TARGETED AND/OR TEMPORARY SUPPORT
Description
In addition to its regular programs, CED develops, administers and implements Canada-wide programs or targeted and/or temporary initiatives. The common objective is strengthening community economies, in order to increase Quebec’s economic growth.
CED thus supports communities’ economic development and ensures sound, effective management of infrastructure programs in Quebec. CED also supports economic activity in Quebec communities that are sustaining economic shocks, experiencing significant development challenges, or grasping long-term business opportunities.
This program is directed at enterprises and non-profit organizations. CED uses dedicated, temporary or permanent additional funding from the Government of Canada, or specific funds which it allocates via the QEDP. It also intervenes by means of a permanent fund dedicated to the Community Futures Program (CFP).
Main Estimates | Planned Spending | Authorities | Actual Spending |
DifferenceEndnote64 (Actual Minus Planned) |
---|---|---|---|---|
38,816,648 | 38,816,648 | 46,333,260 | 55,328,034 | 16,511,386 |
Planned Resources | Actual Resources |
Difference (Actual Minus Planned) |
---|---|---|
29 | 47 | 18 |
Program 1.3: Strengthening Community Economies | |||
---|---|---|---|
Overall Results | Performance | ||
Number of projects supportedEndnote66 Number of Canada-wide programs and temporary initiatives implementedEndnote67 Actual spending Share of CED’s spending |
237 projects 8
$48.5 million 23% |
||
Expected Final Result | Performance Indicators | Three-year Targets | Cumulative Results |
Quebec communities have stronger economies | Value of total investment generated in communities: | $770.3M | $776.6MEndnote68 |
|
744M$ | $730.4M | |
|
$6.8M | $6.9M | |
|
$19.5M | $15.1M |
Performance Analysis and Lessons Learned
Under the Strengthening Community Economies program, CED attained most of its results targets as of March 2015. In 2014–15, it implemented targeted and/or temporary initiatives, as well as a Canada-wide initiative, and administered a fund for Infrastructure Canada.
CED’s intervention to strengthen community economies generated total investment of $776.6 million.Endnote69
Through the Community Futures Program, CED provided 56 CFDCs and 10 BDCs with financial support. During FY 2014–15, it supported implementation of 1,463 projects involving investment totalling $730.4 million in the communities receiving assistance.
Through Canada-wide EDI, CED contributed to stimulating the economic development of English-speaking communities (i.e., official language minority communities (OLMCs) in Quebec). In 2014–15, under this initiative, CED supported 12 projects involving $6.9 million in total investment in the communities backed, thus surpassing the planned performance target.
Under the Canadian Economic Diversification Initiative for Communities Reliant on Chrysotile, CED contributed to supporting the economic transition of communities in Des Appalaches and Des Sources regional county municipalities (RCMs), which are dependent on the chrysotile aluminum industry, toward the secondary and tertiary sectors. CED supported 18 projects, nine of which were completed in 2014–15, involving investment totalling $15.1 million in communities.
Under the Economic Recovery Initiative for Lac Mégantic, CED fostered that community’s economic and commercial recovery by deploying a dedicated team in the field to accompany local stakeholders in their economic development efforts. CED supported 13 projects, five of which were completed in 2014–15, involving total investment of $18.8 million in the community.
Under the Strategic Initiative to Combat the Spruce Budworm Outbreak in Quebec, CED contributed to supporting the sustainability and dynamism of the forestry sector and the health of Canada’s forests, which are vital to communities tied to that industry. This year, it invested $1.5 million in the Société de protection des forêts contre les insectes et les maladies (SOPFIM) to help control the spruce budworm infestation in the Bas-Saint-Laurent, Gaspésie and Côte-Nord regions.
Through its activities under the Quebec Economic Development Program (QEDP), CED also implemented two new initiatives to contribute to strengthening community economies:
CED’s support through the Restoration Initiative for Watercourse Crossings on Forest Multi-use Roads in Wildlife Areas helped encourage the restoration of watercourse crossings and ensure the improvement, rehabilitation and maintenance of these multi-use roads in wildlife areas. In 2014–15, $1.5 million was invested in project implementation through this Canada-Quebec Agreement.
CED also implemented the Local Investment Initiative. It funded projects to support local investment in all Quebec regions by encouraging the rehabilitation, upgrading or expansion of existing community halls, accessible to the public on a non-commercial basis. In 2014–15, CED supported 120 projects involving $5.4 million in total investment in communities.
2.4.1 Sub-program 1.3.1 – Community Futures Program (CFP)
Description
This sub-program (SP) is aimed at assisting local economic development in rural areas in order to strengthen the economy of Quebec communities. It implements a national program also called the Community Futures Program (CFP).
The CFP plays an important role in strengthening rural communities’ ability to diversify their economic base so as to foster long-term prosperity and sustainability.
Through the CFP, CED encourages Quebec rural communities’ planning and socioeconomic development, access to capital, availability of consulting services and support for local projects.
CED delivers the CFP in Quebec with the help of Community Futures Development Corporations and Business Development Centres, under contribution agreements.
Planned Spending | Actual Spending |
Difference (Actual vs. Planned) |
---|---|---|
30,367,433 | 29,819,011 | -548,422 |
Planned Resources | Actual Resources |
Difference (Actual vs. planned) |
---|---|---|
10 | 12 | 2 |
Expected Result | Performance Indicators | Targets | Results |
---|---|---|---|
Sub-program 1.3.1: Community Futures Program (CFP) | |||
Communities are economically sustainable | Number of economic development initiatives implemented in communities following support to CFDCs | 315 | 553 |
Percentage of entrepreneurs undertaking pre-startup, startup or acquisition of an enterprise with support from CFDCs and BDCs | 60% | 69% | |
Percentage of enterprises carrying out recovery, expansion or modernization projects with support from CFDCs and BDCs | 73% | 89% |
Performance Analysis and Lessons Learned
The performance obtained in the Community Futures Program sub-program surpassed expectations in 2014–15. CED delivers the CFP in Quebec through Community Futures Development Corporations (CFDCs) and Business Development Centres (BDCs), under contribution agreements.
In 2014–15, CED provided financial support for 56 CFDCs located in designated rural regions, as well as 10 BDCs in peri-urban areas. During FY 2014–15, CED paid some $28.4 million to those organizations to help them carry out 1,463 projects to strengthen the economy of Quebec’s rural communities.
Through the CFDCs, CED surpassed its results targets as of March 31, 2015. CFDCs implemented 553 economic development initiatives in communities, exceeding the target of 315 initiatives. With the assistance of CFDCs and BDCs, 69% of entrepreneurs supported carried out the pre-startup, startup or acquisition of an enterprise, while 89% of enterprises carried out their recovery, expansion or modernization projects.
The Summative Evaluation of the Business Startup and Succession Fund and the Business Support FundEndnoteviii performed in 2013–14 presented positive results as to the impact of the assistance provided to enterprises by the CFDCs, and revealed that not only did the two initiatives meet enterprises’ funding needs, but that few if any similar offerings catered to the issues targeted by these initiatives. With a total budget envelope of $28.3 million, the Funds led to the creation of 139 jobs and the maintenance of 685 jobs. Moreover, the sales figures of close to 75% of the enterprises sampled in the evaluation increased.
A study conducted by Statistics CanadaEndnote71 showed that enterprises supported by CFDCs perform better in terms of employment growth, survival rate, level of sales, and productivity, compared with a similar control group not receiving such support.
2.4.2 Sub-program 1.3.2 – Infrastructure Modernization
Description
This sub-program (SP) is aimed at ensuring sound and effective management of infrastructure programs in order to strengthen the economy of Quebec’s communities. Quality public infrastructure is a key factor in economic development.
CED acts as Infrastructure Canada’s delivery partner for the administration in Quebec of the Building Canada Fund (Communities and Large Urban Centres components).Endnote72
These programs are the subject of agreements between Infrastructure Canada and the Quebec government and are aimed primarily at municipalities.
Planned Spending | Actual Spending |
Difference (Actual vs. Planned) |
---|---|---|
1,528,865 | 472,312 | -1,056,553 |
Planned Resources | Actual Resources |
Difference (Actual vs. Planned) |
---|---|---|
14 | 5 | -9 |
Expected Results | Performance Indicator | Target | Result |
---|---|---|---|
Sub-program 1.3.2: Infrastructure Modernization | |||
Quebec communities have upgraded public infrastructure | Number of communities that have at their disposal completed public infrastructure under the terms of the contribution agreement | – | – |
Performance Analysis and Lessons Learned
During FY 2014–15, CED continued to work with Infrastructure Canada under the Infrastructure Modernization sub-program to ensure the implementation in Quebec of the Building Canada Fund (Communities and Large Urban Centres components) so that Quebec communities have upgraded public infrastructure.
Performance highlights with respect to the various infrastructure programs may be found in Infrastructure Canada’s Departmental Performance Reports.Endnote75
2.4.3 Sub-program 1.3.3 – Targeted and/or Temporary Support
Description
This sub-program (SP) is aimed at providing targeted and/or temporary support for Quebec communities’ economic activity in order to stabilize or strengthen their economies. The shifting context requires a real-time response that is geared to the most pressing local needs and consistent with specific government priorities.
CED can thus provide support for Quebec communities facing economic shocks, natural disasters or situations that can have an adverse impact on their economic development, and that are facing serious economic development issues or are presented with development opportunities likely to have a positive impact on the regions.
This sub-program is aimed primarily at enterprises and NPOs. CED intervenes through temporary or dedicated additional funding from the Government of Canada or specific funds which the Agency allocates through a grants and contributions program, the QEDP.
Planned Spending | Actual Spending |
DifferenceEndnote77 (Actual vs. Planned) |
---|---|---|
6,920,350 | 25,036,711 | 18,116,361 |
Planned Resources | Actual Resources |
DifferenceEndnote78 (Actual vs. Planned) |
---|---|---|
5 | 30 | 25 |
Expected Result | Performance Indicators | Targets | Results |
---|---|---|---|
Sub-program 1.3.3: Targeted and/or Temporary Support | |||
Communities have temporary support available for stabilizing or strengthening their economies | Percentage of communities that benefit from temporary support, by initiative:Endnote79 | – | – |
|
19% | 23% | |
|
100% | 100% | |
|
100% | 100% |
Performance Analysis and Lessons Learned
For 2014–15, the performance of the Targeted and/or Temporary Support sub-program met expectations. CED paid $20 million to support implementation of 166 projects within the framework of targeted and/or temporary initiatives to cater in real time to local needs, CED’s priorities, and government priorities. In this way, it provided temporary support for economic activity in all the communities targeted in order to stabilize or strengthen their economies.
Linguistic Duality Economic Development Initiative (EDI) 2013–2018
The communities supported under EDI 2013–2018 are Quebec’s English-speaking communities, i.e., official language minority communities (OLMCs).
- CED supported the implementation of 12 projects, to the tune of $1.7 million;
- Of the 62 OLMCs listed in Quebec, 14 communities received targeted support in 2014–15, or 23% of targeted communities.
Canadian Economic Diversification Initiative for Communities Reliant on Chrysotile
- Has a budget envelope of $50 million over seven years (2013–2020);
- Aims to accompany communities and businesses in Des Appalaches and Des Sources RCMs in their efforts to diversify and strengthen their economic base and thus increase their long-term growth potential; and
- In 2014–15, $3.9 million was invested by CED in 18 projects.
Economic Recovery Initiative for Lac Mégantic
- With a budget envelope of $35 million over seven years (2013–2020), it is divided into three components: rebuilding of the town; direct assistance to enterprises; and creation of two investment funds managed by the Mégantic-area CFDC;
- Aims to provide support for the economic recovery and rebuilding of the town in the aftermath of the rail accident of July 6, 2013;
- Deployment of a dedicated team in the field to accompany local stakeholders in their economic development efforts; and
- In 2014–15, $8.8 million was invested by CED in 13 projects.
Strategic Initiative to Combat the Spruce Budworm Outbreak in Quebec
- Has a $6-million envelope over four years (2014–2018);
- Is aimed at supporting the sustainability and dynamism of the forestry sector and the health of Canada’s forests, which are vital to rural communities; and
- In 2014–15, CED invested $1.5 million in the Société de protection des forêts contre les insectes et les maladies (SOPFIM) to help control the spruce budworm infestation in the Bas-Saint-Laurent, Gaspésie and Côte-Nord regions.
Through its activities under the Quebec Economic Development Program (QEDP), CED also implemented two new initiatives to contribute to strengthening community economies:
Restoration Initiative for Watercourse Crossings on Forest Multi-use Roads in Wildlife Areas
- CED funded projects aimed at encouraging the restoration of watercourse crossings damaged by weathering and severe storms, and ensuring the improvement, rehabilitation and maintenance of these multi-use roads in wildlife areas; and
- In 2014–15, $1.5 million was invested through this Canada-Quebec Agreement to fund projects.
Local Investment Initiative
- CED funded projects to support local investment in all Quebec regions by encouraging the rehabilitation, improvement or expansion of existing community halls, accessible to the public on a non-commercial basis.
- In 2014–15, $2.2 million was invested by CED in 120 projects.
2.5 Program 1.4 – Internal Services
Strategic Outcome #1
QUEBEC'S REGIONS HAVE A GROWING ECONOMY
Program 1.4
INTERNAL SERVICES
No sub-program
Description
Internal services are groups of related activities and resources that are administered to support the needs of programs and other corporate obligations of an organization. The groups are: Management and Oversight Services; Communications Services; Legal Services; Human Resources Management Services; Financial Management Services; Information Management Services; Information Technology Services; Real Property Management Services; Materiel Management Services; Acquisition Management Services; Travel Management Services and Other Administrative Services. Internal services include only those activities and resources that apply across an organization, and not those provided to a specific program. They lead to higher efficiency in program delivery, thus contributing to quality services for Canadians.
Estimates | Planned Spending | AuthoritiesEndnote81 | Actual Spending |
Difference (Actual minus planned) |
---|---|---|---|---|
13,906,770 | 13,906,770 | 15,995,281 | 17,871,800 | 3,965,030 |
Planned Resources | Actual Resources |
Difference (Planned vs. actual) |
---|---|---|
120 | 127 | 7 |
Performance Analysis and Lessons Learned
Actual use of human resources within the Internal Services program corresponds to the operational needs associated with that program.
The difference observed from the forecast is particularly attributable to the continuation and accelerated implementation of modernization initiatives to support CED program delivery and contribute to providing Canadians with quality services.
Section III - Supplementary Information
3.1 Financial Statements Highlights
The financial highlights presented below provide an overview of the financial position and operations of Canada Economic Development for Quebec Regions (CED). The unaudited financial statements are drawn up in accordance with government accounting policies, which are based on Canadian generally accepted accounting principles for the public sector.
Note that the spending presented in the tables in Sections I and II of the Report were prepared on a cash basis, while the financial highlights that follow were prepared on an accrual basis. Tables reconciling these two accounting methods are presented in the Notes to CED’s financial statements.
A more detailed statement of operations and associated notes, including a reconciliation of the net costs of operations to the requested authorities, can be found on the CED’s website.Endnote83
3.1.1 Condensed Statement of Operations
Financial Information |
2014–15 Planned Results |
2014–15 Actual |
2013–14 Actual |
Difference (2014–15 actual minus 2014–15 planned) |
Difference (2014–15 actual minus 2013–14 actual) |
---|---|---|---|---|---|
Total expensesEndnote84 | 173,978,000 | 151,447,431 | 184,836,195 | (22,530,569) | (33,388,764) |
Total revenues | 0 | 0 | 0 | 0 | 0 |
Net cost of operations before government funding and transfers | 173,978,000 | 151,447,431 | 184,836,195 | (22,530,569) | (33,388,764) |
Expenses
- In 2014–15, CED’s total expenses stood at $151.4 million, down $33.4 million (18.1%) from the previous year. This decrease is primarily attributable to the termination of funding for the Community Infrastructure Improvement Fund in 2013–14 and the increase in expenses incurred on the Government’s behalf.
- In fact, transfer payment expenses, totalling $105.4 million, fell by 22.8% from 2013–14 to 2014–15, while operating expenses also declined, by 4.7%, to $46.0 million as of March 31, 2015.
- The difference of some $22.5 million in the value of net expenses is attributable in particular to a decline in non-repayable contributions compared with projected figures, and to higher-than-anticipated expenses incurred on the Government’s behalf owing to a variation in the provision for bad debts. Expenses incurred on the Government’s behalf reduce CED’s expenses, since CED presents net expenses in its financial statements.
Revenues
- Being returned to the Consolidated Revenue Fund, CED’s revenues are declared in its financial statements as having been earned on the Government’s behalf, so the organization’s total net revenues are zero. In 2014–15, CED’s total gross revenues stood at $294,123, down 55.2% from the previous year. Revenues primarily comprise interest charged on missed payments.
3.1.2 Condensed Statement of Financial Position
Financial Information | 2014–15 | 2013–14 |
Difference (2014–15 Minus 2013–14) |
---|---|---|---|
Total net liabilities | 35,554,488 | 33,572,155 | 1,982,333 |
Total net financial assets | 32,317,420 | 30,396,774 | 1,920,646 |
Departmental net debt | 3,237,068 | 3,175,381 | 61,687 |
Total non-financial assets | 1,081,487 | 811,076 | 270,411 |
Departmental net financial position | (2,155,581) | (2,364,305) | 208,724 |
Liabilities
- As of March 31, 2015, CED’s net liabilities stood at $35.6 million, up 5.9% from the total in 2013–14. This increase is largely attributable to the rise in net accounts payable.
- Accounts payable and accrued liabilities represented the largest component of liabilities, at 90.9% ($32.3 million) of net total liabilities, while future fringe benefits along with vacation pay and compensatory leave accounted for 5.3% ($1.9 million) and 3.8% ($1.4 million) of the organization’s net liabilities, respectively.
Assets
- As of March 31, 2015, net financial assets stood at $32.3 million, up 6.3% from the previous year’s total. This rise is attributable to the increase in amounts due from the Consolidated Revenue Fund (fringe benefits and accrued liabilities).
- Also, CED’s loans held entirely on behalf of the government totalled $283.8 million as of March 31, 2015, up 2.7% from 2013–14 owing to the increase in repayable contributions paid by the organization.
- Furthermore, CED’s non-financial assets stood at $1.1 million as of March 31, 2015, up 33.3% from the previous year. This increase is primarily attributable to the rise in capital asset acquisitions.
3.2 Financial Statements
CED’s unaudited financial statements for the fiscal year ending March 31, 2015 and the Core Control Audit report produced by the Office of the Comptroller General of Canada along with the related Management Action Plan are available on CED's website.Endnotex
3.3 Supplementary Information Tables
The supplementary information tables listed in the Departmental Performance Report 2014–15 can be found on CED's website.Endnote85
- Departmental Sustainable Development Strategy;
- Details on Transfer Payment Programs;
- Internal Audits and Evaluations;
- Response to Parliamentary Committees and External Audits;
- User Fees, Regulatory Charges and External Fees;
- Appendix 1 – Technical Notes on Performance Data.
3.4 Tax Expenditures and Evaluations
The tax system can be used to achieve public policy objectives through the application of special measures, such as low tax rates, exemptions, deductions, deferrals and credits. The Department of Finance Canada publishes cost estimates and projections for these measures annually in Tax Expenditures and Evaluations.Endnotexi. The tax measures presented in that publication are the sole responsibility of the Minister of Finance.
Section IV : Organizational Contact Information
Canada Economic Development for the Regions of Quebec
Dominion Square Building
1255 Peel Street, Suite 900
Montreal, Quebec H3B 2T9
CANADA
Telephone: 514-283-6412
Fax: 514-283-3302
Website: Export Development Canada
Additional Information
The following information may be found on CED’s website:
Appendix - Definitions
Appropriation:
Any authority of Parliament to pay money out of the Consolidated Revenue Fund.
Budgetary Expenditures:
Include operating and capital expenditures; transfer payments to other levels of government, organizations or individuals; and payments to Crown corporations.
Departmental Performance Report:
Reports on an appropriated organization’s actual accomplishments against the plans, priorities and expected results set out in the corresponding Reports on Plans and Priorities. These reports are tabled in Parliament in the fall.
Full-time Equivalent:
Is a measure of the extent to which an employee represents a full person-year charge against a departmental budget. Full-time equivalents are calculated as a ratio of assigned hours of work to scheduled hours of work. Scheduled hours of work are set out in collective agreements.
Government of Canada Outcomes:
A set of 16 high-level objectives defined for the government as a whole, grouped in four spending areas: economic affairs, social affairs, international affairs and government affairs.
Management, Resources and Results Structure:
A comprehensive framework that consists of an organization’s inventory of programs, resources, results, performance indicators and governance information. Programs and results are depicted in their hierarchical relationship to each other and to the Strategic Outcome(s) to which they contribute. The Management, Resources and Results Structure is developed from the Program Alignment Architecture.
Non-Budgetary Expenditures:
Include net outlays and receipts related to loans, investments and advances, which change the composition of the financial assets of the Government of Canada.
Performance:
What an organization did with its resources to achieve its results, how well those results compare to what the organization intended to achieve and how well lessons learned have been identified.
Performance Indicator:
A qualitative or quantitative means of measuring an output or outcome, with the intention of gauging the performance of an organization, program, policy or initiative respecting expected results.
Performance Reporting:
The process of communicating evidence-based performance information. Performance reporting supports decision making, accountability and transparency.
Planned Spending:
For Reports on Plans and Priorities (RPPs) and Departmental Performance Reports (DPRs), planned spending refers to those amounts that receive Treasury Board approval by February 1. Therefore, planned spending may include amounts incremental to planned expenditures presented in the Main Estimates. A department is expected to be aware of the authorities that it has sought and received. The determination of planned spending is a departmental responsibility, and departments must be able to defend the expenditure and accrual numbers presented in their RPPs and DPRs.
Plans:
The articulation of strategic choices, which provides information on how an organization intends to achieve its priorities and associated results. Generally a plan will explain the logic behind the strategies chosen and tend to focus on actions that lead up to the expected result.
Priorities:
Plans or projects that an organization has chosen to focus and report on during the planning period. Priorities represent the things that are most important or what must be done first to support the achievement of the desired Strategic Outcome(s).
Program:
A group of related resource inputs and activities that are managed to meet specific needs and to achieve intended results and that are treated as a budgetary unit.
Program Alignment Architecture:
A structured inventory of an organization’s programs depicting the hierarchical relationship between programs and the Strategic Outcome(s) to which they contribute.
Report on Plans and Priorities:
Provides information on the plans and expected performance of appropriated organizations over a three-year period. These reports are tabled in Parliament each spring.
Results:
An external consequence attributed, in part, to an organization, policy, program or initiative. Results are not within the control of a single organization, policy, program or initiative; instead they are within the area of the organization’s influence.
Statutory Expenditures:
Expenditures that Parliament has approved through legislation other than appropriation acts. The legislation sets out the purpose of the expenditures and the terms and conditions under which they may be made.
Strategic Outcome:
A long-term and enduring benefit to Canadians that is linked to the organization’s mandate, vision and core functions.
Sunset Program:
A time-limited program that does not have an ongoing funding and policy authority. When the program is set to expire, a decision must be made whether to continue the program. In the case of a renewal, the decision specifies the scope, funding level and duration.
Target:
A measurable performance or success level that an organization, program or initiative plans to achieve within a specified time period. Targets can be either quantitative or qualitative.
Voted Expenditures:
Expenditures that Parliament approves annually through an Appropriation Act. The Vote wording becomes the governing conditions under which these expenditures may be made.
Whole-of-Government Framework:
Maps the financial contributions of federal organizations receiving appropriations by aligning their Programs to a set of 16 government-wide, high-level outcome areas, grouped under four spending areas.
Endnotes
- Endnote i
- Endnote ii
- Endnote iii
- Endnote iv
-
Information on data sources, their processing and reliability is available in the supplementary tables on the CED website (See Appendix 1 – Technical Notes on Performance Data)
- Endnote v
-
Statistics Canada (2013), Economic Impact Study from 2001 to 2010
- Endnote vi
-
Statistics Canada (2013), Economic Impact Study from 2001 to 2010
- Endnote vii
-
Project to Implement the Eeyou Istchee Broadband Communications Network (ECN) Case Study
- Endnote viii
-
Summative Evaluation of Initiatives: Startup and Succession and Business Support
- Endnote ix
-
Future-oriented Financial Statements (Unaudited) As at March 31, 2014 and 2015
- Endnote x
- Endnote xi
Endnotes
- Endnote 1
-
To consult the text of the Economic Development Agency of Canada for the Regions of Quebec Act.
- Endnote 2
-
To consult the text of the Economic Development Agency of Canada for the Regions of Quebec Act
- Endnote 3
-
CED’s Economic Development Index consists of many variables, such as the participation rate, level of entrepreneurship, level of exporting establishments, value of building permits, diversification of the industrial structure, productivity, and more besides.
- Endnote 4
-
By “communities,” CED means Quebec’s 104 regional county municipalities (RCMs) and equivalent territories (ETs).
- Endnote 5
-
To consult the list of CED’s business offices, visit: Our business offices.
- Endnote 6
-
Visit CED’s website
- Endnote 7
-
CED contributes to the design, administration or implementation in Quebec of nationwide grants and contributions (G&C) programs and temporary initiatives. For further details concerning these programs and initiatives, visit CED’s website and the supplementary tables on transfer payments.
- Endnote 8
-
For further details on this program, visit the Infrastructure Canada website
- Endnote 9
-
Some minor, administrative changes have been made in CED’s PAA since 2012.
- Endnote 10
-
Note that a grant and contributions (G&C) program or a transfer payment program does not correspond to a program or sub program in the PAA.
- Endnote 11
-
CED has identified 68 RCMs with slow economic growth, targeted on the basis of its Economic Development Index. For a list of these RCMs, visit: List of RCMs with slow economic growth.
- Endnote 12
-
This chart includes grants and contributions expenditures, and operating expenditures.
- Endnote 13
-
Main Estimates are tabled in Parliament prior to the start of the fiscal year. Planned spending refers to expenditures published in the Report on Plans and Priorities, and is based on the reference level update. It comprises the Main Estimates as well as any additional authorities at the time of publication of the RPP.
Total authorities represent the sum of Main Estimates and Supplementary Estimates up to March 31, 2015. This amount corresponds to total authorities as indicated in the Public Accounts for the year ending March 31, 2015.
CED’s actual spending corresponds to actual expenditures as indicated in the Public Accounts.
- Endnote 14
-
This chart includes grants and contributions expenditures, operating expenditures and statutory items. Internal services include only operating expenditures and statutory items.
- Endnote 15
-
The $13.2M difference observed between FYs 2014–15 and 2015–16 is primarily attributable to the reprofiling of funds in 2015–16 for the Economic Recovery Initiative for Lac Mégantic, allocation of funding for the Strategic Initiative to Combat the Spruce Budworm Outbreak in Quebec, and an increase in repayable contributions collected from our clients in 2015–16.
The difference between FYs 2015–16 and 2016–17 is attributable to the reinvestment of clients’ repayable contributions in the 2015–16 contributions budget, which is not included in planned spending for 2016–17, since the authority has not been granted at this stage. - Endnote 16
-
Main Estimates are tabled in Parliament prior to the start of the fiscal year. Planned spending refers to expenditures published in the Report on Plans and Priorities, and is based on the reference level update. It comprises the Main Estimates as well as any additional authorities at the time of publication of the RPP.
Total authorities represent the sum of Main Estimates and Supplementary Estimates up to March 31, 2015. This amount corresponds to total authorities as indicated in the Public Accounts for the year ending March 31, 2015.
CED’s actual spending corresponds to actual expenditures as indicated in the Public Accounts. - Endnote 17
-
CED’s programs are the Quebec Economic Development Program (QEDP) and the Community Futures Program (CFP).
- Endnote 18
-
CED’s sunset programs between April 1, 2012 and March 31, 2018 include: Temporary Initiative for the Strengthening of Quebec's Forest Economies, Community Infrastructure Improvement Fund, Initiative for International Cruise Development, Economic Recovery Initiative for Lac Mégantic, Strategic Initiative to Combat the Spruce Budworm Outbreak in Quebec, and Canadian Initiative for the Economic Diversification of Communities Reliant on Chrysotile.
- Endnote 19
-
Actual spending covers the period from 2012–13 to 2014–15.
- Endnote 20
-
Planned spending covers the period from 2015–16 to 2017–18.
- Endnote 21
-
The total number of projects supported corresponds to projects for which expenditures were made by CED during a given period. The above result excludes projects associated with the Infrastructure Modernization sub-program.
- Endnote 22
-
The total number of projects approved corresponds to projects newly approved by CED over a given period. Projects associated with the Infrastructure Modernization sub-program are reflected in Infrastructure Canada’s Departmental Performance Report.
- Endnote 23
-
The leverage effect compares financial assistance approved by CED with funding from promoters and other sources. The above result excludes funding associated with the Infrastructure Modernization sub-program.
- Endnote 24
-
Not applicable. In line with CED's Performance Measurement Framework (PMF), performance indicators concerning the organization’s strategic outcome are monitored and measured every five years. These data will be available on April 1, 2017.
- Endnote 25
-
By “communities,” CED means Quebec’s 104 regional county municipalities (RCMs) and equivalent territories (ETs).
- Endnote 26
-
Measured by the progression of the economic variables in CED’s Economic Development Index (e.g., participation rate, level of entrepreneurship and exporting establishments, value of building permits, productivity, etc.).
- Endnote 27
-
This involves CED’s efforts in connection with the Industrial and Technological Benefits (ITB) Policy. For further information on the Policy, please consult: The Industrial and Technological Benefits Policy.
- Endnote 28
-
This chart includes grants and contributions expenditures, and operating expenditures.
- Endnote 29
-
The difference between actual and planned use of FTEs is attributable to the adjustment of resource allocation among the programs in CED’s PAA as stated in the Report on Plans and Priorities (RPP) in 2014–15. The Strengthening Community Economies program was in greater demand in 2014–15 than had been anticipated.
- Endnote 30
-
The total number of projects supported corresponds to projects for which expenditures were made by CED during a given period.
- Endnote 31
-
This percentage excludes operating expenditures.
- Endnote 32
-
See supplementary tables: Appendix 1 – Technical Notes on Performance Data.
The results targets for these indicators are cumulative and were set as at March 31, 2015. The results are therefore cumulative, and cover the period from 2012–13 to 2014–15. (See supplementary tables: Appendix 1 – Technical Notes on Performance Data.) Also, these targets were adjusted upward in the RPP 2015–16 to reflect more accurately the survival rate of enterprises supported by CED. - Endnote 33
-
The results targets for these indicators are cumulative and were set as at March 31, 2015. The results are therefore cumulative, and cover the period from 2012–13 to 2014–15. (See supplementary tables: Appendix 1 – Technical Notes on Performance Data.) Also, these targets were adjusted upward in the RPP 2015–16 to reflect more accurately the survival rate of enterprises supported by CED.
- Endnote 34
-
Survival rates for businesses are measured three years after funding from CED ends.
- Endnote 35
-
No direct assistance was awarded in 2014–15 for business succession and transfer projects, but CED supported enterprises in succession and transfer mode through the Business Performance sub-program. This indicator has been withdrawn from the 2015–16 Performance Management Framework.
- Endnote 36
-
Fondation de l’entrepreneurship (2014), Indice entrepreneurial québécois : Qu’est-ce qui motive nos jeunes à faire le grand saut? (Quebec’s entrepreneurial index: What motivates our young people to take the plunge?,
“The percentage of the population expressing their intention of one day creating a new enterprise or taking on an existing one was 19.1% in Quebec and 27.6% in the rest of Canada in 2014.” - Endnote 37
-
This chart includes grants and contributions expenditures, and operating expenditures.
- Endnote 38
-
The target from the RPP 2015–16 has been raised to reflect the upward trend in renewal of the pool of enterprises in Quebec.
- Endnote 39
-
No direct assistance was awarded for business succession and transfer projects, but CED supported enterprises in succession and transfer mode through the Business Performance sub-program.
- Endnote 40
-
An enterprise has started up when it has been in operation for at least one year and is generating income amounting to at least 80% of its expenditures.
- Endnote 41
-
Centre sur la productivité et la prospérité, HEC Montréal (2014), Productivity and Prosperity in Quebec: 2014 Overview
Labour productivity, which measures the value of the wealth created per hour worked, was $55.40 in Quebec and $61.44 in Canada in 2013. Average annual labour productivity growth was 1.04% in Quebec and 1.18% in Canada between 1981 and 2013. - Endnote 42
-
This chart includes grants and contributions expenditures, and operating expenditures.
- Endnote 43
-
The difference between CED’s actual and planned use of FTEs is attributable to the adjustment of resource allocation among the programs in its PAA as stated in the RPP 2014–15. The Strengthening Community Economies program was in greater demand in 2014–15 than had been anticipated.
- Endnote 44
-
With a view to improving the quality and reliability of performance data, the indicators on sales and self-generated revenue have been merged. CED made this correction in its Performance Management Framework 2014–15.
- Endnote 45
-
The term “structuring” is used to mean a network bringing together all the stakeholders which decides to acquire a governance structure to develop planned, concerted action on the strategic issues that concern them.
- Endnote 46
-
This chart includes grants and contributions expenditures, and operating expenditures.
- Endnote 47
-
The difference of approximately $14M is attributable to the fact that part of the funding originally provided for was used instead to fund initiatives under the Strengthening Community Economies program, such as the implementation of priority activities to fund projects for upgrading local facilities, the Economic Recovery Initiative for Lac Mégantic, and the Restoration Initiative for Watercourse Crossings on Forest Multi-use Roads in Wildlife Areas.
- Endnote 48
-
Renewal of all the multi-year agreements with tourism and sectoral associations, several NPOs, and recurring major festivals meant that additional resources were needed in the Promotion of Assets component in 2014–15 compared with previous years.
- Endnote 49
-
Targets are cumulative and were set as at March 31, 2015. Results are therefore cumulative, and cover the period from 2012–13 to 2014–15.
- Endnote 50
-
See supplementary tables: Appendix 1 – Technical Notes on Performance Data.
- Endnote 51
-
The result achieved was below the performance expected ($90M). The difference is attributable to the smaller number of projects completed in 2014–15 in line with CED’s priorities (only five new projects in 2014–15, compared with a total of 41 projects for the previous two years), for a lower total cost (average of $450,000 in 2014–15, compared with $1.5M for the previous two years).
- Endnote 52
-
The cumulative result for the target is $64.2M calculated over the period from April 1, 2012 to March 31, 2015.
- Endnote 53
-
Tourisme Québec, Les plus récentes données sur le tourisme au Québec (dernière mise à jour : 17 juin 2015) (Latest Data on Tourism in Quebec [Latest update: June 17, 2015]).
- Endnote 54
-
Montreal International (2014), 2014 Activity Report and Quebec International (2014), 2014 Annual Report.
- Endnote 55
-
This chart includes grants and contributions expenditures, and operating expenditures.
- Endnote 56
-
See supplementary tables: Appendix 1 – Technical Notes on Performance Data.
- Endnote 57
-
Centre sur la productivité et la prospérité, HEC Montréal (2010), Ouverture aux investissements directs étrangers et productivité au Canada (Openness to Foreign Direct Investment and Productivity in Canada).
- Endnote 58
-
This chart includes grants and contributions expenditures, and operating expenditures.
- Endnote 59
-
The difference between actual and planned spending is attributable to the fact that part of the funding originally provided for was used instead to fund initiatives under the Strengthening Community Economies program.
- Endnote 60
-
Renewal of all the multi-year agreements with tourism and sectoral associations, several NPOs, and recurring major festivals meant that additional resources were needed in the Promotion of Assets component in 2014–15 compared with previous years. The sums associated with these new projects will primarily be spent beginning in 2015–16.
- Endnote 61
-
Tourisme Québec, Les plus récentes données sur le tourisme au Québec (dernière mise à jour : 17 juin 2015) (Latest Data on Tourism in Quebec [Latest update: June 17, 2015]).
- Endnote 62
-
Montreal International (2014), 2014 Activity Report and Quebec International (2014), 2014 Annual Report.
- Endnote 63
-
This chart includes grants and contributions expenditures, and operating expenditures.
- Endnote 64
-
The difference of approximately $16.5M between actual and planned spending is attributable to the fact that, when the RPP 2014–15 was released, the yearly budgets were not yet known for certain initiatives, including the Economic Recovery Initiative for Lac Mégantic and the Strategic Initiative to Combat the Spruce Budworm Outbreak in Quebec.
- Endnote 65
-
The difference of 18 FTEs between actual and planned use is primarily attributable to the implementation of new initiatives which were not provided for in the RPP 2014–15.
- Endnote 66
-
The above result excludes projects associated with the Infrastructure Modernization sub-program.
- Endnote 67
-
The Canada-wide and temporary programs implemented by CED are: Community Futures Program (CFP), Roadmap for Canada’s Linguistic Duality Economic Development Initiative (EDI), Canadian Economic Diversification Initiative for Communities Reliant on Chrysotile, Economic Recovery Initiative for Lac Mégantic, Strategic Initiative to Combat the Spruce Budworm Outbreak in Quebec, Restoration Initiative for Watercourse Crossings on Forest Multi-use Roads in Wildlife Areas, and Local Investment Initiative.
- Endnote 68
-
The overall result includes the results for the Economic Recovery Initiative for Lac Mégantic ($18.8M) and the Local Investment Initiative ($5.4M), for which no target had been set in 2014–15.
- Endnote 69
-
The above result is cumulative, and covers the period from 2012–13 to 2014–15. It excludes projects associated with the Infrastructure Modernization sub-program.
- Endnote 70
-
This chart includes grants and contributions expenditures, and operating expenditures.
- Endnote 71
-
Statistics Canada’s third study on the CFP (2013).
- Endnote 72
-
CED is responsible for monitoring the use of funds on behalf of the federal government. It is also in charge of verifying project compliance with the standards set out in the signed Framework Agreements and program terms and conditions.
- Endnote 73
-
This chart includes operating expenditures only.
- Endnote 74
-
Actual use in FTEs for FY 2014–15 was similar to 2013–14 (4 FTEs) and to planned spending and FTE use as set out in the RPP 2015–16.
- Endnote 75
- Endnote 76
-
This chart includes grants and contributions expenditures, and operating expenditures.
- Endnote 77
-
The difference of approximately $18M is primarily attributable to the additional operating expenditures and grants and contributions expenditures for funding new projects and initiatives not provided for in the RPP 2014–15, such as the Strategic Initiative to Combat the Spruce Budworm Outbreak in Quebec (SICSBOQ) and the Local Investment Initiative.
- Endnote 78
-
A resource allocation adjustment was carried out to leverage the necessary FTEs, in order to analyse principally projects leading to the upgrading of local facilities in line with local needs.
- Endnote 79
-
For further details concerning the Canada-wide EDI initiative, the two temporary initiatives and the CIIF, see CED’s website.
- Endnote 80
-
This chart includes operating expenditures only.
- Endnote 81
-
Parliamentary authorities are awarded by global vote. So authorities by PAA program are estimates, and are presented as a guide only.
- Endnote 82
-
The planned FTEs in the Internal Services program are broken down according to the definition of internal services provided by the Treasury Board Secretariat in the Profile of Government of Canada Internal Services. As agreed with the TBS, however, CED’s Management and Monitoring Services group, as with Canada’s other regional development agencies, excludes design and management of programs, policies, standards and guidelines, and government relations.
- Endnote 83
-
See CED’s website.
- Endnote 84
-
Expenses reflect the economic resources used by CED during a period to deliver the programs in its Program Alignment Architecture (PAA), and are of two types: (i) transfer payments; and (ii) operating expenses. Expenses calculated in the context of the Future-oriented Statement of Operations (Section III) differ from those presented in sections I and II of the Report on Plans and Priorities (RPP), since unconditionally repayable contributions are not accounted for as loans, thus reducing total transfer payment expenses.
- Endnote 85
-
See CED’s website.
Supplementary Information Tables
All electronic supplementary information tables listed in the 2014–15 Departmental Performance Report can be found on the CED website.
- Departmental Sustainable Development Strategy;
- Details on Transfer Payment Programs;
- Internal Audits and Evaluations;
- Response to Parliamentary Committees and External Audits;
- User Fees Reporting;
- Appendix 1: Methodology and Technical Notes on Performance Data and Performance Status Rating
Departmental Sustainable Development Strategy
1. Overview of the Federal Government’s Approach to Sustainable Development
The Federal Sustainable Development Strategy (FSDS) 2013–2016, tabled on November 4, 2013, presents the Government of Canada’s sustainable development activities, as required by the Federal Sustainable Development Act (FSDA). In keeping with the objectives of the FSDA, to make the environmental decision-making process more transparent and accountable to Parliament, Canada Economic Development for Quebec Regions (CED) supports implementation of the FSDS through the activities found in this supplementary information table.
The Departmental Sustainable Development Strategy (DSDS) presents the results for commitments for Theme I – Addressing Climate Change and Air Quality, within the context of the 2013–2016 FSDS.
2. Themes I–III: Department/Agency-led Targets
CED does not lead any FSDS targets.
3. Themes I–III: Implementation Strategies
The DSDS is implemented through CED’s regular grants and contributions (G&C) program, the Quebec Economic Development Program (QEDP), through which CED supports the development of enterprises and regions.
As shown in the table below, CED’s intervention with respect to FSDS Theme I comes under the Business Development program in the Program Activity Architecture (PAA). Implementation of greening of operations (Theme IV) is carried out under the Internal Services program in the PAA.
Strategic Outcome
PAA Program
Sub-program
Quebec's regions have a growing economy
Business development (1.1)
Internal Services (1.4)
- Entrepreneurship Support (1.1.1)
- Business Performance (1.1.2)
Under Theme I, CED undertakes to fund projects that would, among other things, help optimize resource use, enhance residual resources and contribute to eco-efficiency. For instance, CED supports industrial greening projects (e.g., eco-design, eco-efficiency, green energy sources and eco-building) in order to help enterprises meet new requirements (e.g., eco-certification), identify pathways for enhancing environmental performance, and seize emerging (green) sector market opportunities.
Implementation Strategy and FSDS Targets
CED’s undertaking to “fund projects that would, among other things, help optimize resource use, enhance residual resources and contribute to eco-efficiency” ties in with FSDS Theme I: Addressing Climate Change and Air Quality.
Fulfilment of this undertaking should contribute to the attainment of FSDS targets 1.1 (Climate Change Mitigation) and 2.1 (Air Pollutants). CED’s grants and contributions (G&C) management system is geared to collecting information on projects that contribute to the attainment of these goals.
Activities Conducive to DSDS Implementation
In order to implement the DSDS, CED has conducted the following activities:
Information
- Dissemination of information documents and tools concerning sustainable development.
- Dissemination of information concerning sustainable development on the Intranet and in CED’s in-house newsletter.
Co-ordination and liaison
- Participation in FSDS committees of assistant deputy ministers and directors general.
Reporting
- Definition of performance measurement indicators for determining which projects supported contribute to the FSDS.
- Development of DSDS supplementary tables for the Report on Plans and Priorities (RPP) and Departmental Performance Report (DPR).
Strategic environmental assessment (SEA)
- Conducting an SEA when necessary pursuant to the Cabinet Directive on the Environmental Assessment of Policy, Plan and Program Proposals.
- Systematization of the SEA process by CED.
Canadian Environmental Assessment Act, 2012 (CEAA)
- Application of the CEAA 2012 to projects supported by CED.
Communications
- Updating of the section concerning sustainable development on CED’s website.
Program funding and delivery
- Identification by the business offices of certain types of projects contributing to sustainable development.
Performance Summary for 2014-15
The table below shows target outcomes, performance indicators, targets and results for 2014–15 compared with established targets.
Target Outcome | Performance Indicators | Targets* | Result 2014–15* | Contribution to FSDS Target |
---|---|---|---|---|
Businesses are started up or transferred within a sustainable development perspective | Percentage of businesses starting up or being transferred within a sustainable development perspective (out of the total number of businesses started up or transferred) | N/A | 13% |
Climate Change Mitigation Air Pollutants |
Businesses improve their performance within a sustainable development perspective | Percentage of businesses working to improve their performance within a sustainable development perspective (out of the total number of businesses working to improve their performance) | N/A | 7% |
Climate Change Mitigation Air Pollutants |
* For reference, the targets established in the RPP 2015–16 are 15% for businesses started up or transferred, and 10% for businesses working to improve their performance. CED will report on these targets in the DSDS supplementary table for 2015–16. The results for 2014–15 were calculated in line with the methodology for calculating targets for 2015–16.
Targets could be revised once the FSDS 2016–2019 comes into effect.
4. Theme IV: Implementation Strategies
Planned Outcome | |
---|---|
Environmentally responsible acquisition, use and disposal of goods and services. | |
Performance Indicator | Performance Level Attained |
Departmental approach to further implementation of the Policy on Green Procurement in place. | Actual date: March 31, 2015 |
Number and percentage of specialists in procurement and/or materiel management who have completed the Canada School of Public Service Green Procurement course or equivalent. |
Number: 6 Percentage: 100% |
Number and percentage of managers and functional heads of procurement and materiel whose performance evaluation includes support and contribution toward green procurement, in the given fiscal year. |
Number: 6 Percentage: 100% |
Departmental Green Procurement Target | |
Performance Indicator | Performance Level Attained |
By March 31, 2017, 90% of purchases of imaging hardware will include criteria to reduce the environmental impact associated with the production, acquisition, use and/or disposal of the equipment. |
Achieved 100% |
By March 31, 2017, 95% of copy paper, commercial printing, and/or envelope purchases will contain a minimum of 30% recycled content and be certified to a recognized environmental standard to reduce the environmental impact of their production. |
Achieved 100% |
By March 31, 2017, 90% of toner cartridges will be recycled at end of life. |
Achieved 100% |
Measurement of Implementation Strategy Element or Best Practice | Performance Level Attained |
Leverage common use procurement instruments where available and feasible. | Achieved |
Train acquisition cardholders on green procurement. | Achieved |
Performance Measurement | |
---|---|
Planned Outcome | |
Departmental workplace operations have a reduced environmental impact. | |
Performance Indicator | Performance Level Attained |
An approach to maintain or improve the sustainability of the departmental workplace in place by March 31, 2015. | Implementation date: March 31, 2015 |
Measurement of Implementation Strategy Element or Best Practice | Performance Level Attained |
Engage employees in greening government operations practices. | Achieved |
Maintain or improve existing approaches to sustainable workplace practices (i.e., printer ratios, paper usage and green meetings). | Achieved |
Select and operate IT and office equipment in a manner that reduces energy consumption and material usage. | Achieved |
Dispose of e-waste in an environmentally sound and secure manner. | Achieved |
Reuse or recycle workplace materiel and assets in an environmentally sound and secure manner. | Achieved |
Increase the population density in office buildings and space utilization in special purpose buildings. | Achieved |
5. Additional Department/Agency Sustainable Development Activities and Initiatives
In addition to the enterprises supported under the Business Development sub-program, CED backed projects contributing to its DSDS under other sub-programs.
Thus, taking into account all projects for which expenditures were made in 2014–15, 79 projects ($17.5M in total expenditures) contributed to CED’s DSDS. Projects associated with CED’s DSDS thus accounted for some 8% of G&C expenditures in 2014–15.
6. Sustainable Development Management System
Responsibility for managing sustainable development is shared among different CED committees and sectors.
Executive Committee
The Executive Committee is chaired by CED’s Deputy Minister/President, and is responsible for collectively managing all CED activities and advising the Deputy Minister/President on policy and management issues.
Program Management Committee
The Program Management Committee is chaired by the Director General, Policy, Research and Programs (Policy and Communications Sector). Its mandate includes optimizing program performance and guiding CED in intervention analysis, performance measurement, and program evaluation. This committee also validates presentations made to it periodically in the course of the preparation of RPPs and DPRs, in which the DSDS is integrated in the form of a supplementary table.
Sustainable Development Committee
The Sustainable Development Committee comprises members from CED’s different branches involved in sustainable development-related activities. The committee takes part in drawing up and updating CED’s DSDS; its members promote the strategy in their respective settings and contribute to its implementation.
Three sectors also share responsibility for sustainable development, as described below.
Policy and Communications Sector
Within the Policy and Communications Sector, the Policy, Research and Programs Branch (PRPB) and the Communications Directorate have sustainable development responsibilities.
The PRPB:
- prepares the DSDS, in conjunction with CED’s other directorates;
- includes DSDS commitments in CED’s policies and programs;
- handles performance measurement, particularly with respect to the FSDS;
- includes a systematic strategic environmental assessment (SEA) process from the design stage of CED’s programs, policies, initiatives and strategies;
- develops DSDS-related tools, as required;
- fulfils commitments concerning the empowerment of CED staff with respect to sustainable development (e.g., training), as required;
- ensures interdepartmental liaison with stakeholders participating in the FSDS by taking part in committees of assistant deputy ministers and directors general; and
- chairs CED’s Sustainable Development Committee.
The Communications Directorate:
- disseminates to CED staff all relevant information or activity concerning sustainable development, as well as informing them about measures taken with respect to the greening of government operations; and
- posts on the Internet all information concerning the FSDS, and the reports and different editions of CED’s DSDS.
Operations Sector
The Operations Sector is responsible for implementing CED’s programs. It includes a network of business offices across Quebec, and contributes to implementation of the DSDS.
More specifically, this sector:
- ensures the development and tracking of projects that contribute to sustainable development;
- determines, for all projects funded by CED, whether they are subject to the requirements of CEAA 2012; and
- inputs information on projects that contribute to the FSDS into its G&C management system, particularly with a view to providing data for performance measurement.
Corporate Services Sector
- is responsible for meeting the targets for greening of CED operations (FSDS Theme IV);
- promotes sound environmental practices within CED;
- provides interdepartmental liaison concerning the greening of government operations (GGO), in particular with the Office of Greening Government Operations of Public Works and Government Services Canada; and
- prepares RPPs and DPRs, which include FSDS-related elements.
7. Strategic Environmental Assessment
During the 2014–15 report submission cycle, CED took into account the environmental impact of initiatives subject to the Cabinet Directive on the Environmental Assessment of Policy, Plan and Program Proposals in its decision-making process.
In 2012, CED conducted a strategic environmental assessment of the Quebec Economic Development ProgramEndnote1 and updated it in accordance with the Canadian Environmental Assessment Act, 2012 (CEAA 2012)Endnote2 and the Cabinet Directive on the Environmental Assessment of Policy, Plan and Program Proposals.Endnote3 This assessment concluded that the program’s implementation was not likely to generate significant environmental effects, provided CEAA 2012 is applied to supported projects so as to ensure that no significant environmental effects are generated.
No strategic environmental assessments were conducted in 2014–15.
Details on Transfer Payment Programs
Name of transfer payment program: Quebec Economic Development Program (QEDP)
Start date: April 1, 2012
End date: Indeterminate, in line with the Treasury Board of Canada’s Policy on Transfer Payments, in effect since October 1, 2008
Description: The QEDP contributes to promoting the long-term economic development of the regions of Quebec by paying special attention to those where slow economic growth is prevalent or opportunities for productive employment are inadequate.
Strategic outcome: Quebec's regions have a growing economy.
Results achieved: Through the QEDP, CED invested more than $212.2 million in 2014–15 in 1,083 projects in order to foster business growth and build strong, competitive regions, and to implement national programs as well as initiatives in order to increase Quebec’s economic growth.
Through the Business Development PAA program, CED contributed to the startup of 43% of the enterprises supported. The majority (65%) of enterprises assisted with a view to enhancing their performance through increased productivity or promoting their expansion, innovation, commercialization, exports or partnerships maintained or increased their sales, thereby exceeding the targets.
Under its Regional Economic Development PAA program, CED contributes to building strong, competitive regions: 29% of communities were supported in 2014–15 in their engagement efforts in order to increase their resilience in the face of volatile economic conditions. CED also aims to stimulate investment in the regions: 100% of communities supported implemented community economic facility projects, 6.5 million tourists from outside Quebec were attracted to the regions, and 50 international agencies or foreign firms were maintained in or attracted to the regions supported. These results are conclusive, and surpass expectations.
In 2014–15, CED was called upon to develop, administer and implement national programs or targeted and/or temporary initiatives under its Strengthening Community Economies program.Endnote4 CED invested a total of $48.5 million in 237 projects aimed at the recovery or diversification of the economies of Quebec communities struggling with targeted economic development issues. CED’s intervention to strengthen community economies generated $776.6 million in total investment in Quebec communities.Endnote5
2012-13 Actual Spending |
2013-14 Actual Spending |
2014-15 Planned Spending |
2014-15 Total Authorities |
2014-15 Actual Spending |
Variance | |
---|---|---|---|---|---|---|
Grants | 50,000 | 16,504 | 1,650,000 | 1,650,000 | 140,638 | 1,509,362 |
Contributions | 203,654,608 | 197,447,309 | 174,691,428 | 181,550,033 | 183,582,593 | 8,891,165 |
Other Types of Transfer Payments | 0 | 0 | 0 | 0 | 0 | 0 |
Total Program | 203,704,608 | 197,463,813 | 176,341,428 | 183,200,033 | 183,723,231 | 7,381,803 |
Comments on variances: The $7.4-million difference between planned and actual spending in 2014–15 is primarily attributable to the acquisition of funds that were not yet known when planned spending was established:
- $5.9 million for the Economic Recovery Initiative for Lac Mégantic in the aftermath of the derailment during the year via Supplementary Estimates (B);
- $1.5 million for the Strategic Initiative to Combat the Spruce Budworm Outbreak in Quebec (SICSBOQ) obtained in the 2014 federal budget.
Audits completed or planned: N/A
Evaluations completed or planned: An evaluation of the QEDP is planned in 2016-17.
Engagement of applicants and recipients: N/A
Name of transfer payment program: Community Futures Program (CFP)
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. In Quebec, the CFP financially supports local and regional development agencies, including Community Futures Development Corporations (CFDCs).
Strategic outcome: Quebec's regions have a growing economy.
Results achieved: CED provided financial support to 56 CFDCs located in designated rural regions and 10 Business Development Centres (BDCs) in disadvantaged peri-urban areas. In 2014–15, some $28.4 million was paid to those agencies to help them support the implementation of 1,463 projects to strengthen the economies of Quebec’s rural communities.
CED also exceeded its results targets as of March 31, 2015. Indeed, 553 economic development initiatives were implemented in communities in 2014–15 following support from CFDCs. With the assistance of CFDCs and BDCs, 69% of the entrepreneurs supported carried out the pre-startup, startup or acquisition of a business (target: 60%), while 89% of enterprises carried out their recovery, expansion or modernization projects (target: 73%).
2012-13 Actual Spending |
2013-14 Actual Spending |
2014-15 Planned Spending |
2014-15 Total Authorities |
2014-15 Actual Spending |
Variance | |
---|---|---|---|---|---|---|
Grants | 0 | 0 | 0 | 0 | 0 | 0 |
Contributions | 28,613,133 | 28,471,467 | 28,968,018 | 28,968,018 | 28,444,820 | 523,198 |
Other Types of Transfer Payments | 0 | 0 | 0 | 0 | 0 | 0 |
Total Program | 28,613,133 | 28,471,467 | 28,968,018 | 28,968,018 | 28,444,820 | 523,198 |
Comments on variances: Non-significant variance
Audits completed or planned: N/A
Evaluations completed or planned:
- A summative evaluation of the CFP for the period from April 1, 2007 to March 31, 2013 is currently being completed.
Engagement of applicants and recipients: N/A
Internal Audits and Evaluations
Internal Audits Table (2014-15)
Name of Internal Audit
Type of Internal Audit
Status
Completion Date
Transfer payment
Achieved
January 2015
Table of Evaluations Under Way or Completed (2014–15)
Name of Evaluation
Link to Program Alignment Architecture
Status
Completion Date
1.2 Regional Economic Development
Achieved
December 2014
1.3 Strengthening Community Economies
Achieved
March 2015
Evaluation of the Community Futures Program (CFP)
1.3 Strengthening Community Economies
In progress
2015–16
Evaluation of the Temporary Initiative for the Strengthening of Quebec’s Forest Economies (TISQFE)
1.3 Strengthening Community Economies
In progress
2015–16
Evaluation of the Quebec Economic Development Program (PDEQ)
1.1 Business Development;
1.2 Regional Economic Development;
1.3 Strengthening Community Economies
In progress
2016–17
All CED evaluation reports are available on the CED website.
Response to Parliamentary Committees and External Audits
Response to Parliamentary Committees
- No recommendations were issued by any Parliamentary Committees concerning CED for 2014–15.
Response to the Auditor General of Canada, including to the Commissioner of the Environment and Sustainable Development
- No recommendations were received concerning CED following the tabling of the Report of the Auditor General of Canada and the Report of the Commissioner of the Environment and Sustainable Development for 2014–15.Endnote6
External audits conducted by the Public Service Commission of Canada or the Office of the Commissioner of Official Languages
- For 2014–15, no audits of CED were conducted by the Public Service Commission of CanadaEndnote7 or the Office of the Commissioner of Official Languages.Endnote8
User Fees Reporting
User fees: Fees may be charged under the Access to Information Act. Where applicable, other fees may also be charged for reproduction, research, preparation, production, programming and alternate format.
Fee type: Other products and services
Fee-setting authority: Access to Information Act and Regulations
Date last modified: 1983
Performance standards: The person responsible in the organization is required to convey in whole or in part the documents requested, within 30 days following receipt of the access to information request. Pursuant to section 9 of the Act, the response time may be extended; notice of extension must then be sent to the person requesting the information. Further information on the Access to Information Act can be found on the Department of Justice site. Information on the regulations under the Act may also be consulted on the legislation site.
Performance results: In all, 67% of requests were answered within 30 days of their receipt. Considering the number of requests extended in 2014–15, 100% of requests were answered within the timeframe set out in the Access to Information Act.
2014-15 (dollars) |
Planning Years (dollars) |
||||
---|---|---|---|---|---|
Planned Revenue | Actual Revenue | Full Cost | Fiscal Year | Planned Revenue | Estimated Full Cost |
100 | 75 | 97,857 | 2015-16 | 100 | 117 000 |
2016-17 | 100 | 119 000 | |||
2017-18 | 100 | 121 000 |
Other information: CED complies with Treasury Board Secretariat guidelines regarding the imposition of and exemption from access fees. For instance, it waives fees for amounts under $25. For higher sums it determines, based on the perceived public interest, whether it is appropriate to charge the full cost or not. In 2014–15, CED waived $45 in fees under the directive on the administration of the Access to Information Act.
Appendix 1 – Methodology and Technical Notes on Performance Data and Performance Status Rating
1. Canada Economic Development for Quebec Regions (CED) Performance Measurement Methodology
1.1 Tracking of projects
The tracking of CED-supported projects is carried out through a performance data collection system that has been in place since April 1, 2007. On April 1, 2012, a new Performance Management Framework (PMF) was implemented, reflecting CED’s new Program Alignment Architecture (PAA) and its new regular program, the Quebec Economic Development Program (QEDP). Since that date, project tracking has exhibited major improvements, in particular the reduction in the number of indicators, as well as efforts to simplify and automate the management information system (Hermès).
In the field of economic development, expected results are rarely observed during the year of the expenditure. Generally speaking, it is only after one or two years that the impact of an enterprise’s development activities on its sales is seen. The same is true for many activities supported through CED programs, whether in market development, technology transfer or enterprise creation.
To report on the use of funding awarded by CED in 2014–15, and intermediate and final results, two main baselines are used in this report:
- Projects for which an expenditure was made in 2014–15. This baseline tells us about the number of economic development projects which received financial support from CED, along with the amount of that assistance. This baseline contains data on output indicators.
- Projects which have reached the scheduled date for attaining longer-term results (e.g., sales maintained or increased). This baseline is used to measure the impact of CED’s programs on the economic development of Quebec, and of enterprises, regions and communities. It contains projects which were completed (i.e., actual project end date) between 2009–10 and 2014–15.
Moreover, CED’s intervention takes place in two ways:
- Through projects involving direct assistance (DA): by offering financial support to a client, whether an enterprise or a non-profit organization (NPO). For instance, a contribution to an enterprise (client) wishing to acquire new equipment with a view to modernizing its facility;
- Through projects involving intermediary groups (IGs): by awarding financial assistance to a client that will offer its services to third parties. For instance, a contribution to an incubator (client) that will support new entrepreneurs (recipients) so they can start up their enterprises.
1.2 Performance data collection
1.2.1 Reliability of performance data
For DA projects, project results are tracked by business office advisors, as part of regular customer agreement follow-up activities. Generally speaking, the data come from enterprises’ financial statements, thus yielding a high level of reliability. Instructions for using and inputting indicators along with appropriate quality controls ensure standardized input of data into the Hermès financial information system. In that regard, simplification and automation have reduced the time advisors devote to tracking the performance of each project.
In the context of IG projects, CED has introduced a new data collection strategy in order to measure the impact of IGs’ intervention in relation to their recipients. This approach, which involves tracking IGs’ clientele directly, is based on obtaining a list of accompanied recipients so that CED can send them a survey. To date, the results obtained have been conclusive and yield more reliable information on the services offered to recipients. This procedure helps avoid a situation where an enterprise is counted twice, through different intermediary groups. Note that this approach will be broadened to all IGs supported by CED in the years to come.
The Technical Notes section of Appendix 1 provides detailed information on the reliability of the data presented in this Report. Indeed, the findings of the most recent internal audit on the integrity of the information from the Hermès system confirm that the information contained in the Hermès Programmes application, CED’s tracking system, is reliable for decision-making and information purposes.
1.2.2 Attribution of results
CED works closely with several departments and agencies of the Government of Canada and the Quebec government, and with many local and regional stakeholders. This collaboration is reflected in the financial packages put together for projects. That is why CED cannot itself take credit or claim responsibility for all the results obtained. It is therefore fair to say that the financial assistance awarded by CED for the completion of projects contributes to attainment of the results observed.
2. Technical Notes on Performance Data
List of Acronyms:
BCF:
Building Canada Fund–Quebec
BDC:
Business Development Centre
CFDC:
Community Futures Development Corporation
CFO:
Community Futures Organization
CFP:
Community Futures Program
DA:
Direct intervention with enterprises
DPR:
Departmental Performance Report
EDI:
Linguistic Duality Economic Development Initiative
ET:
Equivalent territory
ICD:
International cruise development
IG:
Intervention through intermediary groups
LII:
Local Investment Initiative
MRIF:
Municipal Rural Infrastructure Fund
NPO:
Non-profit organization
ORPEX:
Regional export promotion organization
PAA:
Program Alignment Architecture
QEDP:
Quebec Economic Development Program
RCM:
Regional county municipality
RIWC:
Restoration Initiative for Watercourse Crossings
RPP:
Report on Plans and Priorities
SICSBOQ:
Strategic Initiative to Combat the Spruce Budworm Outbreak in Quebec
SME:
Small and medium-sized enterprise
Chrysotile:
Canadian Initiative for the Economic Diversification of Communities Reliant on Chrysotile
Infrastructure:
Infrastructure Canada Program
Mégantic:
Funding for the economic recovery of the town of Lac-Mégantic
2.1 Technical notes on Performance Measurement Framework (PMF) indicators
STRATEGIC OUTCOME – Quebec’s regions have a growing economy.
Indicator:
Number of Quebec administrative regions that increased their gross domestic product
Collection frequency:
Five years; target implementation date is March 31, 2017.
Result attained:
N/A
Data source:
Institut de la statistique du Québec
Methodology:
Number of Quebec administrative regions having increased their gross domestic product between 2012 and 2017.
Note:
There are a total of 17 administrative regions in Quebec.
Reliability of result:
N/A
Indicator:
Percentage of Quebec communities having improved their economic performance
Collection frequency:
Five years; target implementation date is March 31, 2017.
Result attained:
N/A
Data source:
Statistics Canada, Institut de la statistique du Québec, Conference Board of Canada and United States Patent and Trademark Office
Methodology:
Number of Quebec RCMs and ETs having improved their economic performance with regard to the main economic variables in CED’s Economic Development Index (participation rate, value of building permits, level of entrepreneurship, productivity, level of exporting establishments, number of patents, and diversification) out of the total number of RCMs/ETs, expressed as a percentage, between 2012 and 2017.
Note:
There are a total of 104 RCMs/ETs in Quebec.
Reliability of result:
N/A
PROGRAM 1.1 – BUSINESS DEVELOPMENT
FINAL RESULT – The pool of enterprises in Quebec is renewed.
Indicator:
Rate of survival of businesses supported in their startup
Collection frequency:
Yearly
Result attained:
84% (88/105 X 100; DA only)
Data source:
Hermès management information system
Methodology:
The DPR 2014–15 result is cumulative, and covers the period from 2012–13 to 2014–15. Number of enterprises supported for Business creation and startup projects whose projects were completed (i.e., actual project end date) between 2009–10 and 2011–12 for which there is no winding-up date three years later, i.e., between 2012–13 and 2014–15, out of the total number of enterprises receiving financial assistance for Business creation and startup projects whose projects were completed between 2009–10 and 2011–12, expressed as a percentage.
Note:
A winding-up date is assigned to an enterprise when CED’s files indicate that the enterprise is in contractual default owing to: (1) cessation of the enterprise’s activities, (2) bankruptcy, (3) liquidation or (4) dissolution and receivership or that it is written off with the status of (5) corporation is inoperative and without assets, (6) corporate bankruptcy, trustee discharged, (7) corporate bankruptcy, no residual dividend, (8) individual bankruptcy, trustee discharged, (9) individual bankruptcy, no residual dividend, or (10) debtor deceased, no known estate.
Reliability of result:
Very high
Indicator:
Rate of survival of businesses supported in their transfer
Collection frequency:
Yearly
Result attained:
No result
Data source:
Hermès management information system and CED’s Recovery Services
Methodology:
The DPR 2014–15 result is cumulative, and covers the period from 2012–13 to 2014–15. Number of enterprises supported for Business succession and transfer projects whose projects were completed (i.e., actual project end date) between 2009–10 and 2011–12 for which there is no winding-up date three years later, i.e., between 2012–13 and 2014–15, out of the total number of enterprises receiving financial assistance for Business succession and transfer projects whose projects were completed between 2009–10 and 2011–12, expressed as a percentage.
Notes:
This indicator was removed from CED’s PMF within the framework of the management, resources, and results structures modification process for FY 2015–16. A winding-up date is assigned to an enterprise when CED’s files indicate that the enterprise is in contractual default owing to: (1) cessation of the enterprise’s activities, (2) bankruptcy, (3) liquidation or (4) dissolution and receivership or that it is written off with the status of (5) corporation is inoperative and without assets, (6) corporate bankruptcy, trustee discharged, (7) corporate bankruptcy, no residual dividend, (8) individual bankruptcy, trustee discharged, (9) individual bankruptcy, no residual dividend, or (10) debtor deceased, no known estate.
Reliability of result:
N/A
Indicator:
Rate of survival of businesses supported in their development
Collection frequency:
Yearly
Result attained:
96% (696/725 X 100; DA only)
Data source:
Hermès management information system and CED’s Recovery Services
Methodology:
The DPR 2014–15 result is cumulative, and covers the period from 2012–13 to 2014–15. Number of enterprises supported for Business Performance (Productivity and expansion, Innovation and technology transfer, Commercialization and exports, and Structuring of networks) projects whose projects were completed (i.e., actual project end date) between 2009–10 and 2011–12 for which there is no winding-up date three years later, i.e., between 2012–13 and 2014–15, out of the total number of enterprises receiving financial assistance for Business Performance (Productivity and expansion, Innovation and technology transfer, Commercialization and exports, and Structuring of networks) projects whose projects were completed between 2009–10 and 2011–12, expressed as a percentage.
Note:
A winding-up date is assigned to an enterprise when CED’s files indicate that the enterprise is in contractual default owing to: (1) cessation of the enterprise’s activities, (2) bankruptcy, (3) liquidation or (4) dissolution and receivership or that it is written off with the status of (5) corporation is inoperative and without assets, (6) corporate bankruptcy, trustee discharged, (7) corporate bankruptcy, no residual dividend, (8) individual bankruptcy, trustee discharged, (9) individual bankruptcy, no residual dividend, or (10) debtor deceased, no known estate.
Reliability of result:
Very high
SUB-PROGRAM 1.1.1 – Entrepreneurship Support
INTERMEDIATE RESULT – Enterprises are started up or transferred
Indicator:
Percentage of enterprises started up
Collection frequency:
Yearly
Result attained:
43% (30/70 X 100; DA only)
Data source:
Hermès management information system
Methodology:
Number of enterprises supported for Business creation and startup projects which attained or maintained the status of startup enterprise in calendar 2014 out of enterprises whose Business creation and startup projects were completed (i.e., actual project end date) between 2011–12 and 2014–15, expressed as a percentage. An enterprise is deemed to have started up when it meets the following two conditions: it has been in operation for at least one year, and it generates revenues equivalent to at least 80% of its expenditures
Reliability of result:
DA: High; 21% of data missing (19/89) since many enterprises had not yet released their 2014 financial statements as of early June 2015.
Indicator:
Percentage of enterprises transferred
Collection frequency:
Yearly
Result attained:
No result
Data source:
Hermès management information system
Methodology:
Number of enterprises supported for Business succession and transfer projects which attained or maintained the status of startup enterprise in calendar 2014 out of enterprises whose Business succession and transfer projects were completed (i.e., actual project end date) between 2011–12 and 2014–15, expressed as a percentage.
Reliability of result:
N/A
Output:
Number of projects funded in order to support entrepreneurship
Collection frequency:
Yearly
Result attained:
114
Data source:
Hermès management information system
Methodology:
Number of Entrepreneurship Support (Business creation and startup and Business succession and transfer) projects with expenditures in 2014–15
Reliability of result:
Very high
Output:
Total value of grants and contributions (G&C) awarded in order to support entrepreneurship
Collection frequency:
Yearly
Result attained:
$13,159,021
Data source:
Hermès management information system
Methodology:
Total amount of expenditures for Entrepreneurship Support (Business creation and startup and Business succession and transfer) projects in 2014–15
Reliability of result:
Very high
SUB-PROGRAM 1.1.2 – Business Performance
INTERMEDIATE RESULT – Enterprises improve their performance.
Indicator:
Percentage of coached businesses that maintained or increased their sales figures or self-generated income
Collection frequency:
Yearly
Result attained:
65% (65/100 X 100; DA only)
Data source:
Hermès management information system
Methodology:
Number of enterprises and asset-operating NPOs having maintained or increased their sales or self-generated revenue, respectively, in calendar 2014, one year but not more than two years after the actual end date of their project, compared with the results in the last financial statements prior to the start of the project, for enterprises and asset-operating NPOs whose Productivity and expansion, Innovation and technology transfer and Commercialization and exports projects were completed (i.e., actual project end date) between FYs 2011–12 and 2013–14, out of the total number of enterprises and asset-operating NPOs represented by this pool, expressed as a percentage.
Reliability of result:
DA: High; 34% of data missing (52/152) since many enterprises had not yet released their 2014 financial statements as of early June 2015.
Output:
Number of projects funded in order to enhance existing enterprises’ performance
Collection frequency:
Yearly
Result attained:
629
Data source:
Hermès management information system
Methodology:
Number of Business Performance (Productivity and expansion, Innovation and technology transfer, Commercialization and exports, and Structuring of networks) projects with expenditures in 2014–15.
Reliability of result:
Very high
Output:
Total value of G&C awarded in order to enhance existing enterprises’ performance
Collection frequency:
Yearly
Result attained:
$118,567,415
Data source:
Hermès management information system
Methodology:
Total amount of expenditures for Business Performance (Productivity and expansion, Innovation and technology transfer, Commercialization and exports, and Structuring of networks) projects in 2014–15
Reliability of result:
Very high
PROGRAM 1.2 – REGIONAL ECONOMIC DEVELOPMENT
FINAL RESULT – Quebec’s regions have a stronger economic base.
Indicator:
Total amount of investment generated in regions supported that completed the implementation of their development project
Collection frequency:
Yearly
Result attained:
$64,269,713
Data source:
Hermès management information system
Methodology:
The DPR 2014–15 result is cumulative, and covers the period from 2012–13 to 2014–15. Sum of total costs of Development strategies and Community economic facilities projects that were completed (actual project end date) between 2012–13 and 2014–15.
Reliability of result:
Very high
Indicator:
Amount of spending by tourists from outside Quebec attracted to the regions supported
Collection frequency:
Yearly
Result attained:
$10.2 billion
Data source:
Tourisme Québec
Methodology:
Most recent annual amount released by Tourisme Québec of spending by tourists from outside Quebec attracted to Quebec, i.e., the sum of spending by tourists from other provinces, the United States and other countries.
Reliability of result:
Very high
Indicator:
Amount of foreign direct investment maintained in or attracted to the regions supported
Collection frequency:
Yearly
Result attained:
$3.7 billion
Data source:
Annual or in-house reports of the agencies supported
Methodology:
The DPR 2014–15 result is cumulative, and covers the period from 2012–13 to 2014–15. Total annual foreign direct investment maintained or attracted, as most recently reported by agencies having received financial assistance in 2014–15 for Promotion of regional assets projects (i.e., with expenditures in 2014–15).
Reliability of result:
Very high
SUB-PROGRAM 1.2.1 – Regional Engagement
INTERMEDIATE RESULT – Communities take charge of their economic development.
Indicator:
Percentage of communities supported which implement mobilization projects
Collection frequency:
Yearly
Result attained:
29% (4/14)
Data source:
Hermès management information system
Methodology:
Number of individual communities implementing Development strategies projects in 2014–15 out of the total number of individual communities having received financial assistance in 2014–15 for Development strategies projects (sum of planning and implementation projects), expressed as a percentage.
Reliability of result:
Very high
Output:
Number of projects funded in order to engage the regions
Collection frequency:
Yearly
Result attained:
24
Data source:
Hermès management information system
Methodology:
Number of Regional Engagement (Development strategies) projects with expenditures in 2014–15
Reliability of result:
Very high
Output:
Total value of G&C awarded in order to engage the regions
Result attained:
$3,139,481
Collection frequency:
Yearly
Data source:
Hermès management information system
Methodology:
Total amount of Regional Engagement (Development strategies) project expenditures in 2014–15
Reliability of result:
Very high
SUB-PROGRAM 1.2.2 – Regional Investment
INTERMEDIATE RESULT – Quebec regions attract investment.
Indicator:
Percentage of communities supported which implement community economic facility projects
Collection frequency:
Yearly
Result attained:
100%
Data source:
Hermès management information system
Methodology:
Number of individual communities implementing Community economic facilities projects in 2014–15 out of the total number of individual communities having received financial assistance in 2014–15 for Community economic facilities projects (total of planning and implementation projects), expressed as a percentage.
Reliability of result:
Very high
Indicator:
Number of tourists from outside Quebec attracted to the regions
Collection frequency:
Yearly
Result attained:
6.5 million
Data source:
Hermès management information system
Methodology:
Most recent annual data released by Tourisme Québec concerning the number of tourists from outside Quebec attracted to Quebec, i.e., the sum of tourists from other provinces, the United States and other countries. These data are limited to the number of tourists, and do not include daytrippers.
Reliability of result:
Very high
Indicator:
Number of international organizations and foreign enterprises maintained, in expansion or attracted to the regions supported
Collection frequency:
Yearly
Result attained:
50
Data source:
Annual or in-house reports of the agencies supported
Methodology:
Total number of international agencies and foreign firms maintained or attracted, as most recently reported by agencies having received financial assistance (i.e., with expenditures) in 2014–15 for Promotion of regional assets projects.
Reliability of result:
Very high
Output:
Number of projects funded in order to attract investment to the regions
Collection frequency:
Yearly
Result attained:
79
Data source:
Hermès management information system
Methodology:
Number of Regional Investment (Community economic facilities and Promotion of regional assets) projects with expenditures in 2014–15
Reliability of result:
Very high
Output:
Total value of G&C awarded in order to attract investment to the regions
Collection frequency:
Yearly
Result attained:
$28,877,388
Data source:
Hermès management information system
Methodology:
Total amount of expenditures for Regional Investment (Community economic facilities and Promotion of regional assets) projects in 2014–15
Reliability of result:
Very high
PROGRAM 1.3 – STRENGTHENING COMMUNITY ECONOMIES
FINAL RESULT – Quebec communities have stronger economies.
Indicator:
Value of total investment generated in communities (by program and initiative)
Collection frequency:
Yearly
Result attained:
Initiative and program total: $776.6M
CFP: $730.4M
Infrastructure: N/A
EDI: $6.9M
Chrysotile: $15.1M
Mégantic: $18.83M
LII: $5.38M
Data source:
Hermès management information system
Methodology:
For the CFP, the DPR 2014–15 result is cumulative, covers the period from 2012–13 to 2014–15, and corresponds to the sum of total costs of projects of enterprises receiving assistance from CFDCs and BDCs that were completed. For Infrastructure, the result is reported in Infrastructure Canada’s RPP. For EDI and Chrysotile, the DPR 2014–15 result is cumulative, covers the period from 2013–14 to 2014–15, and corresponds to the sum of total costs of projects multiplied by the ratio of total cost of projects to authorized assistance from CED.
Notes:
The CFP indicator was withdrawn from CED’s PMF and replaced by “the percentage point increase in the survival rate of CFP clients having received assistance compared with the rate for comparable enterprises not having received assistance” within the framework of the management, resources, and results structures modification process for FY 2015–16. For reference, for the Mégantic and LII initiatives, the indicator was calculated using the same methodology as for EDI and Chrysotile, despite the fact that those initiatives have no identified target in the RPP 2014–15.
Reliability of result:
Very high
SUB-PROGRAM 1.3.1 – Community Futures Program (CFP)
INTERMEDIATE RESULT – Communities are economically sustainable.
Indicator:
Number of economic development initiatives implemented in communities following support to CFDCs
Collection frequency:
Yearly
Result attained:
553
Data source:
Hermès management information system and promoters’ reports
Methodology:
Sum of economic development projects supported by CFDCs, under the CFP, in 2014–15. These data do not include BDCs.
Reliability of result:
High, on the basis of information provided by CFDCs.
Indicator:
Percentage of entrepreneurs undertaking pre-startup, startup or acquisition of an enterprise with support from CFDC’s and BDC’s.
Collection frequency:
Yearly
Result attained:
69%
Data source:
Hermès management information system and promoters’ reports
Methodology:
Sum of number of enterprises having drawn up a business plan, number of enterprises created and number of enterprises acquired out of the number of enterprises having received personalized coaching services with respect to pre-startup, startup or acquisition of enterprises from CFDCs in 2014–15, expressed as a percentage.
Notes:
This indicator was withdrawn from CED’s PMF and replaced by “the percentage point increase in the sales growth rate of CFP clients having received assistance compared with the rate for comparable enterprises not having received assistance” within the framework of the management, resources, and results structures modification process for FY 2015–16.
Reliability of result:
High
Indicator:
Percentage of enterprises carrying out recovery, expansion or modernization projects with support from CFDC’s and BDC’s.
Collection frequency:
Yearly
Result attained:
89%
Data source:
Hermès management information system and promoters’ reports
Methodology:
Number of enterprises recovered, modernized or expanding out of the number of enterprises undergoing recovery, expansion or modernization having received coaching services from CFDCs in 2014–15, expressed as a percentage.
Notes:
This indicator was withdrawn from CED’s PMF and replaced by “the percentage point increase in the sales growth rate of CFP clients having received assistance compared with the rate for comparable enterprises not having received assistance” within the framework of the management, resources, and results structures modification process for FY 2015–16.
Reliability of result:
High
Output:
Number of projects funded by CFOs in order for communities to be economically sustainable
Collection frequency:
Yearly
Result attained:
1,463
Data source:
Hermès management information system and promoters’ reports
Methodology:
Sum of number of enterprises having received personalized coaching services with respect to pre-startup, startup or acquisition of enterprises and number of enterprises undergoing recovery, expansion or modernization having received coaching services from CFDCs and BDCs in 2014–15
Reliability of result:
High. Use of a new data source (i.e., list provided by CFDCs of enterprises receiving assistance) yields data of greater liability and considerably reduces the possibility of duplication.
Output:
Total value of G&C awarded to CFDCs and BDCs in order for communities to be economically sustainable
Collection frequency:
Yearly
Result attained:
$28,444,820
Data source:
Hermès management information system
Methodology:
Total amount of expenditures for CFDC and BDC projects in 2014–15
Reliability of result:
Very high
SUB-PROGRAM 1.3.2 – Infrastructure Modernization
INTERMEDIATE RESULT – Quebec communities have upgraded public infrastructure.
Indicator:
Number of communities that have at their disposal completed public infrastructure under the terms of the contribution agreement
Collection frequency:
Yearly
Result attained:
N/A
Data source:
Internal Audit of Shared Information Management System for Infrastructure, developed by Infrastructure Canada
Methodology:
Results are reported in Infrastructure Canada’s RPP.
Reliability of result:
Very high
SUB-PROGRAM 1.3.3 – Targeted and/or Temporary Support
INTERMEDIATE RESULT – Communities have targeted and/or temporary support available for stabilizing or strengthening their economies.
Indicator:
Percentage of communities that benefit from temporary support, by initiative
Collection frequency:
Yearly
Result attained:
EDI: 23%
Chrysotile: 100%
Mégantic: 100%
Data source:
Hermès management information system
Methodology:
Number of individual communities having received financial assistance in 2014–15 out of the number of communities targeted by the initiative, expressed as a percentage. Results are calculated on the basis of clients’ physical locations (service points).
Note:
This indicator was withdrawn from CED’s PMF and replaced by “the number of communities supported receiving targeted and/or temporary support” within the framework of the management, resources, and results structures modification process for FY 2015–16.
Reliability of result:
Very high
Output:
Number of projects funded for communities to have temporary support, by initiative
Collection frequency:
Yearly
Result attained:
EDI: 12
Chrysotile: 18
Mégantic: 13
LII : 120
ICD: 1
RIWC: 1
SICSBOQ: 1
Data source:
Hermès management information system
Methodology:
Number of projects by initiative with expenditures in 2014–15
Reliability of result:
Very high
Output:
Total value of G&C awarded for communities to have temporary support, by initiative
Collection frequency:
Yearly
Result attained:
EDI: $1,720,489
Chrysotile: $3,900,000
Mégantic: $8,799,860
LII: $2,227,158
ICD: $375,419
RIWC: $1,457,000
SICSBOQ: $1,500,000
Data source:
Hermès management information system
Methodology:
Total amount of project expenditures per initiative in 2014–15
Reliability of result:
Very high
2.2 Technical notes on other performance data
2.2.1 Additional data with respect to strategic outcome
Data:
Total number of projects supported in 2014–15 (excluding Infrastructure Modernization sub-program (SP))
Value:
1,083
Data source:
Hermès management information system
Methodology:
Number of projects with expenditures in 2014–15
Reliability of result:
Very high
Data:
Total number of projects approved in 2014–15 (excluding Infrastructure Modernization SP)
Value:
731
Data source:
Hermès management information system
Methodology:
Number of projects approved in 2014–15
Reliability of result:
Very high
Data:
Total actual expenditures in in 2014–15 (excluding Infrastructure Modernization SP)
Value:
$212,168,051
Data source:
Hermès management information system
Methodology:
Total amount of projects with expenditures in 2014–15
Reliability of result:
Very high
Data:
Total leverage effect in 2014–15 (excluding Infrastructure Modernization SP)
Value:
2.88
Data source:
Hermès management information system
Methodology:
Leverage effect corresponds to the difference between Total cost of projects with expenditures in 2014–15 and Total assistance authorized for projects with expenditures in 2014–15 divided by Total assistance authorized for projects with expenditures in 2014–15.
Note:
Since project durations and start dates vary, the leverage effect accounts for sums spread over several years, before, during or after 2014–15.
Reliability of result:
Very high
Data:
Value of multi-year financial assistance approved by CED in 2014–15
Value:
$319,529,661
Data source:
Hermès management information system
Methodology:
Total amount of Authorized assistance for projects approved in 2014–15; no processing
Reliability of result:
Very high
Data:
Value of total investment generated in 2014–15
Value:
$1,731,843,305
Data source:
Hermès management information system
Methodology:
Total costs of projects approved in 2014–15; no processing
Reliability of result:
Very high
Data:
Number of enterprises having received financial support from CED (direct/indirect, in 2014–15)
Value:
9,843 (621 in DA and 9,222 in IG)
Data source:
Hermès management information system and IG activity reports
Methodology:
Total number of enterprises (including asset-operating NPOs under Business Performance) having received financial support from CED on the basis of DA and IG projects with expenditures in 2014–15
Reliability of result:
DA: Very high
IG: High, on the basis of activity reports provided by IGs
Data:
Number of individual communities having received financial support from CED (direct/indirect, in 2014–15)
Value:
104 (102 in DA and 103 in IG)
Data source:
Hermès management information system and IG activity reports
Methodology:
Total number of individual communities having received financial support from CED on the basis of DA and IG projects with expenditures in 2014–15
Note:
There are a total of 104 RCMs/ETs in Quebec (one RCM/ET = one community).
Reliability of result:
DA: Very high
IG: High, on the basis of activity reports provided by IGs
2.2.2 Additional data with respect to Business Performance sub-program
Data:
Number of enterprises having received financial support under the Business Performance sub-program (direct/indirect assistance, in 2014–15)
Value:
7,615 (585 in DA and 7,030 in IG)
Data source:
Hermès management information system and IG activity reports
Methodology:
Total number of enterprises having received financial support from CED on the basis of Business Performance (Productivity and expansion, Innovation and technology transfer, Commercialization and exports, and Structuring of networks) DA and IG projects with expenditures in 2014–15
Reliability of result:
DA: Very high
IG: High, on the basis of activity reports provided by IGs
Data:
Number of enterprises having received support in their Productivity and expansion project (direct/indirect assistance, in 2014–15)
Value:
1,891 (364 in DA and 1,527 in IG)
Data source:
Hermès management information system and IG activity reports
Methodology:
Total number of enterprises having received financial support from CED on the basis of Productivity and expansion DA and IG projects with expenditures in 2014–15
Reliability of result:
DA: Very high
IG: High, on the basis of activity reports provided by IGs
Data:
Number of enterprises having received support in Innovation and technology transfer (direct/indirect assistance, in 2014–15)
Value:
1,645 (71 in DA and 1,574 in IG)
Data source:
Hermès management information system and IG activity reports
Methodology:
Total number of enterprises having received financial support from CED on the basis of Innovation and technology transfer DA and IG projects with expenditures in 2014–15
Reliability of result:
DA: Very high
IG: High, on the basis of activity reports provided by IGs
Data:
Number of enterprises having received support in Commercialization and exports (direct/indirect assistance, in 2014–15)
Value:
3,482 (143 in DA and 3,339 in IG)
Data source:
Hermès management information system and IG activity reports
Methodology:
Total number of enterprises having received financial support from CED on the basis of Commercialization and exports DA and IG projects with expenditures in 2014–15
Reliability of result:
DA: Very high
IG: High, on the basis of activity reports provided by IGs
Data:
Number of enterprises having received support in Structuring of networks (indirect assistance, in 2014–15)
Value:
590 (All in IG)
Data source:
Hermès management information system and IG activity reports
Methodology:
Total number of enterprises having received financial support from CED on the basis of Structuring of networks IG projects with expenditures in 2014–15
Reliability of result:
DA: Very high
IG: High, on the basis of activity reports provided by IGs
Data:
Number of newly exporting enterprises (indirect assistance, in 2014–15)
Value:
1,816 (All in IG)
Data source:
IG activity reports and survey of IG clients
Methodology:
Number of newly exporting enterprises in 2014–15 on the basis of Commercialization and export IG projects with expenditures in 2014–15
Reliability of result:
IG: High, on the basis of activity reports provided by IGs
Data:
Percentage of enterprises supported with respect to Productivity and expansion having maintained or increased their sales
Value:
67% (45/67 X 100; DA only)
Data source:
Hermès management information system
Methodology:
Number of enterprises and asset-operating NPOs having maintained or increased their sales or self-generated revenue, respectively, in calendar 2014, one year but not more than two years after the actual end date of their project, compared with the results in the last financial statements prior to the start of the project, for enterprises and asset-operating NPOs whose Productivity and expansion projects were completed (i.e., actual project end date) between FYs 2011–12 and 2013–14, out of the total number of enterprises and asset-operating NPOs represented by this pool, expressed as a percentage.
Reliability of result:
DA: High; 36% of data missing (37/104) since many enterprises had not yet released their 2014 financial statements as of early June 2015.
Data:
Percentage of enterprises supported with respect to Innovation and technology transfer having maintained or increased their sales
Value:
64% (9/14 X 100; DA only)
Data source:
Hermès management information system
Methodology:
Number of enterprises and asset-operating NPOs having maintained or increased their sales or self-generated revenue, respectively, in calendar 2014, one year but not more than two years after the actual end date of their project, compared with the results in the last financial statements prior to the start of the project, for enterprises and asset-operating NPOs whose Innovation and technology transfer projects were completed (i.e., actual project end date) between FYs 2011–12 and 2013–14 out of the total number of enterprises and asset-operating NPOs represented by that pool, expressed as a percentage.
Reliability of result:
DA: High; 26% of data missing (5/19) since many enterprises had not yet released their 2014 financial statements as of early June 2015.
Data:
Percentage of enterprises supported with respect to Commercialization and exports having maintained or increased their sales
Value:
58% (11/19 X 100; DA only)
Data source:
Hermès management information system
Methodology:
Number of enterprises and asset-operating NPOs having maintained or increased their sales or self-generated revenue, respectively, in calendar 2014, one year but not more than two years after the actual end date of their project, compared with the results in the last financial statements prior to the start of the project, for enterprises and asset-operating NPOs whose Commercialization and exports projects were completed (i.e., actual project end date) between FYs 2011–12 and 2013–14 out of the total number of enterprises and asset-operating NPOs represented by that pool, expressed as a percentage.
Reliability of result:
DA: High; 34% of data missing (10/29) since many enterprises had not yet released their 2014 financial statements as of early June 2015.
2.2.3 Additional data with respect to Regional Engagement sub-program
Type of result:
SP 1.1.2 Regional Engagement
Indicator:
Number of individual communities supported under the Regional Engagement SP in 2014–15
Result attained:
14
Data source:
Hermès management information system
Methodology:
Total number of individual communities receiving financial assistance in 2014–15 for Development strategies projects (total of planning and implementation projects)
Reliability of result:
Very high
2.2.4 Additional data with respect to Community economic facilities sub-sub-program
Type of result:
SP 1.2.2 Regional Investment
Indicator:
Number of individual communities supported under the Community economic facilities sub-sub-program in 2014–15
Result attained:
4
Data source:
Hermès management information system
Methodology:
Total number of individual communities receiving financial assistance in 2014–15 for Community economic facilities projects (total of planning and implementation projects)
Reliability of result:
Very high
2.2.5 Additional data with respect to Linguistic Duality Economic Development Initiative (EDI) sub-sub-program
Type of result:
SP 1.3.3 Targeted and/or Temporary Support
Indicator:
Number of individual communities supported under the EDI sub-sub-program in 2014–15
Result attained:
14
Data source:
Hermès management information system
Methodology:
Total number of individual communities receiving financial assistance in 2014–15 for EDI projects
Reliability of result:
Very high
Endnotes
- Endnote 1
-
Refer to CED’s website.
- Endnote 2
-
Refer to the Justice Canada website.
- Endnote 3
-
Refer to the Canadian Environmental Assessment Agency website.
- Endnote 4
-
The Strengthening Community Economies PAA program excludes the following transfer payment programs: the Community Futures Program (CFP), and the Infrastructure Modernization sub-program.
- Endnote 5
-
The above result is cumulative, and covers the period from 2012–13 to 2014–15. It excludes projects associated with the Infrastructure Modernization sub-program.
- Endnote 6
- Endnote 7
- Endnote 8
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