2015-16 DPR - Supplementary Information Tables
- Departmental Sustainable Development Strategy
- Details on Transfer Payment Programs of $5 Million or More
- Internal Audits and Evaluations
- Up-Front Multi-Year Funding
- User Fees, Regulatory Charges and External Fees
- Performance Measurement Framework Methodologies
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 described in this supplementary information table.
This Departmental Sustainable Development Strategy presents the results for Theme I – Addressing Climate Change and Air Quality, Theme II – Maintaining Water Quality and Availability, 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 and the Western Innovation Initiative. 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 2015–16 WD committed $11.5 million to 10 projects which are anticipated to result in technology adoption and demonstration for innovative clean energy and clean water technologies. These commitments leveraged an additional $10.5 million from not-for-profits, post-secondary institutions 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.
Performance Measurement
Expected result
Environmentally responsible acquisition, use and disposal of goods and services
| Performance indicator | Performance level achieved |
|---|---|
| Departmental approach to further the implementation of the Policy on Green Procurement in place as of April 1, 2014. | March 2012 |
| 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 2016–17. | Two 40% |
| 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 2016–17. | Two 100% |
Departmental green procurement target
Information Technology (IT) Hardware
By March 31, 2017, 90% of IT hardware purchases will reduce the environmental impact associated with the production, acquisition, use and/or disposal of the equipment.
| Performance indicator | Performance level achieved |
|---|---|
| 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
Imaging Hardware and Consumables
By March 31, 2017, 90% of toner cartridges will be recycled at end of life.
| Performance indicator | Performance level achieved |
|---|---|
|
Volume of toner cartridges recycled relative to the total volume of all toner cartridges purchased in the year in question. |
100% |
Departmental green procurement target
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 | Performance level achieved |
|---|---|
|
Dollar value or 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. |
52% |
| Implementation strategy element or best practice | Performance level achieved |
|---|---|
| 7.2.1.5. Leverage common-use procurement instruments where available and feasible. | Achieved |
| Best Practice 7.2.3. Train acquisition cardholders on green procurement. |
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.
Performance Measurement
Expected result
Departmental workplace operations have a reduced environmental impact.
| Performance indicator | Performance level achieved |
|---|---|
| Approach to maintain or improve the sustainability of the departmental workplace in place as of March 31, 2015. | Completed (April 1, 2013) |
| Implementation strategy element or best practice | Performance level achieved |
|---|---|
| 7.3.1.1. Engage employees in greening government operations practices. | Achieved |
| 7.3.1.2. Integrate environmental considerations into corporate policies, processes and practices in accordance with departmental refresh cycles. | Achieved |
| 7.3.1.3. Maintain or improve existing approaches to sustainable workplace practices (printer ratios, paper usage, and green meetings). | Achieved |
| 7.3.1.4. Minimize the ratio of IT assets per employee. | Achieved |
| 7.3.1.5. Select and operate IT and office equipment in a manner that reduces energy consumption and material usage. | Achieved |
| 7.3.1.6. Dispose of e-waste in an environmentally sound and secure manner. | Achieved |
| 7.3.1.7. Reuse or recycle workplace materiel and assets in an environmentally sound and secure manner. | Achieved |
| 7.3.1.8. Minimize all non-hazardous solid waste generated, and leverage service offerings to maximize the diversion of waste. | Achieved |
| 7.3.1.9. Increase the population density in office buildings, and increase space utilization in special purpose buildings. | Achieved |
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 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 2015–16 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. As WD did not develop any initiatives that required a Strategic Environmental Assessment, 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 organization's program(s) |
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 lower than planned spending by $3.6 million as a result of reallocating funding to other government initiatives. |
| 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 completed 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 Western Economic Diversification Canada's (WD) 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 | 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 minus 2015–16 planned) |
|---|---|---|---|---|---|---|
| Total grants | $0 | $0 | $0 | $0 | $0 | $0 |
| Total contributions | $1,761,647 | $1,524,413 | $2,095,660 | $2,095,660 | $2,040,418 | $(55,242) |
| Total other types of transfer payments | $0 | $0 | $0 | $0 | $0 | $0 |
| Total Policy, Advocacy & Coordination | $1,761,647 | $1,524,413 | $2,095,660 | $2,095,660 | $2,040,418 | $(55,242) |
Program: Community Economic Growth (WDP)
| 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 minus 2015–16 planned) |
|---|---|---|---|---|---|---|
| Total grants | $0 | $0 | $0 | $0 | $0 | $0 |
| Total contributions | $1,297,718 | $1,469,847 | $2,080,135 | $2,080,135 | $1,490,472 | $(589,663) |
| Total other types of transfer payments | $0 | $0 | $0 | $0 | $0 | $0 |
| Total Community Economic Growth | $1,297,718 | $1,469,847 | $2,080,135 | $2,080,135 | $1,490,472 | $(589,663) |
Program: Business Development and Innovation (WDP)
| 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 minus 2015–16 planned) |
|---|---|---|---|---|---|---|
| Total grants | $0 | $0 | $5,000,000 | $0 | $0 | $(5,000,000) |
| Total contributions | $78,778,237 | $88,299,914 | $77,203,214 | $84,479,133 | $79,208,544 | $2,005,330 |
| Total other types of transfer payments | $0 | $0 | $0 | $0 | $0 | $0 |
| Total Business Development and Innovation | $78,778,237 | $88,299,914 | $82,203,214 | $84,479,133 | $79,208,544 | $(2,994,670) |
| 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 minus 2015–16 planned) |
|---|---|---|---|---|---|---|
| Total grants | $0 | $0 | $5,000,000 | $0 | $0 | $(5,000,000) |
| Total contributions | $81,837,602 | $91,294,174 | $81,379,009 | $88,654,928 | $82,739,434 | $1,360,425 |
| Total other types of transfer payments | $0 | $0 | $0 | $0 | $0 | $0 |
| Total Western Economic Diversification program | $81,837,602 | $91,294,174 | $86,379,009 | $88,654,928 | $82,739,434 | $(3,639,575) |
| 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 organization's program(s) | 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 | Actual spending is higher than planned spending by $1.3 million due to the timing difference related to the processing of claims. |
| 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 | 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 minus 2015–16 planned) |
|---|---|---|---|---|---|---|
| Total grants | $0 | $0 | $0 | $0 | $0 | $0 |
| Total contributions | $29,525,097 | $26,502,066 | $28,453,991 | $29,790,691 | $29,790,691 | $1,336,700 |
| Total other types of transfer payments | $0 | $0 | $0 | $0 | $0 | $0 |
| Total Community Economic Growth | $29,525,097 | $26,502,066 | $28,453,991 | $29,790,691 | $29,790,691 | $1,336,700 |
| 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 minus 2015–16 planned) |
|---|---|---|---|---|---|---|
| Total grants | $0 | $0 | $0 | $0 | $0 | $0 |
| Total contributions | $29,525,097 | $26,502,066 | $28,453,991 | $29,790,691 | $29,790,691 | $1,336,700 |
| Total other types of transfer payments | $0 | $0 | $0 | $0 | $0 | $0 |
| Total Community Futures program | $29,525,097 | $26,502,066 | $28,453,991 | $29,790,691 | $29,790,691 | $1,336,700 |
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. A three-year Risk-Based Audit Plan was approved in November 2014, outlining planned audit engagements until 2016-17.
During 2015-16, none of the audits that were conducted by OCG included WD.
| Title of internal audit | Internal audit type | Completion date |
|---|---|---|
| N/A | N/A | N/A |
| Title of the evaluation | Status | Deputy head approval Date | Link to organization's program(s) |
|---|---|---|---|
| Evaluation of the Business Productivity and Growth | Completed | March 2016 | Business Development and Innovation |
| Evaluation of Innovation Capacity Building and Technology Commercialization | In progress | March 2017 (expected approval date) |
Business Development and Innovation |
Up-front Multi-year Funding
| 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 30, 2027 |
| Strategic Outcome |
A growing and diversified western Canadian economy. |
| Link to organization's program(s) |
Program 1.2: Community Economic Growth |
| Name of recipient |
Primrose Lake Economic Development Corporation (PLEDC) |
| 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 2016/17. |
| Summary of results achieved by the recipient |
During fiscal 2015-16, the Board reviewed and updated their Strategic Plan to 2017. PLEDCO formed strategic partnerships with other groups and invested in regional projects in tourism, fishing, forestry, and oil and gas, which may impact future years. In September 2014, PLEDCO 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 PLEDCO 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. PLEDCO continues to distribute funds based on new applications from the communities. Financial Statements are pending for 2015-16. Total funding: $15,000,000 |
| 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 minus 2015–16 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 for the processing requests filed under the Access to Information Act |
|---|---|
| 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 |
Western Economic Diversification Canada received only two new requests, and carried forwarded one request from 2014-2015. The Department responded within 30 days on one request. *The remaining two requests were completed within 31 to 70 days. |
| Other information | Under the Access to Information Act, fees under $25 may be waived when deemed to be in the public interest. Fees waived during 2015–16 were $19. |
* Includes cases where a Notice of Extension is sent to the requester within 30 days of receipt of the request.
| Forecast revenue | Actual revenue | Full cost |
|---|---|---|
| 250 | 10 | 10 |
| Planning year | Forecast revenue | Estimated full cost |
|---|---|---|
| 2016–17 | 250 | 250 |
| 2017–18 | 250 | 250 |
| 2018–19 | 250 | 250 |
Performance Measurement Framework Methodologies
| Type Selection | Expected Result | Performance Indicator | Definition of Performance Indicator | Data Source | Frequency of Data Collection |
|---|---|---|---|---|---|
| Program Level | |||||
| 1.0 Business Development & Innovation | |||||
|
Expected Result |
Western Canadian SMEs are engaged in international business |
$ value and type of international business activity facilitated by WD |
"Type" is defined as:
|
WD's Information Management System - Gateway |
Semi-annually, minimum |
|
Expected Result |
Western Canadian SMEs are competitive |
# of SMEs that increase gross margins |
The number of companies that increase their gross margin following participation in a project. "Gross margin" is defined as gross income (sales less production costs) divided by sales, expressed as a percentage. Gross margin is a measure of how efficiently a company uses its resources. |
WD's Information Management System - Gateway |
Semi-annually, minimum |
|
Expected Result |
Western Canadian SMEs are innovative |
# of instances and type of protection of intellectual property exercised |
"Type" is defined as:
These categories are based upon the Intellectual Property categories covered by the Canadian Intellectual Property Office. |
WD's Information Management System - Gateway |
Semi-annually, minimum |
| Sub-Program Level | |||||
| 1.1 Trade, Investment & Market Access | |||||
|
Expected Result |
Capacity of western clients to pursue international business opportunities or attract international visitors |
# of western SMEs and other organizations pursuing a trade, investment, international R&D or tourism opportunity, as a result of global advisory and market access services |
This indicator is focused on capacity building with clients who typically have very little international business experience. "Opportunity" refers to a prospect where there is some possibility of a future sale, investment or partnership; an "opportunity" is at an earlier stage in the international business engagement process than a "business lead." |
WD's Information Management System - Gateway |
Semi-annually, minimum |
|
Expected Result |
Capacity to support the flow of goods and services in and out of Western Canada |
$ value and type of improvements to trade infrastructure |
"Type" is defined as:
|
WD's Information Management System - Gateway |
Semi-annually, minimum |
|
Expected Result |
International awareness of trade, investment, and tourism opportunities, and SME technology capabilities in Western Canada |
$ value and type of international business leads generated through missions, events, and marketing initiatives |
This indicator is focused on enhancing capacity of clients who typically already have some international business experience. "Business leads" refers to a solid prospect with a foreign company or organization with a reasonable possibility of an international sale, investment, or R&D partnership; a "business lead" is at a later stage in the international business engagement process than an "opportunity". "Type" includes:
|
WD's Information Management System - Gateway |
Semi-annually, minimum |
| 1.2 Business Productivity and Growth | |||||
|
Expected Result |
Access to business development services, capital, and leveraged capital |
# of businesses created, maintained, or expanded through business or capital services |
The number of businesses created, maintained or expanded through business development or capital services. The number of loans provided is equivalent to the number of businesses created, maintained, or expanded. "Type of services" includes: 1) business development services; and 2) capital services. |
WD's Information Management System - Gateway |
Semi-annually, minimum |
|
Expected Result |
Adoption of sound management and business practices, and technology |
# of SMEs investing in adoption of sound management or business practices, or technology |
Number of SMEs investing in the adoption of sound management or business practices, or technology, as a result of the project. |
WD's Information Management System - Gateway |
Semi-annually, minimum |
|
Expected Result |
Access to skilled labour |
# of skilled workers hired as a result of training or skills certification |
The number of skilled workers hired in their skill area as a result of training or skills certification funded by the project. |
WD's Information Management System - Gateway |
Semi-annually, minimum |
| 1.3 Innovation Capacity Building | |||||
|
Expected Result |
Initial Technology Development - Basic technological components are integrated for testing and validation in a simulated (laboratory) environment. |
$ value of applied R&D undertaken related to initial technology development |
This is an annual reporting of the monetary value of the R&D, based upon costs incurred. If the project involves reimbursement of operating costs only, count the value of all R&D costs throughout the funding period. If the project involves capital costs, count the value of all R&D costs undertaken in the facility following completion of the building or equipment set-up. |
WD's Information Management System - Gateway |
Semi-annually, minimum |
|
Expected Result |
Intermediate Technology Development - Prototypes are ready for demonstration in an operational setting |
# of prototypes ready for demonstration in operational environment |
Prototype at planned operational level and is ready for demonstration in an operational environment. Activities include prototype field testing. |
WD's Information Management System - Gateway |
Semi-annually, minimum |
|
Expected Result |
HQP - Create a pool of highly qualified personnel to support the commercialization of knowledge-based products, processes, and services |
# of HQP trained |
The number of skilled personnel (engineers, scientists, and people with science and specialized business skills related to technology commercialization) who receive training through the project. |
WD's Information Management System - Gateway |
Semi-annually, minimum |
| 1.4 Technology Commercialization | |||||
|
Expected Result |
Advanced Technology Development - The technology in its final form is proven through successful deployment in an operational setting under real-life conditions |
# of products, processes or services, proven through successful deployment in an operational setting |
Actual application of the technology in its final form and under real-life conditions, such as those encountered in operational tests and evaluations. Activities include using the innovation under operational conditions (Level 9). |
WD's Information Management System - Gateway |
Semi-annually, minimum |
|
Expected Result |
SMEs have enhanced financial capacity to pursue technology development and commercialization |
$ value of incremental private sector investment attracted |
Amount of any private sector capital invested in a spin-off company (for WINN the proponent is the spin-off company) as a result of the project. Does not include private sources of project funding outlined at the time of approval. |
WD's Information Management System - Gateway |
Semi-annually, minimum |
|
Expected Result |
SMEs have enhanced sales of knowledge-based products, processes, and/or services |
$ value of sales tied to the knowledge-based product, process, service, or technology commercialized |
The dollar value of total sales (domestic and international) of the product, process, service, or technology supported through WD funding. |
WD's Information Management System - Gateway |
Semi-annually, minimum |
| Program Level | |||||
| 2.0 Community Economic Growth | |||||
|
Expected Result |
Western Canadian communities have strong businesses |
SME sales growth ($) |
Growth in sales (dollar value) of assisted clients over the reporting period (e.g. dollar change in sales from 2013-2016). For the CF Program, loan client results will be compared to a control group. |
Statistics Canada Data |
Annually |
|
Expected Result |
Western Canadian communities have the capacity for socio-economic development |
# of communities benefitting from Community Economic Growth projects |
"Communities benefitting" include all distinct communities receiving benefit from a community-based project under one of the following three sub-programs: Community Development, Community Futures Program, or Targeted Economic Initiatives. Note: If a community benefits from two different projects, that community will be counted twice. |
WD's Information Management System - Gateway & Client Relationship Management (CRM) |
Semi-annually, minimum |
|
Expected Result |
Western Canadian communities have the necessary public infrastructure to support economic growth |
# of communities benefitting from federal public infrastructure investments |
"Communities benefitting" include all distinct communities receiving benefit from a new or improved infrastructure system, network, or facility. Note: If a community benefits from two different projects, that community will be counted twice. |
WD's Information Management System - Gateway |
Semi-annually, minimum |
| Sub-Program Level | |||||
| 2.1 Infrastructure Programming | |||||
|
Expected Result |
New or improved environmental systems |
# and type of new or improved environmental systems |
"Type" refers to water, wastewater, solid waste, energy efficiency, and brown field remediation. |
WD's Information Management System - Gateway |
Semi-annually, minimum |
|
Expected Result |
New or improved transportation or telecommunications networks |
# and type of new or improved transportation or telecommunications networks |
"Type" refers to local transportation, public transit, and public internet access. |
WD's Information Management System - Gateway |
Semi-annually, minimum |
|
Expected Result |
New or improved community, cultural, recreational, tourism, or other related facilities |
# and type of new or improved community, cultural, recreational, tourism, or other related facilities |
"Type" refers to community, cultural, recreational, tourism, and other. |
WD's Information Management System - Gateway |
Semi-annually, minimum |
| 2.2 Community Development | |||||
|
Expected Result |
Strong community strategic planning |
# of local and regionally-based community strategic plan(s) developed and/or updated |
The Recipient has collaborated to develop and/or update a community strategic plan or plans which:
|
WD's Information Management System - Gateway and CRM |
Semi-annually, minimum |
|
Expected Result |
Effective implementation of community plans |
$ value and type of community-based projects |
"Value" represents the total costs of the community-based project, including both WD's or the FEDO's contribution as well as funding leveraged from other sources. "Type" includes:
|
WD's Information Management System - Gateway and CRM |
Semi-annually, minimum |
| 2.3 Community Futures Program | |||||
|
Expected Result |
Strong rural community strategic planning and implementation |
$ value and type of community-based projects |
"Value" represents the total costs of the community-based project, including both CF Program funding as well as funding leveraged from other sources. The amount of funding originating from the CF Program Authority will be reported separately. "Type" includes:
|
WD's Information Management System - CRM |
Semi-annually, minimum |
|
Expected Result |
Rural access to business development services |
# of businesses created, maintained, or expanded through business services |
The number of businesses created, maintained or expanded through business development services. |
WD's Information Management System - CRM |
Semi-annually, minimum |
|
Expected Result |
Rural access to capital and leveraged capital |
$ value and type of loan |
Dollar value of loans to new and existing business, where approved and first disbursement made by CF Organization. "Type" includes:
|
WD's Information Management System - CRM |
Semi-annually, minimum |
| 2.4 Targeted Economic Initiatives | |||||
|
Expected Result |
Business opportunities are created |
# of businesses created, maintained, or expanded |
The number of businesses created, maintained, or expanded through targeted economic initiatives. |
WD's Information Management System - Gateway |
Semi-annually, minimum |
|
Expected Result |
Community opportunities are created |
$ value and type of community-based projects |
"Value" represents the total costs of the community-based project, including both WD's contribution as well as funding leveraged from other sources. "Type" includes:
|
WD's Information Management System - Gateway |
Semi-annually, minimum |
|
Expected Result |
Job opportunities are created |
# of person months of employment created, maintained, or expanded |
The number of person months of employment created, maintained or expanded as a result of targeted economic initiatives. Expanded refers to transitioning a seasonal or part-time employee to a year-round or full-time position, or similar increase in hours. One job = 12 person months of employment. (For public reporting, person months of employment will be converted to jobs.) |
WD's Information Management System - Gateway |
Semi-annually, minimum |
| Program Level | |||||
| 3.0 Policy, Advocacy, and Coordination | |||||
|
Expected Result |
Policies that strengthen the western Canadian economy |
Percentage of key Informants with the opinion that WD activities resulted in policies that support the economic development of Western Canada |
The survey will provide respondents with a 5-point scale from Strongly Agree to Strongly Disagree. Respondents who agree or strongly agree with the statement, will be counted among those "with the opinion that WD activities resulted in policies that support the economic development of Western Canada." |
Survey |
Every 2.5 years |
|
Expected Result |
Programs that strengthen the western Canadian economy |
Percentage of key Informants with the opinion that WD activities resulted in programs that support the economic development of Western Canada |
The survey will provide respondents with a 5-point scale from Strongly Agree to Strongly Disagree. Respondents who agree or strongly agree with the statement, will be counted among those "with the opinion that WD activities resulted in programs that support the economic development of Western Canada." |
Survey |
Every 2.5 years |
| Sub-Program Level | |||||
| 3.1 Advocacy & Coordination | |||||
|
Expected Result |
Access to economic opportunities for Western Canada |
# of initiatives WD engaged in to enhance access to economic development opportunities for Western Canada |
"Initiatives" are defined as WD activities intended to influence federal policy, program and/ or project development. These initiatives may be categorized by WD policy priority area (e.g., Trade & Investment, Clean Energy & Oil Sands, SME Innovation or Other). |
Regional PAC Indicator Tracking Document |
Semi-annually |
|
Expected Result |
Coordinated economic development activities, policies, and programs in Western Canada |
# of initiatives undertaken, programs implemented, and policies developed, which were coordinated by WD |
"Initiatives" are defined as WD activities intended to provide leadership in coordinating economic development activities, policy development or implementation, or program development or implementation. |
Regional PAC Indicator Tracking Document |
Semi-annually |
|
Expected Result |
Access to procurement opportunities for western Canadian SME's |
# of initiatives WD engaged in to enhance access to procurement opportunities for western Canadian SMEs and stakeholders |
"Initiatives" are defined as WD activities intended to represent western Canadian interests or facilitate business development opportunities related to procurement. |
Regional PAC Indicator Tracking Document |
Semi-annually |
| 3.2 Economic Analysis | |||||
|
Expected Result |
Decisions impacting the western Canadian economy are informed by evidence- based economic analysis |
# of evidence-based economic analyses conducted/ funded by WD |
"Economic analysis" is defined as a final economic-oriented research product, either internally produced or funded through Grants and Contributions. |
Regional PAC Indicator Tracking Document |
Semi-annually |
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