2014-15 DPR - Supplementary Pages
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Departmental Sustainable Development Strategy;
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Details on Transfer Payment Programs of $5 Million or More;
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Internal Audits and Evaluations;
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Response to Parliamentary Committees and External Audits;
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Up-Front Multi-Year Funding; and
- 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) 2013–16 presents the Government of Canada's sustainable development activities, as required by the Federal Sustainable Development Act (FSDA). In keeping with the objectives of the FSDA to make environmental decision making more transparent and accountable to Parliament, Western Economic Diversification Canada (WD) supports the implementation of the FSDS through the activities in this supplementary information table.
This Departmental Sustainable Development Strategy (DSDS) presents the results for Theme I – Addressing Climate Change and Air Quality, Theme II – Maintaining Water Quality and Availability, Theme III – Protecting Nature and Canadians, and Theme IV – Shrinking the Environmental Footprint – Beginning with Government.
2. Themes I to III: Department- and Agency-Led Targets
Not Applicable.
3. Themes I to III: Implementation Strategies
Through the FSDS, WD has committed to diversify the western Canadian economy by making strategic investments in the commercialization and adoption of clean energy and clean water technologies through the Western Diversification Program. WD's investments in clean energy and clean water technologies contribute to the FSDS goals and implementation strategies of mitigating climate change (1.1.39), reducing air pollutants (2.1.4) and increasing water availability (3.12.2).
WD has three key program areas that frame program investments: business development and innovation, community economic growth, and policy, advocacy and coordination. The technology commercialization sub-program and innovation capacity building sub-program are components of WD's business development and innovation program area. WD's FSDS implementation strategies related to clean energy and clean water technologies are met through the department's Business Development and Innovation Program. Specifically, WD's investments in clean energy and clean water technologies are made through the technology commercialization and innovation capacity building sub-programs, through which WD supports projects designed to increase the number of western Canadian technologies brought to market.
WD's strategic investments in clean energy and clean water technologies are measured using the performance indicators associated with the sub-programs of technology commercialization and innovation capacity building. For instance, in 2014-15 WD committed $5.5 million to 3 projects which are anticipated to result in technology adoption and demonstration for innovative clean energy and clean water technologies. These commitments leveraged an additional $9.9 million from not-for-profit organizations, a post-secondary institution and industry partners.
4. Theme IV: Targets and Implementation Strategies
Goal 7: Waste and Asset Management
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.
Scope and Context
WD has five locations across Canada. Locations are identified by cities where WD has an office with 8 or more employees. WD's locations included:
- Vancouver, British Columbia;
- Edmonton, Alberta (Headquarters);
- Saskatoon, Saskatchewan;
- Winnipeg, Manitoba; and
- Ottawa, Ontario.
Effective April 1, 2013, all procurement functions were centralized to the Corporate Administration group in Finance and Corporate Management, Headquarters. The centralized Procurement Unit consists of the Manager, Corporate Administration; a Team Leader, Corporate Services; two Procurement Officers; and one Procurement Clerk.
Link to Department's Program Alignment Architecture
Program: Internal Services
Performance Measurement
Expected Result
Environmentally responsible acquisition, use and disposal of goods and services.
| Performance indicator (hdr1.1) | Performance level achieved (hdr1.2) |
|---|---|
|
Departmental approach to further the implementation of the Policy on Green Procurement in place as of April 1, 2014. |
Yes [April 1, 2014] |
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Number and percentage of procurement and/or materiel management specialists who completed the Canada School of Public Service Green Procurement course (C215) or equivalent, in fiscal year 2014–15. |
4 Previously reported 6 specialists |
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Number and percentage of managers and functional heads of procurement and materiel whose performance evaluation includes support and contribution toward green procurement, in fiscal year 2014–15. |
2 |
| Implementation Strategy Element or Best Practice | Performance level achieved |
|---|---|
|
Best Practice (related to Expected Result): Train functional heads of procurement, procurement and/or material management specialists and all Acquisition Card holders on green procurement. It is mandatory to complete the Canada School of Public Service Course CSPS-Green Procurement (C215). |
23 |
Departmental green procurement target
7.2.1. Information Technology (IT) Hardware
By March 31, 2017, 90% of IT hardware purchases will include criteria to reduce the environmental impact associated with the production, acquisition, use and/or disposal of the equipment.
| Performance indicator (hdr1.5) | Performance level achieved (hdr1.6) |
|---|---|
|
Dollar value or volume of IT hardware purchases that meet the target objective relative to the total dollar value or volume of all purchase for IT hardware in the given year. |
100% |
Departmental green procurement target
7.2.2. Imaging Hardware and Consumables
By March 31, 2017, 90% of toner cartridges are recycled at end of life.
| Performance indicator (hdr1.7) | Performance level achieved (hdr1.8) |
|---|---|
|
Volume of toner cartridges recycled relative to the total volume of all toner cartridges purchase in the year in question. |
100% |
Departmental green procurement target
7.2.3. Business Travel
By March 31, 2017, 30% of accommodation stays will take place in establishments that have a high environmental rating based on an industry recognized tool.
| Performance indicator (hdr1.9) | Performance level achieved (hdr1.10) |
|---|---|
|
Dollar value of number of accommodation stays that meet the target objective relative to the total dollar value or number of all accommodation stays in the given year. |
46% |
| Implementation strategy element or best practice (hdr1.11) | Performance level achieved (hdr1.12) |
|---|---|
| 7.2.1.1. Leverage common use procurement instruments where available and feasible. | Achieved |
| 7.2.2.1 Choose standing offer suppliers that promote toner cartridge recycling. | On Track |
| 7.2.3.3. Identify accommodation establishments with high environmental ratings. | Achieved |
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 sustainability of its workplace operations.
Scope and Context
See Target 7.2.
Link to Department's Program Alignment Architecture
Program: Internal Services
Performance Measurement
Expected result
Departmental workplace operations have a reduced environmental impact.
| Performance indicator (hdr1.13) | Performance level achieved (hdr1.14) |
|---|---|
| An approach to maintain or improve the sustainability of the departmental workplace is in place by March 31, 2015. | Yes [April 1, 2013] |
| Implementation strategy element or best practice (hdr1.15) | Performance level achieved (hdr1.16) |
|---|---|
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7.3.1.1. Engage employees in greening government operations practices. |
Achieved |
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7.3.1.2. Integrate environmental considerations into corporate policies, processes and practices in accordance with departmental refresh cycles. |
On Track |
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7.3.1.3. Maintain or improve existing approaches to sustainable workplace practices (i.e., printer ratios, paper usage, and green meetings). |
On track |
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7.3.1.4. Minimize the ratio of information technology (IT) assets per employee. |
Achieved |
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7.3.1.5. Select and operate IT and office equipment in a manner that reduces energy consumption and material usage. |
Achieved |
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7.3.1.6. Dispose of e-waste in an environmentally sound and secure manner. |
Achieved |
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7.3.1.7. Reuse or recycle workplace materiel and assets in an environmentally sound and secure manner. |
Achieved |
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7.3.1.9. Increase the population density in office buildings, and increase space utilization in special purpose buildings. |
On Track |
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7.3.1.10. Maintain or improve sustainable fleet management. |
Achieved |
| Implementation Strategy Element or Best Practice (hdr1.17) | Performance level achieved (hdr1.18) |
|---|---|
|
Best Practice (related to Expected Result): |
56% |
5. Additional Departmental Sustainable Development Activities and Initiatives
Not Applicable.
6. Sustainable Development Management System
In keeping with WD's mandate to develop and diversify the western Canadian economy, WD's programming efforts with respect to sustainable development focus on projects that create economic benefits for Western Canada. For instance, WD continues to make investments in clean energy and water technologies in order to increase the number of western Canadian technologies brought to market. WD's sustainable development vision is that the western Canadian economy is growing, diversified and sustainable.
In order to achieve its sustainable development objectives, WD fosters practices that promote sustainable development in its internal operations and project investment activities. WD initiatives related to sustainable development are incorporated into the department's planning, tracking and reporting systems. WD's project assessment tool allows for projects to be identified and aligned with an FSDS goal if applicable. A project's FSDS alignment is considered during the funding decision process. Sustainable development projects are reported in Client Driven Impact Surveys and on WD's public website. WD senior management's responsibilities for integrating sustainable development principles into the department's policies, programs and operations are supported by a departmental sustainable development team. The team includes a headquarters Chair and Leads in each regional office. The team shares information and liaises with project and policy officers to inform sustainable development decision making.
7. Strategic Environmental Assessment
During the 2014–15 reporting cycle, WD 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 2014-15, WD did not develop any initiatives that required a strategic environmental assessment; as such, no related public statements were produced.
Details on Transfer Payment Programs of $5 Million or More
| Name of transfer payment program | Western Diversification Program (WDP) |
|---|---|
| Start date | December 3, 1987 |
| End date | Ongoing |
| Fiscal year for terms and conditions | 2010-11 |
| Strategic Outcome | A growing and diversified western Canadian economy. |
| Link to department's Program Alignment Architecture |
Program 1.1: Business Development and Innovation Program 1.2: Community Economic Growth Program 1.3: Policy, Advocacy and Coordination |
| Description | This program was designed to promote economic development and diversification in Western Canada and advance the interests of Western Canada in national policy, program and project development and implementation. |
| Results achieved |
|
| Comments on variances | Actual spending is higher than planned spending by $5.8 million primarily due to increased authorities from collections of repayable contributions and a transfer from Agriculture and Agri-Food Canada (AAFC) related to the Canadian Beef Centre of Excellence. |
| Audits completed or planned | WD's internal audit function has been transferred to the Office of the Comptroller General (OCG). All audits of the Regional Development Agencies (RDAs), including WD, will be conducted by OCG in accordance with their RDA Risk-Based Audit Plan (RBAP). The previous WDP audit was completed in September 2009. |
| Evaluations completed or planned | An evaluation of Business Productivity and Growth activity, which is within the Business Development and Innovation Program area, was launched during 2014–15 and is expected to be finalized in 2015-16. An evaluation of the Innovation Capacity Building and Technology Commercialization activities, within the Business Development and Innovation Program area, is planned to be conducted during 2016–17. |
| Engagement of applicants and recipients | The WDP and Western Innovation Initiative stream are both delivered through a call for proposals process. Potential applicants and stakeholders are engaged through active outreach, media strategies and information provided on WD's public website. Applicants throughout western Canada were encouraged to apply for funding to support a wide range of economic development opportunities through WD's electronic application form. |
Program: Policy, Advocacy & Coordination (WDP)
| Type of Transfer Payment | 2012–13 Actual spending |
2013–14 Actual spending |
2014–15 Planned spending |
2014–15 Total authorities available for use |
2014–15 Actual spending (authorities used) |
Variance (2014–15 actual minus 2014–15 planned) |
|---|---|---|---|---|---|---|
| Total grants | $0 | $0 | $0 | $0 | $0 | $0 |
| Total contributions | $880,714 | $1,761,647 | $2,800,000 | $2,800,000 | $1,524,413 | $(1,275,587) |
| Total other types of transfer payments | - | - | - | - | - | - |
| Total Policy, Advocacy & Coordination | $880,714 | $1,761,647 | $2,800,000 | $2,800,000 | $1,524,413 | $(1,275,587) |
Program: Community Economic Growth (WDP)
| Type of Transfer Payment | 2012–13 Actual spending |
2013–14 Actual spending |
2014–15 Planned spending |
2014–15 Total authorities available for use |
2014–15 Actual spending (authorities used) |
Variance (2014–15 actual minus 2014–15 planned) |
|---|---|---|---|---|---|---|
| Total grants | $0 | $0 | $0 | $0 | $0 | $0 |
| Total contributions | $1,934,560 | $1,297,718 | $2,040,121 | $2,115,121 | $1,469,847 | $(570,274) |
| Total other types of transfer payments | - | - | - | - | - | - |
| Total Community Economic Growth | $1,934,560 | $1,297,718 | $2,040,121 | $2,115,121 | $1,469,847 | $(570,274) |
Program: Business Development and Innovation (WDP)
| Type of Transfer Payment | 2012–13 Actual spending |
2013–14 Actual spending |
2014–15 Planned spending |
2014–15 Total authorities available for use |
2014–15 Actual spending (authorities used) |
Variance (2014–15 actual minus 2014–15 planned) |
|---|---|---|---|---|---|---|
| Total grants | $0 | $0 | $5,000,000 | $0 | $0 | $(5,000,000) |
| Total contributions | $78,369,226 | $78,778,237 | $75,668,888 | $86,379,053 | $88,299,914 | $12,631,026 |
| Total other types of transfer payments | - | - | - | - | - | - |
| Total Business Development and Innovation | $78,369,226 | $78,778,237 | $80,668,888 | $86,379,053 | $88,299,914 | $7,631,026 |
| Type of Transfer Payment | 2012–13 Actual spending |
2013–14 Actual spending |
2014–15 Planned spending |
2014–15 Total authorities available for use |
2014–15 Actual spending (authorities used) |
Variance (2014–15 actual minus 2014–15 planned) |
|---|---|---|---|---|---|---|
| Total grants | $0 | $0 | $5,000,000 | $0 | $0 | $(5,000,000) |
| Total contributions | $81,184,500 | $81,837,602 | $80,509,009 | $91,294,174 | $91,294,174 | $10,785,165 |
| Total other types of transfer payments | - | - | - | - | - | - |
| Total Western Economic Diversification program | $81,184,500 | $81,837,602 | $85,509,009 | $91,294,174 | $91,294,174 | $5,785,165 |
| Name of transfer payment program | Community Futures Program (CF) |
|---|---|
| Start date | May 18, 1995 |
| End date | Ongoing |
| Fiscal year for terms and conditions | 2010-11 |
| Strategic Outcome | A growing and diversified western Canadian economy. |
| Link to department's Program Alignment Architecture | Program 1.2: Community Economic Growth Sub-Program 1.2.3: Community Futures Program |
| Description | This program was designed to provide funding for a network of Community Futures Development Corporations (CFDC) across Canada with WD as the delivery department for the West. CFDCs are volunteer-led, non-profit organizations that lead strategic economic planning, and provide advice and commercial loans to local entrepreneurs, which foster economic development. |
| Results achieved |
|
| Comments on variances | Not applicable |
| Audits completed or planned | WD's internal audit function has been transferred to the Office of the Comptroller General (OCG). All audits of the Regional Development Agencies (RDAs), including WD, will be conducted by OCG in accordance with their RDA Risk-Based Audit Plan (RBAP). |
| Evaluations completed or planned | An evaluation of the Community Futures Program was conducted during 2013–14 and the final report was posted online in September 2014. The next evaluation of the Community Futures Program is planned to be conducted during 2018–19. |
| Engagement of applicants and recipients | Eligible applicants for the CF Program are the CF Organizations. WD has a long standing strategy of engaging with these organizations to build awareness of WD's programs among prospective proponents. |
Program: Community Economic Growth (CF)
| Type of Transfer Payment | 2012–13 Actual spending |
2013–14 Actual spending |
2014–15 Planned spending |
2014–15 Total authorities available for use |
2014–15 Actual spending (authorities used) |
Variance (2014–15 actual minus 2014–15 planned) |
|---|---|---|---|---|---|---|
| Total grants | $0 | $0 | $0 | $0 | $0 | $0 |
| Total contributions | $10,012,592 | $29,525,097 | $28,453,991 | $27,036,417 | $26,502,066 | $(1,951,925) |
| Total other types of transfer payments | - | - | - | - | - | - |
| Total Community Economic Growth | $10,012,592 | $29,525,097 | $28,453,991 | $27,036,417 | $26,502,066 | $(1,951,925) |
Program: Business Development and Innovation (CF)
| Type of Transfer Payment | 2012–13 Actual spending |
2013–14 Actual spending |
2014–15 Planned spending |
2014–15 Total authorities available for use |
2014–15 Actual spending (authorities used) |
Variance (2014–15 actual minus 2014–15 planned) |
|---|---|---|---|---|---|---|
| Total grants | $0 | $0 | $0 | $0 | $0 | $0 |
| Total contributions | $19,435,346 | $0 | $0 | $0 | $0 | $0 |
| Total other types of transfer payments | - | - | - | - | - | - |
| Total Business Development and Innovation | $19,435,346 | $0 | $0 | $0 | $0 | $0 |
| Type of Transfer Payment | 2012–13 Actual spending |
2013–14 Actual spending |
2014–15 Planned spending |
2014–15 Total authorities available for use |
2014–15 Actual spending (authorities used) |
Variance (2014–15 actual minus 2014–15 planned) |
|---|---|---|---|---|---|---|
| Total grants | $0 | $0 | $0 | $0 | $0 | $0 |
| Total contributions | $29,447,938 | $29,525,097 | $28,453,991 | $27,036,417 | $26,502,066 | $(1,951,925) |
| Total other types of transfer payments | - | - | - | - | - | - |
| Total Community Futures program | $29,447,938 | $29,525,097 | $28,453,991 | $27,036,417 | $26,502,066 | $(1,951,925) |
Internal Audits and Evaluations
A Service Level Agreement has been established between the Internal Audit Sector of the Office of the Comptroller General of Canada (OCG) and the federal regional development agencies (RDAs), including WD. This agreement became effective April 1, 2012, and details the provision of internal audit services by the OCG to the RDAs.
As a result of this agreement, a RDA Risk-Based Audit Plan (RBAP) was developed in 2013 for audits to be conducted in the 2014–15 fiscal year.
| Title of Internal Audit | Internal Audit Type | Completion date |
|---|---|---|
| Core Control Audit of Western Economic Diversification Canada | Core Control Audit | October 2014 |
| Link to Department's Program Alignment Architecture | Title of the Evaluation | Status | Deputy Head Approval Date |
|---|---|---|---|
| Community Economic Growth | Evaluation of the Community Futures Program | Completed | June 2014 |
| Business Development and Innovation | Evaluation of Business Productivity and Growth | In progress | January 2016 (expected approval date) |
Response to Parliamentary Committees and External Audits
| Response to Parliamentary Committees |
|---|
|
Standing Senate Committee on National Finance (NFFN) 41-2 – Issue # 26, 18th Meeting Discussion: The expenditures set out in the Main Estimates for the fiscal year ending March 31, 2015. Follow up: None required |
Up-Front Multi-Year Funding
| Strategic Outcome: |
A growing and diversified western Canadian economy. |
|---|---|
| Name of recipient: |
Primrose Lake Economic Development Corporation (PLEDC) |
| Link to department's Program Alignment Architecture: |
Program 1.2: Community Economic Growth |
| Name of recipient: |
Primrose Lake Economic Development Corporation (PLEDC) URL to recipient's website: www.pledco.ca |
| Start date: |
March 30, 2007 |
| End date: |
March 31, 2027 |
| Description: |
Create a community controlled trust fund for economic development. |
| Comments on variances: |
Not applicable |
| Significant audit findings by the recipient during the reporting year, and future plan: |
No audits performed to date. Date for an audit in the future has not yet been identified. |
| Significant evaluation findings by the recipient during the reporting year, and future plan: |
The next evaluation is anticipated in fiscal year 2017. |
| Summary of results achieved by the recipient: |
During fiscal 2014-15, the Board reviewed and updated their Strategic Plan for 2015 to 2017. PLEDC formed strategic partnerships with other groups and investigated regional projects in tourism, fishing, forestry, and oil and gas, which may impact future years. In September 2014, PLEDC signed an agreement with Beaver River Community Futures Development to establish a loan fund to assist with the start-up/development costs for primary producers in the PLEDC communities of Beauval, Ile-a-la-Crosse, Cole Bay, and Jans Bay. Primary producers are residents of communities who are involved in the commercial fishing, wild rice production or trapping industry. PLEDC continues to distribute funds based on new applications from the communities. From April 1, 2014 to March 31, 2015, PLEDC approved or committed grants and loans of $271,276 and disbursed funding of $189,966 to clients for economic development initiatives. Financial Statements are pending for 2014-15. Total funding: $15,000,000 |
| 2012–13 Actual spending |
2013–14 Actual spending |
2014–15 Planned spending |
2014–15 Total authorities available for use |
2014–15 Actual spending (authorities used) |
Variance (2014–15 actual minus 2014–15 planned) |
|---|---|---|---|---|---|
| $0 | $0 | $0 | $0 | $0 | $0 |
User Fees, Regulatory Charges and External Fees
Reporting on the User Fees Act
General and Financial Information by Fee
| Fee name | Fees charged for the processing of access requests filed under the Access to Information Act (ATIA) |
|---|---|
| Fee type | Other products and services |
| Fee-setting authority | Access to Information Act |
| Year introduced | 1985 |
| Year last amended | 1992 |
| Performance standard | A response is provided within 30 days following receipt of request; the response time may be extended pursuant to section 9 of the Access to Information Act. |
| Performance results | The Department responded within 30 days or less in 71.5 per cent of completed requests. *An additional 7 per cent of the remaining requests were completed within 31 to 60 days, and 21.5 per cent completed within 60 to 120 days. |
| Other information | Under the Access to Information Act, fees under $25 may be waived when deemed to be in the public interest. Reproduction fees waived during 2014–2015 represented $97. |
* A Notice of Extension is sent to the requestor within 30 days of receipt of the request.
| Forecast revenue | Actual revenue | Full cost |
|---|---|---|
| $250 | $118 | $215 |
| Planning year | Forecast revenue | Estimated full cost |
|---|---|---|
| 2015–16 | $250 | $500 |
| 2016–17 | $250 | $500 |
| 2017–18 | $250 | $500 |
- Date modified: