Performance Report as of March 31, 2016
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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 : November 21, 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
- Results in Brief
- Section I: Organizational Overview
- Section II: Expenditure Overview
- Section III: Analysis of Programs and Internal Services
- Section IV: Supplementary Information
- Appendix: Definitions
- Endnotes
- Related Information on Lower-Level Programs
- Supplementary Information Tables
- Methodology and Technical Notes on Performance Data
Ministers’ Message
We are pleased to report the key results of Canada Economic Development for Quebec Regions (CED) for 2015–16.
The programs of the Innovation, Science and Economic Development Portfolio work together to deliver what Canada needs to improve productivity, grow the economy and enhance prosperity and well-being. That means supporting the government’s commitment to developing an Innovation Agenda, which will in turn create well paying jobs for the middle class, drive growth across all industries, and improve the lives of Canadians. The work of the Portfolio includes helping text-left businesses grow through trade and innovation, promoting increased tourism to Canada, and supporting scientific research and the integration of scientific considerations in our investment and policy choices.
As we approach Canada’s 150th anniversary, we pledge to continue working with stakeholders from across the country to strengthen our place in the global economy.
We are honoured to present the 2015–16 Departmental Performance Report for CED.

The Honourable Navdeep Bains
Minister of Innovation, Science and Economic Development

The Honourable Kirsty Duncan
Minister of Science

The Honourable Bardish Chagger
Minister of Small Business and Tourism and Leader of the Government in the House of Commons
Results in Brief
Funds used (Actual spending 2015–16) |
Personnel (Full-time equivalents [FTEs] 2015–16) |
---|---|
$259,197,000 | 315 |
Summary of results
- In 2015–16, more than 10,500 businesses and organizations, established in every region of Quebec, received financial support directly from CED or through non-profit organizations (NPOs) providing them with assistance. The overall client satisfaction rate was 94%.
- Every dollar spent by CED in 2015–16 generated an average investment of $3.10 in the regions, representing nearly 8% growth over its leverage effect posted in 2014–15 ($2.88).Footnote i
- In support of Government of Canada priorities, CED has set up a Dialogue on the economic development of Quebec’s regions, thus initiating a strategy to engage and establish ongoing discussions with the public and regional economic development experts, in order to inform CED’s strategic directions and guide its future action.
Section I: Organizational Overview
Organizational Profile
Minister Responsible
The Honourable Navdeep Bains, P.C., M.P.
Minister of Innovation, Science and Economic Development and Minister responsible for the Economic Development Agency of Canada for the Regions of Quebec
Chief Executive Officer: Manon Brassard
Departmental Portfolio
Innovation, Science and Economic Development
Enabling Instrument
Economic Development Agency of Canada for the Regions of Quebec Act (S.C. 2005, c. 26)Footnote ii
Year of Commencement: 2005
Highlight
Highlight
In 2015–16, CED invested $218.5 million in grants and contributions (G&C) in Quebec businesses and regions to support the implementation of economic development projects and thereby contribute to Quebec’s prosperity. In line with Government of Canada priorities, CED particularly supported businesses in their efforts to innovate, grow and export.
Building on its experience and expertise in managing grants and contributions (G&C), CED is helping to modernize the Public Service, having planned, in collaboration with the other regional development agencies, the design of a whole-of-government G&C management system, which will notably cut red tape and enhance the client experience.
Organizational Context
Raison d’être and Responsibilities
Object
Under its constituent Act, 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.”
As part of its mission, CED supports the start-up and performance of businesses. It helps them become more innovative, productive and competitive. It supports communities’ engagement efforts in Quebec’s regions and helps attract investment that will increase the prosperity of the Quebec and Canadian economies.
CED contributes to the economic vitality of all Quebec regions, by building on their competitive regional advantages. It makes investments that support transition and diversification for those communities that remain dependent on a single sector for economic opportunities or have experienced economic shocks.
Through its business offices, located in each region of Quebec, CED works directly and indirectly with businesses, primarily text-left and medium-sized enterprises (SMEs), and through non-profit organizations (NPOs) that support them and the communities.Footnote iii By providing financial assistance for projects, among other things, CED supports their development efforts.
CED’s approach to regional economic development 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 (including representatives of First Nations communities), other federal departments and agencies, the Quebec government, and municipal organizations.
CED contributes to the design, administration and implementation in Quebec of Canada-wide G&C programs and temporary initiatives.
CED’s Grants and Contributions Programs and Initiatives, in effect during 2015–16Footnote iv
Main program: Quebec Economic Development Program (QEDP)
- Targeted and/or Temporary Initiatives:
- Economic Recovery Initiative for Lac Mégantic
- Canadian Initiative for the Economic Diversification of Communities Reliant on Chrysotile
- Strategic Initiative to Combat the Spruce Budworm Outbreak in Quebec
- Extension of the natural gas distribution network between Lévis and Sainte-Claire (Bellechasse Pipeline)
- Linguistic Duality Economic Development Initiative (EDI) (Canada-wide initiative)
- Canada 150 Community Infrastructure Program (CIP-150 ) (Canada-wide initiative)
Canada-wide program
- Community Futures Program (CFP)
Infrastructure Canada’s delivery partner in Quebec
- Building Canada Fund–Quebec - Quebec (BCF-Q)
CED’s main G&C program, the QEDP, came into effect on April 1, 2012. The program’s main recipients are SMEs, business groups or associations, and NPOs whose principal mission is to support businesses or economic development.
Strategic Outcome and Program Alignment Architecture
This report is structured according to CED’s Program Alignment Architecture (PAA). The following list presents the complete framework of CED’s programs and sub-programs,Footnote 1 the 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
Operating Environment and Risk Analysis
The main external risk likely to affect the fulfilment of CED’s mandate is linked to changes in the global, Canadian and Quebec economic contexts and institutional capacity. In 2015–16, the falling Canadian dollar impacted businesses’ plans as to whether or not to follow through with their development projects, and CED’s activities were adapted to the priorities in the new federal government’s agenda. The environment at CED was also affected by the Quebec government’s restructuring of support for regional economic development.
The following table outlines the external risk as well as the response strategies that CED implemented in FY 2015–16 to be able to fulfill its mandate. The table also shows the links to the PAA.
Key Risks
Risk
Risk Response Strategy
Link to CED Programs
Economic Risk and Institutional Capacity
Risk that the pursuit of priorities and expected results from CED’s economic development programs may be affected by the economic context and the various changes likely to have an impact on support for regional development and assistance for businesses.
- Monitoring of the regional economic development context and support structure for regional economic development and businesses in Quebec. Impact analysis to adjust program delivery as needed.
- Establishment of a dialogue to engage the province’s residents and key economic development stakeholders in the renewal of CED’s strategic framework.
- Development and implementation of specific or temporary initiatives in response to issues specific to the regions.
- Implementation of an external communications strategy reflecting adjustments made to CED priorities or programming, where applicable.
Business Development
Regional Economic Development
Strengthening Community Economies
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 the Government of Canada’s priorities, targeted departmental results and risks, and the economic challenges of Quebec’s different regions. The data presented in this section to report on the use of funds are based on new projects approved in 2015–16. During FY 2015–16, CED acted on the following three priorities:
Priority 1: Back the Innovation Agenda by supporting enterprises in their expansion, innovation and export activities
Description
In support of the Government of Canada’s
Innovation Agenda, prioritizing innovation and clean technology, CED ensured
implementation of the objective of helping enterprises innovate, grow and export
their products and services so they can create quality jobs and support
prosperity. This objective was achieved in collaboration with federal partners,
the Quebec government, municipalities, educational institutions (those promoting
technology transfer and development of new processes, including clean
technology), enterprises, employers, workers and sectors of activity (clusters)
so as to enhance the quality of support for innovation, exports and
entrepreneurship.
Priority TypeFootnote 2
New
*Initiatives marked with an asterisk in the Organizational Priorities section were identified in January 2016, during preparation of the 2016–17 Report on Plans and Priorities. These are initiatives in support of CED priorities that stem directly from the Minister of Innovation, Science and Economic Development mandate letter. This DPR reports on the progress of these initiatives as at March 31, 2016. | ||||
Planned Initiatives | Start Date | End Date | Status | Link to CED Programs |
---|---|---|---|---|
|
Ongoing | Ongoing | Under way | Business Development |
|
Ongoing | Ongoing | Under way | Business Development |
|
January 2016 | May 2016, then ongoing | Under way | All |
|
March 2016 | March 2017 | Under way | All |
|
June 2015 | March 2018 | Under way | All |
Progress Toward the Priority
As part of its mandate to promote the long-term economic development of the regions of Quebec, CED is involved in implementing government priorities by supporting enterprises in their expansion, innovation and export activities. Over the last year, CED has successfully implemented various initiatives toward achieving this priority.
1. Support for projects submitted by SMEs and NPOs in compliance with government directions
In 2015–16, CED entered into 355 new contribution agreements in support of business development, representing over $118.8 million in approved financial assistance. These new projects specifically target business innovation (including clean technology), expansion and export activities.
CED supports projects specifically aimed at innovation and technology transfer. For example, CED supports college centres for technology transfer (CCTTs), business accelerators and incubators, and innovation design and development projects. CED also provides horizontal support for innovation in Quebec by funding projects that stimulate the creation of innovative enterprises or help existing businesses acquire new technology, implement new business processes or models, or market their innovations abroad.
CED supported the growth of Sonaca Montreal, a world leader in the aerospace sector, specializing in the design and production of large aerostructures for North-American markets. CED’s $1.2-million contribution will help the company invest so as to become more competitive and increase its exports over the next three years.
CED also supports growing businesses by backing their projects aimed at making them more competitive and increasing sales. To strengthen its assistance for high-impact firms, CED worked in collaboration with its federal government partners in 2015–16 to launch a Canada-wide pilot initiative to accelerate the scaling-up of high-growth businesses.
Founded in 1992 as a spinoff of the National Optics Institute, Optel Vision is an innovative SME that designs, manufactures and markets inspection and serialization systems for packaging and packing systems of companies operating in the pharmaceutical, nutraceutical and cosmetic industries.
CED’s $750,000 contribution enabled Optel Vision to develop new markets abroad and supported its growth. CED’s assistance helped the company increase its sales, exports and jobs.
CED has helped make an entrepreneurial success of Optel Vision, which received the 2016 Mercuriades Business of the Year award.
CED supported the start-up of Rackam Design—an innovative firm specializing in the development of a patented solar power system. The equipment enables companies to generate the power required for their processes, thus reducing their costs and promoting sustainable development. CED’s $250,000 contribution helped support the start-up of Rackam Design, job creation, and commercialization of the firm’s innovative system abroad.
To support sustainable development and the green economy, CED backs projects involving products, processes and services that enhance businesses’ environmental performance. CED’s assistance is funnelled toward projects aimed at the greening of businesses’ manufacturing processes and procedures, such as through the adoption of clean technology that helps reduce pollutant emissions or the quantity of required inputs. CED also backs projects aimed at the growth of businesses that develop, produce or market clean technology by supporting research and development, the implementation of new technologies, production and marketing.
2. Implementation of the Industrial and Technological Benefits (ITB) Policy
In 2015–16, CED promoted Quebec enterprises’ capabilities to prime contractors, with a view to maximizing the industrial and technological spinoffs generated in Quebec by the Government of Canada’s major defence procurement projects in the aerospace, marine, land and security sectors.
In addition to organizing company tours and industry days, CED raised the profile of Quebec defence expertise by ensuring a presence at national and international trade shows and fairs, including the 51st International Paris Air Show at Paris Le Bourget with a delegation headed by the CED President.
In collaboration with Aéro Montréal and STIQ, a multi-industry association of Quebec-based manufacturers, CED also took the initiative of organizing Quebec’s first Symposium on the Canadian Defence and Security Market. More than 250 Quebec enterprises and major international contractors were in attendance, coming together to discuss market trends, outlooks and challenges.
3. Implementation of the engagement strategy with stakeholders
In keeping with the government priority of openness and transparency, CED implemented an engagement strategy in 2015–16 to establish an ongoing dialogue with the public and experts in order to fuel its new strategic directions. CED used online resources and round-table discussions to solicit ideas and opinions on the strengths of Quebec SMEs and communities, the challenges they face, and potential solutions. The dialogue will continue in 2016–17.
4. Renewal of the strategic framework
In 2015–16, CED began developing its 2016–2021 strategic framework. The objective is to set the course for the next five years, so CED can be best placed to contribute to the government’s agenda and fulfill its mission so that SMEs continue to innovate and grow, communities thrive, and Quebec’s economy can sustain any challenges the future holds.
5. Achievement of the 2015–2018 research agenda
In 2015–16, CED completed six projects during the first year of its 2015–2018 research agenda, designed to improve CED’s performance by supporting decision-making and program delivery.
Priority 2: Back the Innovation Agenda by supporting the economic diversification and transition of communities by building on their respective strengths
Description
In support of the Government of Canada’s
Innovation Agenda, CED made strategic investments that build on competitive
regional advantages and opportunities flowing from the opening of certain
markets and from new technology. CED increased its support for transition and
economic diversification, especially in communities that remain dependent on a
single sector for economic opportunities or that have experienced economic
shocks.
Priority Type
New
*Initiatives marked with an asterisk in the Organizational Priorities section were identified in January 2016, during preparation of the 2016–17 Report on Plans and Priorities. These are initiatives in support of CED priorities that stem directly from the Minister of Innovation, Science and Economic Development mandate letter. This DPR reports on the progress of these initiatives as at March 31, 2016. | ||||
Planned Initiatives | Start Date | End Date | Status | Link to CED Programs |
---|---|---|---|---|
|
Ongoing | Ongoing | Under way | Regional Economic Development Strengthening Community Economies |
|
July 2013 | March 2020 | Under way | Strengthening Community Economies |
|
June 2013 | March 2020 | Under way | Strengthening Community Economies |
|
Ongoing | Ongoing | Under way | Regional Economic Development |
|
May 2014 | September 2015 | Completed | Strengthening Community Economies |
Progress Toward the Priority
CED supported the economic diversification and transition of communities by implementing targeted initiatives, all of which were under way as of March 31, 2016.
1. Support for the economic diversification of communities
To support communities in their economic diversification efforts, CED signed 88 new contribution agreements in 2015–16, for a total of $88 million in approved financial assistance. Every dollar spent by CED through these projects should generate an average investment of $5.40 in Quebec regions.
CED has supported this organization since its inception, and renewed its assistance in 2015 for a three-year period, approving $3.9 million in financial assistance. In 2015–16, Quebec Maritime organized 51 media tours that helped generate media value of $20 million.
Québec Maritime ensures significant engagement and coordination among tourism stakeholders in the five regions represented, in conjunction with Parks Canada, Sépaq (provincial outdoor recreation agency), Société des traversiers du Québec (Quebec ferry corporation), and some 200 associated private companies operating in the tourism industry.
The numerous measures implemented include the following:
1.1 - Planning and funding of community economic facilities (CEFs)
- This component is intended to generate investment in the regions by supporting the planning and funding of community facilities likely to contribute to the economic growth or vitality of communities by giving them a competitive advantage. In 2015–16, CED signed five new CEF agreements, for approved financial assistance totalling $9.1 million.
1.2 - Implementation of the Economic Recovery Initiative for Lac Mégantic
- With a $35-million envelope over seven years (2013–2020), this initiative is contributing to the economic recovery and rebuilding of the town of Lac Mégantic following the rail incident of July 6, 2013.
- The initiative involves three components: rebuilding the town, providing direct assistance to businesses and creating two investment funds managed by the Mégantic-area Community Futures Development Corporation (CFDC).
- Deployment of a dedicated team in the field to support local stakeholders in their economic development efforts.
- In 2015–16, six new contribution agreements were signed, for a total of $6.4 million in approved financial assistance.
1.3 - Implementation of the Canadian Economic Diversification Initiative for Communities Reliant on Chrysotile
- With a $50-million envelope over seven years (2013–2020), this initiative is intended to guide communities and enterprises in Des Appalaches and Des Sources RCMs in their efforts to strengthen and diversify their economic base and thus increase their long-term growth potential.
- In 2015–16, 10 new contribution agreements were signed, for a total of some $11.6 million in approved financial assistance.
1.4 - Upgrading of facilities to boost the local economy
- The Local Investment Initiative (LII) aimed to support the renovation, improvement and expansion of existing community halls for non-commercial public use.
- The initiative was in operation between May 2014 and September 2015.
- In 2015–16, eight new contribution agreements were signed, for a total of more than $417,000 in approved financial assistance.
Priority 3: Build on CED’s culture of innovation to enhance its performance
Description
CED has built on its capacity for innovation
and ongoing improvement to modernize its procedures and systems so it can
enhance its openness and transparency, and provide its clients with better
service in a context that is stimulating for employees.
Priority Type
New
*Initiatives marked with an asterisk in the Organizational Priorities section were identified in January 2016, during preparation of the 2016–17 Report on Plans and Priorities. These are initiatives in support of CED priorities that stem directly from the Minister of Innovation, Science and Economic Development mandate letter. This DPR reports on the progress of these initiatives as at March 31, 2016. | ||||
Planned Initiatives | Start Date | End Date | Status | Link to CED Programs |
---|---|---|---|---|
|
October 2014 | March 2020 | Under way | Internal Services |
|
May 2015 | To be determined | Under way | Internal Services |
|
January 2014 | March 2020 | Under way | Internal Services |
Progress Toward the Priority
1. Implementation of the Open Government Plan
In October 2015, CED submitted its first five-year Open Government Implementation Plan (OGIP) to the Treasury Board Secretariat, outlining its commitment to helping make the government more transparent in terms of data and information and fostering more dialogue with the public. The OGIP is currently being implemented, witness, for example, the distribution of CED’s Map of InterventionsFootnote v to Quebec businesses and communities on the open data portal.
In 2015–16, CED introduced a series of activities stemming from two related initiatives, Blueprint 2020 and Oxygen, to encourage CED employees to participate actively in service improvement and achieve Government of Canada objectives on transforming and modernizing the federal Public Service.
2. Implementation of the Oxygen Initiative
In 2015–16, a team dedicated to continuous improvement was established within CED. Several activities were organized to strengthen collaborative governance, streamline targeted organizational processes, and boost innovation.
3. Implementation of Blueprint 2020 initiatives
In 2015–16, CED maintained its commitment to Blueprint 2020 in order to define and build the Public Service of the Future. CED’s progress update was submitted to the Clerk of the Privy Council in December 2015. It shows in particular that the activities carried out engaged more than a third of CED’s staff and inspired employees to come up with creative, innovative ideas.
For more information on organizational priorities, please see the Ministerial Mandate Letter.Footnote vi
Section II: Expenditure Overview
Highlight
Highlight
In 2015–16, CED ensured sound management of its resources by investing 98% of its total budget in growth-generating projects in Quebec, so as to contribute to the economic development of Quebec enterprises and regions.
In 2015–16, CED posted a high rate of client satisfaction (94%) with claims processing times for supported projects.
Actual Spending
This section provides an overview of human and financial resources, along with a table summarizing CED’s performance in 2015–16.
2015–16 Main EstimatesFootnote 4 |
2015–16 Planned Spending |
2015–16 Total Authorities Available for Use |
2015–16 Actual Spending (authorities used) |
2015–16 Difference (actual minus planned) |
---|---|---|---|---|
261,082,194 | 261,082,194 | 265,707,999 | 259,197,000 | (1,885,194) |
For 2015–16, CED spent $259.2 million out of a possible $265.7 million, or 98% of its authorities.
2015–16 Planned |
2015–16 Actual |
2015–16 Difference (actual minus planned) |
---|---|---|
316 | 315 | (1) |
Budgetary Performance Summary
*Figures for future years (2016–17 to 2017–18) are based on the authorities established in the 2015–16 Report on Plans and Priorities. Planned spending is now $303.1 million for 2016–17 and $255.4 million for 2017–18. | ||||||||
Programs and Internal Services | 2015–16 Main Estimates |
2015–16 Planned Spending |
2016–17 Planned Spending |
2017–18 Planned Spending* |
2015–16 Total Authorities Available for Use |
2015–16 Actual Spending (authorities used) |
2014–15 Actual Spending (authorities used) |
2013–14 Actual Spending (authorities used) |
---|---|---|---|---|---|---|---|---|
Program: Business Development | 151,677,176 | 151,677,176 | 140,314,211 | 139,815,622 | 152,129,376 | 147,576,913 | 146,564,462 | 147,594,134 |
Program: Regional Economic Development | 35,237,511 | 35,237,511 | 32,313,131 | 32,297,398 | 35,257,500 | 33,610,006 | 34,133,620 | 39,132,388 |
Program: Strengthening Community Economies | 53,720,902 | 53,720,902 | 51,673,326 | 47,966,263 | 57,193,056 | 60,180,857 | 55,328,034 | 64,286,545 |
Internal Services | 20,446,605 | 20,446,605 | 20,314,529 | 19,725,338 | 21,128,067 | 17,829,224 | 17,871,800 | 18,292,750 |
Total | 261,082,194 | 261,082,194 | 244,615,197 | 239,804,621 | 265,707,999 | 259,197,000 | 253,897,916 | 269,305,817 |
The planned spending data is taken from CED’s 2015–16 Report on Plans and Priorities (RPP). The main reason for the variance between planned spending in 2015–16 and planned spending for the following two years is that the reinvestment of clients’ repayable contributions is not yet included in the planned spending for 2016–17 or 2017–18. These amounts will be added to planned spending, once approved in due course by the Treasury Board.
Spending Analysis by PAA Program
For FY 2015–16, CED’s total G&C expenditures and operating expenditures stood at $259.2 million. Of that, $218.5 million was spent in G&C on projects aimed at economic development. Operating expenditures totalled $40.7 million.
a) Performance of PAA programs, excluding Internal Services
The “Budgetary Performance Summary for Programs and Internal Services” table shows that CED’s actual spending for 2015–16, excluding Internal Services expenditures, was $241.4 million, or 93% of total actual spending, broken down among CED’s PAA programs as follows:
- 61% for Business Development;
- 14% for Regional Economic Development; and
- 25% for Strengthening Community Economies.
CED’s programs are flexible, so as to adjust continually to the challenges and issues of Quebec enterprises and regions. To that end, every year, CED internally reallocates available financial resources among the various programs in its PAA.
b) Performance of Internal Services
In 2015–16, CED’s actual spending for Internal Services stood at $17.8 million. Consequently, Internal Services’ relative share of CED’s total spending was 7% in 2015–16.
Agency Spending Trend
The figure below shows CED’s actual and planned spending trend. The dark grey bar corresponds to G&C expenditures and operating expenditures under its programs. The light grey bar corresponds to statutory expenditures associated with CED’s employee benefits plan.
Figure 1: CED’s Actual Spending and Planned Spending Trend, April 1, 2015 to March 31, 2019
*Figures for future years (2016–17 to 2018–19) are based on the authorities established in the 2016–17 Report on Plans and Priorities.
Figure 1 - Long description
The figure above presents actual spending from 2013–14 to 2015–16, and planned spending from 2016–17 to 2018–19.
With regard to actual expenditures, the above figure shows a 4% decrease in CED’s spending between 2013–14 and 2015–16, from $269 million to $259 million, as a result of the termination of the Community Infrastructure Improvement Fund program.
With respect to CED’s planned spending, the $43.9-million increase in expenditures between 2015–16 ($259.2 million) and 2016–17 ($303.1 million) is primarily attributable to the awarding of new funds to support Quebec’s economic development, particularly through the Canada 150 Community Infrastructure Program (CIP 150) for the Anniversary of Confederation and funding for the Bellechasse Gas Pipeline. The difference is also attributable to the increased reinvestment of revenues from clients’ contribution repayments. The main reason for the decrease in planned spending between 2017–18 and 2018–19 is that the reinvestment of clients’ repayable contributions is not yet included in the planned spending for 2016–17 and 2017–18. These amounts will be added to planned spending, once approved in due course by the Treasury Board.
With regard to actual expenditures, the above figure shows a 4% decrease in CED’s spending between 2013–14 and 2015–16, from $269 million to $259 million, as a result of the termination of the Community Infrastructure Improvement Fund program.
With respect to CED’s planned spending, the $43.9-million increase in expenditures between 2015–16 ($259.2 million) and 2016–17 ($303.1 million) is primarily attributable to the awarding of new funds to support Quebec’s economic development, particularly through the Canada 150 Community Infrastructure Program (CIP 150) for the Anniversary of Confederation and funding for the Bellechasse Gas Pipeline. The difference is also attributable to the increased reinvestment of revenues from clients’ contribution repayments.
The main reason for the decrease in planned spending between 2017–18 and 2018–19 is that the reinvestment of clients’ repayable contributions is not yet included in the planned spending for 2016–17 and 2017–18. These amounts will be added to planned spending, once approved in due course by the Treasury Board.
Expenditures by Vote
For information on the voted and statutory expenditures of Canada Economic Development for Quebec Regions, consult the Public Accounts of Canada 2016.Footnote vii
Alignment of Spending with the Whole-of-Government Framework
Program | Spending Area | Government of Canada Outcome | 2015–16 Actual Spending |
---|---|---|---|
1.1 Business Development | Economic Affairs | Strong Economic Growth | 147,576,913 |
1.2 Regional Economic Development | Economic Affairs | Strong Economic Growth | 33,610,006 |
1.3 Strengthening Community Economies | Economic Affairs | Strong Economic Growth | 60,180,857 |
Spending Area | Total Planned Spending | Total Actual Spending |
---|---|---|
Economic Affairs | 240,635,589 | 241,367,776 |
Social Affairs | 0 | 0 |
International Affairs | 0 | 0 |
Government Affairs | 0 | 0 |
Financial Statements and Financial Statement Highlights
Financial Statements
CED’s unaudited financial statements for the fiscal year ended March 31, 2016 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.Footnote ix
Financial Statement Highlights
The financial highlights presented below provide an overview of CED’s financial position and operations. 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 II and III 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 with the requested authorities, can be found on CED’s website.Footnote x
Financial Information | 2015–16 Planned ResultsFootnote xi |
2015–16 Actual | 2015–16 Actual | Difference (2015–16 actual minus 2015–16 planned) |
Difference (2015–16 actual minus 2014–15 actual) |
---|---|---|---|---|---|
Total expenses | $157,094,000 | $168,203,868 | $151,447,431 | $11,109,868 | $16,756,437 |
Total revenues | $0 | $0 | $0 | $0 | $0 |
Net cost of operations before government funding and transfers | $157,094,000 | $168,203,868 | $151,447,431 | $11,109,868 | $16,756,437 |
Expenses
- In 2015–16, CED’s total expenses stood at $168.2 million, up $16.8 million (11.1%) from the previous year. This increase is primarily attributable to the increase in non-repayable contributions.
- Indeed, transfer payment expenses, totalling $122.2 million, rose by 15.9% between 2014–15 and 2015–16. Operating expenses held steady compared with the previous year, at $46.0 million.
- The $11.1 million variance in the value of net expenses, compared with projected figures, is also attributable to the increase in non-repayable contributions.
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 2015–16, CED’s total gross revenues stood at $129,559, down 56.0% from the previous year. Revenues primarily comprise interest charged on missed payments.
Financial Information | 2015–16 | 2014–15 | Difference (2015–16 minus 2014–15) |
---|---|---|---|
Total net liabilities | 27,180,487 | 35,554,488 | (8,374,001) |
Total net financial assets | 23,875,447 | 32,317,420 | (8,441,973) |
Departmental net debt | 3,305,040 | 3,237,068 | 67,972 |
Total non-financial assets | 1,122,769 | 1,081,487 | 41,282 |
Departmental net financial position | (2,182,271) | (2,155,581) | (26,690) |
Liabilities
- As at March 31, 2016, CED’s net liabilities stood at $27.2 million, down 23.6% from the total in 2014–15. This decrease is largely attributable to the decline in net accounts payable and accrued liabilities.
- Accounts payable and accrued liabilities represented the largest component of liabilities, at 87.8% ($23.9 million) of total net liabilities, while future fringe benefits, along with vacation pay and compensatory leave, accounted for 6.7% ($1.8 million) and 5.5% ($1.5 million) of the organization’s net liabilities, respectively.
Assets
- As at March 31, 2016, net financial assets stood at $23.9 million, down 26.1% from the previous year’s total. This decrease is attributable to the decline in amounts due from the Consolidated Revenue Fund to discharge liabilities (fringe benefits and accrued liabilities), which were also down.
- Furthermore, CED’s non-financial assets stood at $1.1 million as at March 31, 2016, up 3.8% from the previous year. This increase is primarily attributable to the increase in prepaid expenses.
- Also, CED’s loans, held entirely on behalf of the government, totalled $332.7 million as at March 31, 2016, up 17.2% from 2014–15 owing to the increase in repayable contributions paid by the organization.
Section III: Analysis of Programs and Internal Services
This section provides information on CED’s performance for 2015–16 in relation to planned outcomes, on the basis of its Program Alignment Architecture (PAA), as illustrated on page 8.Footnote xii The data presented in this section to report on the use of funds are based on projects for which an expenditure was made in 2015–16.
Highlight
Highlight
CED supported Eddyfi NDT Inc., a global expert in non-destructive testing solutions using eddy currents for power generation. CED’s $775,000 contribution helped foster the company’s innovation and global commercialization capability as well as its robust growth. Eddyfi’s sales figures increased, and it won several awards, including the 2015 - Deloitte Technology Fast 50™ and Technology Fast 500™ awards.
Recognizing that everyone’s participation in the economy contributes to Quebec’s prosperity, CED’s financial assistance programs are geared toward the different groups in society, including First Nations communities. For example, in 2015–16, CED continued its partnership with the Atikamekw de Manawan band in Lanaudière on a project to promote an Aboriginal theme site. This site generates significant economic benefits, attracting a significant number of tourists from outside Quebec.
Programs
Program: Business Development
Description
This program is designed to support enterprises’ development throughout their life cycle so as to sustain Quebec’s economic growth. Businesses, particularly small and medium-sized enterprises (SMEs), are drivers of economic development. They are recognized as generating a significant share of economic activity and creating employment in communities.
CED supports 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, and strengthen their capacity to innovate, commercialize, and establish partnerships.
In this program, CED mainly targets businesses either directly or through non-profit organizations serving businesses and entrepreneurs. It promotes business development through a G&C program, the Quebec Economic Development Program (QEDP).
Performance Analysis and Lessons Learned
CED’s 2015–16 performance in the Business Development program exceeded expectations. CED’s intervention in this program was in fact identified as an organizational priority in 2015–16, and involves supporting business expansion, innovation, and export activities. CED has thus spent $132.1 million to support the implementation of 747 projects to foster enterprises’ growth.
The number of entrepreneurs in Quebec is declining, owing to the aging of the population, among other reasons.Footnote xiii Indeed, between 2008 and 2014, the number of entrepreneurs fell by 10%, from 186,200 to 167,500.Footnote xiv Quebec’s entrepreneurial deficit is a major issue that is impacting business start-ups.
In response to this issue, CED supported start-up projects, and considers that it contributes to the renewal of the pool of enterprises in Quebec in 2015–16. CED supported 114 of the 747 projects in this program, for a total of $18.1 million in financial assistance, in order to stimulate the creation of enterprises. Of the businesses that received entrepreneurship support from CED, 38% were started up,Footnote 6 slightly surpassing the established target. In addition, 94% of businesses receiving start-up support were still in operation three years after the funding ended.
In 2015–16, CED also supported 633 projects, providing $113.9 million in financial assistance to sustain the prosperity and competitiveness of Quebec enterprises.
CED intervened directly with enterprises, and also reached them indirectly via NPOs. Through its interventions last year, CED contributed to the development of 9,052 enterprises. Of that number, it is worth noting that:
- 4,465 enterprises received direct or indirect support in exports and commercialization;
- 2,020 enterprises received direct or indirect support in their productivity and expansion projects; and
- 1,434 enterprises received direct or indirect support in innovation and technology transfer.
Furthermore, Statistics Canada’s economic impact studyFootnote xv confirmed that CED assistance increased enterprises’ chances of success, particularly in terms of sales, productivity, and survival. From the first years following CED funding, enterprises receiving assistance averaged higher revenue growth and productivity than the control group of comparable enterprises. This same study showed that five years after receiving funding, CED clients had a 4.4% higher survival rate than non-clients, so nearly all businesses (99%) supported by CED in their development efforts were still in operation three years after the funding ended. These positive business development outcomes confirm the timeliness and effectiveness of CED support.
Last year, CED also continued its support for the two Canada Business Network service centres in Quebec, namely Info Entrepreneurs in Montreal and Ressources Entreprises in Quebec City, which provide information and referral services to guide entrepreneurs to specialized resources. In 2015–16, these centres responded to more than 23,000 information requests. CED’s financial support through its operating budget represents $1.9 million in total spending.
With respect to the use of financial resources for 2015–16, the $4.1 million variance between planned and actual spending is attributable to the fact that part of the funding originally earmarked for the Business Development program was instead used to fund initiatives under the Strengthening Community Economies program.
2015–16 Main Estimates |
2015–16 Planned Spending |
2015–16 Total Authorities Available for Use |
2015–16 Actual Spending (authorities used) |
2015–16 Difference (actual minus planned) |
---|---|---|---|---|
151,677,176 | 151,677,176 | 152,129,376 | 147,576,913 | (4,100,263) |
2015–16 Planned |
2015–16 Actual |
2015–16 Difference (actual minus planned) |
---|---|---|
136 | 134 | (2) |
Expected Results | Performance Indicators | Targets | Actual Results |
---|---|---|---|
The pool of Quebec businesses is renewed | Survival rate of businesses supported in their start-up | 80% | 94% |
Quebec businesses are competitive | Survival rate of businesses supported in their development | 95% | 99% |
Program: Regional Economic Development
Description
This program 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 than others. Quebec’s prosperity depends on the different regions’ participation in the economy to their full potential. CED wishes to contribute to building strong, competitive regions, and 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 G&C program, the QEDP.
Performance Analysis and Lessons Learned
The performance obtained in 2015–16 under the Regional Economic Development program exceeded expectations. In 2015–16, CED spent $31.3 million on 107 projects to strengthen the economic base of Quebec’s regions.
To sustain communities, CED supported the implementation of recovery and diversification plans, as well as projects stemming from those plans. Thus, of the 10 communities receiving financial support from CED in 2015–16 for engagement and development projects, five implemented economic development projects arising from planning, or 50% of the communities supported, thus reaching its target of 50%.
CED also contributed to the competitive positioning efforts of the various regions of Quebec to help them become more attractive and open to the world. It funded 87 projects, for a total of $28.6 million, to stimulate investment in Quebec.
In that regard, the Project to Implement the Eeyou Istchee Broadband Communications Network (ECN) case studyFootnote xvi concluded that specific and targeted programs are necessary for supporting remote areas in their growth-generating projects.
CED also fostered the international outreach of Quebec regions’ competitive advantages. 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,Footnote xvii 6.4 million tourists from outside Quebec visited the province’s different regions in 2014. These tourists spent $3.8 billion, an 8.6% increase over 2013, while international tourists reportedly spent $3.5 billion in Quebec.
In order for the regions to build on their strengths, they must attract investment,Footnote xviii particularly foreign direct investment.Footnote xix In 2015–16, through Montréal International and Québec International, CED helped attract $1.7 billion in investment from foreign firms and international organizations, exceeding its $900-million target. Through its funding to these entities, CED helped maintain or attract 63 foreign firms and international organizations in or to Quebec.Footnote xx This performance is attributable to the establishment and expansion of several subsidiaries of foreign corporations, particularly in Greater Montreal. This foreign direct investment was primarily concentrated in high-technology industries, especially in the information technology and communications sector, thus boosting the region’s productivity and competitiveness.Footnote xxi
With respect to the use of financial resources for 2015–16, the difference of some $1.6 million between planned and actual spending is attributable to the fact that part of the funding originally earmarked for this program was instead used to fund initiatives under the Strengthening Community Economies program.
2015–16 Main Estimates |
2015–16 Planned Spending |
2015–16 Total Authorities Available for Use |
2015–16 Actual Spending (authorities used) |
2015–16 Difference (actual minus planned) |
---|---|---|---|---|
35,237,511 | 35,237,511 | 35,257,500 | 33,610,006 | (1,627,505) |
2015–16 Planned |
2015–16 Actual |
2015–16 Difference (actual minus planned) |
---|---|---|
15 | 16 | 1 |
Expected Result | Performance Indicators | Targets | Actual Results |
---|---|---|---|
Quebec regions have a strong economic base | Total amount of investment generated in regions supported that completed the implementation of their development project | $14M | $25M |
Amount spent by tourists from outside Quebec attracted to the regions supported | $3.5B | $3.8B | |
Amount of foreign direct investment maintained in or attracted to the regions supported | $900M | $1.7B |
Program: Strengthening Community Economies
Description
In addition to its regular programs, CED develops, administers and implements Canada-wide programs or temporary and/or targeted initiatives. The common objective throughout is to strengthen 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 undergoing economic shocks, experiencing significant development challenges or grasping long-term business opportunities. CED’s intervention 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).
Performance Analysis and Lessons Learned
Under the Strengthening Community Economies program, CED exceeded its results targets as at March 31, 2016. In 2015–16, CED implemented a Canada-wide program, as well as temporary or targeted initiatives, and administered a fund for Infrastructure Canada.
Through the Community Futures Program (CFP), CED provided financial support for 56 Community Futures Development Corporations (CFDCs) located in designated rural regions and 10 Business Development Centres (BDCs) in peri-urban regions. In 2015–16, CED gave these organizations $28.6 million to help them financially support nearly 1,650 enterprises in their economic development efforts so as to strengthen the economy of Quebec’s rural communities.
The findings of the Evaluation of the Community Futures Program in Quebec (2015)Footnote xxii confirm the program’s timeliness and effectiveness in Quebec. There is a clear need for the CFP and for the services of the CFDCs and BDCs, and the CFP’s current delivery model is the most cost-effective way to achieve results. One of the Evaluation’s recommendations is to set Quebec-specific targets for indicators under the program’s performance measurement strategy (PMS). In response to this recommendation, CED began setting targets for the CFP’s PMS indicators in 2014–15, and has already made the required changes to its performance measurement framework so as to report on these indicators and incorporate them into its 2015–16 Report on Plans and Priorities.
Statistics Canada data show that businesses funded by the CFDCs and BDCs had a greater increase in their sales figures than comparable businesses that did not receive funding from these organizations. This difference tends to increase over time, from a 3.8% variance for 2003–2008 to an 8.1% variance for 2005–2010.Footnote xxiii
Under the Strengthening Community Economies program, CED also provided $26.5 million to support 190 projects stemming from temporary or targeted initiatives to respond to community needs and community and government priorities in a timely manner. Thus, it temporarily supported the economic activity of 71 Quebec communities to stabilize or strengthen their economies. The projects generated $48.9 million in investment in the communities, exceeding the $42-million target.
Canadian Economic Diversification Initiative for Communities Reliant on Chrysotile
- This initiative has a budget envelope of $50 million over seven years (2013–2020).
- It aims to guide communities and enterprises in Des Appalaches and Des Sources RCMs which are dependent on the chrysotile asbestos industry, in their efforts to strengthen and diversify their economic base and thus increase their long-term growth potential.
- In 2015–16, CED spent $6.4 million on 20 projects.
Economic Recovery Initiative for Lac Mégantic
- The Economic Recovery Initiative for Lac Mégantic aims to support the economic recovery and rebuilding of the town in the aftermath of the rail accident of July 6, 2013.
- 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.
- It has provided for the deployment of a dedicated team in the field to support local stakeholders in their economic development efforts.
- In 2015–16, CED spent $6.3 million on 14 projects, including a feasibility study to assess the possibility of installing a rail line that bypasses downtown Lac Mégantic.
Strategic Initiative to Combat the Spruce Budworm Outbreak in Quebec
- This initiative has a budget envelope of $6 million over four years (2014–2018).
- It aims to support the vitality and sustainability of the forestry sector and the health of Canada’s forests, which are vital to rural communities.
- In 2015–16, CED gave $1.5 million to the Société de protection des forêts contre les insectes et les maladies (SOPFIM), to help control the spruce budworm infestation in the Lower St. Lawrence, Gaspé and North Shore regions.
Linguistic Duality Economic Development Initiative (EDI), 2013–2018
- Through the Canada-wide EDI, CED helped stimulate the economic development of English-speaking communities (i.e., Quebec’s official language minority communities (OLMCs)). This financial assistance is provided under the Roadmap for Canada’s Official Languages 2013–2018, and is in keeping with the commitments arising from Part VII of the Official Languages Act.
- In 2015–16, CED supported 15 projects, for a total of $1.9 million, garnering in all $5.6 million in investment in the communities involved.
- During that same year, of the 62 OLMCs identified in Quebec, 14 received targeted support, or 23% of targeted communities.
Canada 150 Community Infrastructure Program (150 CIP)
- This Canada-wide initiative is part of the Government of Canada’s celebrations to mark the 150th Anniversary of Confederation.
- The 150 CIP aims to provide financial support for the renovation, improvement and expansion of community and recreational infrastructure.
- In Quebec, CED is delivering the 150 CIP with a budget envelope of $62.4 million. Of this amount, $31.2 million was announced in Budget 2015, and $31.2 million in Budget 2016.
- In 2015, CED held its first call for project proposals. Delivery of these projects began in 2016–17.
Restoration Initiative for Watercourse Crossings on Forest Multi-use Roads in Wildlife Areas
- This initiative has a budget envelope of $9.6 million over three years (2014–2017).
- 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.
- In 2015–16, $4.1 million was spent 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 2015–16, $5.1 million was spent by CED on 137 projects.
Extension of the natural gas distribution network between Lévis and Sainte Claire (Bellechasse Gas Pipeline)
- This project will help Bellechasse RCM acquire a gas pipeline, an important asset for stimulating economic development in the region.
- CED’s financial assistance for this project totals $17.5 million.
- In 2015–16, CED spent $934,944 on this project.
CED’s temporary and targeted initiatives in Quebec communities help stabilize and strengthen their economies. For example, the Temporary Initiative for the Strengthening of Quebec’s Forest Economies (TISQFE), in effect from June 2010 to March 2013, aimed to diversify and support communities affected by the forestry crisis. Findings from the TISQFE evaluationFootnote xxiv indicate that this initiative seems to have mitigated the impacts of the crisis, which affected Quebec’s forestry industry in the early 2010s. Moreover, to the same evaluation, without funding from the initiative, job losses in the affected communities could have been higher.
Lastly, in FY 2015–16, CED continued to collaborate with Infrastructure Canada on the Infrastructure Modernization sub-program for delivery in Quebec of the Building Canada Fund (Communities and Large Urban Centres components) to help improve public infrastructure in Quebec communities. Performance highlights on the various infrastructure programs are provided in Infrastructure Canada’s Departmental Performance Reports.Footnote xxv
The $6.5-million variance between planned and actual spending is attributable to the fact that, at the time of the 2015–16 RPP’s publication, the annual budgets of certain initiatives, such as the Bellechasse Gas Pipeline, were not known. Also, to meet the needs of its clientele more effectively, CED reallocated resources across its programs and moved up the delivery of projects linked to the Canadian Economic Diversification Initiative for Communities Reliant on Chrysotile.
2015–16 Main Estimates |
2015–16 Planned Spending |
2015–16 Total Authorities Available for Use |
2015–16 Actual Spending (authorities used) |
2015–16 Difference (actual minus planned) |
---|---|---|---|---|
53,720,902 | 53,720,902 | 57,193,056 | 60,180,857 | 6,459,955 |
2015–16 Planned |
2015–16 Actual |
2015–16 Difference (actual minus planned) |
---|---|---|
36 | 37 | 1 |
Expected Result | Performance Indicators | Targets | Actual Results |
---|---|---|---|
Quebec communities have strong economies | CFP: Percentage point increase in the survival rate of CFP clients who have received assistance compared with comparable businesses that did not receive assistance | 15% | 26% |
Infrastructure Modernization: Amount of total investment generated in communities | N/A | N/A | |
Temporary or Targeted Support: Amount of total investment generated in communities | $42M | $48.9M |
Internal Services
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. Internal Services include only those activities and resources that apply across an organization and not those provided to a specific program. The groups of activities 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 Services; and Acquisition Services.
Performance Analysis and Lessons Learned
In keeping with Government of Canada policy, one of the priorities identified by CED for 2015–16 is to build on a culture of innovation to enhance its performance. This priority particularly involves Internal Services.
Over the past year, CED thus built on its capacity for innovation and continuous improvement to modernize its procedures and systems, so as to enhance its openness and transparency and provide its clients with better service in a context that is stimulating for its employees.
To support modernization in 2015–16, CED:
- worked in collaboration with regional development agencies to start developing a government-wide G&C management system;
- migrated to the integrated management software program, PeopleSoft;
- produced a five-year plan for implementation of the Open Government initiative, and introduced planned activities for the first year;
- distributed externally CED’s Map of InterventionsFootnote xxvi to Quebec businesses and communities via the Open Data portal;
- implemented a new electronic document and records management system (GCDOCS) for better information management;
- stepped up its use of social media to build a larger pool of followers on its official platforms;
- achieved efficiency gains and boosted innovation through activities conducted by the Oxygen team; and
- continued to implement Blueprint 2020 initiatives so as to continue building the Public Service of the Future.
2015–16 Main Estimates |
2015–16 Planned Spending |
2015–16 Total Authorities Available for Use |
2015–16 Actual Spending (authorities used) |
2015–16 Difference (actual minus planned) |
---|---|---|---|---|
20,446,605 | 20,446,605 | 21,128,067 | 17,829,224 | (2,617,381) |
2015–16 Planned |
2015–16 Actual |
2015–16 Difference (actual minus planned) |
---|---|---|
129 | 128 | (1) |
Section IV: Supplementary Information
Supporting Information on Lower-level Programs
Supporting information on lower-level programs is available on CED’s website.Footnote xxvii
Supplementary Information Tables
The following supplementary information tables are available on CED’s website.
- Internal Audits and EvaluationsFootnote xxviii
- User Fees, Regulatory Charges and External FeesFootnote xxix
- Details on Transfer Payment Programs of $5 Million or MoreFootnote xxx
- Response to Parliamentary Committees and External AuditsFootnote xxxi
- Departmental Sustainable Development StrategyFootnote xxxii
Federal Tax Expenditures
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 the Report on Federal Tax Expenditures.Footnote xxxiii This report also provides detailed background information on tax expenditures, including descriptions, objectives, historical information and references to related federal spending programs. The tax measures presented in the report are the responsibility of the Minister of Finance.
Organizational Contact Information
Canada Economic Development for Quebec Regions
Dominion Square Building
1255 Peel Street, Suite 900
Montreal, Quebec
H3B 2T9
CANADA
Phone: 514-283-6412
Fax: 514-283-3302
Additional Information
The following information can be found on CED’s website:
Methodology and Technical Notes on Performance Data and Performance Status Rating
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 with 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.
Performance Reporting: The process of communicating evidence-based performance information. Performance reporting supports decision making, accountability and transparency.
Plan: 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.
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.
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 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.
Result: 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
Related Information on Lower-Level Programs
1.1.1 Sub-program:Entrepreneurship Support
Description
This sub-program (SP) is aimed at increasing the pool of enterprises in Quebec. Entrepreneurial dynamism is lower in Quebec than in the rest of Canada. 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 SP, CED provides support to enterprises or non-profit organizations that support enterprises and entrepreneurs, such as entrepreneurship centres, incubators, and transfer and spinoff organizations. CED contributes to supporting entrepreneurship through its grants and contributions program, the QEDP.
Planned Spending 2015–2016 | Actual Spending (authorities used)** 2015–2016 | Difference (actual minus planned) 2015–2016 |
---|---|---|
22,458,571 | 21,297,717 | (1,160,854) |
Planned 2015–2016 | Actual 2015–2016 | Difference (actual minus planned) 2015–2016 |
---|---|---|
21 | 26 | 5 |
Expected Results | Performance Indicator | Target | Actual Result |
---|---|---|---|
Enterprises are started up | Percentage of enterprises started up | 35% | 38% |
1.1.2 Sub-program: 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, 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 SP is aimed at enterprises and non-profit organizations that support enterprises. CED acts on enterprises’ performance through its grants and contributions program, the QEDPFootnote xxxiv.
Planned Spending 2015–2016 | Actual Spending (authorities used)** 2015–2016 | Difference (actual minus planned) 2015–2016 |
---|---|---|
129,218,605 | 126,279,196 | (2,939,409) |
Planned 2015–2016 | Actual 2015–2016 | Difference (actual minus planned) 2015–2016 |
---|---|---|
115 | 108 | (7) |
Expected Results | Performance Indicator | Target | Actual Result |
---|---|---|---|
Enterprises improve their performance | Percentage of enterprises supported having maintained or increased their sales or self-generated revenue | 67% | 58% |
1.2.1 Sub-program: 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 accountability 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 SP, CED intervenes primarily through non-profit organizations with an economic role. CED acts on Regional Engagement through its grants and contributions program, the QEDP.
Planned Spending 2015–2016 | Actual Spending (authorities used)** 2015–2016 | Difference (actual minus planned) 2015–2016 |
---|---|---|
3,591,823 | 3,011,562 | 580,261 |
Planned 2015–2016 | Actual 2015–2016 | Difference (actual minus planned) 2015–2016 |
---|---|---|
3 | 2 | (1) |
Expected Results | Performance Indicator | Target | Actual Result |
---|---|---|---|
Communities take charge of their economic development | Percentage of communities supported that implement engagement projects | 50% | 50% |
1.2.2 Sub-program: 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 compete to attract investment needed to maximize their economic growth. 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, distinctive tourism, and more. 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 attraction of foreign direct investment through foreign firms and international organizations. In this SP, CED focuses on non-profit organizations. CED intervenes in the Regional Investment SP through its grants and contributions program, the QEDP.
Planned Spending 2015–2016 | Actual Spending (authorities used)** 2015–2016 | Difference (actual minus planned) 2015–2016 |
---|---|---|
31,645,688 | 30,598,444 | (1,047,244) |
Planned 2015–2016 | Actual 2015–2016 | Difference (actual minus planned) 2015–2016 |
---|---|---|
12 | 14 | 2 |
Expected Results | Performance Indicator | Target | Actual Result |
---|---|---|---|
Quebec regions attract investment. | Percentage of communities supported which implement community economic facility projects Number of tourists from outside Quebec attracted to the regions Number of international agencies and foreign firms maintained in, expanding in or attracted to the regions supported |
85%
6.5M 43 |
100% 6.4M 63 |
1.3.1 Sub-program: Community Futures Program
Description
This sub-program (SP) is aimed at assisting local economic development in rural areas in order to strengthen the economy of Quebec communities. This SP implements a national program called the Community Futures Program (CFP). The CFP plays an important role in strengthening the ability of rural communities to diversify their economic base to foster long-term prosperity and sustainability. By means of the CFP, CED encourages Quebec rural communities’ planning and socio-economic 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, by means of contribution agreements.
Planned Spending 2015–2016 | Actual Spending (authorities used)** 2015–2016 | Difference (actual minus planned) 2015–2016 |
---|---|---|
30,329,464 | 30,156,552 | (172,912) |
Planned 2015–2016 | Actual 2015–2016 | Difference (actual minus planned) 2015–2016 |
---|---|---|
12 | 11 | (1) |
Expected Results | Performance Indicator | Target | Actual Result |
---|---|---|---|
Communities are economically sustainable. | Percentage point increase in the sales growth rate of CFP clients having received assistance over comparable enterprises not having received support | 7.5 % points | 2.2 % points |
1.3.2 Sub-program: 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 their different programs, including the Building Canada Fund (Community and Large Urban Centres component) and the Municipal Rural Infrastructure Fund (MRIF). These programs are covered in agreements between Infrastructures Canada and the Quebec government, and are aimed primarily at municipalities.
Planned Spending 2015–2016 | Actual Spending (authorities used)** 2015–2016 | Difference (actual minus planned) 2015–2016 |
---|---|---|
453,815 | 398,429 | (55,386) |
Planned 2015–2016 | Actual 2015–2016 | Difference (actual minus planned) 2015–2016 |
---|---|---|
4 | 4 | 0 |
Expected Results | Performance Indicator | Target | Actual Result |
---|---|---|---|
Quebec communities have upgraded public infrastructure | # of communities with public infrastructure completed according to the terms of the contribution agreement | n/a | n/a |
1.3.3 Sub-program: 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 certain local needs or is consistent with specific government priorities. 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 presented with development opportunities likely to have a positive impact on the regions. This SP is aimed primarily at enterprises and NPOs. CED intervenes through temporary or dedicated additional funding from the Government of Canada or specific funds allocated by the Agency through its grants and contributions program, the QEDP.
Planned Spending 2015–2016 | Actual Spending (authorities used)** 2015–2016 | Difference (actual minus planned) 2015–2016 |
---|---|---|
22,937,623 | 29,625,876 | 6,688,253 |
Planned 2015–2016 | Actual 2015–2016 | Difference (actual minus planned) 2015–2016 |
---|---|---|
20 | 22 | 2 |
Expected Results | Performance Indicator | Target* | Actual Result |
---|---|---|---|
Communities have targeted and/or temporary support available for stabilizing or strengthening their economies | Number of communities supported receiving targeted and/or temporary support | 60 | 71 |
Supplementary Information Tables
All electronic supplementary information tables in the Report on Plans and Priorities 2015-16 are available on the CED website.
- Departmental Sustainable Development Strategy
- Details on Transfer Payment Programs of $5 Million or More
- Internal audits and evaluations
- Response to Parliamentary Committees and External Audits
- User Fees, Regulatory Charges and External Fees
Departmental Sustainable Development Strategy
1. Overview of the federal government's approach to sustainable development
The Federal Sustainable Development Strategy (FSDS) 2013–16Footnote xxxiv presents the Government of Canada's sustainable development activities, as required by the Federal Sustainable Development Act. In keeping with the objectives of the Act to make environmental decision making more transparent and accountable to Parliament, Canada Economic Development supports the implementation of the FSDS through the activities included in this supplementary information table.
This Departmental Sustainable Development Strategy (DSDS) presents the outcomes for Theme I – Addressing Climate Change and Air Quality, and Theme IV – Shrinking the Environmental Footprint – Beginning with Government.
2. Themes I to III: Department-led Targets
CED leads no FSDS targets.
3. Themes I to III: Implementation Strategies
The DSDS is implemented through CED’s regular grants and contributions (G&C) program, the Quebec Economic Development Program (QEDP). Through this G&C program, CED supports the development of businesses and regions, and the strengthening of communities.
As shown in the table below, CED’s activities related to Theme I of the FSDS come under the (1.1) Business Development program in the Program Alignment Architecture (PAA). The greening of operations (Theme IV) is implemented as part of Internal Services.
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 (ADMs) and directors general (DGs)
Reporting
- Definition of performance measurement indicators for determining which supported projects 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 2012)
- Application of the CEAA 2012 to projects supported by CED
Communications
- Updating of the section concerning sustainable development on CED’s website
Performance Summary for 2015–16
The table below shows target outcomes, performance indicators, targets and results for 2015–16 compared with established targets.
The chosen benchmark year is 2013–14 in order to establish new targets, as the FSDS 2013–16 came into effect that year. The targets could be reviewed once the new FSDS comes into effect.
CED’s sustainable development performance measurement is confined strictly to the Business Development program in the PAA.
Targeted Results | Performance Indicator | Target | Result 2015–16 |
Contribution to an FSDS Target |
---|---|---|---|---|
Businesses are started up or transferred in a sustainable development perspective | Percentage of businesses undergoing startup or transfer in a sustainable development perspective (out of the total number of businesses undergoing startup or transfer) | 15% | 14% | Climate Change Mitigation Air Pollutants |
Businesses improve their performance in a sustainable development perspective | Percentage of businesses aiming to improve their performance in a sustainable development perspective (out of the total number of businesses aiming to improve their performance) | 10% | 8% | Climate Change Mitigation Air Pollutants |
4. Theme IV: Implementation Targets and Strategies
Target 7.2 : Green Procurement
As of April 1, 2014, the Government of Canada will continue to take action to embed environmental considerations into public procurement, in accordance with the federal Policy on Green Procurement.
Performance Measurement
Expected Result
Environmentally responsible acquisition, use and disposal of goods and services.
Performance Indicator
Performance Level Achieved
Percentage: 100%
Percentage: 100%
Departmental Green Procurement Target
Performance Indicator
Performance Level Achieved
Departmental Green Procurement Target
Performance Indicator
Performance Level Achieved
Departmental Green Procurement Target
Performance Indicator
Performance Level Achieved
Implementation Strategy Element or Best Practice
Performance Level Achieved
7.2.3. Train acquisition cardholders on green procurement.
Target 7.3: Sustainable Workplace Operations
As of April 1, 2015, the Government of Canada will update and adopt policies and practices to improve the greening of its workplace operations.
Performance Measurement
Expected Result
Departmental workplace operations have a reduced environmental impact.
Performance Indicator
Performance Level Achieved
Implementation Strategy Element or Best Practice
Performance Level Achieved
5. Departmental Additional Sustainable Development Activities and Initiatives
All CED’s sustainable development activities and initiatives are indicated in the above strategy.
6. Sustainable Development Management System
Responsibility for managing sustainable development is shared among different CED committees and sectors.
Executive Committee
The Executive Committee, chaired by CED’s Deputy Minister/President, is responsible for collectively managing all CED activities and advising her on policy and management issues.
Program Management Committee
The Program Management Committee is chaired by the Director General, Policy, Research and Programs. Its mandate includes optimizing program performance and guiding CED in intervention analysis, performance measurement, and program evaluation, while ensuring consistency and integration of the relevant information. This committee is also involved in drawing up 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 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 ADMs and DGs; and
- chairs CED’s Sustainable Development Committee.
The Communications Directorate:
- disseminates to CED staff all relevant information or activities concerning sustainable development, in addition to informing them about measures taken with respect to the greening of government operations; and
- posts on the departmental website 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 the CEAA 2012; and
- inputs information on projects that contribute to the FSDS into its G&C management system, with a view in particular to providing material for performance measurement.
Corporate Services Sector
- is responsible for meeting the targets for greening of CED’s operations (Theme IV of the FSDS);
- promotes sound environmental practices within CED;
- handles interdepartmental liaison concerning the greening of government operations, in particular with the Office of Greening Government Operations of Public Works and Government Services Canada; and
- prepares the RPPs and DPRs, which encompass FSDS elements.
7. Strategic Environmental Assessment
During the 2014–15 reporting cycle, CED considered the environmental effects of initiatives subject to the Cabinet Directive on the Environmental Assessment of Policy, Plan and Program Proposals, as part of its decision-making processes.
In 2012, CED conducted a strategic environmental assessment of the Quebec Economic Development ProgramFootnote 11 and an update pursuant to the Canadian Environmental Assessment Act, 2012 (CEAA 2012)Footnote 12, in accordance with the Cabinet Directive on the Environmental Assessment of Policy, Plan and Program ProposalsFootnote 13. This assessment concluded that the program’s implementation was not likely to generate significant environmental effects, provided that the CEAA 2012 is applied to supported projects to ensure that no significant environmental impacts are generated.
No strategic environmental assessment was conducted in 2015–16.
Details on Transfer Payment Programs of $5 Million or More
General Information
Name of transfer payment program
Quebec Economic Development Program (QEDP)
(Voted payments)
Implementation date
April 1, 2012
Termination date
Permanent
Fiscal year for application of terms and conditions
Not applicable
Strategic outcome
Quebec regions have a growing economy.
Link to program alignment architecture
Program 1.1: Business Development
Program 1.2: Regional Economic Development
Sub-program 1.3.3: Ad-hoc or targeted support
Description
The QEDP contributes to promoting 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. The QEDP includes repayable and non-repayable contributions.
Results achieved
Through the QEDP, CED invested $189.9 million in 2015–16 in 1044 projects in order to foster business growth and build strong, competitive regions, and to implement initiatives in order to increase Quebec’s economic growth.
Through the Business Development PAA program, DEC contributed to the startup and operational upkeep of 29 enterprises in 2015–16. The majority off 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 (58%).
Under its Regional Economic Development PAA program, CED contributes to building strong, competitive regions: 10 communities were supported in 2015–16 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: six communities supported implemented community economic facility projects; 6.4 million tourists from outside Quebec were attracted to the regions, and 63 international agencies or foreign firms were maintained in or attracted to the regions supported. These results are conclusive, and surpass expectations.
In 2015–16, DEC was called upon to develop, administer and implement initiatives targeted and/or temporary initiatives under its Strengthening Community Economies program.Footnote 14 CED invested a total of $26.5 million in 190 projects aimed at the recovery or diversification of the economies of Quebec communities struggling with targeted economic development issues. CED’s intervention generated $48.9 million in total investment in Quebec communities, thereby exceeding the target.
Comments on variance
Not applicable
Audit completed or planned
Not applicable
Evaluation completed or planned
A summative evaluation of the PDEQ for the period from April 1, 2012, to March 31, 2016, is currently being developed and will be completed by March 31, 2017.
Engagement of applicants and recipients
Not applicable
Type of Transfer Payment | 2013–14 Actual Spending |
2014–15 Actual Spending |
2015–16 Planned Spending |
2015–16 Total Authorities Available for Use |
2015–16 Actual Spending (Authorities Used) |
Variance (2015–16 Actual Spending Minus 2015–16 Planned) |
---|---|---|---|---|---|---|
Total grants | 16,504 | 140,638 | 1,650,000 | 1,650,000 | 0 | (1,650,000) |
Total contributions | 197,447,309 | 185,582,593 | 187,377,783 | 190,814,783 | 189,898,802 | 2,521,019 |
Total other types of transfer payments | 0 | 0 | 0 | 0 | 0 | 0 |
Program total | 197,463,813 | 183,723,231 | 189,027,783 | 192,464,783 | 189,898,802 | 871,019 |
Name of transfer payment program
Community Futures Program
(Voted payments)
Implementation date
May 18, 1995
Termination date
Permanent
Fiscal year for application of terms and conditions
Not applicable
Strategic outcome
Quebec regions have a growing economy.
Link to program alignment architecture
Sub-program 1.3.1 Community Futures Program
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, Community Futures Development Corporations (CFDCs) and Business Development Centres (BDCs). The CFP includes only non-repayable contributions.
Results achieved
CED provided financial support to 56 CFDCs located in designated rural regions and 10 BDCs located in disadvantaged periurban areas. In 2015–16, CED paid $28.6 million to those agencies to support 71 projects with a view to strengthening the economies of Quebec’s rural communities.
In addition, through its funding for CFDCs and BDCs, CED helped support close to 1650 enterprises in their development approach. Data collected by Statistics Canada show that CFP clients have a survival rate that is 26 percentage points higher than comparable enterprises that did not receive funding.Footnote 15
Comments on variance
Not applicable
Audit completed or planned
Not applicable
Evaluation completed or planned
- A summative evaluation of the CFP for the period from April 1, 2007, to March 31, 2010, was published in May 2012. The evaluation report is available on the CED website.
- A summative evaluation of the CFP for the period from April 1, 2007, to March 31, 2013, was published in 2016.
Engagement of applicants and recipients
Not applicable
Type of Transfer Payment | 2013–14 Actual Spending |
2014–15 Actual Spending |
2015–16 Planned Spending |
2015–16 Total Authorities Available for Use |
2015–16 Actual Spending (Authorities Used) |
Variance (2015–16 Actual Spending Minus 2015–16 Planned) |
---|---|---|---|---|---|---|
Total grants | 0 | 0 | 0 | 0 | 0 | 0 |
Total contributions | 28,471,467 | 28,444,820 | 28,968,018 | 28,968,018 | 28,594,770 | (373,248) |
Total other types of transfer payments | 0 | 0 | 0 | 0 | 0 | 0 |
Program total | 28,471,467 | 28,444,820 | 28,968,018 | 28,968,018 | 28,594,770 | (373,248) |
Internal Audits and Evaluations
A. Internal Audits Completed in 2015–16
Title of Internal Audit
Internal Audit Type
Completion Date
B. Evaluations in Progress or Completed in 2015–16
Evaluation Title
Status
Deputy Head Approval Date
Link to Program Alignment Architecture
Evaluation of the Temporary Initiative for the Strengthening of Quebec’s Forest Economies (TISQFE)
Completed
May 2016
1.3 Strengthening Community Economies
Evaluation of the Community Futures Program (CFP)
Completed
December 2015
1.3 Strengthening Community Economies
Evaluation of the Quebec Economic Development Program (PDEQ)
In progress
2016–17
1.1 Business Development
1.2 Regional Economic Development
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 2015–16.
Response to the Auditor General (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 2015–16.
Response to external audits conducted by the Public Service Commission of Canada or the Office of the Commissioner of Official Languages
- For 2015–16, no audits of CED were conducted by the Public Service Commission of Canada or the Office of the Commissioner of Official Languages.
User Fees, Regulatory Charges and External Fees
a. Reporting on the User Fees Act
General Information
Fee name
Fees for processing requests filed under the Access to Information Act.Footnote 16
Fee type
Other products and services
Fee-setting authority
Access to Information Act and Regulations
Year introduced
1983
Year last amended
Not applicable
Performance standard
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 given to the requester. Further information on the Access to Information Act can be found on the Justice Canada websiteFootnote xxxv. Information on the regulations under the Act may also be consulted on the legislation site.
Performance results
CED answered to 54% of requests within 30 days, with close to a quarter of requests receiving a response before day 15. Considering the number of requests extended in 2015–16, 83% of requests were answered within the timeframe set out in the Access to Information Act.
Other information
CED complies with Treasury Board Secretariat guidelines regarding the imposition of and exemption from access fees.
Forecast revenue | Actual revenue | Total cost |
---|---|---|
100 | 55 | 99,094 |
Planning year | Forecast revenue | Estimated total cost |
---|---|---|
2016–17 | 100 | 102,000 |
2017–18 | 100 | 114,000 |
2018–19 | 100 | 116,000 |
Methodology and Technical Notes on Performance Data
1. Canada Economic Development for Quebec Regions (CED) Performance Measurement Methodology
1.1 Project tracking
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 2015–16, and intermediate and final results, two main baselines are used in this report:
- Projects for which an expenditure was made in 2015–16 (fiscal yearFootnote 17). This baseline tells us about the number of economic development projects that received financial support from CED, along with the amount of that assistance. This baseline contains data on output indicators.
- Projects that have reached the scheduled date for attaining longer-term results (e.g., sales increased). This baseline is used to measure the impact of CED 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 2010-11 and 2015–16.
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 client 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 performance 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 in 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 a number of 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 the attainment of the results observed.
2. Technical Notes on Performance Data
List of acronyms:
BDC: Business Development Centre
CFDC: Community Futures Development Corporation
CFO: Community Futures Organization
CFP: Community Futures Program
CIP150: Canada 150 Community Infrastructure Program
DA: (interventions) Direct intervention with enterprises
DPR: Departmental Performance Report
EDI: Linguistic Duality Economic Development Initiative
ET: Equivalent territory
IG: Intervention through intermediary groups
LII: Local Investment Initiative
NPO: Non-profit organization
ORPEX: Regional export promotion organization
PAA: Program Alignment Architecture
QEDP: Quebec Economic Development Program
RCM: Regional county municipality
REMOM: Mount Mégantic Observatory
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 Lac-Mégantic
Pipeline: Bellechasse Pipeline
2.1 Technical notes on Performance Measurement Framework (PMF) indicators
STRATEGIC OUTCOME – Quebec’s regions have a growing economy.
PROGRAM 1.1 – BUSINESS DEVELOPMENT
FINAL RESULT – The pool of enterprises in Quebec is renewed.
SUB-PROGRAM 1.1.1 – Entrepreneurship Support
INTERMEDIATE RESULT – Enterprises are started up or transferred
SUB-PROGRAM 1.1.2 – Business Performance
INTERMEDIATE RESULT – Enterprises improve their performance.
PROGRAM 1.2 – REGIONAL ECONOMIC DEVELOPMENT
FINAL RESULT – Quebec’s regions have a stronger economic base.
SUB-PROGRAM 1.2.1 – Regional Engagement
INTERMEDIATE RESULT – Communities take charge of their economic development.
SUB-PROGRAM 1.2.2 – Regional Investment
INTERMEDIATE RESULT – Quebec regions attract investment.
PROGRAM 1.3 – STRENGTHENING COMMUNITY ECONOMIES
FINAL RESULT – Quebec communities have stronger economies.
SUB-PROGRAM 1.3.1 – Community Futures Program (CFP)
INTERMEDIATE RESULT – Communities are economically sustainable.
SUB-PROGRAM 1.3.2 – Infrastructure Modernization
INTERMEDIATE RESULT – Quebec communities have upgraded public infrastructure.
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.
RIWC: 1
Chrysotile: 20
SICSBOQ: 1
Mégantic: 14
REMOM: 1
LII: 137
Pipeline: 1
Chrysotile: $6,367,794
Mégantic: $6,292,981
LII: $5,081,529
RIWC: $4,071,500
SICSBOQ: $1,500,000
REMOM: $310,775
Pipeline: $934,944
2.2 Technical notes on other performance data
2.2.1 Additional data with respect to strategic outcome
IG: High, on the basis of activity reports provided by IGs
IG: High, on the basis of activity reports provided by IGs
2.2.2 Additional data with respect to Business Performance sub-program
IG: High, on the basis of activity reports provided by IGs
IG: High, on the basis of activity reports provided by IGs
IG: High, on the basis of activity reports provided by IGs
2.2.3 Additional data with respect to the Regional Engagement sub-program
2.2.4 Additional data with respect to the Community economic facilities sub sub program
2.2.5 Additional data with respect to the Linguistic Duality Economic Development Initiative (EDI) sub-sub-program
2.2.6 Additional data with respect to the Canada 150 Community Infrastructure Program (CIP150)
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