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

  1. Ministers’ Message
  2. Results in Brief
  3. Section I: Organizational Overview
  4. Section II: Expenditure Overview
  5. Section III: Analysis of Programs and Internal Services
  6. Section IV: Supplementary Information
  7. Appendix: Definitions
  8. Endnotes
  9. Related Information on Lower-Level Programs
  10. Supplementary Information Tables
  11. 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
The Honourable Navdeep Bains
Minister of Innovation, Science and Economic Development
The Honourable Kirsty Duncan
The Honourable Kirsty Duncan
Minister of Science
The Honourable Bardish Chagger
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

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:

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)

Canada-wide program

Infrastructure Canada’s delivery partner in Quebec

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.

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

Key Supporting Initiatives
*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
  • Support for projects submitted by SMEs and NPOs pursuant to government directions
Ongoing Ongoing Under way Business Development
  • Implementation of the Industrial and Technological Benefits (ITB) Policy
Ongoing Ongoing Under way Business Development
  • Implementation of the engagement strategy with stakeholders*
January 2016 May 2016, then ongoing Under way All
  • Renewal of the strategic framework
March 2016 March 2017 Under way All
  • Achievement of the research agenda
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

Key Supporting Initiatives
*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
  • Support for the economic diversification of communities*
Ongoing Ongoing Under way Regional Economic Development

Strengthening Community Economies
  • Implementation of the Economic Recovery Initiative for Lac Mégantic
July 2013 March 2020 Under way Strengthening Community Economies
  • Implementation of the Canadian Economic Diversification Initiative for Communities Reliant on Chrysotile
June 2013 March 2020 Under way Strengthening Community Economies
  • Planning and funding of community economic facilities (CEFs)
Ongoing Ongoing Under way Regional Economic Development
  • Upgrading of facilities to boost the local economy
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.

Québec Maritime is a tourism promotion agency targeting markets outside Quebec. Founded in 1997, it brings together five regional tourism associations (RTAs) wishing to promote their regions in these markets.

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)

1.2 - Implementation of the Economic Recovery Initiative for Lac Mégantic

1.3 - Implementation of the Canadian Economic Diversification Initiative for Communities Reliant on Chrysotile

1.4 - Upgrading of facilities to boost the local economy

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

Key Supporting Initiatives
*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
  • Implementation of the Open Government Plan*
October 2014 March 2020 Under way Internal Services
  • Implementation of Oxygen, an internal initiative by a dedicated team, which focusses on strengthening the culture of continuous improvement, on innovation, and on optimizing CED’s processes and tools
May 2015 To be determined Under way Internal Services
  • Implementation of concrete measures to build the Public Service of the Future, while promoting employee engagement and pursuing initiatives stemming from the Blueprint 2020 action plan
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.

Budgetary Financial ResourcesFootnote 3 (dollars)
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.

Human Resources (Full-time Equivalents [FTEs])
2015–16
Planned
2015–16
Actual
2015–16
Difference (actual minus planned)
316 315 (1)

Budgetary Performance Summary

Budgetary Performance Summary for Programs and Internal ServicesFootnote 5 (dollars)
*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:

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

Departmental Spending trend Graph
*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

Alignment of 2015–16 Actual Spending with the Whole-of-Government FrameworkFootnote viii (dollars)
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
Total Spending by Spending Area (dollars)
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

Revenues

Condensed Statement of Financial Position (unaudited)
As at March 31, 2016 (dollars)
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

Assets

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:

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.

Budgetary Financial Resources (dollars)
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)
Human Resources (FTEs)
2015–16
Planned
2015–16
Actual
2015–16
Difference (actual minus planned)
136 134 (2)
Performance Results
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.

Budgetary Financial Resources (dollars)
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)
Human Resources (FTEs)
2015–16
Planned
2015–16
Actual
2015–16
Difference
(actual minus planned)
15 16 1
Performance Results
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

Economic Recovery Initiative for Lac Mégantic

Strategic Initiative to Combat the Spruce Budworm Outbreak in Quebec

Linguistic Duality Economic Development Initiative (EDI), 2013–2018

Canada 150 Community Infrastructure Program (150 CIP)

Restoration Initiative for Watercourse Crossings on Forest Multi-use Roads in Wildlife Areas

Local Investment Initiative

Extension of the natural gas distribution network between Lévis and Sainte Claire (Bellechasse Gas Pipeline)

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.

Budgetary Financial Resources (dollars)
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
Human Resources (FTEs)
2015–16
Planned
2015–16
Actual
2015–16
Difference
(actual minus planned)
36 37 1
Performance Results
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:

Budgetary Financial ResourcesFootnote 7 (dollars)
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)
Human ResourcesFootnote 8 (FTEs)
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.

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

Website

Additional Information

The following information can be found on CED’s website:

CED Programs

CED Organizational Chart

CED Business Offices

CED Project Submission Guide

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.

Budgetary Financial Resources (dollars)
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)
Human Resources (FTEs)
Planned 2015–2016 Actual 2015–2016 Difference (actual minus planned) 2015–2016
21 26 5
Performance Results
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.

Budgetary Financial Resources (dollars)
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)
Human Resources (Full-time Equivalents [FTEs]*)
Planned 2015–2016 Actual 2015–2016 Difference (actual minus planned) 2015–2016
115 108 (7)
Performance Results
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.

Budgetary Financial Resources (dollars)
Planned Spending 2015–2016 Actual Spending (authorities used)** 2015–2016 Difference (actual minus planned) 2015–2016
3,591,823 3,011,562 580,261
Human Resources (FTEs)
Planned 2015–2016 Actual 2015–2016 Difference (actual minus planned) 2015–2016
3 2 (1)
Performance Results
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.

Budgetary Financial Resources (dollars)
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)
Human Resources (FTEs)
Planned 2015–2016 Actual 2015–2016 Difference (actual minus planned) 2015–2016
12 14 2
Performance Results
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.

Budgetary Financial Resources (dollars)
Planned Spending 2015–2016 Actual Spending (authorities used)** 2015–2016 Difference (actual minus planned) 2015–2016
30,329,464 30,156,552 (172,912)
Human Resources (FTEs)
Planned 2015–2016 Actual 2015–2016 Difference (actual minus planned) 2015–2016
12 11 (1)
Performance Results
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.

Budgetary Financial Resources (dollars)
Planned Spending 2015–2016 Actual Spending (authorities used)** 2015–2016 Difference (actual minus planned) 2015–2016
453,815 398,429 (55,386)
Human Resources (FTEs)
Planned 2015–2016 Actual 2015–2016 Difference (actual minus planned) 2015–2016
4 4 0
Performance Results
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.

Budgetary Financial Resources (dollars)
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
Human Resources (FTEs)
Planned 2015–2016 Actual 2015–2016 Difference (actual minus planned) 2015–2016
20 22 2
Performance Results
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

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

Co-ordination and liaison

Reporting

Strategic environmental assessment (SEA)

Canadian Environmental Assessment Act, 2012 (CEAA 2012)

Communications

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

Departmental approach to further the implementation of the Policy on Green Procurement in place as of April 1, 2014.
Actual date: March 31, 2015
Number and percentage of specialists in procurement or materiel management who have completed the Canada School of Public Service Green Procurement course (C215) or equivalent, in the 2015–16 fiscal year.
Number: 5Footnote 9
Percentage: 100%
Number and percentage of managers and functional heads of procurement and materiel whose performance evaluation includes support and contribution toward green procurement in the 2015–16 fiscal year.
Number: 4Footnote 10
Percentage: 100%

Departmental Green Procurement Target

Performance Indicator

Performance Level Achieved

By March 31, 2017, 90% of imaging hardware purchases will include criteria to reduce the environmental impact associated with the production, acquisition, use and/or disposal of this hardware.
Achieved 100%

Departmental Green Procurement Target

Performance Indicator

Performance Level Achieved

By March 31, 2017, 95% of copy paper, commercial printing, and/or envelope purchases will contain a minimum of 30% recycled content and be certified to a recognized environmental standard to reduce the environmental impact of the production.
Achieved 100%

Departmental Green Procurement Target

Performance Indicator

Performance Level Achieved

By March 31, 2017, 90% of toner cartridges will be recycled at end of life.
Achieved

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 greening of its workplace operations.

Performance Measurement

Expected Result
Departmental workplace operations have a reduced environmental impact.

Performance Indicator

Performance Level Achieved

A departmental approach in order to maintain or improve the greening of the departmental workplace is in place by March 31, 2015.
Actual date: March 31, 2015

Implementation Strategy Element or Best Practice

Performance Level Achieved

7.3.1.3. Maintain or improve existing approaches to sustainable workplace practices (i.e., printer ratios, paper usage, and green meetings).
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

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:

The Communications Directorate:

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:

Corporate Services Sector

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

Information on Performance (in dollars)
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

Information on Performance (in dollars)
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

Horizontal Internal Audit of Information Technology Security
Information Technology Security Management
December 2015

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

Response to the Auditor General (including to the Commissioner of the Environment and Sustainable Development)

Response to external audits 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.

Financial Information, 2015–16 (in dollars)
Forecast revenue Actual revenue Total cost
100 55 99,094
Financial Information, 2016–17, 2017–18 and 2018–19 (in dollars)
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:

Moreover, CED’s intervention takes place in two ways:

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.

Indicator:
Number of Quebec administrative regions that increased their gross domestic product
Collection frequency:
Five years; target implementation date is March 31, 2017
Result attained:
Not applicable
Data source:
Institut de la statistique du Québec
Methodology:
Number of Quebec administrative regions having increased their gross domestic product between 2012 and 2017.
Notes:
There are a total of 17 administrative regions in Quebec.
Reliability of result:
Not applicable
Indicator:
Percentage of Quebec communities having improved their economic performance
Collection frequency:
Five years; target implementation date is March 31, 2017
Result attained:
Not applicable
Data source:
Statistics Canada, Institut de la statistique du Québec, Conference Board of Canada, and United States Patent and Trademark Office
Methodology:
Number of Quebec RCMs and ETs having improved their economic performance with regard to the main economic variables in CED’s Economic Development Index (participation rate, value of building permits, level of entrepreneurship, productivity, level of exporting establishments, number of patents, and diversification) out of the total number of RCMs/ETs, expressed as a percentage, between 2012 and 2017.
Notes:
There are a total of 104 RCMs/ET in Quebec.
Reliability of result:
Not applicable

PROGRAM 1.1 – BUSINESS DEVELOPMENT

FINAL RESULT – The pool of enterprises in Quebec is renewed.

Indicator:
Rate of survival of businesses supported in their startup
Collection frequency:
Yearly
Result attained:
94% (34/36 X 100; DA only)
Data source:
Hermès information management system
Methodology:
The DPR 2015–16 result covers projects for which a survival rate in 2015–16 can be observed. Number of enterprises supported for Business creation and startup projects whose projects were completed (i.e. actual project end date) in 2012-13 for which there is no winding-up date three years later, i.e. in 2013–14, 2014–15 and 2015–16, out of the total number of enterprises receiving financial assistance for Business creation and startup projects whose projects were completed in 2012–13, expressed as a percentage.
Note:
A winding-up date is assigned to an enterprise when CED’s files indicate that the enterprise is in contractual default owing to: (1) cessation of the enterprise’s activities, (2) bankruptcy, (3) liquidation or (4) dissolution and receivership or that it is written off with the status of (5) corporation is inoperative and without assets, (6) corporate bankruptcy, trustee discharged, (7) corporate bankruptcy, no residual dividend, (8) individual bankruptcy, trustee discharged, (9) individual bankruptcy, no residual dividend, or (10) debtor deceased, no known estate.
Reliability of result:
Very high
Indicator:
Rate of survival of businesses supported in their development
Collection frequency:
Year
Result attained:
99% (153/155 X 100; DA only)
Data source:
Hermès management information system and CED’s Recovery Services.
Methodology:
The DPR 2015–16 result for which a survival rate in 2015–16 can be observed. Number of enterprises supported for Business Performance (Productivity and expansion, Innovation and technology transfer, Commercialization and exports, and Structuring of networks) projects whose projects were completed (i.e. actual project end date) in 2012–13 for which there is no winding-up date three years later, i.e. in 2013–14, 2014–15 and 2015–16, out of the total number of enterprises that received financial assistance for Business Performance (Productivity and expansion, Innovation and technology transfer, Commercialization and exports, and Structuring of networks) projects whose projects were completed in 2012–13, expressed as a percentage.
Note:
A winding-up date is assigned to an enterprise when CED’s files indicate that the enterprise is in contractual default owing to: (1) cessation of the enterprise’s activities, (2) bankruptcy, (3) liquidation or (4) dissolution and receivership or that it is written off with the status of (5) corporation is inoperative and without assets, (6) corporate bankruptcy, trustee discharged, (7) corporate bankruptcy, no residual dividend, (8) individual bankruptcy, trustee discharged, (9) individual bankruptcy, no residual dividend, or (10) debtor deceased, no known estate.
Reliability of result:
Very high

SUB-PROGRAM 1.1.1 – Entrepreneurship Support

INTERMEDIATE RESULT – Enterprises are started up or transferred

Indicator:
Percentage of enterprises started up
Collection frequency:
Yearly
Result attained:
38% (29/76 X 100; DA only)
Data source:
Hermès information management system
Methodology:
Number of enterprises supported for Business creation and startup projects that attained or maintained the status of startup enterprise in calendar 2015 out of the number of enterprises whose Business creation and startup projects were completed (i.e. actual project end date) in 2012–13, 2013–14, 2014–15 and 2015–16, expressed as a percentage. An enterprise is deemed to have started up when it meets the following two conditions: it has been in operation for at least one year, and it generates revenues equivalent to at least 80% of its expenditures.
Reliability of result:
DA: High; 34% of data missing (39/115) since many enterprises had not yet released their 2015 financial statements as of early June 2016.
Output:
Number of projects funded in order to support entrepreneurship
Collection frequency:
Yearly
Result attained:
114
Data source:
Hermès management information system.
Methodology:
Number of Entrepreneurship Support (Business creation and startup and Business succession and transfer) projects with expenditures in 2015–16
Reliability of result:
Very high
Output:
Total value of grants and contributions (G&C) awarded in order to support entrepreneurship
Collection frequency:
Yearly
Result attained:
$18,108,113
Data source:
Hermès management information system.
Methodology:
Total amount of expenditures for Entrepreneurship Support (Business creation and startup and Business succession and transfer) projects in 2015–16
Reliability of result:
Very high

SUB-PROGRAM 1.1.2 – Business Performance

INTERMEDIATE RESULT – Enterprises improve their performance.

Indicator:
Percentage of coached businesses that maintained or increased their sales figures or self-generated income
Collection frequency:
Yearly
Result attained:
58% (117/201 X 100; DA only)
Data source:
Hermès information management system
Methodology:
Number of enterprises and asset-operating NPOs having maintained or increased their sales or self-generated revenue, respectively, in calendar 2015, one year but not more than two years after the actual end date of their project, compared with the results in the last financial statements prior to the start of the project, for enterprises and asset-operating NPOs whose Productivity and expansion, Innovation and technology transfer and Commercialization and exports projects were completed (i.e., actual project end date) in FYs 2012–13, 2013–14 and 2014–15, out of the total number of enterprises and asset-operating NPOs represented by this pool, expressed as a percentage.
Reliability of result:
DA: High; 18% of data missing (43/244) since many enterprises had not yet released their 2015 financial statements as of early June 2016.
Output:
Number of projects funded in order to enhance existing enterprises’ performance
Collection frequency:
Yearly
Result attained:
633
Data source:
Hermès management information system.
Methodology:
Number of Business Performance (Productivity and expansion, Innovation and technology transfer, Commercialization and exports, and Structuring of networks) projects with expenditures in 2015–16
Reliability of result:
Very high
Output:
Total value of G&C awarded in order to enhance existing enterprises’ performance
Collection frequency:
Yearly
Result attained:
$113,946,062
Data source:
Hermès management information system.
Methodology:
Total amount of expenditures for Business Performance (Productivity and expansion, Innovation and technology transfer, Commercialization and exports, and Structuring of networks) projects in2015–16
Reliability of result:
Very high

PROGRAM 1.2 – REGIONAL ECONOMIC DEVELOPMENT

FINAL RESULT – Quebec’s regions have a stronger economic base.

Indicator:
Total amount of investment generated in regions supported that completed the implementation of their development project
Collection frequency:
Yearly
Result attained:
$24,616,781
Data source:
Hermès information management system
Methodology:
The DPR 2015–16 result covers projects completed in 2015–16. Sum of total costs of Development strategies and Community economic facilities implementation projects that were completed (actual project end date) in 2015–16.
Reliability of result:
Very high
Indicator:
Amount of spending by tourists from outside Quebec attracted to the regions support
Collection frequency:
Yearly
Result attained:
$3.8B
Data source:
Tourisme Québec
Methodology:
Most recent annual amount released by Tourisme Québec (2014 data) of spending by tourists from outside Quebec attracted to Quebec, i.e. the sum of spending by tourists from other provinces, the United States and other countries.
Reliability of result:
Very high
Indicator:
Amount of foreign direct investment maintained in or attracted to the regions supported
Collection frequency:
Yearly
Result attained:
$1.7B
Data source:
Annual or in-house reports of the agencies supported
Methodology:
The DPR 2015–16 results corresponds to the sum of annual foreign direct investment maintained or attracted, as most recently reported by agencies having received financial assistance in 2015–16 for Promotion of regional assets projects (i.e. with expenditures in 2015–16).
Reliability of result:
Very high

SUB-PROGRAM 1.2.1 – Regional Engagement

INTERMEDIATE RESULT – Communities take charge of their economic development.

Indicator:
Percentage of communities supported that implement engagement projects
Collection frequency:
Yearly
Result attained:
50% (5/10)
Data source:
Hermès information management system
Methodology:
Number of individual communities implementing Development strategies projects in 2015–16 out of the total number of individual communities having received financial assistance in 2015–16 for Development strategies projects (sum of planning and implementation projects), expressed as a percentage.
Reliability of result:
Very high
Output:
Number of projects funded in order to engage the regions
Collection frequency:
Yearly
Result attained:
20
Data source:
Hermès management information system.
Methodology:
Number of Regional Engagement (Development strategies) projects with expenditures in 2015–16
Reliability of result:
Very high
Output:
Total value of G&C awarded in order to engage the regions
Result attained:
$2,759,596
Collection frequency:
Yearly
Data source:
Hermès management information system.
Methodology:
Total amount of Regional Engagement (Development strategies) project expenditures in 2015–16.
Reliability of result:
Very high

SUB-PROGRAM 1.2.2 – Regional Investment

INTERMEDIATE RESULT – Quebec regions attract investment.

Indicator:
Percentage of communities supported that implement engagement projects
Collection frequency:
Yearly
Result attained:
100% (6/6)
Data source:
Hermès information management system
Methodology:
Number of individual communities implementing Community economic facilities projects in 2015–16 out of the total number of individual communities having received financial assistance in 2015–16 for Community economic facilities projects (total of planning and implementation projects), expressed as a percentage.
Reliability of result:
Very high
Indicator:
Number of tourists from outside Quebec attracted to the regions
Collection frequency:
Yearly
Result attained:
$6.4M
Data source:
Hermès information management system
Methodology:
Most recent annual data released by Tourisme Québec (2014 data) concerning the number of tourists from outside Quebec attracted to Quebec, i.e. the sum of tourists from other provinces, the United States and other countries. These data are limited to the number of tourists, and do not include daytrippers.
Reliability of result:
Very high
Indicator:
Number of international organizations and foreign enterprises maintained or attracted to the regions supported
Collection frequency:
Yearly
Result attained:
63
Data source:
Annual or in-house reports of the agencies supported
Methodology:
Total number of international agencies and foreign firms maintained or attracted, as most recently reported by agencies having received financial assistance (i.e. with expenditures) in 2015–16 for Promotion of regional assets projects.
Reliability of result:
Very high
Output:
Number of projects funded in order to attract investment to the regions
Collection frequency:
Yearly
Result attained:
87
Data source:
Hermès management information system.
Methodology:
Number of Regional Investment (Community economic facilities and Promotion of regional assets) projects with expenditures in 2015–16
Reliability of result:
Very high
Output:
Total value of G&C awarded in order to attract investment to the regions
Result attained:
$28,582,720
Data source:
Hermès management information system.
Methodology:
Total amount of expenditures for Regional Investment (Community economic facilities and Promotion of regional assets) projects in 2015–16
Reliability of result:
Very high

PROGRAM 1.3 – STRENGTHENING COMMUNITY ECONOMIES

FINAL RESULT – Quebec communities have stronger economies.

Indicator:
Percentage point increase in the survival rate of CFP clients having received assistance compared with the rate for comparable enterprises not having received assistance.
Collection frequency:
Yearly
Result attained:
26 percentage points
Data source:
Fifth Statistics Canada study on the performance of CFDCs covering the period from 2007 to 2012 (see page 10 of study).
Methodology:
For the CFP, the DPR 2015–16 result corresponds to the difference between the rate of survival over five years of CFP clients and a comparable group of enterprises not having received assistance. Based on annual data most recently compiled by Statistics Canada.
Notes:
The CFP indicator was modified during the 2015–16 MRRS process. According to the Fifth Statistics Canada study, 76% of enterprises supported by the CFP survived, compared to 50% in the comparison group.
Reliability of result:
Very high
Indicator:
Total amount of investment generated in communities for infrastructure modernization
Collection frequency:
Yearly
Result attained:
Not applicable
Data source:
Hermès information management system
Methodology:
Not applicable
Notes:
CED acts as Infrastructure Canada’s delivery partner for the administration in Quebec of the Building Canada Fund. Planning highlights and expected results with respect to these programs may be found in Infrastructure Canada’s RPP.
Reliability of result:
Not applicable
Indicator:
Value of total investment generated in communities (for temporary and targeted support)
Collection frequency:
Yearly
Result attained:
$48.9M
Data source:
Hermès information management system
Methodology:
Sum of total costs of projects under completed temporary or targeted initiatives (actual project end date) in 2015–16.
Reliability of result:
Very high

SUB-PROGRAM 1.3.1 – Community Futures Program (CFP)

INTERMEDIATE RESULT – Communities are economically sustainable.

Indicator:
Percentage point increase in the sales growth rate of CFP clients having received assistance compared with the rate for comparable enterprises not having received assistance.
Collection frequency:
Yearly
Result attained:
2.2 percentage points
Data source:
Fifth Statistics Canada study on the performance of CFDCs covering the period from 2007 to 2012 (see page 10 of study).
Methodology:
Difference between the average annual growth rate in sales over five years of CFP clients and a comparable group of enterprises not having received assistance. Based on annual data most recently compiled by Statistics Canada.
Notes:
According to the Fifth Statistics Canada study, the growth rate is 5.9% for enterprises supported by the CFP and 3.7% for the comparison group.
Reliability of result:
High, based on information provided by CFDCs and Statistics Canada data.
Output:
Total value of G&C awarded to CFDCs and BDCs in order for communities to be economically sustainable
Collection frequency:
Yearly
Result attained:
$28,594,770
Data source:
Hermès information management system
Methodology:
Total amount of expenditures for CFDC and BDC projects in 2015–16
Reliability of result:
Very high

SUB-PROGRAM 1.3.2 – Infrastructure Modernization

INTERMEDIATE RESULT – Quebec communities have upgraded public infrastructure.

Indicator:
Number of communities that have at their disposal completed public infrastructure under the terms of the contribution agreement
Collection frequency:
Yearly
Result attained:
Not applicable
Data source:
Shared Information Management System for Infrastructure, developed by Infrastructure Canada
Methodology:
Results are reported in Infrastructure Canada’s RPP.
Reliability of result:
Very high

SUB-PROGRAM 1.3.3 – Targeted and/or Temporary Support

INTERMEDIATE RESULT - Communities have targeted and/or temporary support available for stabilizing or strengthening their economies.

Indicator:
Number of communities that benefit from temporary and/or targeted support
Collection frequency:
Yearly
Result attained:
71
Data source:
Hermès information management system
Methodology:
Number of individual communities carrying out Targeted and/or temporary support projects in 2015–16 (projects with expenditures).
Reliability of result:
Very high
Output:
Number of projects funded for communities to have temporary support, by initiative
Collection frequency:
Yearly
Result attained:
EDI: 15
RIWC: 1
Chrysotile: 20
SICSBOQ: 1
Mégantic: 14
REMOM: 1
LII: 137
Pipeline: 1
Data source:
Hermès management information system.
Methodology:
Number of projects by initiative with expenditures in 2015–16
Reliability of result:
Very high
Output:
Total value of G&C awarded for communities to have temporary support, by initiative
Collection frequency:
Yearly
Result attained:
EDI: $1,942,788
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
Data source:
Hermès management information system.
Methodology:
Sum of expenditures for projects with expenditures in 2015–16, by initiative.
Reliability of result:
Very high

2.2 Technical notes on other performance data

2.2.1 Additional data with respect to strategic outcome

Data:
Total number of projects supported in2015–16 (excluding Infrastructure Modernization sub-program (SP))
Value:
1115
Data source:
Hermès management information system.
Methodology:
Number of projects with expenditures in2015–16
Reliability of result:
Very high
Data:
Total number of projects approved in 2015–16 (excluding Infrastructure Modernization SP)
Value:
400
Data source:
Hermès management information system.
Methodology:
Number of projects approved in 2015–16
Reliability of result:
Very high
Data:
Total actual expenditures in2015–16 (excluding Infrastructure Modernization SP)
Value:
$218,493,572
Data source:
Hermès management information system.
Methodology:
Total amount of projects with expenditures in 2015–16
Reliability of result:
Very high
Data:
Total leverage effect in 2015–16 (excluding Infrastructure Modernization SP)
Value:
3.1
Data source:
Hermès management information system.
Methodology:
Leverage effect corresponds to the difference between Total cost of projects with expenditures in 2015–16 and Total assistance authorized for projects with expenditures in 2015–16 divided by Total assistance authorized for projects with expenditures in 2015–16.
Notes:
Since project durations and start dates vary, the leverage effect accounts for sums spread over several years, before, during or after 2015–16.
Reliability of result:
Very high
Data:
Value of multi-year financial assistance approved by CED in 2015–16
Value:
$166,268,555
Data source:
Hermès management information system.
Methodology:
Total amount of Authorized assistance for projects approved in 2015–16; no processing
Reliability of result:
Very high
Data:
Value of total investment generated in 2015–16
Value:
$1,246,268,233
Data source:
Hermès management information system.
Methodology:
Total costs of projects approved in 2015–16; no processing
Reliability of result:
Very high
Data:
Number of enterprises having received financial support from CED (direct/indirect, in 2015–16)
Value:
10,860 (874 in DA and 9,986 in IG)
Data source:
Hermès management information system.
Methodology:
Total number of enterprises (including asset-operating NPOs under Business Performance)) having received financial support from CED on the basis of DA and IG projects with expenditures in 2015–16
Reliability of result:
DA: Very high
IG: High, on the basis of activity reports provided by IGs
Data:
Number of individual communities having received financial support from CED (direct/indirect, in 2015–16)
Value:
104 (97 in DA and 104 in IG)
Data source:
Hermès management information system.
Methodology:
Total number of individual communities having received financial support from CED on the basis of DA and IG projects with expenditures in 2015–16
Notes:
There are a total of 104 RCMs/ETs in Quebec (one RCM/ET = one community).
Reliability of result:
DA: Very high
IG: High, on the basis of activity reports provided by IGs

2.2.2 Additional data with respect to Business Performance sub-program

Data:
Number of enterprises having received financial support under the Business Performance sub-program (direct/indirect assistance, in 2015–16)
Value:
9052 (518 in DA and 8 534 in GI)
Data source:
Hermès management information system.
Methodology:
Total number of enterprises having received financial support from CED on the basis of Business Performance (Productivity and expansion, Innovation and technology transfer, Commercialization and exports, and Structuring of networks) DA and IG projects with expenditures in 2015–16
Reliability of result:
DA: Very high
Data:
Number of enterprises having received support in their Productivity and expansion project (direct/indirect assistance, in 2015–16)
Value:
2020 (364 in DA and 1656 in GI)
Data source:
Hermès management information system.
Methodology:
Total number of enterprises having received financial support from CED on the basis of Productivity and expansion DA and IG projects with expenditures in 2015–16
Reliability of result:
DA: Very high
IG: High, on the basis of activity reports provided by IGs
Data:
Number of enterprises having received support in Innovation and technology transfer (direct/indirect assistance, in 2015–16)
Value:
1434 (17 in DA and 1417 in GI)
Data source:
Hermès management information system.
Methodology:
Total number of enterprises having received financial support from CED on the basis of Innovation and technology transfer DA and IG projects with expenditures in 2015–16
Reliability of result:
DA: Very high
IG: High, on the basis of activity reports provided by IGs
Data:
Number of enterprises having received support in Commercialization and exports (direct/indirect assistance, in 2015-16)
Value:
4465 (140 in DA and 4325 in GI)
Data source:
Hermès management information system.
Methodology:
Total number of enterprises having received financial support from CED on the basis of Commercialization and exports DA and IG projects with expenditures in 2015–16
Reliability of result:
DA: Very high
IG: High, on the basis of activity reports provided by IGs
Data:
Number of enterprises having received support in Structuring of networks (indirect assistance, in 2015–16)
Value:
1137 (1 in DA and 1136 in GI)
Data source:
Hermès management information system.
Methodology:
Total number of enterprises having received financial support from CED on the basis of Structuring of networks IG projects with expenditures in 2015–16
Reliability of result:
IG: High, on the basis of activity reports provided by IGs
Data:
Number of newly exporting enterprises (indirect assistance, in 2015–16)
Value:
1020
Data source:
IG activity reports and survey of IG clients
Methodology:
Number of newly exporting enterprises in 2015–16 on the basis of Commercialization and export IG projects with expenditures in 2015–16.
Reliability of result:
IG: High, on the basis of activity reports provided by IGs
Data:
Percentage of enterprises supported with respect to Productivity and expansion having maintained or increased their sales
Value:
60% (87/144 X 100; DA only)
Data source:
Hermès management information system.
Methodology:
Number of enterprises and asset-operating NPOs having maintained or increased their sales or self-generated revenue, respectively, in calendar 2015, one year but not more than two years after the actual end date of their project, compared with the results in the last financial statements prior to the start of the project, for enterprises and asset-operating NPOs whose Productivity and expansion projects were completed (i.e. actual project end date) in FYs 2012–13, 2013–14 and 2014-15, out of the total number of enterprises and asset-operating NPOs represented by this pool, expressed as a percentage.
Reliability of result:
DA: High; 20% of data missing (36/100) since many enterprises had not yet released their 2015 financial statements as of early June 2016.
Data:
Percentage of enterprises supported with respect to Innovation and technology transfer having maintained or increased their sales
Value:
67% (10/15 X 100; DA only)
Data source:
Hermès management information system.
Methodology:
Number of enterprises and asset-operating NPOs having maintained or increased their sales or self-generated revenue, respectively, in calendar 2015, one year but not more than two years after the actual end date of their project, compared with the results in the last financial statements prior to the start of the project, for enterprises and asset-operating NPOs whose Innovation and technology transfer projects were completed (i.e. actual project end date) between FYs 2012–13, 2013–14 and 2014–15, out of the total number of enterprises and asset-operating NPOs represented by that pool, expressed as a percentage.
Reliability of result:
DA: High; 12% of data missing (2/17) since many enterprises had not yet released their 2015 financial statements as of early June 2016
Data:
Percentage of enterprises supported with respect to Commercialization and exports having maintained or increased their sales
Value:
45% (20/44 X 100; DA only)
Data source:
Hermès management information system.
Methodology:
Number of enterprises and asset-operating NPOs having maintained or increased their sales or self-generated revenue, respectively, in calendar 2015, one year but not more than two years after the actual end date of their project, compared with the results in the last financial statements prior to the start of the project, for enterprises and asset-operating NPOs whose Commercialization and exports projects were completed (i.e. actual project end date) in FYs 2012–13, 2013–14 and 2014–15, out of the total number of enterprises and asset-operating NPOs represented by that pool, expressed as a percentage.
Reliability of result:
DA: High; 23% of data missing (13/57) since many enterprises had not yet released their 2015 financial statements as of early June 2016.

2.2.3 Additional data with respect to the Regional Engagement sub-program

Type of result:
SP 1.1.2 Regional Engagement
Indicator:
Number of individual communities supported under the Regional Engagement SP in 2015–16
Result attained:
5
Data source:
Hermès information management system
Methodology:
Total number of individual communities receiving financial assistance in 2015–16 for Development strategies projects (total of planning and implementation projects.
Reliability of result:
Very high

2.2.4 Additional data with respect to the Community economic facilities sub sub program

Type of result:
SP 1.2.2 Regional Investment
Indicator:
Number of individual communities supported under the Community economic facilities sub-sub-program in 2015–16
Result attained:
6
Data source:
Hermès information management system
Methodology:
Total number of individual communities receiving financial assistance in 2015–16 for Community economic facilities projects (total of planning and implementation projects).
Reliability of result:
Very high

2.2.5 Additional data with respect to the Linguistic Duality Economic Development Initiative (EDI) sub-sub-program

Type of result:
SP 1.3.3 Targeted and/or Temporary Support
Indicator:
Number of individual communities supported under the EDI sub-sub-program in 2015–16
Result attained:
14
Data source:
Hermès information management system
Methodology:
Total number of individual communities receiving financial assistance in 2015–16 for EDI projects.
Reliability of result:
Very high

2.2.6 Additional data with respect to the Canada 150 Community Infrastructure Program (CIP150)

Type of result:
SP 1.3.3 Targeted and/or Temporary Support
Indicator:
Number of projects approved in 2015–16 under CIP150
Result attained:
0
Data source:
Hermès information management system
Methodology:
Total number of projects approved in 2015–16 under CIP150.
Reliability of result:
Very high
Type of result:
SP 1.3.3 Targeted and/or Temporary Support
Indicator:
Value of multiyear financial assistance approved in 2015–16 for CIP150 projects
Result attained:
0
Data source:
Hermès information management system
Methodology:
Total value of authorized assistance approved (CED) in 2015-16 for CIP150 projects, i.e. financial assistance reserved for the client’s specific project.
Reliability of result:
Very high
Type of result:
SP 1.3.3 Targeted and/or Temporary Support
Indicator:
Value of investments generated in 2015–16 for CIP150 projects
Result attained:
0
Data source:
Hermès information management system
Methodology:
Value of investments generated in 2015–16 corresponding to the total cost of projects completed for 2015–16.
Reliability of result:
Very high
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