2017-18 Departmental Results Report

Download the printer-friendly version (PDF)

About this publication

Publication author : Canada Economic Development for Quebec Regions

ISSN number : 2561-0015

Catalog number : Iu90-1/16E-PDF

Publish date : November 20, 2018

Summary : This report deals with Canada Economic Development's principal achievements in regards to its engagements towards the Parliament.

Complete a survey on your experience using this Departmental Plan.
Click here to complete the survey

Table of Contents

  1. Minister’s message
  2. Institutional Head’s message
  3. Results at a glance
  4. Raison d’être, mandate and role: who we are and what we do
  5. Operating context and key risks
  6. Results: what we achieved
  7. Analysis of trends in spending and human resources
  8. Supplementary information
  9. Appendix: Definitions
  10. Endnotes
  11. Supplementary information tables
  12. Methodology and technical notes on performance data

Minister’s message

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

I am pleased to present the 2017–18 Departmental Results Report for Canada Economic Development for Quebec regions.

Over the past year, through integrated work across the various organizations of the Innovation, Science and Economic Development Portfolio, the Government of Canada worked very hard to improve Canada’s global competitiveness while creating jobs, nurturing growth and strengthening our country’s middle class.

In 2017-18, the Portfolio continued to implement the Innovation and Skills Plan to promote innovation and science, including support for scientific research and the commercialization of research and ideas. The Plan also encourages Canadian small businesses to grow, scale-up, and become more productive, more innovative and more export-oriented. An important area of this work included promoting increased tourism in Canada and the creation of new opportunities in our tourism sector. The Plan’s overarching aim to position Canada as an innovation leader has been the driving focus of the Portfolio’s programs.

In continuing to implement its renewed vision of regional economic development in Quebec, Canada Economic Development for Quebec Regions made a significant contribution to the achievement of portfolio objectives by helping businesses and communities grow, innovate and export their products so that they can create quality jobs and ensure the prosperity of Canadians.

Through deep collaborations and inclusive partnerships, the Innovation, Science and Economic Development Portfolio organizations have embarked on a shared journey to stronger, cleaner and more inclusive economic competitiveness that benefits all Canadians. This report documents the contributions that Canada Economic Development for Quebec regions is making towards this important work.

Institutional Head’s message

Manon Brassard
Manon Brassard
Deputy Minister / President of Canada Economic Development for Quebec Regions

Today, I am very pleased to present the 2017–2018 Departmental Results Report for Canada Economic Development for Quebec Regions (CED).

This annual report documents the ground covered since last year and assesses the progress made on the objectives outlined in the Departmental Plan. This is an opportunity to take pride in the work that has been accomplished, as well as the dedication of the employees who made it possible to achieve these results.

In 2017–2018, CED focused its efforts on five key priorities: innovation, clean growth, economic diversification of communities, economic development of Indigenous communities and support for high-impact businesses. We developed intervention strategies rooted in regional realities in order to contribute to a Quebec economy that is cleaner and more innovative and inclusive.

These results directly support the Government of Canada’s Innovation and Skills Plan. In fact, the Agency and its partners have worked together to create a more prosperous and innovative Canada, where Canadians have access to better jobs. Therefore, CED’s results clearly fall within the government’s vision.

Our efforts enabled us to deliver 176 clean technology projects, for a total of $35.7 million in contributions, which is $10 million more than the target set in the Departmental Plan. The results were equally positive in terms of innovation, with support for 268 new projects strengthening regional innovation ecosystems, while supporting the creation or preservation of 4,000 jobs.

We also launched an OECD research project in Wendake on best practices in Indigenous economic development. CED is jointly responsible, along with Indigenous and Northern Affairs Canada, for the Canadian portion of the project: a concrete demonstration of our long-standing commitment to these communities.

I encourage you to read this 2017–2018 Departmental Results Report to learn more about CED’s significant contribution to Quebec’s regional economic development.

Results at a glance

Funds Used
(Actual Spending 2017–2018)
Staff
(Full-Time Equivalents (FTEs) 2017–2018)
311,428,742 320

Key results in 2017–2018

During the 2017–2018 fiscal year, CED invested $266.8 million in grants and contributions (G&C) and continued to support 1,394 projects in all regions of Quebec. For every dollar provided by CED, an average investment of $3.47 from other sources was generated in the form of leverage funds. CED also continued to work with federal, provincial and regional partners to provide Quebec regions with programs that meet their needs and help them make the most of their economic assets, as well as diversify, consolidate and develop their growth potential.

CED successfully implemented Canada 150 Infrastructure Program (CIP-150, components I and II), which came to an end in 2017–2018. Under this program, 514 projects were approved in 380 communities, with total investments of $60.34 million (2016–2017 and 2017–2018) from CED.

To contribute to the Government of Canada’s Innovation and Skills Plan,Footnote i CED focused on five priorities.

  1. Innovation: CED supported 268 new projects for a total of $124.3 million to promote the adoption of new technologies, develop new products and strengthen regional innovation ecosystems. All in all, these new projects plan to create or preserve more than 4,000 jobs.
  2. High-impact firms: CED provided 125 businesses with financial support for an authorized amount of $83.6 million to help them expand and increase their productivity. In addition, 49 businesses in Quebec were enrolled in the Accelerated Growth Service,Footnote ii 20 of which were recruited by CED. This service promotes the rapid growth and international competitiveness of the selected firms.
  3. Clean technologies: CED’s spending in clean technologies reached $35.7 million (176 different projects) versus an annual target of $25 million. More than half of the SME projects made it possible to purchase equipment that improves environmental performance.
  4. Economic diversification: CED provided financial support for 87 new projects, which will ultimately generate investments of $283 million, particularly in the tourism sector.
  5. Indigenous communities: To support the economic development of Indigenous communities, CED supported 12 new projects for a total of over $3 million. CED also established mechanisms to support dialogue with representatives and business people from different communities. CED is also co-leading the Canadian portion of a two-year OECD international research project on the links between Indigenous communities and regional development, in partnership with other federal agencies.

    Finally, under CIP-150, a component specifically targeting Indigenous clients with criteria better geared to the needs of the communities was set up. That initiative resulted in a total of 36 projects being carried out, with $11.3 million in investments, which represents one third of the available funds under the second call for proposals (2017–2018).

The level of results achieved reflects the amount of effort and resources devoted by CED to ensure it achieved its priorities for 2017–2018.

For more information on CED’s plans, priorities and results achieved, see the “Results: what we achieved” section of this report.

Raison d’être, mandate and role: who we are and what we do

Raison d’être

The mission of Canada Economic Development for Quebec Regions (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.”Footnote iii.

Mandate and role

CED is one of the regional development agencies (RDAs) that make up the Innovation, Science and Economic Development Portfolio. Quebec’s communities and businesses—especially small and medium-sized enterprises (SMEs)—are at the very heart of its action. Through the projects it funds and its networking and integration role, CED is a key federal actor in Quebec.

For more general information about the department, see the “Supplementary information” section of this report. For more information on the department’s organizational mandate letter commitments, see the Minister’s mandate letter.Footnote iv

Operating context and key risks

Operating context

Economic contextFootnote v

In 2017, the Quebec economy experienced its best performance since 2000: employment increased tremendously, the unemployment rate fell below the Canadian average, wage growth accelerated, Quebec exports remained steady as a result of the good performance of the U.S. and global economies, investments rose and the housing market was strong. As a result, the Quebec economy is running at full speed.

Despite the good performance of Quebec’s economy, it is still struggling with other issues, including global uncertainties and internal challenges: recruiting difficulties in some sectors and regions, weak growth in goods and services exporting, low productivity growth, an entrepreneurial deficit, a delay in adopting innovative processes and digital technologies, and limited sources of growth for remote communities.

Indeed, a number of communities that are far from large urban centres have insufficiently diversified economies and rely on opportunities arising from a single sector, such as natural resource development or tourism. Therefore, those communities continue to be more sensitive to economic fluctuations.

Government context

From the federal public perspective, CED continues to implement Canada’s Innovation and Skills Plan announced in Budget 2017, including its actions in partnership with the other regional development agencies (RDAs) listed in the Investing in Regional Innovation and DevelopmentFootnote vi document. CED also invested in putting the other government priorities into action, particularly in terms of clean growth and growth for all. In this regard, a real dialogue was established between CED and several Indigenous communities in Quebec. Lastly, CED contributed to the work of federal partners by providing its expertise and regional perspective.

CED also contributed to the horizontal review of all federal innovation and clean technology programs. The objective was to simplify and streamline all programs, especially with expected results such as simple and effective innovation programs, and increased capital for clean technology companies. Further to that exercise, Budget 2018 included measures to support innovation within the RDAs. They mainly involve simplifying innovation programs and allocating additional resources. For CED, additional resources amount to nearly $20 million per year over five years, $4 million of which is earmarked for female entrepreneurs.

Also, the CED President chairs the Quebec Federal Council (QFC), an interdepartmental network bringing together senior federal officials from 49 federal organizations with responsibilities in the Quebec Region (excluding the National Capital Region). In 2017–2018, the QFC Secretariat, which comes under CED, supported QFC members in achieving three regional priorities, namely: 1) launching the QFC interdepartmental innovation lab; 2) promoting well-being in the workplace; and 3) recruiting, retaining and managing talent in the region. In addition, the Secretariat held four quarterly meetings on priority topics for the government, including digital, Indigenous people and mental health. Lastly, Montréal’s first Blueprint 2020 Innovation Fair was organized, along with two events during National Public Service Week: the QFC Awards for interdepartmental recognition, and Let’s Chat!, an interdepartmental express mentoring initiative.

From an organizational perspective, CED continues to transform through modernization, process optimization and improved customer experience with its Horizon 21 initiative. The three internal transformation areas of this initiative are:

People and Culture Policies and Procedures Tools and Technologies
A healthy, learning, innovative and diversified organization whose employees are networked, engaged and have the skills to contribute to the success of businesses and regions and a key partner in the achievements of the ISED portfolio. Policies and parameters translating the government’s priorities into timely initiatives and tangible services to contribute to the success of businesses and regions.

Procedures in all areas of activity are clear, straight-forward and required for effective decision-making, client service excellence and the achievement of desired results.
Up-to-date tools and user friendly and high performance technologies which optimize our procedures and enable everyone – CED employees, partners and clients – to be informed, work/interact effectively and make the best decisions more quickly.

CED also moved two of its regional business offices in 2017–2018. The Quebec–Chaudière-Appalaches and Bas-Saint-Laurent business offices now have new addresses, while the planning and completion of the relocation of its head office and the Greater Montréal business office were completed in April 2018. Those moves enabled CED to modernize its work environment and adhere to the Government of Canada’s Standard on establishing the Activity-Based Workplace (ABW) strategy.

Key risks

The following table shows the risk that CED faced and the mitigation strategies implemented in 2017–2018. Effective mitigation measures enabled CED to adapt its actions to the evolving economic context and the government’s priorities in order to support these priorities and achieve the targeted outcomes.

Key risks

Risks

Mitigating strategy and effectiveness

Link to the department’s Programs

Link to mandate letter commitments and any government wide or departmental priorities

Maintaining a functional and secure technology infrastructure

Risk that the existing technology infrastructure, the security thereof, and available information and related systems will not provide appropriate support for operational requirements, thereby affecting CED’s operating capacity.

  • Analyze and develop options to maintain CED’s technological capacity and meet needs relating to infrastructure, technology and an information management system.

1.1 Business Development

1.2 Regional Economic Development

1.3 Strengthening Community Economies

1.4 Internal Services

Innovation Agenda

Ability to adapt the delivery of its mandate in a changing economic environment

Risk regarding CED’s capacity to tailor the delivery of its mandate in response to the Government of Canada’s priorities and expected outcomes, the needs of the regions, and the economic context.

  • Plan and track departmental priorities
  • Continuously monitor the regional economic development context
  • Develop and communicate regional strategies
  • Maintain ongoing dialogue with stakeholders and the public
  • Develop tools to tailor CED’s activities

1.1 Business Development

1.2 Regional Economic Development

1.3 Strengthening Community Economies

Innovation Agenda

Results: what we achieved

The Treasury Board of Canada Secretariat introduced a new Policy on Results, which took full effect on April 1, 2018. That policy enabled CED and other regional development agencies to jointly develop the next 2018–2019 Departmental Results Framework (DRF). CED also created the tools that accompany the DRF, namely the Program Inventory and the Performance Information Profile. The next Departmental Results Report will therefore be prepared with a different set of indicators than those in this document.

Project funding

With its business development knowledge and experience, CED supports businesses and helps them carry out their projects. CED makes strategic investments in all regions of Quebec, thereby strengthening both the predominant economic sectors of the regions and the emerging economic sectors; CED focuses on innovation to drive economic growth for all and supports the economic diversification of communities that depend on a single sector.

Networking

Well rooted in the regions thanks to the on-site presence of its 12 business offices, CED builds on collaboration and the creation of synergies with businesses, communities, supporting organizations, universities, incubators, the provincial government and the municipalities in order to increase the quality and impact of its programs. For example, it forms partnerships to foster a concerted action by regional economic development players and ensures better information sharing among federal organizations.

CED thus promotes Quebec’s interests at the national level and works with other government departments to ensure coordination of government policies and programs. Its action has a significant impact on Quebec communities and businesses, not only through its direct investments, but also because it contributes to understanding the region’s economic development needs. For example, CED continued to support the Industrial and Technological Benefit (ITB) Policy so that Quebec SMEs could enjoy the industrial benefits generated by the Government of Canada’s major defence procurement projects in the aerospace, navy, land and security sectors, by promoting their abilities among prime contractors.

Grants and contributions programs and initiatives in effect in 2017–2018

Main program: Quebec Economic Development Program (QEDP)

  • Temporary or targeted Initiatives
    • Economic Recovery Initiative for Lac-Mégantic
    • Canadian Initiative for the Economic Diversification of Communities Reliant on Chrysotile
    • Strategic Initiative to Combat the Spruce Budworm Outbreak in Quebec
    • Linguistic Duality Economic Development Initiative (EDI) [Canada-wide initiative]
    • Canada 150 Community Infrastructure Program (CIP 150) [Canada-wide initiative]

National Program

  • Community Futures Program (CFP)

Programs

Program 1.1 – Business Development

Description

This program is designed to support the development of Quebec businesses throughout their life cycle. Businesses—particularly SMEs—drive economic development and are known for generating significant economic activity and for creating jobs in communities.

CED contributes to the renewal of the Quebec business pool by supporting business succession and the emergence of new businesses. It also helps to enhance the competitiveness of existing businesses and to support their sustainability by improving their performance through the development of their production, innovation, marketing and export capabilities.

In this program, CED mainly targets businesses directly or through NPOs that support them. It promotes business development through its grants and contributions program: the Quebec Economic Development Program (QEDP).

Results

In that fiscal year, CED supported 419 new projects under the Business Development program with an assistance amount totalling $178.1 million.

In the vast majority of cases (98% or more), CED-supported businesses in recent years, whether in their start-up phase or later in their existence, are still operating. Over a longer period of time, the results are also convincing:

Highlights

As the Results Achieved table below shows, CED met the targets set, thereby contributing to the renewal of Quebec’s pool of businesses and the survival of those already established.

Example of an Entrepreneurship Support project

Crypto4A Technologies Inc. (Crypto4A) is a cyber security start-up company founded in 2012. It aims to develop the next generation of computer security products using cryptographic techniques that can withstand modern cyber-attacks and adapt to the impending arrival of the next generation of quantum computers. CED provided a $322,625 contribution to support this start-up company for the demonstration of its technology, purchasing equipment and pre-marketing its product in the United States and Europe. In addition, as part of the Industrial and Technological Benefits Policy, CED promoted Crypto4A to prime contractors and will continue to do so in the future.

Also, 52% of the businesses that received entrepreneurship support in recent years have survived past the start-up phase, an increase of nearly 6% over the previous fiscal year. Therefore, CED directly contributed to the launch and maintenance of 51 start-up businesses in 2017–2018. This means that those businesses have been in operation for at least one year, in addition to having generated revenues of at least 80% of their expenses.

Since innovation is a key factor in ensuring the survival and competitiveness of businesses, innovative projects are a priority for CED. However, statistics show that it is mainly medium-sized and large companies (250 or more employees) that introduce new products or processes.Footnote viii CED is working to close the gap between SMEs and large businesses by supporting SMEs in their projects with an innovation component. As such, 268 new projects with an innovation component were supported by CED in 2017–2018.

Example of a Business Performance Project

PhytoChemia, a company founded in 2013 by University of Quebec at Chicoutimi graduates, is the only Canadian company specializing in the analysis of manufacturers of plant-based products. CED has signed a contribution agreement of $352,000 with PhytoChemia, which will enable the firm to set up a specialized centre for chemical, biological, analytical and scientific services. This project, which was approved in 2017, aims to ensure growth and improve the company’s productivity and innovation capabilities in order to round out its service offering to its customers, which are producers of natural products mainly established outside of Canada. PhytoChemia was the national winner in the Young Entrepreneurs category of the 2016 Desjardins Contest and second place winner at the national level of the 2014 Quebec Entrepreneurship Contest.

Overall, 73% of the businesses supported by CED to improve their performance levels have increased their sales.

Results achieved
Expected results Performance indicators Target Date to achieve target 2017-18 Actual results 2016–17 Actual results 2015–16 Actual results
The pool of businesses in Quebec is renewed. Survival rate of businesses supported in their startup. 93% March 31, 2018 98% 87% 94%
Quebec's businesses are competitive Survival rate of businesses supported in their development 98% March 31, 2018 99% 100% 99%
Budgetary financial resources (dollars)
2017–18
Main Estimates
2017–18
Planned spending
2017–18
Total authorities available for use
2017–18
Actual spending (authorities used)
2017–18
Difference
(Actual spending minus Planned spending)
145 866 881 145 866 881 153 143 487 155 116 783 9 249 902

The difference between actual and planned spending is due to an increase in repayable contributions that were originally supposed to be allocated in 2018–2019 rather than 2017–2018. Given Quebec’s excellent economic performance, the authorization to advance those funds enabled CED to further support the development of businesses in Quebec during that fiscal year.

On the other hand, the actual expenditures of the Business Development Program are higher than planned due to the temporary reallocation of funds from some of its temporary initiatives to its regular programming. CED can benefit from some flexibility, in a controlled manner, enabling it to temporarily redirect those unused funds to other programs and thus enabling it to adapt to the reality of Quebec’s businesses, communities and regions and thereby make full use of the funds available to it.

Human resources (full-time equivalents)
2017–18
Planned full-time equivalents
2017–18
Actual full-time equivalents
2017–18
Difference
Difference (Actual full-time equivalents minus Planned full-time equivalents)
121 113 -8

Information on CED’s lower-level programs is available in the GC InfoBase.Footnote ix.

Program 1.2 – Regional Economic Development

Description

This program is intended to strengthen the regions’ economic base so as to sustain Quebec’s economic growth. 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 participating in the economy to their full potential. CED contributes 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. Under this program, CED intervenes primarily through NPOs active in economic development and through the QEDP.

Results

In this fiscal year, CED supported 28 new projects under the Regional Economic Development program for an assistance amount totalling $18.5 million.

Without CED’s help, most of the regions’ economic development projects could not have been completed, according to 83% of the funded NPOs surveyed. The benefits of the projects supported in terms of promoting assets are many, particularly with respect to:

Highlights

CED exceeded the targets set for the three performance indicators for strengthening the economic base of Quebec’s regions.

The sum of foreign direct investment maintained or attracted by organizations receiving the Agency’s assistance is one of the results used to demonstrate our progress in the economic development of the regions. This result increased by $ 740 million according to the information obtained by the beneficiary organizations, for a total of $ 2.5 billion for the 2017-2018 fiscal year.

Example of a Regional Investment Project

The regional county municipality (RCM) of Mékinac combines 10 municipalities of different sizes and includes a declining population of 12,358 residents. The RCM has several responsibilities, including planning and development. CED supports the project that aims to provide the RCM with cost-effective community equipment, such as a rail-road / road-rail transshipment centre, in order to give the RCM’s businesses access to the railway. The transshipment centre will benefit the community by providing surrounding businesses with an efficient alternative to trucking that will increase access to their supplies and shipments of finished goods to national and international markets at a lower cost. By facilitating the transportation of finished goods to Canadian and U.S. markets, it will promote the growth of the RCM’s businesses, contributing to job creation in local communities where economic opportunities are relatively low. CED’s contribution to the project is of the amount of $847,378.

Example of a Regional Engagement Project

CED has signed an agreement with the Micmac Nation for $498,157 to fund a portion of specialized economic development resources. This organization is mandated to manage the activities of the Band Council, particularly with respect to economic development.

Results achieved
Expected results Performance indicators Target Date to achieve target 2017–18
Actual results
2016–17 Actual
results
2015–16 Actual
results
The Quebec regions have a strengthened economic base. Total amount of investment generated in supported regions that completed implementation of their development project. $21.7M March 31, 2018 $22.3M $2.5M* $25M
Amount of spending by tourists from outside Quebec attracted to supported regions. $3.9B March 31, 2018 $4.7B $4.2B $3.8B
Amount of foreign direct investment maintained in or attracted to supported regions. $1.4B March 31, 2018 $2.5B $1.76B $1.7B

* In the 2016–2017 fiscal year, no collective economic equipment project achieved a completed project status, which is why the result is very low ($2.5 million) compared with the 2015–2016 and 2017–2018 fiscal years, when a few collective economic equipment projects were completed.

Budgetary financial resources (dollars)
2017–18
Main Estimates
2017–18
Planned spending
2017–18
Total authorities available for use
2017–18
Actual spending
(authorities used)
2017–18
Difference
(Actual spending minus Planned spending)
34 883 447 34 883 447 35 084 721 37 227 110 2 343 663

CED reallocated resources among its various programs—in compliance with departmental authorities—in order to adjust to the realities of Quebec’s businesses and regions.

Human resources (full-time equivalents)
2017–18
Planned full-time equivalents
2017–18
Actual full-time equivalents
2017–18
Difference
(Actual full-time equivalents minus Planned full-time equivalents)
20 18 -2

Information on CED’s lower-level programs is available in the GC InfoBaseFootnote xi.

Program 1.3 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. CED also supports economic activity in Quebec communities that are undergoing economic shocks, experiencing significant development challenges or gasping long-term business opportunities.

This program targets businesses 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).

Results

In the current fiscal year, CED supported 57 new projects under the Strengthening Community Economies program for the amount of assistance totalling $24.1 million.

In addition, CED continued to provide financial support to the 67 Community Futures Development Corporations (57) and Business Development Centres (10). The results of the last study conducted by Statistics Canada on the performance of the CFP in Quebec indicated that businesses supported by a CFDC/BDC have a better survival rate, create more jobs, and increase their payroll and sales faster, as compared with other similar businesses that did not receive assistance from a CFDC/BDC. So, results for the survival rate of businesses supported by the CFP are very satisfactory. Set targets were exceeded, with an 87% survival rate of supported businesses, compared with 53% for the comparison group.

The five temporary or targeted initiatives delivered through the QDEP supported 495 projects in 99 individual communities out of 104 communities in Quebec. Completed projects generated total community investments of $248 million, exceeding the established target.

Highlights

CED largely exceeded the targets set for the Strengthening Community Economies Program

In order for Quebec communities to celebrate Canada’s 150th anniversary, the Agency implemented the Canada 150 Community Infrastructure Program, which supported the rehabilitation or improvement of community infrastructure. The program was a great success. As a result of the program, 377 organizations in Quebec were supported in carrying out projects in the 2017–2018 fiscal year, totalling an investment of nearly $50 million by the Agency.

Example of a project in the Temporary or Targeted Support – Canada 150 Community Infrastructure Program

The municipality of the parish of Saint-Simon is located in the Les Basques RCM in the Bas-Saint-Laurent and has 427 residents. CED supported the project to rehabilitate the recreation centre to turn it into a multipurpose community centre. Built in 1971, the infrastructure no longer met safety standards for public use, which severely limited its use. As a result of the project, the community centre can now accommodate 150 people and allows for more versatile use. This infrastructure can now be used by the public for a variety of activities, such as trade shows, conferences, performances, committee meetings, introductory group cooking classes, especially for youth, and family gatherings. The centre will also be able to meet needs in the event of emergency response, such as a shelter site and a crisis management centre.

Example of a project in the Temporary or Targeted Support – Linguistic Duality Economic Development Initiative

Generation V Boat Building is a company in the Magdalen Islands owned by English-speaking entrepreneurs. It sells fibreglass boat hulls. CED supports this business in purchasing state-of-the-art equipment to optimize production, thereby improving job availability for this language minority community. The English-speaking community in the region is identified as one of the most vulnerable language minority communities in Canada.

CED’s work in the communities is noticed and appreciated by the public. Mid-term evaluations of the Economic Recovery Initiative for Lac-Mégantic and the Canadian Initiative for the Economic Diversification of Communities Reliant on Chrysotile confirm the need for intervention and the relevance of these initiatives as well as their alignment with priorities and their complementarity. In addition, the presence of a dedicated on-site team helped establish a partnership that the partners described as excellent.Footnote xiii

Results achieved
Expected results Performance indicators Target Date to achieve target 2017–18
Actual results
2016–17
Actual results
2015–16
Actual results
Quebec communities have strengthened economies. Percentage point increase in the survival rate of CFP clients that received assistance over the rate of comparable businesses that did not receive support. 24% March 31, 2018 34% 28% 26%
Total investments generated in communities for infrastructure modernization.* n.a. n.a. n.a. n.a. n.a.
Total investments generated in communities for temporary and/or targeted support. $208M March 31, 2018 $248M $110.8M $48.9M

*With respect to the infrastructure modernization target, the results for this program are published in Infrastructure Canada’s Departmental Results Report.

The result of the target total investment generated in communities for temporary and/or targeted support increased significantly over the last two years. This increase is mainly due to implementation of the temporary CIP-150 initiative, which enabled the Agency to support a substantially higher number of projects in the 2016–2017 and 2017–2018 fiscal years, resulting in a significant increase in investments in the communities. In addition, for the 2017–2018 fiscal year, the Strategic Initiative to Combat the Spruce Budworm in Quebec, another temporary initiative that ended on March 31, 2018, also increased the total investment generated.

Budgetary financial resources (dollars)
2017–18
Main Estimates
207–18
Planned spending
2017–18
Total authorities available for use
2017–18
Actual spending
(authorities used)
2017–18
Difference
(Actual spending minus Planned spending)
104 721 027 104 721 027 105 734 276 99 446 696 -5 274 331

The Canada 150 Community Infrastructure Program came to an end in 2017–2018. The projects carried out enabled more than 350 communities and towns to benefit from improved community infrastructure, thereby promoting their vitality. Almost the entire budget was invested.

The difference between actual and planned spending is mainly due to a slowdown in spending for some of the temporary initiatives during the year. For example, the Economic Recovery Initiative for Lac-Mégantic experienced delays in the development, planning and completion of certain public infrastructure improvement and construction projects, which, in turn, delayed spending in the following few years.

This slowdown in spending enabled CED to temporarily reallocate resources to its other programs so that businesses, communities and regions in Quebec could benefit from CED’s support for their projects in 2017–2018.

Human resources (full-time equivalents)
2017-18
Planned full-time equivalents
2017-18
Actual full-time equivalents
2017-18
Difference (Actual full-time equivalents minus Planned full-time equivalents)
51 51 0

Information on CED’s lower-level programs is available in the GC InfoBaseFootnote xiv.

Internal Services

Description

Internal Services are those groups of related activities and resources that the federal government considers to be services in support of programs and/or required to meet corporate obligations of an organization. Internal Services refers to the activities and resources of the 10 distinct service categories that support Program delivery in the organization, regardless of the Internal Services delivery model in a department. The 10 service categories are: Management and Oversight Services; Communications Services; Legal Services; Human Resources Management Services; Financial Management Services; Information Management Services; Information Technology Services; Real Property Services; Materiel Services; and Acquisition Services.

Results

In 2017, CED continued to implement the Departmental Workplace Wellness Strategy through an action plan. Factoring in employee concerns revolves around the plan’s four priorities: 1) the promotion of a healthy and respectful environment, 2) highlighting CED’s innovation culture in order to increase its performance, 3) recognition and engagement, and 4) effective communication with management. The Health and Safety Policy Committee (HSPC) designated for its implementation conducted activities such as health awareness and training workshops and Employee Assistance Program (EAP) services.

Another aspect of the Agency’s human resource management results involves the management of employee talent. The priority is to develop personalized learning plans for all employees and hold discussions between managers and employees on talent. This exercise identified a pool of “high-potential” employees who were eligible for a pilot development program through a specific learning pathway and support throughout the year.

Since achieving results was supported by optimal resource planning, CED began to improve its integrated planning process in 2017–2018. The efforts made, including clarification of the role of stakeholders and in-house development of a new computer platform will help establish a simpler, centralized and transparent process and better corporate risk mitigation for 2018–2019.

In addition, CED continues to ensure that internal measures are in place to address gender and diversity (GBA+) factors in its practices and services, including identifying the impacts of its programs and initiatives on diverse groups of men and women in Quebec.

In partnership with the five RDAs and FedNor, CED is continuing to develop a common system to manage grants and contributions that puts clients’ concerns at the forefront of its actions. The new government-wide system, which is scheduled to be rolled out in 2020, will provide RDA clients with modern tools, including a transactional portal.

Given the timeline and the review of the scope of the project for the transition to the Government of Canada Finance and Materiel System (GCFM), CED is devoting more resources to stabilize the infrastructure of its current financial management system. That said, CED is continuing the work to migrate to the new system because it is one of the government-wide priority initiatives and should improve the quality of integrated financial information and strengthen the financial management function across the Government of Canada.

In 2017–2018, in addition to relocating the Quebec–Chaudière-Appalaches and Bas-Saint-Laurent business offices, CED invested resources into planning and implementing the relocation of its head office and the Greater Montréal business office in preparation for a move in April 2018. Establishing these modern workplaces included the modernization of physical workplaces; a review of the processes and systems that help employees perform their duties; and the introduction of new technologies that will enable employees to connect, collaborate and communicate across the government and with Canadians.

Highlights

CED continued to make progress in optimizing its internal services to support the modernization efforts in the federal public service. Those include improving the integrated planning process, simplifying the travel policy, renewing the governance structure and implementing the Horizon 21 initiative.

Budgetary financial resources (dollars)
2017–18
Main Estimates
2017–18
Planned spending
2017–18
Total authorities available for use
2017–18
Actual spending
(authorities used)
2017–18
Difference
(Actual spending minus Planned spending)
18 345 114 18 345 114 20 408 060 19 638 153 1 293 039
Human resources (full-time equivalents)
2017–18
Planned full-time equivalents
2017–18
Actual full-time equivalents
2017–18
Difference
(Actual full-time equivalents minus Planned full-time equivalents)
134 138 4

Analysis of trends in spending and human resources

Actual expenditures

Departmental spending trend graph

The graph below shows the trends in CED’s actual and planned spending. The dark grey bars are G&C and operating expenditures, while the light grey bars show statutory expenditures associated with employee benefits plan.

Figure 1: Departmental Spending Trend Graph

Departmental Spending Trend Graph

Figure 1 - Long Description
Departmental Spending Trend
Fiscal year Total Voted Statutory Sunset Programs – Anticipated
2015-2016 $259,197,000 $255,126,957 4,070,043 $0
2016-2017 $315,952,633 $312,037,491 $3,915,142 $0
2017-2018 $311,428,742 $307,135,607 $4,293,135 $0
2018-2019 $276,505,468 $271,999,816 $4,505,652 $0
2019-2020 $230,095,403 $225,559,275 $4,536,128 $0
2020-2021 $223,254,653 $218,791,485 $4,463,168 $0

Between 2015–2016 and 2017–2018, expenditures increased by 20%, from $259.2 million to $311.4 million (including $266.8 million in grants and contributions and $44.6 million in operations and benefits). This increase is mainly due to the dedicated temporary funding allocated to the Strengthening Community Economies program, particularly through the Economic Recovery Initiative for Lac-Mégantic, the Initiative for the Economic Diversification of Communities Reliant on Chrysotile and the Canada 150 Community Infrastructure Program (Components I and II).

In 2018–2019, the decrease in planned spending is mainly due to the end of the Canada 150 Community Infrastructure Program on March 31, 2018 (Components I and II). For the years following 2018–2019, the decrease is explained by the fact that planned expenditures do not take into account the reinvestment of clients’ repayable contributions.

Budgetary performance summary for Programs and Internal Services (dollars)
Programs and Internal Services 2017–18
Main Estimates
2017–18
Planned spending
2018–19
Planned spending
2019–20
Planned spending
2017–18
Total authorities available for use
2017–18
Actual spending (authorities used)
2016–17
Actual spending (authorities used)
2015–16
Actual spending (authorities used)
Business Development* 145,866,881 145,866,881 n.a. n.a. 153,143,487 155,116,783 176,315,687 147,576,913
Regional Economic Development* 34,883,447 34,883,447 n.a. n.a. 35,084,721 37,227,110 35,198,143 33,610,006
Strong Communities* 104,721,027 104,721,027 n.a. n.a. 105,734,276 99,446,696 85,904,392 60,180,857
Subtotal 285 471 355 285 471 355 256 619 068 210 209 003 293 962 484 291 790 589 297 418 222 241 367 776
Internal Services 18 345 114 18 345 114 19 866 400 19 866 400 20 408 060 19 638 153 18 534 411 17 829 224
Total 303 816 469 303 816 469 276 505 468 230 095 403 314 370 544 311 428 742 315 952 633 259 197 000

*Given that CED implemented its new Departmental Results Framework in 2018–2019, future data are presented differently. This is why the planned spending for 2018–2019 and 2019–2020 is not shown.

The difference between the actual expenditures and those projected by CED in 2017–2018 is $7.6 million (3%). This can be explained by an increase in repayable contributions and the deferral of funds from 2016–2017.

Actual human resources

CED internally reallocated these funds to implement certain departmental and government-wide initiatives, transform and modernize its services, and address financial gaps resulting from collective agreement renewals in 2017–2018 by aligning its resources differently.

Human resources summary for Programs and Internal Services
(full time equivalents)
Programs and Internal Services 2015–16
Actual full-time equivalents
2016–17
Actual full-time equivalents
2017–18
Planned full-time equivalents
2017–18
Actual full-time equivalents
2018–19
Planned full-time equivalents
2019–20
Planned full-time equivalents
Business Development* 134 122 121 113 n.a. n.a.
Regional Economic Development* 16 21 20 18 n.a. n.a.
Strong Communities* 37 47 51 51 n.a. n.a.
Subtotal 187 190 192 182 188 188
Internal Services 128 140 134 138 126 126
Total 315 330 326 320 314 314

Expenditures by vote

For information on the CED’s organizational voted and statutory expenditures, consult the Public Accounts of Canada 2017–2018.Footnote xv

Government of Canada spending and activities

Information on the alignment of the CED’s spending with the Government of Canada’s spending and activities is available in the GC InfoBase.Footnote xvi

Alignment of 2017–2018 Actual Spending with the Whole of Government FrameworkFootnote xvii(in dollars)
Program Spending Area Government of Canada Activity Actual Spending
2017–2018
Business Development Economic Affairs Strong Economic Growth 155,116,783
Regional Economic Development Economic Affairs Strong Economic Growth 37,227,110
Strong Communities Economic Affairs Strong Economic Growth 99,446,696
Total Spending by Spending Area (dollars)
Spending Area Total Planned Spending Total Actual Spending
Economic Affairs 303,119,941 315,952,633
Social Affairs 0 0
International Affairs 0 0
Government Affairs 0 0

Financial statements and financial statements highlights

Financial statements

CED’s financial statements (unaudited) for the year ended March 31, 2018, are available on the departmental website.

Financial statements 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 other sections 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, are available on the CED website.

Condensed Statement of Operations (unaudited) for the year ended March 31, 2018 (dollars)
Financial Information 2017–18
Planned results
2017–18
Actual results
2016–17
Actual results
Difference
(2017–18 Actual results minus 2017–18 Planned results)
Difference
(2017–18 Actual results minus 2016–17 Actual results)
Total expenses 215 233 000 216 182 399 196 725 692 949 399 19 456 707
Total revenue 0 0 0 0 0
Net cost of operations before government funding and transfers 215 233 000 216 182 399 196 725 692 949 399 19 456 707

*CED’s Future-Oriented Statement of Operations (unaudited) as at March 31, 2017, and 2018

Expenses

Revenue

Condensed Statement of Financial Position (unaudited) as of March 31, 2018 (dollars)
Financial Information 2017–2018 2016–2017 Difference
(2017–18 minus 2016–17)
Total net liabilities 19 953 763 22 535 240 (2 581 477)
Total net financial assets 16 838 583 19 285 049 (2 446 466)
Departmental net debt 3 115 180 3 250 191 (135 011)
Total non-financial assets 1 126 826 1 011 361 115 465
Departmental net financial position (1 988 354) (2 238 830) 250 476

Liabilities

Assets

Supplementary information

Corporate information

Organizational profile

Appropriate Minister: 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

Institutional Head: Manon Brassard

Ministerial 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 xviii

Year of Incorporation / Commencement: 2005

Reporting framework

The CED Strategic Outcome and Program Alignment Architecture (PAA) of record for 2016–2017 are shown below:

Supporting information on lower-level programs

Supporting information on lower level programs is available on the GC InfoBase.Footnote ix

Supplementary information tables

Please see the section below

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 each year in the Report on Federal Tax Expenditures.Footnote xix 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 this report are the responsibility of the Minister of Finance.

Organizational contact information

Canada Economic Development for Quebec Regions

800 René-Lévesque Blvd, Suite 500
Montreal, Quebec
H3B 1X9

Telephone: 514-283-6412
Fax: 514-283-3302
www.dec-ced.gc.ca

Appendix: Definitions

appropriation (crédit)
Any authority of Parliament to pay money out of the Consolidated Revenue Fund.

budgetary expenditures (dépenses budgétaires)
Operating and capital expenditures; transfer payments to other levels of government, organizations or individuals; and payments to Crown corporations.

Departmental Plan (plan ministériel)
A report on the plans and expected performance of an appropriated department over a three year period. Departmental Plans are tabled in Parliament each spring.

Departmental Results Report (rapport sur les résultats ministériels)
A report on an appropriated department’s actual accomplishments against the plans, priorities and expected results set out in the corresponding Departmental Plan.

evaluation (évaluation)
In the Government of Canada, the systematic and neutral collection and analysis of evidence to judge merit, worth or value. Evaluation informs decision making, improvements, innovation and accountability. Evaluations typically focus on programs, policies and priorities and examine questions related to relevance, effectiveness and efficiency. Depending on user needs, however, evaluations can also examine other units, themes and issues, including alternatives to existing interventions. Evaluations generally employ social science research methods.

experimentation (expérimentation)
Activities that seek to explore, test and compare the effects and impacts of policies, interventions and approaches, to inform evidence-based decision-making, by learning what works and what does not.

full time equivalent (équivalent temps plein)
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.

gender-based analysis plus (GBA+) (analyse comparative entre les sexes plus [ACS+])
An analytical approach used to assess how diverse groups of women, men and gender-diverse people may experience policies, programs and initiatives. The “plus” in GBA+ acknowledges that the gender-based analysis goes beyond biological (sex) and socio-cultural (gender) differences. We all have multiple identity factors that intersect to make us who we are; GBA+ considers many other identity factors, such as race, ethnicity, religion, age, and mental or physical disability. Examples of GBA+ processes include using data disaggregated by sex, gender and other intersecting identity factors in performance analysis, and identifying any impacts of the program on diverse groups of people, with a view to adjusting these initiatives to make them more inclusive.

government-wide priorities (priorités pangouvernementales)
For the purpose of the 2017–18 Departmental Results Report, those high-level themes outlining the government’s agenda in the 2015 Speech from the Throne, namely: Growth for the Middle Class; Open and Transparent Government; A Clean Environment and a Strong Economy; Diversity is Canada’s Strength; and Security and Opportunity.

horizontal initiative (initiative horizontale)
An initiative where two or more departments are given funding to pursue a shared outcome, often linked to a government priority.

Management, Resources and Results Structure (structure de gestion, des ressources et des résultats)
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 (dépenses non budgétaires)
Net outlays and receipts related to loans, investments and advances, which change the composition of the financial assets of the Government of Canada.

performance (rendement)
What an organization did with its resources to achieve its results, how well those results compare to what the organization intended to achieve, and how well lessons learned have been identified.

performance indicator (indicateur de rendement)
A qualitative or quantitative means of measuring an output or outcome, with the intention of gauging the performance of an organization, program, policy or initiative respecting expected results.

performance reporting (production de rapports sur le rendement)
The process of communicating evidence based performance information. Performance reporting supports decision making, accountability and transparency.

plan (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 (dépenses prévues)
For Departmental Plans and Departmental Results Reports, 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 Departmental Plans and Departmental Results Reports.

priority (priorité)
A plan or project 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) or Departmental Results.

program (programme)
A group of related resource inputs and activities that are managed to meet specific needs and to achieve intended results and that are treated as a budgetary unit.

Program Alignment Architecture (architecture d’alignement des programmes)
A structured inventory of an organization’s programs depicting the hierarchical relationship between programs and the Strategic Outcome(s) to which they contribute.

result (résultat)
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 (dépenses législatives)
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 (résultat stratégique)
A long term and enduring benefit to Canadians that is linked to the organization’s mandate, vision and core functions.

sunset program (programme temporisé)
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 (cible)
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 (dépenses votées)
Expenditures that Parliament approves annually through an Appropriation Act. The Vote wording becomes the governing conditions under which these expenditures may be made.

Endnotes

Supplementary information tables

Departmental Sustainable Development Strategy

1. Context for the Departmental Sustainable Development Strategy

The 2016–2019 Federal Sustainable Development Strategy (FSDS)

In keeping with the objectives of the Act to make environmental decision-making more transparent and accountable to Parliament, Canada Economic Development for Quebec Regions supports reporting on the implementation of the FSDS and its Departmental Sustainable Development Strategy, or equivalent document, through the activities described in this supplementary information table.

2. Sustainable Development at Canada Economic Development for Quebec Regions (CED)

CED’s Departmental Sustainable Development Strategy for 2017 to 2020 describes the department’s actions in support of achieving the following goals:

This supplementary information table presents available results for the departmental actions pertinent to these goals. Last year’s supplementary information table is posted on the department’s website. This year, CE is also noting which UN Sustainable Development Goal target each departmental action contributes to achieving.

3. Departmental performance by FSDS goal

The following tables provide performance information on departmental actions in support of the FSDS goal listed in section 2.

FSDS goal related to Objective 2: Low-Carbon Government
FSDS target FSDS contributing action(s) Corresponding departmental action(s) Support for UN Sustainable Development Goal target* Starting point(s), target(s) and performance indicator(s) for departmental actions Results achieved
Reduce greenhouse gas emissions from federal government buildings and fleets by 40% below 2005 levels by 2030, with an aspiration to achieve it by 2025
Modernize our fleet
  • Reduce carbon emissions intensity through vehicle purchase and replacement (e.g. electric vehicles, hybrids, more fuel-efficient vehicles);
  • Promote the vehicle-sharing initiative across sectors.
SDG 7: Ensure access to affordable, reliable, sustainable and modern energy for all

7.2: By 2030, substantially increase the share of renewable energy in the global energy mix
Starting points:

GHG emissions from fleet in fiscal year 2005–2006 (reference point)

  • 2005 Corporate Average Consumption (L/100Km): 10
  • Total Consumption (litres): 52,031
  • Mileage travelled: 520,447
  • Estimated corporate CO2 emissions (kg): 116,642
Under way – on track CED’s vehicle fleet is one of the main sources of GHG for CED.
  • Corporate Average Consumption (L/100 Km): 7,64
  • Total Consumption (litres): 21,404. A decrease of nearly 50%
  • Mileage travelled: 284,358
  • In 2017–2018, with an estimated 49 tonnes of CO2, GHG emissions decreased by 57% from 2005–2006.
Support the transition to a low-carbon economy through green procurement
  • Take into account environmental considerations in procurement and asset management processes and controls
  • Ensure decision-makers have the necessary training and awareness to support green procurement
  • Ensure that senior managers and supervisors responsible for supply and procurement within the Technology, Information, Security and Administration Branch include input into and support for Government of Canada green procurement objectives in their performance evaluations
  • Maintain and improve printing rate (15 FTEs for 1 printer) and use of recycled paper
SDG 13: Take urgent action to combat climate change and its impacts

13.2: Integrate climate change measures into national policies, strategies and planning.
  • Maintain and improve the printing rate (15 FTEs for 1 printer) and the use of recycled paper
  • Continue using Public Services and Procurement Canada (PSPC) standing offers and supply arrangements to choose green, sustainable goods and services
  • Pursue paperless environment work initiatives through electronic solution strategies and better information management
  • Ensure that the performance agreement for managers and supervisors responsible for procurement and procurement within the Technology, Information, Security and Administration Branch includes support and participation in green procurement in the given fiscal year
  • Pursue the 90% target of toner cartridges recycled relative to the total volume of all toner cartridges purchased in the given year
The end of the lease at CED allowed for a redevelopment to Workplace 2.0. This made it possible to work in a more environmentally friendly way by optimizing the workspace. The use of technology has also reduced printing of documents.
  • Improved ratio of employees to printer. It went from 15 FTEs per printer to 20 FTEs per printer.
  • The imagery and IT devices acquired are Energy Star certified and the energy-saving functions have been activated.
  • CED’s head office uses 100% recycled paper.
  • When not available, business offices use paper containing at least 30% recycled content.
  • 100% of toner cartridges are recycled;
  • Procurement considers environmental considerations in the procurement of goods and services.
  • Increase awareness of the Policy on Green Procurement among suppliers.
Demonstrate innovative technologies
  • Not applicable
  • Not applicable
  • Not applicable
  • Not applicable
Promote sustainable travel practices
  • Implement more robust videoconferencing capacities, thus reducing the need to travel for in-person meetings
  • Maintain existing approaches for sustainable workplace practices, such as using modern technologies to facilitate employee mobility
SDG 13: Take urgent action to combat climate change and its impacts

13.3 Improving education, awareness and capacity of individuals and institutions to adapt to, mitigate and reduce the impact of climate change and early warning systems
  • Continue to update our videoconferencing systems and ensure they are reliable;
  • Put in place work tools and technologies to facilitate telework.
  • In an effort to reduce travel, all employees at CED now have portable computer equipment that allows them to use videoconferencing devices.
Understand climate change impacts and build resilience
  • Not applicable
  • Not applicable
  • Not applicable
  • Not applicable
Improve transparency and accountability
  • Not applicable
  • Not applicable
  • Not applicable
  • Not applicable
Develop policy for low-carbon government
  • Not applicable
  • Not applicable
  • Not applicable
  • Not applicable

Context for the FSDS goal related Objective 3: Clean Growth

Clean Growth

FSDS goal: Clean Growth
FSDS target FSDS contributing action(s) Corresponding departmental action(s) Support for UN Sustainable Development Goal target* Starting point(s), target(s) and performance indicator(s) for departmental actions Results achieved
Investment in clean energy research, development and demonstration:
Implement our Mission Innovation commitment to double federal government investments in clean energy research, development and demonstration by 2020, from 2015 levels.
Invest in technologies to reduce greenhouse gas (GHG) emissions and air pollutant emissions. Through the Quebec Economic Development Program, support clean technologies by supporting the development, production or adoption of technologies that improve environmental performance in a given market. SDG 9: Build resilient infrastructure, promote sustainable industrialization and foster innovation

9.4 By 2030, modernize infrastructure and adapt industries to make them sustainable, through more efficient use of resources and increased use of clean, environmentally friendly industrial technologies and processes, each country acting within its means.
Starting Point: N/A

Target:
The goal of the regional development agencies is to double their total annual support for clean technology to $100 million per year, from existing resources. Of this amount, CED has committed to invest $25 million a year.

Performance indicator:
CED’s annual expenditures on projects that support clean technology.
  • CED exceeded its target with expenditures totaling $32,009,351 in support to 169 clean technology projects.
  • If we also take into account projects that have an impact on the DSDS objectives, there are 248 projects for authorized expenditures of $49,335,422.
  • Some of the clean technology projects were aimed at reducing GHGs through energy improvements and minimizing threats to air quality.

* This new element shows how departments are contributing to achieving the UN Sustainable Development Goals (SDGs) and targets.

† This column is new.

Context for the FSDS goal related to Objective 8: Sustainability managed lands and forests

FSDS goal: Sustainability managed lands and forests
FSDS target(s) FSDS contributing action(s) Corresponding departmental action(s) Support for UN Sustainable Development Goal target* Starting point(s), target(s) and performance indicator(s) for departmental actions Results achieved
Terrestrial Ecosystems:
By 2020, at least 17% of land areas and inland waters are conserved via networks of protected areas and other effective zone-based conservation measures.
Supporting a National Initiative Deliver in Quebec the initiative to combat the spruce budworm (SB) outbreak in forests to reduce its negative effects and create economic development opportunities in different regions. SDG 15: Sustainably manage forests, combat desertification, halt and reverse land degradation, halt biodiversity loss

15.8 By 2020, take measures to prevent the introduction of invasive alien species, significantly reduce the effects of these species on terrestrial and aquatic ecosystems, and control or eradicate priority species
Starting Point:
30,094 hectares processed from 2014-2015 to 2016-2017: 12,121 hectares treated as of year 1 (2014-15); 9,329 hectares treated as of year 2 (2015-16); and 8,644 hectares treated as of year 3 (2016-17).

Target:
CED aims to treat 12,000 hectares of infested areas per year using organic pesticides (36,000 by 2020).

Performance Indicator:
Number of hectares of infested areas treated
  • The infected area treated reached 14,512 hectares, exceeding the annual target of more than 2,500 hectares.
  • Through the SICSBOQ, CED continued to support a project for an annual expenditure of $1.5M.
  • This is the last year of a four year program.

* This new element shows how departments are contributing to achieving the UN Sustainable Development Goals (SDGs) and targets.

† This column is new.

Additional departmental sustainable development activities and initiatives related to relocation of head office and some business offices
Additional departmental activities and initiatives Starting points, targets and performance indicators Results achieved
Maintaining and promoting sustainable practices during head office and select business office moves
  • Work more sustainably by optimizing workspace and technology tools through the implementation of “Workplace 2.0.”
  • Foster the paperless workplace through the establishment of Workplace 2.0 and electronic document management.
  • Dispose of surplus assets during moves in a manner consistent with sustainable development practices (e.g., through the Eco-Collection recycling organization or other community organizations).
  • Promoting sustainable practices for responsible consumption, such as establishing a system for exchanging office supplies across sectors before proceeding with a new purchase.
  • As part of the planning for the relocation of CED’s head office and its Greater Montréal business office, CED has been working on developing an accommodation strategy aimed at creating a workplace that offers ways to work smarter, greener and healthier.
  • In 2017–2018, as part of the disposal of surplus assets, CED ensured that sustainable development practices were respected through recycling organizations such as “Eco-Collection.”
  • CED’s head office also transferred assets to community organizations.
  • CED has left some of its furniture with other federal organizations as part of its planned move in early 2018–2019.
  • The reduction in the number of filing cabinets and storage modules has enabled CED to review its purchasing practices and to optimize the use of office supplies, particularly by increasing the sharing of office supplies among the various sectors by implementing an electronic exchange system.
  • The “Pack Your Bags Challenge!” enabled CED head office employees to dispose of documents and encourage an electronic document retention practice.
  • The new layout provided an opportunity to study and implement new electronic filing protocols.
  • Four “Working almost paperless” workshops offered tips and tricks to further encourage the use of electronic tools in the workplace

4. Report on integrating sustainable development

During the 2017–18 reporting cycle, CED had no proposals that required a Strategic Environmental Assessment and no public statements were produced.

Details on transfer payment programs of $5 million or more

General Information

Name of transfer payment program

Quebec Economic Development Program (QEDP)
(Payments charged to an Appropriation)

Start date

April 1, 2012

End date

Ongoing

Type of transfer payment

Grant and contribution

Type of appropriation

Estimates

Fiscal year for terms and conditions

N/A

Strategic Outcome

Quebec regions have a growing economy.

Link to the department’s [Program Alignment Architecture or Program Inventory]

Program 1.1: Business Development
Program 1.2: Regional Economic Development
Subprogram 1.3.3: Ad hoc or targeted support

Description

The QEDP helps 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. The program delivers both repayable and non-repayable contributions.

Results achieved

Through the QEDP, CED invested $238.1 million in 2017–2018 in 1,324 projects to foster business development and build strong, competitive regions, and also to implement initiatives to increase the growth of Quebec’s economy.

In this fiscal year, CED supported 419 new projects under the Business Development program for a total of $178.1 million in assistance. In the vast majority of cases (98% or more), businesses supported by CED in recent years, whether in their start-up phase or later in their existence, are still in operation.

With respect to the Economic Development of the Regions program, CED’s efforts to support tourism-related projects have yielded results because more than 7.9 million tourists visited Quebec in 2016, which represents $4.7 billion in tourism spending in the Quebec economy. Foreign direct investment from projects supported by CED has also shown good results, since 56 companies or organizations have established or maintained operations in Quebec, representing $2.5 billion in investment.

The five temporary and/or targeted initiatives delivered through the QDEP supported 426 projects in 96 individual communities out of 104 communities in Quebec. The projects generated total community investment of $306.7 million, exceeding the established target.

Mid-term evaluations of the Economic Recovery Initiative for Lac-Mégantic and the Canadian Initiative for the Economic Diversification of Communities Reliant on Chrysotile confirm the need for intervention, the relevance of these initiatives, their alignment with priorities and their complementarity. Moreover, the presence of a dedicated team on the ground has resulted in a positive partnership which has been rated as “excellent” by our partners.

Comments on variances

The variance between CED’s planned spending and actual spending in 2017–2018 is due to the fact that, during the year, CED advanced $5 million from the planned repayable contribution refund for 2018–2019 and received transfer payments of $0.9M from various departments. Also, CED has lapsed $1.8M in contributions from the Canada 150 Infrastructure Program.

Audits completed or planned

Nil

Evaluations completed or planned

Quebec Economic Development Program

Engagement of applicants and recipients

N/A

Performance information (dollars)
Type of Transfer Payment 2015–16
Actual spending
2016–17
Actual spending
2017–18
Planned spending
2017–18
Total authorities available for use
2017–18
Actual spending (authorities used)
Variance (2017–18 actual minus 2017–18 planned)
Total grants 0 0 1 650 000 0 0 1 650 000
Total contributions 189 898 802 244 818 183 232 111 487 239 930 832 238 142 111 -6 030 624
Total other types of transfer payments 0 0 0 0 0 0
Total program 189 898 802 244 818 183 233 761 487 239 930 832 238 142 111 -4 380 624

General information

Name of transfer payment program

Community Futures Program
(Payments charged to an Appropriation)

Start date

May 18, 1995

End date

Ongoing

Type of transfer payment

Grant and contribution.

Type of appropriation

Estimates

Fiscal year for terms and conditions

N/A

Strategic Outcome

Quebec regions have a growing economy.

Link to the department’s [Program Alignment Architecture or Program Inventory]

Subprogram 1.3.1: Ad hoc or targeted support

Description

This national program helps communities in all regions of the country gain control of their local economic growth. In Quebec, the CFP provides financial support for community development organizations, Community Futures Development Corporations (CFDCs) and Business Development Centres (BDCs). The CDS includes non-repayable contributions only.

Results achieved

CED also provided financial support for 57 CFDCs located in designated rural regions and 10 BDCs in peri-urban regions. CED has awarded these organizations $28.7 million to support 70 projects to strengthen the economy of rural communities in Quebec.

Results for the survival rate of CFP-assisted businesses are satisfactory. The targets were surpassed, with a survival rate of 87% for businesses that received support, compared with 53% for the comparison group.

Comments on variances

N/A

Audits completed or planned

N/A

Evaluations completed or planned

Nil

Engagement of applicants and recipients

N/A

Performance information (dollars)
Type of Transfer Payment 2015–16
Actual spending
2016–17
Actual spending
2017–18
Planned spending
2017–18
Total authorities available for use
2017–18
Actual spending (authorities used)
Variance (2017–18 actual minus 2017–18 planned)
Total grants 0 0 0 0 0 0
Total contributions 28 594 770 29 607 493 28 968 018 28 683 673 28 683 673 284 345
Total other types of transfer payments 0 0 0 0 0 0
Total program 28 594 770 29 607 493 28 968 018 28 683 673 28 683 673 284 345

Evaluations

Evaluations completed, or planned to be completed, in 2017–18
Title of evaluation Link to the department’s Program Alignment Architecture Status on March 31, 2018 Deputy head approval date*
Horizontal Evaluation of the Canada Business Network 1.1 Other N/A
This evaluation is the responsibility of ISDEC and did not take place.
Quebec Economic Development Program 1 Completed July 2018
Mid-term Evaluation of the Economic Recovery Initiative for Lac-Mégantic 1.3 Completed March 2018
Mid-term Evaluation of the Canadian Initiative for the Economic Diversification of Communities Reliant on Chrysotile 1.3 Completed March 2018

* An evaluation is considered complete when the deputy head approves the evaluation report (including a management response and an action plan).

Fees

Owing to legislative changes, the 2017 to 2018 fees results will be published in a separate report. The Fees Report is currently under development, and the link to the Fees Report, once tabled in Parliament, will appear on this web page by March 31, 2019.

Internal audits

Internal audit engagements completed in 2017–18
Title of internal audit Completion date
No project

Response to parliamentary committees and external audits

Response to parliamentary committees

Response to audits conducted by the Office of the Auditor General of Canada (including audits conducted by the Commissioner of the Environment and Sustainable Development)

Response to audits conducted by the Public Service Commission of Canada or the Office of the Commissioner of Official Languages

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 2017–18 as well as on intermediate and final results, two main baselines are used in this report:

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

In addition, during fiscal year 2015–16, CED conducted an in-depth analysis of its performance measurement strategy (PMS). This analysis was necessary to respond to the findings of program evaluations and also to comply with the Policy on Transfer Payments, which specifies that departments must update their programs PMS on a regular basis. The result chains and their indicators have been revised, thus making it possible to improve each of the components of the Program Alignment Architecture (PAA). CED also conducted a literature review on performance measurement and accountability conducted by other similar government agencies, resulting in a comparative analysis.

The PMS analysis enabled CED to develop its next Departmental Results Framework 2018–19 and to create the accompanying tools: Program Directory and Performance Information Profiles, as per the new requirements of the new TBS Policy on Results.

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, data comes 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.

CED introduced a new data collection strategy for IGs projects in order to measure the impact of IGs’ intervention with 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, results are conclusive and yield more reliable information on services provided to recipients. This procedure helps avoid a situation where an enterprise is counted twice, through different IGs. Note that this approach will be broadened to all IGs supported by CED in the years to come.

The Technical Notes section provides detailed information on the reliability of the data presented in this report. 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 governments of Canada and Quebec, and with many local and regional stakeholders. This collaboration is reflected in the financial packages put together for projects. That is why CED cannot claim the merit or the responsibility for all the results obtained. For this reason, it is more accurate to say that the financial assistance granted 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
G&C:
Grants and contributions
GDP:
Gross domestic product
IG:
Intervention through intermediary groups
LII:
Local Investment Initiative
NPO:
Non-profit organization
OLMCs:
Official Language Minority Communities
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 GDP

Collection frequency:

Five years; target implementation date is March 31, 2018

Result attained:

17 administrative regions out of 17 have increased their GDP

Data source:

Institut de la statistique du Québec

Methodology:

Number of Quebec administrative regions having increased their GDP between 2012 and 2017.

Notes:

There are a total of 17 administrative regions in Quebec.

Reliability of result:

Very high

Indicator:

Percentage of Quebec communities having improved their economic performance

Collection frequency:

Five years; target implementation date is March 31, 2017

Result attained:

70% of Quebec communities have improved their economic performance

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:

Very high

Program 1.1 – BUSINESS DEVELOPMENT

Final result – The pool of enterprises in Quebec is renewed.

Indicator:

Rate of survival of businesses supported in their start-up

Collection frequency:

Yearly

Result attained:

98% (45/46 X 100; DA only)

Data source:

Hermès information management system

Methodology:

The DPR 2017–18 result covers projects for which a survival rate in 2017–18 can be observed. Number of enterprises supported for Business creation and start-up whose projects were completed (i.e. actual project end date) in 2014-15 for which there is no winding-up date three years later, i.e. in 2015–16, 2016–17 and 2017–18, out of the total number of enterprises receiving financial assistance for Business creation and start-up whose projects were completed in 2014–15, 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% (209/211 X 100; DA only)

Data source:

Hermès management information system and CED’s Recovery Services.

Methodology:

The DPR 2017–18 result for which a survival rate in 2017–18 can be observed. Number of enterprises supported for Business Performance (Productivity and expansion, Innovation and technology transfer, Commercialization and exports, and Structuring of networks) whose projects were completed (i.e. actual project end date) in 2014-15 for which there is no winding-up date three years later, i.e. in 2015–16, 2016–17 and 2017–18, 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) whose projects were completed in 2014-15, 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:

52% (51/99 X 100; DA only)

Data source:

Hermès information management system

Methodology:

Number of enterprises supported for Business creation and start-up that attained or maintained the status of start-up enterprise in calendar 2017 out of the number of enterprises whose Business creation and start-up projects were completed (i.e. actual project end date) in 2014–15, 2015–16, 2016–17 and 2017–18, 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:

High; 21% of data missing (26/125) since many enterprises had not yet released their 2017 financial statements as of early June 2018.

Output:

Number of projects funded in order to support entrepreneurship

Collection frequency:

Yearly

Result attained:

148

Data source:

Hermès information management system

Methodology:

Number of Entrepreneurship Support (Business creation and start-up and Business succession and transfer) projects with expenditures in 2017–18

Reliability of result:

Very high

Output:

Total value of G&C awarded in order to support entrepreneurship

Collection frequency:

Yearly

Result attained:

$17,128,521

Data source:

Hermès information management system

Methodology:

Total amount of expenditures for Entrepreneurship Support (Business creation and start-up and Business succession and transfer) projects in 2017–18

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:

73% (180/247 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 2016, 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 2014–15, 2015–16 and 2016–17 , out of the total number of enterprises and asset-operating NPOs represented by this pool, expressed as a percentage.

Reliability of result:

Medium; 30% of data missing (106/353) since many enterprises had not yet released their 2017 financial statements as of early June 2018.

Output:

Number of projects funded in order to enhance existing enterprises’ performance

Collection frequency:

Yearly

Result attained:

652

Data source:

Hermès information management system

Methodology:

Number of Business Performance (Productivity and expansion, Innovation and technology transfer, Commercialization and exports, and Structuring of networks) projects with expenditures in 2017–18

Reliability of result:

Very high

Output:

Total value of G&C awarded in order to enhance existing enterprises’ performance

Collection frequency:

Yearly

Result attained:

$121,712,474

Data source:

Hermès information management system

Methodology:

Total amount of expenditures for Business Performance (Productivity and expansion, Innovation and technology transfer, Commercialization and exports, and Structuring of networks) projects in 2017–18

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:

$2,314,421

Data source:

Hermès information management system

Methodology:

The DPR 2016–17 result covers projects completed in 2017–18. Sum of total costs of Development strategies and Community economic facilities implementation projects that were completed (actual project end date) in 2017–18.

Reliability of result:

Very high

Indicator:

Amount of spending by tourists from outside Quebec attracted to the regions supported

Collection frequency:

Yearly

Result attained:

$4.66B

Data source:

Statistique Canada

Methodology:

We used Statistics Canada 2016 data from the Travel Survey of Residents of Canada (TSRC) and the International Travel Survey (ITS). This data is not publicly available on the Statistics Canada website, but they can be obtained free of charge upon request. The same methodology was used for 2015, so the figures are comparable from one year to the next. For American tourists and the rest of Canada (ROC), we use the tourist line. However, for the other countries (non-US international travelers), we use the total figure, because the data do not allow the separation of the expenses of the excursionists and those of the tourists.

Reliability of result:

Very high

Indicator:

Amount of foreign direct investment maintained in or attracted to the regions supported

Collection frequency:

Yearly

Result attained:

$2.5B

Data source:

Annual or in-house reports of the organizations supported

Methodology:

The DPR 2017–18 result corresponds to the sum of annual foreign direct investment maintained or attracted, as most recently reported by organizations receiving financial assistance having incurred expenditures in 2017–18 for Promotion of regional assets projects (i.e. with expenditures in 2017–18).

Reliability of result:

Very high

Sub-program 1.2.1 – Regional Engagement

Intermediate result – Communities take charge of their economic development.

Indicator:

Number of communities supported that implement engagement projects

Collection frequency:

Yearly

Result attained:

8

Data source:

Hermès information management system

Methodology:

Number of individual communities implementing Development strategies projects in 2017–18.

Reliability of result:

Very high

Output:

Number of projects funded in order to engage the regions

Collection frequency:

Yearly

Result attained:

9

Data source:

Hermès information management system

Methodology:

Number of Regional Engagement (Development strategies) projects with expenditures in 2017–18

Reliability of result:

Very high

Output:

Total value of G&C awarded in order to engage the regions

Result attained:

$1,040,062

Collection frequency:

Yearly

Data source:

Hermès information management system

Methodology:

Total amount of Regional Engagement (Development strategies) project expenditures in 2017–18.

Reliability of result:

Very high

Sub-program 1.2.2 – Regional Investment

Intermediate result – Quebec regions attract investment.

Indicator:

Number of communities supported that implement community economic facility projects

Collection frequency:

Yearly

Result attained:

6

Data source:

Hermès information management system

Methodology:

Number of individual communities implementing Community economic facilities projects in 2017–18.

Reliability of result:

Very high

Indicator:

Number of tourists from outside Quebec attracted to the regions

Collection frequency:

Yearly

Result attained:

$7.9M

Data source:

Statistics Canada

Methodology:

We used Statistics Canada 2016 data from the Travel Survey of Residents of Canada (TSRC) and the International Travel Survey (ITS). This data is not publicly available on the Statistics Canada website, but they can be obtained free of charge upon request. The same methodology was used for 2015, so the figures are comparable from one year to the next. For American tourists and the rest of Canada (ROC), we use the tourist line. However, for the other countries (non-US international travelers), we use the total figure, because the data do not allow the separation of the expenses of the excursionists and those of the tourists.

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:

56

Data source:

Annual or in-house reports of the organizations supported

Methodology:

Total number of international agencies and foreign firms maintained or attracted, as most recently reported by organizations receiving financial assistance having incurred expenditures in 2017–18 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:

89

Data source:

Hermès information management system

Methodology:

Number of Regional Investment (Community economic facilities and Promotion of regional assets) projects with expenditures in 2017–18

Reliability of result:

Very high

Output:

Total value of expenditures awarded in order to attract investment to the regions

Collection frequency:

Yearly

Result attained:

$33,960,046

Data source:

Hermès information management system

Methodology:

Total amount of expenditures for Regional Investment (Community economic facilities and Promotion of regional assets) projects in 2017–18

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:

34 percentage points

Data source:

8th Statistics Canada study on the performance of the CFP covering the 2010–15 period.

Methodology:

For the CFP, the DPR 2017–18 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 (from the most recent annual data compiled by Statistics Canada).

Reliability of result:

Very high

Indicator:

Value of total investment generated in communities (for temporary and targeted support)

Collection frequency:

Yearly

Result attained:

$248M

Data source:

Hermès information management system

Methodology:

Sum of total costs of projects under completed temporary or targeted initiatives (actual project end date) in 2017–18.

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:

0.2 percentage points

Data source:

8th Statistics Canada study on the performance of the CFP covering the period from 2010 to 2015.

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.

Notes:

The difference between the sales growth rate for CFp clients of all sizes and the comparative group has narrowed in the 2010-2015 period compared to the previous period. This tightening is the result of a relatively weaker growth in the sales value of medium-sized enterprises supported by the CFP compared to comparable-sized firms in the comparative group. On the other hand, the sales value of CFP-supported firms grew faster than that of the comparative group in all industries except retail trade.

Reliability of result:

Very high, based on information provided by CFDCs and Statistics Canada data.

Output:

Number of projects funded by CFOs in order for communities to be economically sustainable

Collection frequency:

Yearly

Result attained:

1,715

Data source:

Hermès information management system and promoters’ reports

Methodology:

Sum of number of enterprises having received personalized coaching services with respect to pre-start-up, start-up or acquisition of enterprises and number of enterprises undergoing recovery, expansion or modernization having received coaching services from CFDCs and BDCs in 2017–18.

Reliability of result:

High. Use of a new data source (i.e., list provided by CFDCs of enterprises receiving assistance) yields more reliable data and considerably reduces the possibility of duplication.

Output:

Total value of G&C awarded to CFDCs and BDCs in order for communities to be economically sustainable

Collection frequency:

Yearly

Result attained:

$28,683,673

Data source:

Hermès information management system

Methodology:

Total amount of expenditures for CFDC and BDC projects in 2017–18

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 DPR.

Reliability of result:

Very high

Sub-program 1.3.3 – Targeted 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 or targeted support

Collection frequency:

Yearly

Result attained:

99

Data source:

Hermès information management system

Methodology:

Number of individual communities carrying out Targeted and/or temporary support projects in 2017–18 (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: 20
RIWC: 1
Chrysotile: 20
SICSBOQ: 1
Mégantic: 7
REMOM: 1
PIC150: 377

Data source:

Hermès information management system

Methodology:

Number of projects by initiative with expenditures in 2017–18

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: $1,818,445
Chrysotile: $9,113,275
Mégantic: $1,598,885
SICSBOQ: $1,500,000
REMOM: $290,176
PIC 150: $49,980,227

Data source:

Hermès information management system

Methodology:

Sum of expenditures for projects with expenditures in 2017–18, 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 in 2017–18

Value:

1,394

Data source:

Hermès information management system

Methodology:

Number of projects with expenditures in 2017–18

Reliability of result:

Very high

Data:

Total number of projects approved in 2017–18

Value:

504

Data source:

Hermès information management system

Methodology:

Number of projects approved in 2017–18

Reliability of result:

Very high

Data:

Total actual expenditures in 2017–18

Value:

$266,825,784

Data source:

Hermès information management system

Methodology:

Total amount of projects with expenditures in 2017–18

Reliability of result:

Very high

Data:

Total leverage effect in 2017–18

Value:

3.7

Data source:

Hermès information management system

Methodology:

Leverage effect corresponds to the difference between Total cost of projects with expenditures in 2017–18 and Total assistance authorized for projects with expenditures in 2017–18 divided by Total assistance authorized for projects with expenditures in 2017–18.

Notes:

Since project durations and start dates vary, the leverage effect accounts for sums spread over several years, before, during or after 2017–18.

Reliability of result:

Very high

Data:

Value of multi-year financial assistance approved by CED in 2017–18

Value:

$220,654,727

Data source:

Hermès information management system

Methodology:

Total amount of Authorized assistance for projects approved in 2017–18. These projects will have expenditures over several years. No processing.

Reliability of result:

Very high

Data:

Value of total investment generated in 2017–18

Value:

$1,590,042,272

Data source:

Hermès information management system

Methodology:

Total costs of projects approved in 2017–18. No processing

Reliability of result:

Very high

Data:

Number of enterprises having received financial support from CED (direct/indirect, in 2017–18

Value:

11,992 (782 in DA and 11,210 in IG)

Data source:

Hermès information management system and IG activity reports

Methodology:

Total number of enterprises (including asset-operating NPOs under Business Performance)) having received financial support from CED on the basis of DA and IG projects with expenditures in 2017–18

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 2017–18

Value:

104 (101 in DA and 104 in IG)

Data source:

Hermès information management system and IG activity reports

Methodology:

Total number of individual communities having received financial support from CED on the basis of DA and IG projects with expenditures in 2017–18

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 2017–18)

Value:

9,974 (528 in DA and 9,446 in GI)

Data source:

Hermès information management system and IG activity reports

Methodology:

Total number of enterprises having received financial support from CED on the basis of Business Performance (Productivity and expansion, Innovation and technology transfer, Commercialization and exports, and Structuring of networks) DA and IG projects with expenditures in 2017–18

Reliability of result:

DA: Very high
IG: High, on the basis of activity reports provided by IGs

Data:

Number of enterprises having received support in their Productivity and expansion project (direct/indirect assistance, in 2017–18)

Value:

2,399 (378 in DA and 2,021 in GI)

Data source:

Hermès information management system and IG activity reports

Methodology:

Total number of enterprises having received financial support from CED on the basis of Productivity and expansion DA and IG projects with expenditures in 2017–18

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 2017–18)

Value:

1,498 (22 in DA and 1,476 in GI)

Data source:

Hermès information management system and IG activity reports

Methodology:

Total number of enterprises having received financial support from CED on the basis of Innovation and technology transfer DA and IG projects with expenditures in 2017–18

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 2017–18)

Value:

4,635 (128 in DA and 4,507 in GI)

Data source:

Hermès information management system and IG activity reports

Methodology:

Total number of enterprises having received financial support from CED on the basis of Commercialization and exports DA and IG projects with expenditures in 2017–18

Reliability of result:

DA: Very high
IG: High, on the basis of activity reports provided by IGs

Data:

Number of newly exporting enterprises (indirect assistance, in 2017–18)

Value:

1,442 (0 in DA and 1,442 in GI)

Data source:

Hermès information management system and IG activity reports

Methodology:

Total number of enterprises having received financial support from CED on the basis of Structuring of networks IG projects with expenditures in 2017–18

Reliability of result:

IG: High, on the basis of activity reports provided by IGs

Data:

Number of newly exporting enterprises (indirect assistance, in 2017–18)

Value:

1,614

Data source:

IG activity reports and survey of IG clients

Methodology:

Number of newly exporting enterprises in 2017–18 on the basis of Commercialization and export IG projects with expenditures in 2017–18.

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:

78% (142/182 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 2017, 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 2014–15, 2015-1 and 2016–17, out of the total number of enterprises and asset-operating NPOs represented by this pool, expressed as a percentage.

Reliability of result:

DA: High; 29% of data missing (73/255) since many enterprises had not yet released their 2017 financial statements as of early June 2018.

Data:

Percentage of enterprises supported with respect to Innovation and technology transfer having maintained or increased their sales

Value:

30% (3/10 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 2017, 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 2014–15, 2015–16 and 2016–17, 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% missing data (3/13) as several enterprises had not published their 2017 financial statements at the beginning of June 2018.

Data:

Percentage of enterprises supported with respect to Commercialization and exports having maintained or increased their sales

Value:

64% (35/55 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 2016, 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 2014–15, 2015–16 and 2016–17, out of the total number of enterprises and asset-operating NPOs represented by that pool, expressed as a percentage.

Reliability of result:

DA: Medium; 35% of data missing (30/85) as several enterprises had not published their 2017 financial statements at the beginning of June 2018.

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 2016–17

Result attained:

8

Data source:

Hermès information management system

Methodology:

Total number of individual communities receiving financial assistance in 2017–18 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 2017–18

Result attained:

6

Data source:

Hermès information management system

Methodology:

Total number of individual communities receiving financial assistance in 2017–18 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 2017–18

Result attained:

21 OLMC

Data source:

Hermès information management system

Methodology:

Total number of OLMC receiving financial assistance in 2017–18 for EDI projects. Every EDI project with expenditures in 2017–18 was verified in Hermès

Reliability of result:

Very high

2.2.6 Additional data with respect to the Canada 150 Community Infrastructure Program (CIP150 calls 1 and 2)

Type of result:

SP 1.3.3 Targeted and/or Temporary Support

Indicator:

Number of projects approved in 2017–18 under CIP150

Result attained:

150

Data source:

Hermès information management system

Methodology:

Total number of projects approved in 2017–18 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 2017–18 for CIP150 projects (calls 1 and 2)

Result attained:

$12,255,112

Data source:

Hermès information management system

Methodology:

Total value of authorized assistance approved (CED) in 2017–18 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 2017–18 for CIP150 projects (calls 1 and 2)

Result attained:

$141,135,651

Data source:

Hermès information management system

Methodology:

Value of investments generated in 2017–18 corresponding to the total cost of projects completed for 2017–18.

Reliability of result:

Very high

Date modified: