Performance Report as of March 31, 2013

De Canada Economic Development for Quebec Regions

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About this publication

Publication author : Canada Economic Development for Quebec Regions

Publish date : November 5, 2013

Summary :

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

Message from the Minister
Section I – Organizational Overview
Section II – Analysis of Programs and Subprograms by Strategic Outcome
Section III – Supplementary Information
Supplementary information tables
Section IV – Other Items of Interest
Agency Performance Measurement Methodology

Message from the Minister

I am pleased to submit the Departmental Performance Report of the Economic Development Agency of Canada for the Regions of Quebec (the Agency) for the period ended March 31, 2013.

This year, the Agency continued to support Quebec's economic growth by helping the province's different regions and small and medium-sized enterprises (small and medium-sized enterprises SMEs) develop and prosper, in order to contribute to building together a stronger, more dynamic Canada.

The Agency invested $247.5 million in Quebec communities during 2012-13, in particular through its new grant and contribution (G&C) program, the Quebec Economic Development Program (QEDP).

In effect since April 1, 2012, the QEDP was thus implemented by the Agency for the first year. It integrates an updated vision of regional economic development and enables the organization to meet even more effectively the varied needs of Quebec's regions and enterprises, and to help them in a timely manner meet the challenges posed by the fragile, uncertain global economic context.

To stimulate the economy and employment, in 2012-13, the Agency also began delivery in Quebec over two years of the Community Infrastructure Improvement Fund (CIIF). This initiative, which falls under Canada's Economic Action Plan 2012, is aimed at upgrading existing community infrastructure across Canada. The first two calls for proposals issued by the Agency in 2012-13 prompted more than 1,300 contribution applications from the different regions of Quebec, indicating the success of the CIIF.

The Agency also deployed efforts to enhance the quality of its services and post efficiency gains by continuing its transformation and modernization projects, as this Report shows.

I am very proud of the results the Agency achieved in 2012-13 on the strength of the commitment and professionalism of its teams. I invite you to read through this Report, which details the tangible results of the programs and initiatives put in place by the Agency in Quebec.

Section I – Organizational Overview

1.1 Raison d'être^Footnote1 and Responsibilities

Object
Under its Act,^Footnote2 which came into effect on October 5, 2005, the object of the Agency 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."

Strategic Outcome
The Agency contributes to the growth of Quebec's regional economies.

Vision
Quebec regions and enterprises participate to their full potential in the economy of tomorrow, building on their respective assets.

Pursuant to its mission, the Agency fosters the start-up and growth of enterprises, helping them become more competitive, productive, innovative and active on foreign markets. It supports efforts to mobilize the regions and attract investment aimed at increasing the prosperity of the Quebec economy. The Agency also contributes to the dynamism of all Quebec regions by paying special attention to communities posting slow economic growth.

In that regard, the Agency reviewed and updated its Economic Development Index. A rigorously selected series of indicators is used to determine the level of economic development of Quebec's 104 communities^Footnote3 and compare them. The Agency thus identifies communities with low economic growth potential, in line with its enabling legislation. Thus, by adjusting its intervention to where the need is greatest, the Agency is able to pay special attention to Quebec's most vulnerable communities.

Through its business offices,^Footnote4 the Agency's presence is well-rooted in all Quebec regions. It acts in relation to enterprises – predominantly small and medium-sized enterprises (SMEs) and non-profit organizations (NPOs), which the Agency supports in their development projects by providing financial assistance for project implementation.

The Agency's approach is inspired by the best practices identified with respect to regional economic development.
It is:

consistent with government priorities and national strategies in line with its object and anticipated results;
geared to the economic issues and challenges of Quebec's enterprises and its different regions by building on their assets and potential;
collaborative with economic agents, such as local partners, other federal departments and agencies, the Quebec government and municipal organizations.

Agency Grant and Contribution Programs and Ad-hoc Initiatives in 2012-13

Regular Program:

Quebec Economic Development Program (QEDP)

Canada-wide Programs Implemented in Quebec by the Agency:

Community Futures Program (CFP)
North American Platform Program (NAPP)

Infrastructure Programs:

Building Canada Fund–Quebec (BCFQ)
Municipal Rural Infrastructure Fund (MRIF)

Ad-hoc Initiatives:

Community Infrastructure Improvement Fund (CIIF)
Linguistic Duality Economic Development Initiative (EDI)
Temporary Initiative for the Strengthening of Quebec's Forest Economies (TISQFE)
Support Initiative for International Cruise Development on the St. Lawrence and Saguenay Rivers
(Cruise Initiative)
Contribution Program to Fund Construction of a Gas Pipeline Between Vallée-Jonction and Thetford Mines (Gas pipeline)
Canada-Quebec Agreements to Support Sustainable Management of Quebec Forests

1.2 Strategic Outcome and Program Alignment Architecture

This report is drafted in line with the Agency's management, resources, and results structures. The diagram below therefore illustrates the Agency's strategic outcome and Program Alignment Architecture (PAA) that were in effect in 2012-13.

The PAA presents the four programs and seven subprograms carried out by the Agency,^Footnote5 the links among them and the strategic outcome to which they contribute. The PAA is also used for analysing the Agency's financial and human resources and the results achieved.

1. Strategic Outcome – Quebec's regions have a growing economy

Program 1.1
BUSINESS DEVELOPMENT

Program 1.2
REGIONAL ECONOMIC DEVELOPMENT

Program 1.3
STRENGTHENING OF COMMUNITY ECONOMIES

Subprogram 1.1.1
SUPPORT FOR ENTREPRENEURSHIP

Subprogram 1.2.1
MOBILIZATION OF REGIONS

Subprogram 1.3.1
COMMUNITY FUTURES PROGRAM

Subprogram 1.1.2
ENTERPRISES' PERFORMANCE

Subprogram 1.2.2
INVESTMENT IN THE REGIONS

Subprogram 1.3.2
MODERNIZATION OF INFRASTRUCTURE

Subprogram 1.3.3
AD-HOC TARGETED SUPPORT

Program 1.4
INTERNAL SERVICES

1.3 Organizational Priorities

Each year, the Agency emphasizes program and management priorities. It establishes its organizational priorities on the basis of the Government of Canada's agenda, Departmental results targets, and the challenges and economic issues facing Quebec's enterprises and regions. During 2012-13, the Agency implemented the following four priorities:

Priority #1	Type	Link to program
Support Quebec's economic growth by intensifying support for enterprise development	Priority previously committed to during FY 2011-12 (Revised wording)	1.1 Business Development
Progress Summary
The Agency intensified its support for enterprise development in 2012-13 in order to contribute to Quebec's economic growth. The share of authorized total assistance for this priority rose by 11 percentage points, from 49% in 2011-12 to 60% in 2012-13.^Footnote6 The Agency signed 228 new contribution agreements in 2012-13, representing $108.6 million in authorized financial assistance. Of these: 50 new contribution agreements were signed to support entrepreneurship. Authorized financial assistance for these projects totalled $18.2 million; and 178 new contribution agreements, totaling $90.4 million in authorized assistance, were signed to foster enterprises' performance. These were new projects aimed at enhancing enterprises' productivity and improving their innovation and technology transfer efforts or their ability to commercialize and export.
Priority #2	Type	Link to program
Support Quebec's economic growth by continuing support for the regions' economic development	New priority	1.2 Regional Economic Development
Progress Summary
In line with its priority as defined in the RPP, the Agency signed five new agreements during 2012-13, representing $0.6 million in authorized financial assistance, in order to foster the mobilization of the regions. This was down slightly from the previous year. Nevertheless, also in 2012-13, the Agency reported 39 new contribution agreements, representing $21.9 million in authorized financial assistance aimed at supporting regional economic development. Of that number, 34 were approved to stimulate investment in the regions, totalling $21.3 million in authorized financial assistance.
Priority #3	Type	Link to program
Continue strengthening community economies by completing implementation of the TISQFE	Priority previously committed to during FY 2011-12 (Revised wording)	1.3 Strengthening of Community Economies
Progress Summary
The Agency continued its financial support in 2012-13 in order to strengthen the economies of communities affected by the forestry crisis. Through the Temporary Initiative for the Strengthening of Quebec's Forest Economies (TISQFE), the Agency signed 41 new contribution agreements, representing $9.2 million in authorized financial assistance. The TISQFE ended on March 31, 2013.
Priority #4	Type	Link to program
Continue implementation of the transformation and modernization initiative at the Agency	Priority previously committed to during FY 2011-12 (Revised wording)	All
Progress Summary
The Agency continued its transformation and modernization throughout 2012-13. For instance, the Agency advanced even further in its initiative to integrate risk into G&C management, with a view to alleviating and simplifying the processes of project analysis and claims processing. Also, for the first call for proposals for the CIIF, the Agency enabled its clientele to submit funding applications online via an electronic form. This innovative project was a success, helping bring down file processing times. Other examples of transformation and modernization projects carried out in 2012-13 are mentioned in Section II of the Report.

1.4 Risk Analysis

Each year, the Agency conducts an update of its Departmental risks based among other things on its economic and institutional environment, mission, priorities, challenges to be met, objectives to be attained and lessons learned in preceding years.

This update takes shape in the Departmental risk profile, which also includes mitigation strategies for each Departmental risk and identifies Agency branches responsible accordingly. It is linked to Departmental planning so that the risks are known and mitigated in the plans of all sectors of the organization. Risks and mitigation strategies are monitored frequently during the year at the same time as the action provided for in integrated Departmental planning.

In 2012-13, in the context of the implementation of the savings measures in the Deficit Reduction Action Plan and the introduction of other modernization and transformation measures, the Agency had identified four risks: change management, human resources management, information management and finally economic risk and institutional capability. During the year, the Agency implemented the planned mitigation strategies, thus managing its risk and achieving the planned results.

**The following table presents mitigation strategies implemented in 2012-13.**
Corporate Risks	Risk Mitigation Strategies	Link to PAA	Link to priorities
Change management in a context of transformation of the Public Service Risk that the planned implementation of the Agency's pillars for modernization and change management may be affected.	Ongoing watch of government transformation initiatives carried out with influence on decision-making processes through active participation on committees. Regular review of Agency priorities. Communications plan with respect to the Agency's transformation areas.	Strategic Outcome – Quebec's regions have a growing economy	#4
Human Resources Management Risk that the Agency may not have sufficient capacity to attain its results and maintain compliance with all reporting requirements.	Regular tracking of activities through integrated planning and reallocation of resources on the basis of needs and priorities. Integrated HR plan with continuous monitoring and action plan in response to the Public Service Employee Survey. Training sessions on the new Values and Ethics Code and on HR resources and tools available for employees. Continued discussions with labour unions.	Strategic Outcome – Quebec's regions have a growing economy	#1, 2, 3 and 4
Information Management Risk that the Agency may not have reliable, relevant information on a timely basis to support its decision-making, reporting and transformation needs.	Systematic, consistent documentation of decision-making. Evolution of dashboards as required to support decision-making and promotion of their use. Staff training and tracking to ensure consistency and integrity of information in the systems. Information management strategy for the transition to electronic document management.	Strategic Outcome - Quebec's regions have a growing economy	#1, 2, 3 and 4
Economic Risk and Institutional Capacity Risk that the pursuit of priorities and results expected from the Agency's economic development programs may be affected (negatively or positively) by the economic context.	Selection of intervention priorities and drafting of policy statements and intervention tools while conducting ongoing watch. Consultation of the other regional development agencies, central agencies and other federal departments on a timely basis. Operational risk policy in the context of the Grant and Contribution Management Framework. Drafting of an external communications strategy for the Agency, aiming in particular to ensure better positioning and enhancement of the Agency's mission in all regions of Quebec.	Strategic Outcome - Quebec's regions have a growing economy	#1, 2 and 3

1.5 Summary of Performance

This section provides an overview of financial and human resources, along with a summary table portraying the Agency's performance in 2012-13.

**Financial Resources for 2012-13^Footnote7** ($ thousands)
Total Budgetary Expenditures	Planned Spending	Total Authorities	Actual Spending	Difference (Planned vs. Actual)
300,751	300,751	314,580	296,429	(4,322)

The difference between actual spending and the organization's planned spending in 2012-13 was non-significant (-1.5%). Different factors nevertheless account for this marginal difference, including the implementation this year of savings and efficiency measures, which led to a reduction in the organization's expenditures.

This variance is also attributable to the deferral to 2013-14 of most of its additional budget awarded in 2012-13 for delivery in Quebec of the Community Infrastructure Improvement Fund (CIIF), a Canada-wide G&C program stemming from Canada's Economic Action Plan (CEAP) 2012. In view of the belated receipt of the envelope for the CIIF, the Agency was able to begin its implementation in the different regions in fall 2012.

**Human Resources for 2012-13** (Full-time Equivalents – FTEs)
Planned	Actual	Difference (Planned vs. Actual)
359	332	(27)

Over the same period, the Agency used 27 fewer FTEs (-8%) than planned to deliver its mandate in Quebec. This variance stems from the application of savings and efficiency measures.

**Table 2.1 – Performance Summary for Strategic Outcome and Programs^Footnote8^,^Footnote9**($ thousands)^*
Strategic Outcome: Quebec's regions have a growing economy
PAA Program	Total Budgetary Expenditures 2012-13	Planned Spending			Total Authorities 2012-13	Actual Spending			Alignment to Government of Canada Outcomes
PAA Program	Total Budgetary Expenditures 2012-13	2012-13	2013-14	2014-15	Total Authorities 2012-13	2012-13	2011-12^Footnote10	2010-11^Footnote11	Alignment to Government of Canada Outcomes
Program 1.1 Business Development	147,706	147,706	138,822	139,264	141,594	130,483	N/A	N/A	Strong economic growth
Program 1.2 Regional Economic Development	37,027	37,027	34,806	34,916	44,248	44,054	N/A	N/A	Strong economic growth
Program 1.3 Strengthening of Community Economies	96,919	96,918	35,824	31,935	106,875	102,808	N/A	N/A	Strong economic growth
Subtotal (Strategic Outcome)	281,652	281,651	209,452	206,115	292,718	277,346	282,912	456,111

* Since figures are rounded, they may not add up to the total indicated.

**Table 2.2 – Performance Summary for Internal Services^Footnote12** ($ thousands)^*
PAA Program	Total Budgetary Expenditures 2012-13	Planned Spending			Total Authorities 2012-13	Actual Spending
PAA Program	Total Budgetary Expenditures 2012-13	2012–13	2013–14	2014–15	Total Authorities 2012-13	2012–13	2011–12	2010–11
Program 1.4 – Internal Services	19,100	19,100	18,756	18,756	21,862	19,083	23,009	23,895
Subtotal (Internal Services)	19,100	19,100	18,756	18,756	21,862	19,083	23,009	23,895

* Excludes amounts allocated to Shared Services Canada.

**Table 2.3 – Total Performance Summary^Footnote13** ($ thousands)^*
Strategic Outcome and Internal Services	Total Budgetary Expenditures 2012-13	Planned Spending			Total Authorities 2012-13	Actual Spending
Strategic Outcome and Internal Services	Total Budgetary Expenditures 2012-13	2012–13	2013–14	2014–15	Total Authorities 2012-13	2012–13	2011–12	2010–11
Strategic Outcome and Internal Services	300,752	300,751	228,208	224,871	314,580	296,429	305,921	480,006
Total	300,752	300,751	228,208	224,871	314,580	296,429	305,921	480,006

* Excludes amounts allocated to Shared Services Canada. Since figures are rounded, they may not add up to the total indicated.

Performance Analysis by PAA Program

The Agency's actual spending for operations and G&C for 2012-13 totalled $296.4 million, of which $247.5 million was paid to clients in G&C to support the economic growth of Quebec's regions. Thus, the Agency spent some 95% of its G&C budget in 2012-13.

Performance of PAA programs, excluding Internal Services (Table 2.1):

The Agency's actual spending other than on Internal Services amounted to $277.3 million, accounting for 94% of its total spending for 2012-13, and was divided among its Program Alignment Architecture (PAA) programs as follows:

47% of this spending was focussed on "Business Development";
37% on "Strengthening of Community Economies"; and
16% on "Regional Economic Development."

The Agency's G&C programs are flexible^Footnote14 so as to adjust continually to the challenges and issues of Quebec's enterprises and different regions. To that end, the Agency conducts an annual reallocation of the financial resources available internally among its different PAA programs. Thus, the variance between the Agency's forecasts and its actual spending in 2012-13 is attributable to the nature of the projects submitted by promoters and reflects local needs with regard to economic development.

Moreover, the awarding of supplementary appropriations for delivery in Quebec of the Community Infrastructure Improvement Fund (CIIF) and the funding from its own budget of the Canada-Quebec Agreements to Support Sustainable Management of Quebec Forests are the main reasons why the Agency posts higher actual spending than planned under the "Strengthening of Community Economies" PAA program in 2012-13.

Performance of Internal Services (Table 2.2):

In 2012-13, the Agency's actual spending on the "Internal Services" PAA program corresponded
to its forecasts, posting a 17% decline over the previous year. This reduction is the result of the organization's efforts to comply with government deficit reduction policy. Indeed, various measures to optimize the management of public funds were introduced during the year. Consequently, the Internal Services share of the Agency's total expenditures fell from 7.8% in 2011-12 to 6.4% in 2012-13.

1.6 Expenditure Profile

The figure below illustrates the Agency's actual and planned spending trend over the past four and the next three fiscal years. The doted line shows the Agency's total grant and contribution (G&C) expenditures, while the full line presents spending on its regular G&C program. The difference between the two lines represents expenditures made under targeted ad-hoc initiatives.^Footnote15

Figure 1: Actual and Planned Spending Trend, April 1, 2009 to April 1, 2016

Figure 1: Long Description

First of all, the figure above shows an increase in the Agency's G&C budget between 2009-10 and 2010-11. Since Canada was being shaken by the global economic downturn, the federal government had launched Canada's Economic Action Plan (CEAP) to stimulate the country's economy. The Agency had been called upon to contribute, and this had a marked impact on its budget.

In fact, expenditures associated with CEAP initiatives in 2009-10 stood at $113.1 million, increasing in 2010-11 to $202.3 million. Those initiatives terminated on March 31, 2011, except for the Recreational Infrastructure Canada (RInC) program, which continued until October 31, 2011 with $13.2 million in expenditures. Thus, as a result of the termination of the CEAP and other ad-hoc initiatives, spending by the Agency began to decline from 2011-12, gradually returning to its core funding.

In three years, Agency spending fell by 38%, from $480 million in 2010-11 to $296.4 million in 2012-13. Aside from the CEAP initiatives, this drop is attributable to the implementation of the measures included in the Agency's Strategic Review (2010) and Deficit Reduction Action Plan (DRAP, 2012), two Government of Canada priorities aimed at re-establishing a balanced budget by 2015-16 and ensuring sound management of public funds.

The figure above shows that the organization's planned spending will continue to decline in 2014-15, finally levelling off in 2015-16. This forecast is based on the expiry of most of the Agency's ad-hoc initiatives, including the Temporary Initiative for the Strengthening of Quebec's Forest Economies (TISQFE, 2009-13), the Support Initiative for International Cruise Development Along the St. Lawrence and Saguenay Rivers (2008-13), the Roadmap for Canada's Linguistic Duality Economic Development Initiative (EDI, 2008-13), the Program to Finance the Construction of a Natural Gas Pipeline between Vallée-Jonction and Thetford Mines (2011-14), the Montreal Planetarium (2010-13) and the Community Infrastructure Improvement Fund (CIIF, 2012-14).

1.7 Estimates by Vote

For information on the Agency's organizational Votes and/or statutory expenditures, please see the Public Accounts of Canada 2013 (Volume II). An electronic version of the Public Accounts is available on the Public Works and Government Services Canada (PWGSC) website.^Footnote16

1.8 Contribution to the Federal Sustainable Development Strategy

The Federal Sustainable Development Strategy (FSDS) outlines the Government of Canada's commitment to improving the transparency of environmental decision-making by articulating its key environmental goals and targets.

The Agency ensures that consideration of these outcomes is an integral part of its decision-making processes. It contributes to the following FSDS 2010-13 themes as denoted by the visual identifiers and associated PAA programs below.

Program 1.1: Business Development

Program 1.1: Business Development

In 2012-13, the Agency considered the environmental effects of initiatives subject to the Cabinet Directive on the Environmental Assessment of Policy, Plan and Program Proposals.^Footnote17 Through the strategic environmental assessment process, Departmental initiatives were found to have positive environmental effects on goals and targets in Theme I – Addressing Climate Change and Air Quality. Further information on the results of strategic environmental assessments is available on the Agency's website.^Footnote18

More detailed information on Agency activities in support of sustainable development is available in Section II of this Departmental Performance Report and on the Agency's website.^Footnote19

Further information on the FSDS is also available on the Environment Canada website.^Footnote20

Section II – Analysis of Programs and Subprograms by Strategic Outcome

This section provides information on the results of the Economic Development Agency of Canada for the Regions of Quebec (Agency) for 2012-13 in relation to planned outcomes, on the basis of the programs and subprograms in its PAA.^Footnote21

2.1 Strategic Outcome #1

The Agency has a single strategic outcome, namely: Quebec's regions have a growing economy. To achieve this, during 2012-13 the Agency implemented the following programs and subprograms, in line with its current PAA:

Program 1.1 – Business Development:
- Subprogram 1.1.1 – Support for Entrepreneurship; and
- Subprogram 1.1.2 – Enterprises' Performance.
Program 1.2 – Regional Economic Development:
- Subprogram 1.2.1 – Mobilization of Regions; and
- Subprogram 1.2.2 – Investment in the Regions.
Program 1.3 – Strengthening of Community Economies:
- Subprogram 1.3.1 – Community Futures Program;
- Subprogram 1.3.2 – Modernization of Infrastructure; and
- Subprogram 1.3.3 – Ad-hoc Targeted Support.
Program 1.4 – Internal Services.

**Strategic Outcome #1: Quebec regions have a growing economy**
Agency's Overall Results		Performance (2012-13)
Total number of projects supported^Footnote22 Total number of projects approved^Footnote23 Total actual spending Leverage effect^Footnote24	933 projects 423 projects $247.5 million $2.34
Performance Indicators	Goals	Actual Results^Footnote25 (2012-13)	Goal Attainment Date
Number of Quebec administrative regions having increased their gross domestic product	17	N/A	April 1, 2017
% of Quebec RCMs and equivalent territories having improved their economic performance^Footnote26	65%	N/A	April 1, 2017

Performance Analysis and Lessons Learned

For 2012-13, the Agency's overall performance was positive. In fact, the Agency contributed to the economic prosperity and growth of Quebec's regions. Between April 1, 2012 and March 31, 2013, it invested more than $247.5 million, directly to enterprises or through intermediary groups, in the implementation of 933 projects. It approved 423 new projects in 2012-13. Below is a summary of highlights of 2012-2013 at the Agency:

The Agency makes a difference in the regions of Quebec through its action

More than 6,100 enterprises and Quebec's 104 communities received financial support in 2012-13 directly from the Agency or through an NPO assisted by the Agency.
Each dollar spent by the Agency in 2012-13 generated $2.34 in investment in the regions, equivalent to its leverage effect posted in 2011-12 ($2.33).
Multi-year financial assistance approved by the Agency to the tune of $719.5 million led to $1.7 billion in investment from promoters and other funding sources.
According to Statistics Canada (2013), the Agency's clients recorded sales, employment level and productivity growth equal to or higher than a control group of non-clients, as well as a higher survival rate over the period 2001-2009^Footnote27.

The Agency fosters the advancement of Canada-wide economic development priorities and strategies in Quebec

The Agency designed and delivered in Quebec the Community Infrastructure Improvement Fund (CIIF), a nationwide grant and contribution (G&C) program stemming from Canada's Economic Action Plan 2012.
The Agency fostered the growth of official language minority communities in Quebec, as well, by paying them $2.7 million for 20 projects.
It also encouraged the regions of Quebec to follow the green economy by funding 122 projects, to the tune of $36.3 million, in connection with sustainable development.
The Agency promoted Quebec enterprises' capabilities with a view to maximizing in Quebec the spinoffs generated by the Government of Canada's major procurement projects in the aerospace, maritime, defence and security fields.^Footnote28

The Agency is transforming itself and modernizing its procedures to serve its clients more effectively

In the first year of implementation of its new regular G&C program, the Quebec Economic Development Program (QEDP), clients' level of satisfaction reached 97%, thus surpassing the Agency's target.^Footnote29
The Agency focussed its action on four PAA subprograms: Support for Entrepreneurship, Enterprises' Performance, Mobilization of Regions, and Investment in the Regions.
It simplified its reporting requirements for clients, set up a project for submitting applications for assistance online, reformed its business processes by continuing to integrate risk management into the project life cycle, etc.
The Agency also reviewed its structure with a view to providing even more effective delivery of its G&C programs in the different regions of Quebec.

The QEDP was designed and delivered effectively, as a result in particular of detailed, realistic planning, rigorous follow-up and co-ordinated deployment. All business office advisors were thus trained on the QEDP and had the appropriate tools available to them to facilitate its delivery even before the program came into effect, in line with the recommendation made in the Agency's formative evaluation of the implementation of its former G&C programs (2010).^Footnote30

2.2 Program 1.1 – Business Development

Strategic Outcome #1
QUEBEC'S REGIONS HAVE A GROWING ECONOMY

Program 1.1
BUSINESS DEVELOPMENT

Subprogram 1.1.1
SUPPORT FOR ENTREPRENEURSHIP

Subprogram 1.1.2
ENTERPRISES' PERFORMANCE

Program Description

The "Business Development" program supports enterprises throughout their life cycle so as to sustain Quebec's economic growth. Enterprises, and SMEs in particular, are an engine of economic development. They are recognized as generating a significant share of economic activity and creating employment in communities.

The Agency contributes to renewal of the pool of enterprises in Quebec by supporting the emergence of new SMEs and business succession. It also works to increase the competitiveness of existing enterprises and support their survival by enhancing their performance. It does so by encouraging them to modernize, expand, launch or extend their export activities, reinforce their innovation capability, commercialize, and establish partnerships.

The Agency acts with regard to "Business Development" through its regular G&C program, the Quebec Economic Development Program (QEDP). It intervenes primarily with respect to enterprises and non-profit organizations (NPOs) providing support for enterprises or entrepreneurs.

**Program Financial Resources,^Footnote31 2012-13** ($ thousands)
Budgetary Expenditures	Planned Spending	Authorities^Footnote32	Actual Spending	Difference (Planned vs. Actual)
147,706	147,706	141,594	130,483	(17,223)

**Program Human Resources,^Footnote33 2012-13** (Full-time Equivalents – FTEs)
Planned	Actual	Difference (Planned vs. Actual)
158	128	(30)

**Program Performance Results, 2012-13**
Program 1.1: Business Development
Overall Results	Performance
Number of projects supported^Footnote34 Actual spending Share of Agency's actual spending	541 projects $109.4 million 44.2%
Final Results Expected^Footnote35 (measurable after three years)	Performance Indicators	Targets (March 31, 2015)	Results (2012-13)
The pool of enterprises in Quebec is renewed	Survival rate after three years of enterprises receiving startup support	55%	65%
The pool of enterprises in Quebec is renewed	Survival rate after three years of enterprises receiving transfer support	60%	N/A^Footnote36
Quebec enterprises are competitive	Survival rate after three years of enterprises receiving development support	75%	85%

Performance Analysis and Lessons Learned

On the basis of the performance obtained in 2012-13 with respect to the "Business Development" program, the Agency considers itself to be on track for attaining its results targets on March 31, 2015.

During 2012-13, the Agency played a major role in renewing the pool of enterprises and enhancing the competitiveness of existing enterprises. It invested more than $109.4 million for the implementation of 541 projects in order to foster enterprises' growth, making this the organization's largest intervention program.

While the first stages in setting up an enterprise are crucial,^Footnote37 65% of enterprises receiving startup support from the Agency were still in operation three years after the termination of the funding awarded. The Agency's performance in this area is therefore higher than both the target and the average survival rate of enterprises in Quebec.^Footnote38

Furthermore, 85% of enterprises assisted in their development efforts were still in operation three years after the termination of Agency funding, or 10 percentage points higher than the objective. Statistics Canada even concluded in a study carried out in 2013 that enterprises receiving Agency support between 2001 and 2009 averaged a higher survival rate than a control group consisting of non-clients after three years of operation.^Footnote39

The Agency backs a variety of projects which do not all represent the same level of risk. To enhance the delivery of its G&C programs and cut red tape for its clients, the Agency reviewed its business processes by continuing to integrate risk management into them systematically throughout the project life cycle (e.g., analysis, monitoring of results and claims, and audit). Thus, time allocated to file management will depend on their level of risk. This transformation is aligned with Chapter 2 of the Report of the Auditor General of Canada (2012) on grant and contribution (G&C) program reforms,^Footnote40 and is also consistent with a recommendation in the formative evaluation of the Agency's former G&C programs (2010) which thus showed potential efficiency gains.^Footnote41

Contribution to the Federal Sustainable Development Strategy

Under its contribution to Theme I of the FSDS – Addressing Climate Change and Air Quality, the Agency funded, to the tune of $10.3 million, the implementation of 55 direct assistance projects in the "Support for Entrepreneurship" and "Enterprises' Performance" subprograms.^Footnote42

These projects are aimed at promoters who could, for instance, start up enterprises in green sectors, meet new requirements (e.g., eco-certification), or implement projects fostering industrial greening (eco-efficiency, recycling, green energy sources), while ensuring enhanced performance for enterprises.^Footnote43

Subprogram 1.1.1 – Support for Entrepreneurship

Subprogram Description

The "Support for Entrepreneurship" subprogram is aimed at increasing the pool of enterprises in Quebec. Entrepreneurial dynamism is lower in Quebec than in the rest of Canada^Footnote44 and is expected to deteriorate in the years to come,^Footnote45 primarily as a result of low demographic growth, combined with a Quebec population that is aging more quickly than elsewhere in the country.

The Agency hopes to boost entrepreneurial dynamism throughout Quebec. It does so, on the one hand by encouraging business pre-startups and startups, and on the other hand by supporting the survival of existing enterprises through succession planning and enterprise transfers.

The Agency acts in the "Support for Entrepreneurship" subprogram through its regular grant and contribution (G&C) program, the QEDP. Its intervention takes place in relation to enterprises and NPOs that support enterprises or entrepreneurs, such as entrepreneurship centres, incubators, and transfer and spinoff organizations.

**Subprogram Financial Resources,^Footnote46 2012-13** ($ thousands)
Planned Spending	Actual Spending	Difference (Planned vs. Actual)
N/A	17,353	N/A

**Subprogram Human Resources,^Footnote47 2012-13** (Full-time Equivalents – FTEs)
Planned	Actual	Difference (Planned vs. Actual)
N/A	19	N/A

**Subprogram Performance Results,^Footnote48 2012-13**
Expected Results	Performance Indicators	Targets (2012-13)	Results Obtained (2012-13)
Subprogram 1.1.1: Support for Entrepreneurship
Enterprises are started up or transferred	Number of enterprises started up	100	78
Enterprises are started up or transferred	Number of enterprises transferred	5	N/A ^Footnote49

Performance Analysis and Lessons Learned

In recent federal budgets, entrepreneurship has been a Government of Canada priority.^Footnote50 It is also an issue for the Quebec economy of tomorrow on which timely action is required, according to the summative evaluation of the Agency's former G&C programs (2012).^Footnote51

For 2012-13, the performance information available to the Agency in the "Support for Entrepreneurship" subprogram is insufficient to allow it to draw conclusions on its results attained in relation to its targets.

Nevertheless, the Agency considers that it fostered renewal of the pool of enterprises in Quebec during 2012-13. It supported the implementation of 110 projects to stimulate the creation of enterprises or the transfer of existing enterprises to a new generation of entrepreneurs. In 2012-13, the Agency's financial assistance in entrepreneurship amounted to $14.2 million, or 11% less than planned G&C spending. Promoters thus submitted more contribution applications under the other subprograms offered by the Agency.

The Agency also contributed to the startup of 78 new enterprises in Quebec in 2012-13, that is, 22 below its target. This difference is primarily attributable to a change in methodology concerning the definition of a "startup" enterprise,^Footnote52 yielding an overestimated target. The necessary corrections were made when the targets were established in the Agency's Report on Plans and Priorities (RPP) 2013-14.

Furthermore, in 2012-13, the Agency took steps to enhance its ability to measure the impact of its action on intermediary groups (IGs).^Footnote53 In fact, it established an innovative strategy and designed a Web application that automates the data collection process directly at the clientele of organizations assisted by the Agency. Consequently, it expects to have additional information available to report effectively on its intervention, without needlessly imposing additional requirements on its clients.

Increasing entrepreneurial dynamism in the regions of Quebec will remain an Agency priority in the years to come, as indicated in its RPP 2013-14.

Subprogram 1.1.2 – Enterprises' Performance

Subprogram Description

The goal of the "Enterprises' Performance" subprogram is to increase Quebec enterprises' performance and competitiveness. The productivity of the Quebec economy is lower than the Canadian average,^Footnote54 and productivity gains will be realized among other things through investment carried out by Quebec enterprises.

In fact, in the context of a fragile recovery marked by growing global competition and a strong Canadian dollar, Quebec enterprises wishing to develop or ensure their survival have to innovate and convert their ideas into business opportunities, enhance their productivity and penetrate new markets.

Thus, the Agency accompanies enterprises from the different regions of Quebec to help them meet these challenges. It does so by encouraging them to invest to optimize their production and increase their efforts with respect to innovation, technology transfer, commercialization and exports. The Agency also assists in the structuring of business networks in which enterprises operate.

The Agency acts on "Enterprises' Performance" through its regular grant and contribution (G&C) program, the QEDP. Its intervention in this subprogram is aimed at enterprises and NPOs that support enterprises or entrepreneurs, such as regional export promotion organizations (ORPEXs), college centres for technology transfer (CCTTs) or the Canada Business Network (CBN).^Footnote55

**Subprogram Financial Resources,^Footnote56 2012-13** ($ thousands)
Planned Spending	Actual Spending	Difference (Planned vs. Actual)
N/A	113,130	N/A

**Subprogram Human Resources,^Footnote57 2012-13** (Full-time Equivalents – FTEs)
Planned	Actual	Difference (Planned vs. Actual)
N/A	109	N/A

**Subprogram Performance Results, 2012-13**
Expected Results	Performance Indicators	Targets (2012-13)	Results Obtained (2012-13)
Subprogram 1.1.2: Enterprises' Performance
Enterprises improve their performance	Percentage of enterprises supported having maintained or increased their sales or self-generated revenue^Footnote58	53%	61%

Performance Analysis and Lessons Learned

The Agency's performance in 2012-13 in the "Enterprises' Performance" subprogram exceeded expectations. Despite the slow, fragile economic recovery, Quebec enterprises took advantage of the strong Canadian dollar and low interest rates to invest in machinery, equipment and technology. These various acquisitions enabled enterprises to expand their facilities, optimize their production chains or even develop new products, services and processes. Thus, during 2012-13, the Agency funded 431 projects, to the tune of $95.2 million, to support the prosperity and competitiveness of Quebec enterprises.

As already mentioned, the Agency intervenes directly with enterprises and also reaches them through NPOs. Through its action, the Agency contributed in 2012-13 to the development of more than 3,100 enterprises. Of that number:

581 enterprises received support in their productivity and expansion projects;
988 enterprises received support in innovation and technology transfer;
1,537 enterprises received support in exports and commercialization; and
99 enterprises became new exporters.

The Agency also continued its support for Canada Business Network (CBN) service centres in Quebec, namely, Info entrepreneurs in Montreal and Ressources entreprises in Quebec City. These provide information and referral services to guide entrepreneurs toward specialized resources. In 2012-13, these two centres responded to close to 23,100 information requests.

Also, 61% of enterprises supported by the Agency in their projects to improve the performance saw their sales or self-generated revenue increase, or 15% over target (53%). This proportion is even higher for enterprises which carried out projects in innovation and technology transfer (82%) and exports and commercialization (69%).

The summative evaluation of the Agency's former G&C programs also points to the positive impact of its intervention on enterprises' sales.^Footnote59 In a study carried out in 2013, Statistics Canada even showed that enterprises receiving Agency financial support increased their revenue on average more than those comprising the control group that did not receive its financial support from 2001 to 2009.^Footnote60

In this subprogram, the Agency works closely with numerous federal and provincial partners in order to serve its clientele more effectively and support their performance. In 2012-13, the Agency produced a directory to provide business office advisors with a practical tool on the Canada-wide requirements and strategies in effect as well as key government funds. Advisors are thus equipped to explore opportunities for completing their clients' financial packages or to rEDIrect them, as required, to the right stakeholders. In addition to contributing to enhancing its customer service, this tool also enables the Agency to ensure the complementarity and added value of its action.

2.3 Program 1.2 – Regional Economic Development

Strategic Outcome #1
QUEBEC'S REGIONS HAVE A GROWING ECONOMY

Program 1.2
REGIONAL ECONOMIC DEVELOPMENT

Subprogram 1.2.1
MOBILIZATION OF REGIONS

Subprogram 1.2.2
INVESTMENT IN THE REGIONS

Program Description

The "Regional Economic Development" program is intended to strengthen the regions' economic base so as to sustain the growth of Quebec's economy. Quebec's regions are set apart, among other things, by their geographical location and industrial structure, and some are more sensitive to economic fluctuations. Quebec's prosperity depends on the participation of the different regions in the economy, to their full potential.

The Agency wishes to contribute to building strong, competitive regions. It does so by supporting local communities as they take charge of their economic development, on the one hand, and by stimulating investment in all Quebec regions, on the other hand.

The Agency acts on "Regional Economic Development" through its regular grant and contribution (G&C) program, the Quebec Economic Development Program (QEDP). It intervenes primarily through non-profit organizations (NPOs) active in economic development.

**Program Financial Resources,^Footnote61 2012-13** ($ thousands)
Budgetary Expenditures	Planned Spending	Authorities^Footnote62	Actual Spending	Difference (Planned vs. Actual)
37,027	37,027	44,248	44,054	7,027

**Program Human Resources,^Footnote63 2012-13** (Full-time Equivalents – FTEs)
Planned	Actual	Difference (Planned vs. Actual)
39	12	(27)

**Program Performance Results, 2012-13**
Program 1.2: Regional Economic Development
Overall Results	Performance
Number of projects supported Actual spending Share of Agency's actual spending	126 projects $39.2 million 15.8%
Final Results Expected (measurable after three years)	Performance Indicators	Targets (March 31, 2015)	Results (2012-13)
Quebec regions have a stronger economic base	Amount of total investment generated in regions supported that have completed implementation of their development project	$90M	$24.2M
	Amount of spending by tourists from outside Quebec attracted to the regions supported	$9B	$3.3B
	Amount of direct foreign investment maintained or attracted to the regions supported	$1.8B	$866.1M

Performance Analysis and Lessons Learned

The performance obtained in 2012-13 under the "Regional Economic Development" program indicates that the Agency is on track for attaining its targets.

During 2012-13, the Agency invested some $39.2 million in 126 projects to strengthen the economic base of Quebec's regions, making this the organization's third largest program.

Throughout the year, the Agency contributed to creating new opportunities in Quebec regions by building on their respective assets. In that regard, it generated $24.2 million in investment in the regions by encouraging local communities, to the tune of $5.9 million, to acquire the community economic facilities necessary for their development.

The Agency also contributed to attracting tourists to the different regions of Quebec from other provinces and outside Canada. Tourisme Québec estimates that they spent $3.3 billion there in the province in 2011.^Footnote64

The Agency also fostered the attraction of investment from foreign firms and international organizations. It contributed, through Montreal International and Quebec International, to attracting and maintaining more than $866 million in investment in 2012. This foreign direct investment was concentrated in the aerospace, life sciences and health technology, and information technology and communications industries.^Footnote65

Subprogram 1.2.1 – Mobilization of regions

Subprogram Description

The "Mobilization of Regions" subprogram is aimed at supporting local communities as they take charge of their development so as to strengthen the economic base of Quebec's regions. Local accountability with regard to local economic development and the synergy with which stakeholders interact are success factors in eliciting the establishment of growth-generating projects.

The Agency sustains the growth and diversification of Quebec communities by supporting mobilization of and joint action by the various stakeholders, planning of their economic development, solicitation, pursuit of funding and implementation of structuring, recovery or diversification initiatives.

The Agency acts on the "Mobilization of Regions" through its regular grant and contribution (G&C) program, the QEDP. It intervenes primarily through NPOs with an economic role, such as Community Economic Development Corporations (CEDCs).

**Subprogram Financial Resources,^Footnote66 2012-13** ($ thousands)
Planned Spending	Actual Spending	Difference (Planned vs. Actual)
N/A	6,035	N/A

**Subprogram Human Resources,^Footnote67 2012-13** (Full-time Equivalents – FTEs)
Planned	Actual	Difference (Planned vs. Actual)
N/A	6	N/A

**Subprogram Performance Results, 2012-13**
Expected Results	Performance Indicators	Targets (2012-13)	Results (2012-13)
Subprogram 1.2.1: Mobilization of Regions
Communities take charge of their economic development	Percentage of communities supported which implement mobilization projects	50%	N/A

Performance Analysis and Lessons Learned

In 2012-13, the Agency supported communities engaging in the development and implementation of a diversification or recovery strategy. In fact, it granted $3.6 million for 27 projects under the "Mobilization of regions" subprogram, thereby supporting a total of 14 communities in their mobilization efforts in order to increase their resilience in the face of volatile economic conditions.

These votatile economic conditions include higher prices for forest products and the gradual recovery in the U.S. real property market, which favoured communities dependent on the forestry industry, whereas weakening base metal prices sapped the dynamism of communities heavily dependent on the mining industry. Communities whose economy is based on the manufacturing sector continued to adjust to the competition from emerging nations and a Canadian dollar almost at par with its U.S. counterpart.

A number of communities did benefit from the Agency's support, which helped them meet the economic challenges related to such volatile conditions. The Agency is not in a position to draw any conclusions as to whether or not its targeted outcomes were attained. The Agency intends to remedy the situation by making the necessary corrections to better gauge its performance in the subprogram in the years to come.

Furthermore, the summative evaluation of the Agency's former grant and contribution programs^Footnote68 emphasized, among other things, the added value of its intervention in mobilization of the regions. The evaluation mentions, for instance, the organization's financial support to contribute to the economic diversification of Shawinigan following the announcement of the shutdown of the AbitibiBowater Belgo and Rio Tinto Alcan Inc. plants, representing the loss of hundreds of jobs. Through its action, the Agency helped rally the various stakeholders involved around a common vision and a development plan. It also supported the implementation of 30 or so projects emerging from that process.^Footnote69

The Agency's 2009-10 Departmental Performance Report had underscored the organization's role, following the announcement of the closure of the Goodyear plant, in the recovery and diversification of the Valleyfield economy. Under that project, the Agency participated in the activities of the local committee and provided financial assistance for 10 or so projects stemming from the recovery plan. These led to the startup and modernization of enterprises in the community, strengthening of its economy, and the creation of some 120 jobs.^Footnote70

Subprogram 1.2.2 – Investment in the Regions

Subprogram Description

The "Investment in the Regions" subprogram is aimed at increasing investment in the different regions of Quebec so as to strengthen their economic activity base. Quebec's regions are faced with global competition, and have to stand out by attracting investment aimed at maximizing their economic growth.^Footnote71

In Quebec, there is a substantial need for investment, particularly foreign direct investment (FDI).^Footnote72 Montreal and other large cities receive the lion's share of such capital. Quebec has assets to be promoted, such as access to the North American market, a diversified economy, niches of excellence, skilled workers, an enviable quality of life, abundant resources, a differentiated tourism offering, and more besides.

The Agency supports regions in their efforts to acquire the equipment necessary to harness their assets in order to stimulate business and generate economic spinoffs. It also does so by enhancing promotion of regional assets with a view to increasing tourist spending and the attraction of FDI in the Montreal and Quebec City metropolitan areas through foreign firms and international organizations.

The Agency intervenes in the "Investment in the Regions" subprogram through its regular grant and contribution (G&C) program, the QEDP. In this regard, it focusses on NPOs, such as regional and sectoral tourism associations.

**Subprogram Financial Resources,^Footnote73 2012-13** ($ thousands)
Planned Spending	Actual Spending	Difference (Planned vs. Actual)
N/A	38,019	N/A

**Subprogram Human Resources,^Footnote74 2012-13** (Full-time Equivalents – FTEs)
Planned	Actual	Difference (Planned vs. Actual)
N/A	6	N/A

**Subprogram Performance Results, 2012-13**
Expected Results	Performance Indicators	Targets (2012-13)	Results (2012-13)
Subprogram 1.2.2: Investment in the Regions
Quebec regions attract investment	Percentage of communities supported which implement economic community facility projects	75%	77%
	Number of tourists from outside Quebec attracted to the regions	5M	5,9M
	Number of international organizations and foreign firms maintained in or attracted to the regions supported	25	44

Performance Analysis and Lessons Learned

In 2012-13, the Agency's performance in the "Investment in the Regions" subprogram exceeded expectations. The Agency contributed to the competitive positioning efforts of the different regions of Quebec to help them become more attractive and open to the world. It funded 99 projects, to the tune of $35.6 million, in 2012-13 to stimulate different forms of investment in Quebec.

The Agency achieved the expected results as of March 31, 2013. First, 77% of the communities assisted in acquiring community economic facilities essential to their development implemented their projects. These communities received financial support from the Agency, for instance to build the airport and industrial infrastructure necessary for developing the Unmanned Aerial System Centre of Excellence.

The Agency also fostered the international outreach of Quebec's economic, regional and sectoral assets. It supported the commercialization of destinations or major events, such as festivals, to increase the number of tourists visiting and generate economic spinoffs within communities. According to Tourisme Québec, an average of some 6 million tourists a year from outside Quebec visited the province's different regions.^Footnote75

Finally, the attraction of new investment, particularly foreign direct investment, remains a priority for the Government of Canada.^Footnote76 The Agency contributed through Montreal International and Quebec International in 2012-13 to maintaining or attracting some 44 foreign firms and international organizations in and to the province.^Footnote77 A study conducted by SECOR gauged at close to $220 million the value added generated by international organizations established in Montreal in 2010.^Footnote78

2.4 Program 1.3 – Strengthening of Community Economies

Strategic Outcome #1
QUEBEC'S REGIONS HAVE A GROWING ECONOMY

Program 1.3
STRENGTHENING OF COMMUNITY ECONOMIES

Subprogram 1.3.1
COMMUNITY FUTURES PROGRAM

Subprogram 1.3.2
MODERNIZATION OF INFRASTRUCTURE

Subprogram 1.3.3
AD-HOC TARGETED SUPPORT

Program Description

In 2012-13, the Agency designed, administered and implemented Canada-wide programs or targeted ad-hoc initiatives. The goal of all these programs and initiatives was "Strengthening of Community Economies" in order to increase Quebec's economic growth.

The Agency thus supports communities' economic development and ensures sound, effective management of programs devoted to infrastructure for Quebec. It also supports economic activity in Quebec communities sustaining economic shocks, experiencing significant development challenges or grasping business opportunities.

The Agency can act on "Strengthening of Community Economies" through dEDIcated temporary additional funding from the Government of Canada or specific funds allocated. It intervenes in that regard primarily through enterprises or non-profit organizations (NPOs), such as Community Futures Development Corporations (CFDCs), Business Development Centres (BDCs), etc.

**Program Financial Resources,^Footnote79 2012-13** ($ thousands)
Budgetary Expenditures	Planned Spending	Authorities^Footnote80	Actual Spending	Difference (Planned vs. Actual)
96,919	96,918	106,875	102,808	(5,890)

**Program Human Resources,^Footnote81 2012-13** (Full-time Equivalents – FTEs)
Planned	Actual	Difference (Planned vs. Actual)
41	51	10

**Program Performance Results, 2012-13**
1.3 Program: Strengthening Community Economies
Overall Results	Performance
Number of projects supported^Footnote82 Number of Canada-wide programs and ad-hoc initiatives implemented^Footnote83 Actual spending Share of Agency's actual spending	266 projects 11 $98.9 million 40%
Expected Final Results (measurable after three years)	Performance Indicators	Targets (2014-15)	Results (2012-13)
Quebec communities have stronger economies	Value of total investment generated in communities:^Footnote84	$1,008.4 M	$544.4 M
	Community Futures Program	$744 M	$226.7 M
	Building Canada Fund and Municipal Rural Infrastructure Fund	$345 M	$57 M^Footnote85
	Temporary Initiative for the Strengthening of Quebec's Forest Economies^Footnote86	$110 M	$143.6 M
	International Cruise Development Initiative^Footnote87	$85.5 M	$54,4 M
	Linguistic Duality Economic Development Initiative^Footnote88	$13,2 M	$11,2 M
	Ad-hoc project: Gas pipeline^Footnote89	$24.7 M	$24,7 M
	Ad-hoc project: Planetarium^Footnote90	$31 M	$48 M
	Two ad-hoc projects: Canada-Quebec Agreements to Support Sustainable Management of Quebec Forests^Footnote91	N/A	$12 M
	Community Infrastructure Improvement Fund^Footnote92	N/A	$23.8 M

Performance Analysis and Lessons Learned

On the strength of its performance in 2012-13 in the "Strengthening of Community Economies" program, the Agency considers that it is on track for attaining its results targets as of March 31, 2015. In all, the Agency in 2012-13 designed three new initiatives, ^Footnote93 administered two funds for Infrastructure Canada and continued delivery of six other temporary G&C initiatives in Quebec communities.

Thus, during 2012-13, the Agency invested $98.9 million in 266 projects aimed at the recovery or diversification of the economies of Quebec communities struggling with targeted economic development issues, making this the organization's second-largest program.

Moreover, the Agency's intervention for the "Strengthening of Community Economies" during 2012-13 generated $544.4 million in total investment,^Footnote94 more than half the goal targeted by 2015. Three of the organization's five ad-hoc initiatives which terminated March 31, 2013 even exceeded expectations.^Footnote95 Nevertheless, two of them, the Support Initiative for International Cruise Development Along the St. Lawrence and Saguenay Rivers and the Roadmap for Canada's Linguistic Duality Economic Development Initiative (EDI), posted lower-than-projected performance.

There are two reasons for this variance. First, several projects could not be supported by the Agency in 2012-13 under these two ad-hoc initiatives, since the project end dates went beyond the timeframes for the Cruise Initiative and the EDI, namely, March 31, 2013. Furthermore, the Agency received fewer contribution applications from promoters under these two initiatives during 2012-13, and this had an impact on the organization's performance.

Subprogram 1.3.1 – Community Futures Program (CFP)

Subprogram Description

The "Community Futures Program" (CFP) subprogram is aimed at assisting local economic development in rural areas in order to strengthen the economies of Quebec communities. This subprogram is backed by the Canada-wide G&C program that bears the same name.

The CFP supports rural communities in their efforts to adjust continually to the economic situation. In 2009, the evaluation of the CFP confirmed the timeliness of this program, since rural communities' economic performance is weaker than the Quebec average.^Footnote96 By means of this subprogram, the Agency encourages Quebec rural communities' planning and socio-economic development, access to capital, availability of consulting services and support for local projects.

The Agency delivers the CFP in Quebec through Community Futures Development Corporations (CFDCs) and Business Development Centres (BDCs), by means of contribution agreements.

**Subprogram Financial Resources,^Footnote97 2012-13** ($ thousands)
Planned Spending	Actual Spending	Difference (Planned vs. Actual)
N/A	29,488	N/A

**Subprogram Human Resources,^Footnote98 2012-13** (Full-time Equivalents – FTEs)
Planned	Actual	Difference (Planned vs. Actual)
N/A	11	N/A

**Subprogram Performance Results, 2012-13**
Expected Results	Performance Indicators	Targets (2012-13)	Results (2012-13)
Subprogram 1.3.1: Community Futures Program (CFP)
Communities are economically sustainable	Number of economic development initiatives implemented in communities following support from CFDCs	260	290
	Percentage of entrepreneurs undertaking pre-startup, startup or acquisition of an enterprise with support from CFDCs and BDCs	49%	65%
	Percentage of enterprises carrying out recovery, expansion or modernization projects with support from CFDCs and BDCs	83%	75%

Performance Analysis and Lessons Learned

The performance obtained by the Agency in the "Community Futures Program" subprogram met expectations in 2012-13. The Agency provided financial support to 56 CFDCs located in designated rural regions, as well as 10 BDCs in disadvantaged peri-urban areas. During 2012-13, the agency paid some $28.6 million to those organizations to help them implement 1,861 projects with a view to strengthening the economies of Quebec's rural communities.

The Agency also attained its results targets as of March 31, 2013. Indeed, the Agency contributed in 2012-13, through CFDCs and BDCs, to implementing 290 economic development initiatives in communities, or 30 more than its target. With the assistance of CFDCs and BDCs, 65% of the entrepreneurs supported carried out the pre-startup, startup or acquisition of an enterprise (target: 49%), while 75% of enterprises carried out their recovery, expansion or modernization projects (target: 83%).

Furthermore, the Agency undertook in 2012-13 the review and simplification of performance measurement for the CFP. Thus, it worked in conjunction with its various collaborators to reduce significantly the number of indicators collected with a view to evaluating the performance of its assistance to the CFDCs' and BDCs' clients. The Agency is concerned to increase its efficiency and enhance its customer service by, among other things, reducing clients' reporting burden.

Subprogram 1.3.2 – Modernization of Infrastructure

Subprogram Description

The "Modernization of Infrastructure" subprogram is aimed at ensuring sound, effective management of infrastructure programs in order to strengthen the economy of Quebec's communities. Public infrastructure is a key factor in economic development.

The Agency acts as Infrastructure Canada's delivery partner for the administration in Quebec of their different programs, including the Building Canada Fund (BCF, Communities component and Large Urban Centres component) and the Municipal Rural Infrastructure Fund.

These grant and contribution programs are the subject of agreements between Infrastructure Canada and the Quebec government, and are aimed primarily at municipalities.

**Subprogram Financial Resources,^Footnote99 2012-13** ($ thousands)
Planned Spending	Actual Spending	Difference (Planned vs. Actual)
N/A	292	N/A

**Subprogram Human Resources,^Footnote100 2012-13** (Full-time Equivalents – FTEs)
Planned	Actual	Difference (Planned vs. Actual)
N/A	5	N/A

**Subprogram Performance Results, 2012-13**
Expected Results	Performance Indicators	Targets (2012-13)	Results (2012-13)
Subprogram 1.3.2: Modernization of Infrastructure
Quebec communities have upgraded public infrastructure	Number of communities^Footnote101 with public infrastructure completed according to the terms of the contribution agreement	118	109

Performance Analysis and Lessons Learned

The performance obtained by the Agency during 2012-13 in the "Modernization of Infrastructure" subprogram met expectations. For 2012-13, the Agency acted as Infrastructure Canada's delivery partner for the administration in Quebec regions of two grant and contribution programs, the Building Canada Fund (BCF) and the Municipal Rural Infrastructure Fund (MRIF). It thus administered 161 projects in 2012-13 so that Quebec communities could have upgraded public infrastructure. The Agency gauges at 109 the number of communities benefiting from public infrastructure completed as of March 31, 2013, or eight communities below the number targeted by the organization.

Since the majority of infrastructure projects funded under these programs are carried out by municipalities, the Agency works closely with the provincial government through Canada-Quebec agreements. Indeed, a recent Infrastructure Canada evaluation acknowledges that federal delivery partners, the Agency among them, have fostered optimization of program delivery through their expertise and knowledge of regional operations.^Footnote102

Performance highlights with respect to infrastructure programs may be found in Infrastructure Canada's Departmental Performance Reports.^Footnote103

Subprogram 1.3.3 – Targeted Ad-hoc Support

Subprogram Description

The "Targeted Ad-hoc Support" subprogram is aimed at providing ad-hoc support for Quebec communities' economic activity in order to stabilize or strengthen their economies. The shifting context requires a real-time response that is geared to the most pressing local needs and consistent with specific government priorities.

The Agency is able to support Quebec communities facing economic shocks, natural disasters or situations that can have an adverse impact on their economic development, and that are facing serious economic development issues or are presented with development opportunities likely to have a positive impact on the regions.

The "Targeted Ad-hoc Support" subprogram is aimed primarily at enterprises and NPOs. The Agency intervenes in that regard through temporary additional funding from the Government of Canada or specific funds allocated by the Agency from its own budget.

**Subprogram Financial Resources,^Footnote104 2012-13** ($ thousands)
Planned Spending	Actual Spending	Difference (Planned vs. Actual)
N/A	73,029	N/A

**Subprogram Human Resources,^Footnote105 2012-13** (Full-time Equivalents– FTEs)
Planned	Actual	Difference (Planned vs. Actual)
N/A	35	N/A

**Subprogram Performance Results, 2012-13**
Expected Results	Performance Indicators	Targets (2012-13)	Results (2012-13)
Subprogram 1.3.3: Targeted Ad-hoc Support
Communities have ad-hoc support available for stabilizing or strengthening their economies	Percentage of communities supported receiving ad-hoc support: Temporary Initiative for the Strengthening of Quebec's Forest Economies International Cruise Development Initiative Linguistic Duality Economic Development Initiative Ad-hoc project: Gas pipeline Ad-hoc project: Planetarium	100% 100% 30% 100% 100%	87% 100% 44% 100% 100%

Performance Analysis and Lessons Learned

For 2012-13, the Agency's performance in the "Targeted Ad-hoc Support" subprogram met expectations. The Agency paid $70.3 million to support the implementation of 195 projects through eight temporary initiatives, three of them newly designed,^Footnote106 to cater in real time to local needs and government priorities. In this way, it provided temporary support for economic activity in almost all the communities targeted in 2012-13 in order to stabilize or strengthen their economies. The initiatives include the following:

Support Initiative for International Cruise Development on the St. Lawrence and Saguenay Rivers (Cruise Initiative)

The Agency also contributed to the economic diversification of all regions targeted by the Cruise Initiative by promoting international cruise line stopovers in six ports—Saguenay, Baie-Comeau, Havre-Saint-Pierre, the Gaspé, Sept-Îles and Cap-aux-Meules. The Agency paid some $12.3 million distributed among 24 projects in 2012-13. The evaluation of the Cruise Initiative conducted in 2010 emphasized the good practices promoted by the Agency in both its design and its delivery stages. Its efforts toward joint action with the various stakeholders and its federal-provincial co-ordination are acknowledged as a success factor by industry respondents.^Footnote107

Temporary Initiative for the Strengthening of Quebec's Forest Economies (TISQFE)

In 2012-13, the Agency provided assistance in 87% of the communities affected by the forestry crisis by contributing to diversifying and strengthening their economies so as to maintain and create jobs there. This year, the Agency funded 115 projects under the TISQFE, totaling $22.7 million in expenditures. The TISQFE terminated on March 31, 2013.

Linguistic Duality Economic Development Initiative (EDI)

Through the EDI, the Agency stimulated the economic development of official language minority communities (OLMCs) in Quebec. In 2012-13 the Agency supported 20 projects, to the tune of $2.7 million, and intervened in all the OLMCs listed in Quebec. The evaluation of the EDI confirms that the Agency attained most of its targets and that the initiative led to positive spinoffs.^Footnote108 Under the Roadmap for Canada's Official Languages 2013-2018: Education, Immigration, Communities, the Agency intends in the years to come to continue supporting Quebec's OLMCs.

Community Infrastructure Improvement Fund (CIIF)

The Agency also delivered for the first year the CIIF, a Canada-wide grant and contribution program stemming from CEAP 2012 that will terminate on March 31, 2014. Through the CIIF, it supports the rehabilitation, improvement or expansion of existing local infrastructure. In 2012-13, the Agency carried out two calls for proposals. In response to the first call, 542 applications for assistance under the CIIF were received. Of that number, the Agency approved 76 new projects and supported the implementation of 32 projects in 2012-13, for which expenditures totalled $1.5 million. Following the second call for proposals, 770 applications for assistance were submitted to the Agency, and these are currently being processed.

Ad-hoc Projects

During 2012-13, the Agency delivered four major ad-hoc projects, representing $31.1 million in investment: Program to Fund Construction of a Gas Pipeline Between Vallée-Jonction and Thetford Mines, Montreal Planetarium and two Canada-Quebec Agreements to Support Sustainable Management of Quebec Forests.

2.5 Program 1.4 – Internal Services

Strategic Outcome #1
QUEBEC'S REGIONS HAVE A GROWING ECONOMY

Program 1.4
INTERNAL SERVICES

No subprograms

Communications services
Human resources services
Financial management services
Legal services
Etc.

Program Description

Internal services are groups of related activities and resources that are administered to meet the needs of an organization's programs and other general obligations. They include: management and monitoring services, communications services, legal services, human resources management services, financial management services, information management services, information technology services, asset management services, materiel management services, acquisitions management services, travel management services and other administrative services. Internal services include only those activities and resources directed at the organization as a whole, and not those provided solely to a specific program.

**Program Financial Resources, 2012-13** ($ thousands)
Budgetary Expenditures	Planned Spending	Authorities^Footnote109	Actual Spending	Difference (Planned vs. Actual)
19,100	19,100	21,862	19,083	(17)

**Program Human Resources,^Footnote110 2012-13** (Full-time Equivalents – FTEs)
Planned	Actual	Difference (Planned vs. Actual)
121	141	20

Performance Analysis

In 2012-13 there was a positive difference of 20 FTEs between planned and actual levels of consumption of human resources under the "Internal Services" PAA program. This difference is largely attributable to the organizational restructuring within the Agency along with the different work organization following the implementation this year of savings and efficiency measures.

By contrast, as mentioned in Section I of this Report, the Agency's actual spending and human resources devoted to its "Internal Services" in 2012-13 were down from the previous year, in line with government policy.

Contribution to the Federal Sustainable Development Strategy

The Agency is a participant in the Federal Sustainable Development Strategy (FSDS) and contributes to the Greening Government Operations targets through the "Internal Services" program. In particular, the Agency contributes to the following elements of Theme IV of the FSDS:

Surplus electronic and electrical equipment
Printing unit reduction
Paper consumption
Green meetings
Green procurement

For further information on the Agency's Greening Government Operations activities, please see the Supplementary Information tables in Section III of this Report.

Section III – Supplementary Information

3.1 Financial Statements Highlights

The financial highlights presented below provide an overview of the Agency'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 actual spending presented in the tables in Sections I and II 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 the Agency's financial statements (note 3).

3.1.1 Condensed Statement of Operations and Departmental Net Financial Position

**Economic Development Agency of Canada for the Regions of Quebec Condensed Statement of Operations and Departmental Net Financial Position (Unaudited) For the Year Ended March 31, 2013** ($ thousands)
	Planned Results^Footnote111 2012-13 (recalculated)	Actual Results 2012-13	Actual Results^Footnote112 2011-12	$ Change (2012-13 Planned vs. Actual)	$ Change (2012-13 Actual vs. 2011-12 Actual)
Total expenses	233,769	224,220	226,405	(9,549)	(2,185)
Total revenues	0	0	0	0	0
Net cost of operations before government funding and transfers	233,769	224,220	226,405	(9,549)	(2,185)
Departmental net financial position	-	(2,750)	(5,800)	-	3,050

Expenses

Breakdown of Expenses by PAA Program

**Breakdown of Expenses by PAA Program**
Strengthening of Community Economies	(38.8%)
Business Development	(32.4%)
Regional Economic Development	(19.8%)
Internal Services	(9%)

In 2012-13, the Agency's total expenses^Footnote113 stood at $224.2 million, down $2.2 million (1%) from the previous year. This variance is explained by the implementation at the Agency of its Deficit Reduction Action Plan (DRAP).
In fact, operating expenses, such as salaries and professional services, fell 9% from the previous year to $51.8 million as of March 31, 2013, whereas transfer payment expenses, totalling $172.4 million, were up 2% between 2011-12 and 2012-13.
Table 3.1.1 also shows that the Agency incurred fewer expenses than anticipated in 2012-13 (-$9.5 million). This difference is notably attributable to the measures applied by the Agency in 2012-13 under its DRAP.
The figure above shows the breakdown of the Agency's total expenses by PAA program as of March 31, 2013:
- $87.1 million (38.8%) in "Strengthening of Community Economies";
- $72.6 million (32.4%) in "Business Development";
- $44.3 million (19.8%) in "Regional Economic Development"; and
- $20.1 million (9.0%) in "Internal Services."

Revenues

Being returned to the Consolidated Revenue Fund, the Agency's revenues are declared in its financial statements as being earned on the government's behalf, so the organization's net revenues are zero. In 2012-13, the Agency's total gross revenues stood at $606,000, down 30% from the previous year. Clients receiving reimbursable contributions were billed less interest in 2012-13 and were thus better able to meet the repayment terms set out in their agreements with the Agency.

3.1.2 Condensed Statement of Financial Position

**Economic Development Agency of Canada for the Regions of Quebec Condensed Statement of Financial Position (Unaudited) For the Year Ended March 31, 2013** ($ thousands)
	2012-13	2011-12	$ Change
Total net liabilities	57,378	97,391	(40,013)
Total des actifs financiers nets	53,581	89,998	(36,417)
Departmental net debt	3,797	7,393	(3,596)
Total non-financial assets	1,047	1,593	(546)
Departmental net financial position	(2,750)	(5,800)	(3,050)

Liabilities

Breakdown of Liabilities by Type

**Breakdown of Liabilities by Type**
Accounts Payable and Accrued Liabilities	(93.3%)
Future Fringe Benefits	(3.9%)
Vacation Pay and Compensatory Leave	(2.9%)

As of March 31, 2013, the Agency's net liabilities stood at $57.4 million, down 41% from the previous year's total. This decrease is partly attributable to the large sums that had been established in 2011-12 to reflect both:
- future fringe benefits due to employees affected by the Agency's savings and efficiency measures; and
- provisions for Infrastructure Canada programs.
Accounts payable and accrued liabilities represented the largest component of liabilities, at 93.3% ($53.5 million) of the net total, while the obligation for future fringe benefits along with vacation pay and compensatory leave accounted for 3.9% ($2.2 million) and 2.9% ($1.6 million) respectively.

Assets

Breakdown of Assets by Type

**Breakdown of Assets by Type**
Amounts Due From the Consolidated Revenue Fund	(97.9%)
Loans	(0.0%)
Tangible Capital	(1.7%)
Prepaid Expenses	(0.2%)
Accounts Receivable and Advances	(0.2%)

As of March 31, 2013, the Agency's net financial assets stood at $53.6 million, down 40% from the previous year's total. This decrease is attributable among other things to the Agency's reduced accounts payable, as mentioned above. Amounts due from the Consolidated Revenue Fund constitute the largest component (99.8%) of the organization's net financial assets, with the remainder corresponding to accounts receivable and advances (0.2%).
In return, the Agency's loans held entirely on behalf of the government stood at $257.6 million as of March 31, 2013, up 5% from 2011-12 owing to the increase in repayable contributions paid by the organization.
Furthermore, the Agency's non-financial assets stood at $1 million as of March 31, 2013, down 34% from the previous year. This decrease is primarily attributable to the reduction in tangible capital following the establishment of the Greater Montreal business office in order to generate efficiency gains.

3.2 Financial Statements

The Agency's unaudited financial statements for the fiscal year ending March 31, 2013 and the Core Control Audit report produced by the Office of the Comptroller General of Canada along with the related Management Action Plan are available on its website.

Supplementary information tables

Details on Transfer Payment Programs

Name of transfer payment program: Quebec Economic Development Program (QEDP)

Start date: April 1, 2012

End date: Indeterminate

Description: The Quebec Economic Development Program (QEDP) contributes to promoting the long-term economic development of the regions of Quebec by paying special attention to those where slow economic growth is prevalent or opportunities for productive employment are inadequate.

5. Strategic outcome: Quebec's regions have a growing economy.

6. Results achieved: Through the QEDP, the Agency invested more than $203.7 million in 2012-13 in 861 projects to foster the growth of enterprises, build strong, competitive regions, and implement Canada-wide programs along with initiatives all aimed at "Strengthening of Community Economies" in order to increase Quebec's economic growth.

Through the "Business Development" PAA program, the Agency supported in 2012-13 the startup of 78 enterprises. The majority of these enterprises (61%), assisted with a view to enhancing their performance through increased productivity or to promoting expansion, innovation, commercialization, exports or partnerships, maintained or increased their sales, thus surpassing the targets.

Under its "Regional Economic Development" PAA program, the Agency contributes to building strong, competitive regions: 14 communities were supported in 2012-13 in their mobilization efforts in order to increase their resilience in the face of economic fluctuations. The Agency also aims to stimulate investment in the regions: 77% of communities supported implemented community economic facilities projects, 5.9 million tourists from outside Quebec were drawn to the regions, and 44 international organizations or foreign firms were maintained or drawn to the regions supported. These results were conclusive, and exceeded expectations.

The Agency was called upon in 2012-13 to design, administer and implement Canada-wide programs or targeted ad-hoc initiatives under its "Strengthening of Community Economies" program. In all, the Agency invested $54.1 million for the implementation of projects aimed at boosting or diversifying the economy of Quebec communities struggling with targeted economic development issues. The Agency's intervention for 2012-13 generated total investment in Quebec communities of $371 million, or 63% of investment forecast by 2015.

**Program** ($ millions)
	9. Planned Spending 2012-13	10. Total Authorities 2012-13	11. Actual Spending 2012-13	12. Variance
14. Total grants	0	0.1	0.1	0.1
14. Total contributions	208.5	217.6	203.7	(4.8)
14. Total other types of transfer payments	0	0	0	0
15. Total program	208.5	217.6	203.8	(4.7)

16. Comments on variances: The variance of $4.7 million is primarily attributable to:

The awarding of new funds for the Community Infrastructure Improvement Fund (CIIF), of which $13.8 million was deferred to 2013-14;
Internal reallocation for funding the Gas pipeline program; and
Implementation of the Agency's Deficit Reduction Action Plan, in line with Budget 2012.

17. Audits completed or planned: N/A

18. Evaluations completed or planned: An evaluation of the QEDP is planned in 2015-16.

19. Engagement of applicants and recipients: N/A

Name of transfer payment program: Community Futures Program (CFP)

Start date: May 18, 1995

End date: Indeterminate, in line with the Treasury Board of Canada's Policy on Transfer Payments, in effect since October 1, 2008.

Description: This Canada-wide program provides support for communities in all parts of the country to help them take charge of their own local economic development. In Quebec, the CFP financially supports local and regional development agencies, including Community Futures Development Corporations (CFDCs).

Strategic outcome: Quebec's regions have a growing economy.

Results achieved:

The Agency provided financial support for 56 CFDCs located in designated rural regions and 10 business development centres (BDCs) in underprivileged peri-urban areas. Close to $28.6 million was paid to these organizations during 2012-13 to support the implementation of 1,861 projects to strengthen the economies of Quebec's rural communities.

The Agency also attained its results targets as of March 31, 2013. Indeed, 290 economic development initiatives were implemented in communities in 2012-13 following support from CFDCs, that is 30 more than the Agency's goal. With the assistance of community development organizations (CDOs), 65% of entrepreneurs supported carried out the pre-startup, startup or acquisition of an enterprise (target: 49%), while 75% of enterprises carried out their recovery, expansion or modernization projects (target: 83%).

**Program** ($ millions)
	7. Actual Spending 2010-11	8. Actual Spending 2011-12	9. Planned Spending 2012-13	10. Total Authorities 2012-13	11. Actual Spending 2012-13	12. Variance
14. Total grants	0	0	0	0	0	0
14. Total contributions	44	32.3	29	28.9	28.6	(0.4)
14. Total other types of transfer payments	0	0	0	0	0	0
15. Total program	44	32.3	29	28.9	28.6	0.4

Comments on variances: Non-significant variance.

Audits completed or planned: N/A

Evaluations completed or planned:

A summative evaluation of the CFP for the period from April 1, 1995 to March 31, 2007 was published in 2009. The evaluation report is available on the Canada Economic Development for Quebec Regions Agency's website.
A summative evaluation of the CFP for the period from April 1, 2007 to March 31, 2013 is in progress, and will be published in 2014-15.

Engagement of applicants and recipients: N/A

Name of transfer payment program: Thetford Mines Gas Pipeline Program

Start date: 2011-12

End date: 2013-14

Description: Program to fund construction of a gas pipeline between the municipalities of Vallée-Jonction (Nouvelle-Beauce RCM) and Thetford Mines (Appalaches RCM), in the Chaudière-Appalaches administrative region. Access to natural gas in Thetford Mines is crucial for restructuring the economy of the regional county municipality (RCM), which has been hard hit by the collapse of its mining industry.

Strategic outcome: Quebec's regions have a growing economy.

Results achieved:

Construction and commissioning of the gas pipeline;
Number of enterprises associated with the gas pipeline;
Number of new enterprises established and associated with the gas pipeline.

**Program** ($ millions)
	8. Actual Spending 2011-12	9. Planned Spending 2012-13	10. Total Authorities 2012-13	11. Actual Spending 2012-13	12. Variance
14. Total grants	0	0	0	0	0
14. Total contributions	3	14.5	15.1	15.1	0.6
14. Total other types of transfer payments	0	0	0	0	0
15. Total program	3	14.5	15.1	15.1	0.6

Comments on variances: Initially, the project was to be carried out between 2012-13 and 2013-14. Accelerated to 2011-2012 with expenditures of $3,010,821, the project was stepped up, then completed in 2012-13. The total program budget was met.

Audits completed or planned: N/A
Evaluations completed or planned: N/A
Engagement of applicants and recipients: N/A

Greening of Government Operations Table for 2012-13

Surplus electronic and electrical equipment (EEE) goal

**8.6 By March 31, 2014, each department will reuse or recycle all surplus electronic and electrical equipment (EEE) in an environmentally sound and secure manner.**
Performance measurement		RPP	DPR
Progress toward goal		Achieved
Existence of an implementation plan for disposal of all electronic and electrical equipment generated by the Agency during the 2010-11 baseline year		Yes, Commodity Management Framework	Yes, Commodity Management Framework
		Targets	Results
Percentage of total number of departmental locations whose electronic and electrical equipment plan has been fully implemented at the end of the given fiscal year	FY 2011-12	100%	100%
	FY 2012-13	100%	100%
	FY 2013-14	100%

Strategies and comments

The Agency's Commodity Management Framework covers the life cycle of assets, in particular electronic and electrical equipment. All possible disposal methods are covered in the Framework.
The Agency uses Industry Canada's Computers for Schools program and PWGSC's services for disposal of Crown assets to re-use surplus electronic equipment, and uses departmental individual standing offers for e-waste recycling.
In 2012-13, the Agency had 12 locations (offices) across Quebec, and disposal of assets and equipment was centralized at the Information Management, Technology and Administration Directorate.
Justification for choice of traffic light indicator: In 2011-12, the plan for disposal of all electronic and electrical equipment was fully implemented in all Agency locations.

Printing unit reduction goal

8.7 By March 31, 2013, each department will achieve an 8:1 average ratio of office employees to printing units. Departments will apply target where building occupancy levels, security considerations and space configuration allow.
Performance measurement		RPP	DPR
Progress toward goal		Achievement of the goal could extend beyond 2013 14
Proportion of Agency office employees per printing unit for the 2010-11 baseline year, where building occupancy levels, security considerations and space configuration allow		3:1	Yes, Commodity Management Framework
		Targets	Results
Proportion of Agency office employees per printing unit at the end of the given fiscal year, where building occupancy levels, security considerations and space configuration allow	FY 2011-12	N/A	3:1
	FY 2012-13	100%	2:1
	FY 2013-14	8:1

Strategies and comments

Scope: The Agency targets all buildings and premises in order to achieve the targeted goal, although some buildings may have a smaller proportion owing to the building occupancy level or security considerations.
Method used to determine the number of office employees: Population Affiliation Report^Footnote115 from the Treasury Board of Canada Secretariat (TBS).
Definition of printing units: Network printers, local printers and multiplex units.
Method used to determine the number of printing units: The Information Management, Technology and Administration Directorate keeps an updated list of all units in place.
* Justification for choice of traffic light indicator: Renewal of printers is carried out in bulk every three years. The latest renewal took place in March 2010, and the next was planned for 2013-14. This renewal was, however, deferred to 2014-15 to reflect the equipment lifecycle and save costs. In the meantime, defective printing units are not replaced or repaired, and this will lead to a higher ratio of employees per printing unit. Thus, although the target of eight employees per printer was established for the RPP 2013-14, there is a risk that achievement of the goal will extend beyond the planned date.
The ratio of employees per printing unit fell in 2012-13 owing to the reduction in the number of employees following implementation at the Agency of the government's Deficit Reduction Action Plan (DRAP).
The Information Management, Technology and Administration Directorate is responsible for monitoring attainment of the target.
All Agency sectors are responsible for compliance with and attainment of the target.
A communications strategy has been drawn up in order to raise all Agency employees' awareness.

Paper consumption goal

**8.8 By March 31, 2014, each department will reduce internal paper consumption per office employee by 20%. Each department will establish a baseline between 2005-06 and 2011-12, and applicable scope.**
Performance measurement		RPP	DPR
Progress toward goal		Progressing well
Number of sheets of office paper purchased per employee during the 2009-10 baseline year		5,060^Footnote116	5,060
		Targets^Footnote117	Results
Cumulative reduction in paper consumption, as a percentage, compared with the chosen baseline year	FY 2011-12	6%	0%
	FY 2012-13	12%	19%
	FY 2013-14	20%

Strategies and comments

Roles and responsibilities: Purchasing of paper is decentralized. Responsibility for attaining the target lies with all Agency sectors. The Departmental Accounting, Collection and Procurement Directorate is responsible for monitoring, information collection and reporting in this regard.
Method used to determine paper consumption: The quantity of paper purchased is determined manually from invoices. The baseline year is 2009-10. The data concern only white letter- and legal-sized paper.
Justification for choice of traffic light indicator: Since 2009-10, the number of sheets of office paper purchased per employee had remained stable. But implementation of the new departmental sustainable development strategy and the different document management initiatives under way will have the effect of reducing paper consumption at the Agency in 2012-13. Thus, the Agency is progressing well toward its goal of reducing paper consumption by 20% by March 31, 2014.
In view of the implementation at the Agency of the Deficit Reduction Action Plan in 2012-13, the number of employees used to establish the result is the average of the number of employees at the start and the end of the fiscal year.
Reporting requirements: Each year, the Agency's Departmental Accounting, Collection and Procurement Directorate collects data from all business offices and the Government Affairs Branch. Data for Head Office are centralized at the Departmental Accounting, Collection and Procurement Directorate.
The Managers' Forum now organizes technology-assisted paperless meetings.
A communications strategy has been developed in order to encourage employees to reduce paper consumption.

Green meetings goal

**8.9 By March 31, 2012, each department will adopt a guide for greening meetings.**
Performance measurement	RPP	DPR
Progress toward goal	Achieved
	Target	Result
Adoption of a Guide for Green Meetings	FY 2011-12	No
Adoption of a Guide for Green Meetings	FY 2012-13	Yes

Strategies and comments

Scope of the Guide for Green Meetings: All departmental or interdepartmental meetings held in Agency offices.
Justification for choice of traffic light indicator: Work concerning the guide was discussed at the Agency's Departmental Management Committee (DMC) in 2011-12. The Agency thus put tools in place and published an iPad User Reference Guide and a Telepresence User Guide, components preliminary to the Guide for Green Meetings. The Guide for Green Meetings was approved by the president of the Agency in 2012-13.
The challenge will be to monitor application of the guide and conduct reporting.
Role and responsibility: All sectors/directorates are responsible for attainment of the target.
A communications strategy has been drawn up to make the means and tools in place for holding green meetings better known.

Green procurement goals

**8.10 As of April 1, 2011, each department will establish at least three SMART green procurement targets to reduce environmental impacts.**
As of April 1, 2011, 95% of computer purchases will be based on an environmentally preferable model.
Performance measurement		RPP	DPR
Progress toward goal		Achieved
Ratio of purchases of computers which attain the goal with respect to the total volume of computers purchased during the year in question		N/A
		Targets	Results
Progress accomplished with respect to performance measurement for the given fiscal year	FY 2011-12	95%	95%
	FY 2012-13	95%	100%
	FY 2013-14	95%

Strategies and comments

According to the Agency's Technology Master Plan, renewal of all desktop computers takes place every three years, in a single purchase. The most recent renewal was carried out in 2011-12. The Agency combined its order with an order for computers from National Defence, thus realizing savings in view of the volume purchased. Additional needs arise regularly, however, and ad-hoc purchases are made.
Justification for choice of traffic light indicator: In 2012-13, 100% of computer purchases were based on an environmentally preferable model.
The Agency's Information Management, Technology and Administration Directorate is responsible for replacing desktop computers and reporting thereon.
When replacing electrical equipment, the Agency purchases Energy Star-certified products. This practice helps reduce energy consumption.
In accordance with the Commodity Management Framework, the purchase of computer hardware is managed according to the principles of life cycle management, which involves the following four stages: planning and acquisition, operations, maintenance and disposal.
In accordance with the Commodity Management Framework, the Agency optimizes the productivity and use of IT assets throughout their life cycle.

**By March 31, 2014, 95% of new printers purchased will offer one or more environmental performance factors.**
Performance measurement		RPP	DPR
Progress toward goal		Achieved
Proportion of printers purchased presenting environmental performance factors. In 2011-12, of the 215 printers at the Agency, 180 were Energy Star-certified and had been purchased since 2007.		84%	84%
		Targets	Results
Progress accomplished with respect to performance measurement for the given fiscal year	FY 2011-12	No target was set	84%
	FY 2012-13	95%	100%
	FY 2013-14	95%

Strategies and comments

Scope: Printing units are defined as network printers, local printers and multiplex units.
The Agency's Information Management, Technology and Administration Directorate keeps an updated list of all units in place.
Justification for choice of traffic light indicator: Printers are renewed in bulk every three years. Renewal was last carried out in 2009-10. All printers purchased present environmental performance factors, so the Agency has achieved the target.
The Agency's Information Management, Technology and Administration Directorate is responsible for monitoring attainment of the target.
More than 60% of photocopiers have print and fax functions, thus minimizing the number of units.
When replacing electrical equipment, the Agency purchases Energy Star-certified equipment.

**By March 31, 2014, 90% of copy paper purchased will contain at least 30% recycled material.**
Performance measurement		RPP	DPR
Progress toward goal		Achieved
Percentage of paper purchased containing at least 30% recycled material compared with the total volume of paper purchased during the 2009-10 baseline year		100%^Footnote118	100%
		Targets^Footnote119	Results
Progress accomplished with respect to performance measurement for the given fiscal year	FY 2011-12	50%	100%
	FY 2012-13	100%	100%
	FY 2013-14	100%

Strategies and comments

Scope: Paper is defined as 8.5 x 11, 8.5 x 14 and 11 x 17 paper.
Roles and responsibilities: Purchasing of paper is decentralized. Responsibility for attaining the target lies with all Agency sectors. The Accounting, Collection and Procurement Directorate handles monitoring, information collection and reporting in this regard.
Method used to determine paper consumption: The quantity of paper purchased is determined manually from invoices.
Reporting requirements: Each year, the Agency's Departmental Accounting, Collection and Procurement Directorate collects data from all business offices and the Government Affairs Branch. Data for Head Office are centralized at the Departmental Accounting, Collection and Procurement Directorate.
Justification for choice of traffic light indicator: In 2012-13, 100% of copy paper purchased at the Agency contained at least 30% recycled material. Thus, the Agency has already attained its overall goal of purchasing 90% recycled paper by March 2014.
The Agency uses 100% recycled paper at its Head Office. It will be broadening this application to all its offices (use of 30% recycled paper, purchased via mandatory standing offer).
A communications strategy has been drawn up in order to encourage employees to reduce paper consumption.

8.11 As of April 1, 2011, each department will establish SMART targets for training, employee performance evaluations, and management processes and controls, as they pertain to procurement decision-making.
From April 1, 2011, 100% of employees (manager, procurement officer and assistant) in the Procurement sector of the Departmental Accounting, Collection and Procurement Directorate will receive training on green procurement through Course C215 of the Canada School of Public Service (CSPS).
Performance measurement		RPP	DPR
Progress toward goal		Achieved
Proportion of Procurement sector employees having taken CSPS Course C215 during the 2010-11 baseline year		67%	67%
		Targets	Results
Progress accomplished with respect to performance measurement for the given fiscal year	FY 2011-12	100%	100%
	FY 2012-13	100%	100%
	FY 2013-14	100%

Strategies and comments

Training used: CSPS Course C215 on green procurement only.
Justification for choice of traffic light indicator: In 2012-13, 100% of Procurement sector employees had taken the training on green procurement, so the goal has been met. Over the next year, this proportion will have to be maintained.
Reporting requirements: Annual data collection from employees and the CSPS.
Roles and responsibilities: The Agency's Departmental Accounting, Collection and Procurement Directorate is responsible for monitoring of and reporting on green procurement training.

**As of April 1, 2011, environmental considerations must be integrated into the performance evaluations of all the Agency's Procurement sector employees.**
Performance measurement		RPP	DPR
Progress toward goal		Achieved
Percentage of the Agency's Procurement sector employees having in their performance agreements an environmental consideration goal for procurement, for the 2010-11 baseline year		0%	0%
		Targets	Results
Progress accomplished with respect to performance measurement for the given fiscal year	FY 2011-12	100%	100%
	FY 2012-13	100%	100%
	FY 2013-14	100%

Strategies and comments

Justification for choice of traffic light indicator: The performance appraisals of all employees in the Procurement sector of the Departmental Accounting, Collection and Procurement Directorate include environmental considerations.

**By March 31, 2013, management processes and controls for procurement will ensure that environmental performance considerations are integrated in the procurement process.**
Performance measurement		RPP	DPR
Progress toward goal		Achieved
Number of processes revised in order to integrate environmental performance considerations, for the 2010-11 baseline year. (Number of processes to be revised: 4)		0%	0%
		Targets	Results
Progress accomplished with respect to performance measurement for the given fiscal year	FY 2011-12	2	3
	FY 2012-13	4	4

Strategies and comments

Scope: Currently, the four procurement processes are: the Commodity Management Framework, ISO procedure on procurement, request for proposals for drawing up a contract, and procedure for consulting and professional services.
Justification for choice of traffic light indicator: In 2011-12, the Agency revised three of its four processes in order to integrate environmental performance considerations. In 2012-13, all processes were revised in order to integrate best practices or improve existing practices.

Internal Audits and Evaluations

Internal Audits Table (2012-13)

Name of Internal Audit

Type of Internal Audit

Status

Completion Date

Audit of the financial management control framework for regular programs

Management mechanism

Cancelled

N/A

Annual audit of the Municipal Rural Infrastructure Fund

Management mechanism

Cancelled

N/A

Audit of the Building Canada Fund –Communities Component

Management mechanism Transfer payment

Cancelled

N/A

Study on level of preparedness for certification of financial statements

Management mechanism

Cancelled

N/A

Audit of follow-up on recommendations from prior year audits

Follow-up

Cancelled

N/A

Audit of management of the Agency's large-scale or recurrent contribution agreements

Management mechanism Transfer payment

Cancelled

N/A

Audit of report tracking and production – selection of grant and contribution programs

Transfer payment

In progress

October 2013

Audit of report tracking and production – selection of grant and contribution programs

Financial or human resources management control activities

In progress

October 2013

Evaluations Table (2012-13)

Name of Evaluation

Program Activity

Status

Completion Date

Evaluation of the Roadmap for Canada's Linguistic Duality Economic Development Initiative component

Strengthening of Community Economies

Completed in co operation with industry Canada and Canadian Heritage

2012-13

Evaluation of the Business Support Fund and the Business Startup and Succession Fund in the regions of Quebec

Strengthening of Community Economies

In progress

2013-14

Evaluation of the Municipal Rural Infrastructure Fund

Strengthening of Community Economies

In progress

2013-14

All Agency evaluation reports are available on the Canada Economic Development for Quebec Regions Agency website.

Sources of Non-respendable Revenue

**Non-respendable revenue** ($ thousands)
PAA Program	Actual Revenue 2010-11	Actual Revenue 2011-12	2012-13
PAA Program	Actual Revenue 2010-11	Actual Revenue 2011-12	Planned Revenue	Actual Revenue
Business Development
Repayable contributions	44,213	43,425	35,578	28,474
All other revenue^Footnote120	809	926	---	1,654
Regional Economic Development
Repayable contributions	---	---	71	64
All other revenue	35	40	---	79
Strengthening of Community Economies
Repayable contributions	902	2,772	3,067	7,472
All other revenue	926	4,677	---	1,872
Internal Services
Repayable contributions	---	---	---	---
All other revenue	21	37	---	158
Total non-respendable revenue	46,906	51,878	38,716	39,773

Response to Parliamentary Committees

The Economic Development Agency of Canada for the Regions of Quebec was cited in the Fall 2011 Report of the Auditor General, which analysed the role played by the regional development agencies in the delivery of Canada's Economic Action Plan.

The Treasury Board Secretariat submitted to the Public Accounts Committee, in March 2013, an action plan in response to that Fall 2011 Report of the Auditor General. In fact, this plan was submitted to the Public Accounts Committee on behalf of all departments, including the Agency, which had delivered certain funds under Canada's Economic Action Plan. It covers Recommendations 1.71 and 1.79.

For the same Fall 2011 Report, Industry Canada for its part forwarded a status report in May 2013 to the Public Accounts Committee. Once again, this report was intended as a response tabled on behalf of all departments which had delivered certain funds under Canada's Economic Action Plan. It covered Recommendation 1.71.

Response to the Auditor General of Canada, including to the Commissioner of the Environment and Sustainable Development

No recommendations targeting the Economic Development Agency of Canada for the Regions of Quebec were made by the Auditor General in her 2012-13 reports.

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

N/A

Report on User Fees Reporting

User fees: Fees may be charged under the Access to Information Act. Where applicable, other fees may also be charged for reproduction, alternative format, research, preparation, production and programming.

Fee type: Other products and services

Fee-setting authority: Access to Information Act and Regulations

Date last modified: 2013

Performance standards: The person responsible in the organization is required to convey in whole or in part the documents requested, within 30 days following receipt of the access to information request. Pursuant to section 9 of the Act, the response time may be extended; notice of extension must then be sent. Further information on the Access to Information Act can be found on the Department of Justice site.

Performance results: Processing times were maintained in 2012-13. In fact, 52% of requests processed were answered in less than 30 days. This situation was primarily attributable to the nature of the documents requested, which required an extension of the deadlines for consultation of third parties or other organizations. Considering the number of requests whose deadlines were extended for consultation, 85% of responses were conveyed within the timeframe provided for in the Act.

2012-13 ($ thousands)			Planning Years ($ thousands)
Planned Revenue	Actual Revenue	Full Cost	Fiscal Year	Planned Revenue	Estimated Full Cost
0.150	0.180	156	2013-14	0.150	187
			2014-15	0.150	143
			2015-16	0.150	144

Other information: The Agency follows Treasury Board Secretariat guidelines with regard to imposing and waiving access fees. For example, it waives the collection of fees of less than $25. For amounts exceeding $25, the Agency decides whether to collect fees in whole or in part, based on an assessment of public interest.

Appendix 1 – Technical Notes on Performance Data and Performance Status Rating

A. Technical Notes on Performance Data

SP: Subprogram
DA: Direct intervention with enterprises
CEF: Community economic facilities
IG: Intervention through intermediary groups
TISQFE: Temporary Initiative for the Strengthening of Quebec's Forest Economies
RCM: Regional County Municipality
ET: Equivalent territory

1. Organizational Priorities

Priority #1: Support Quebec's economic growth by intensifying support for enterprise development

Indicator: Number and value of contribution agreements approved in 2012-13
Data: 228 – $108.6M^Footnote114
Source: Management information system

SP Baseline and Components

Treatment

Number of Projects and Value

Reliability

ENTREPRENEURSHIP:

Support for Entrepreneurship

None

50 projects, $18,237,645

Very high

PERFORMANCE:^Footnote121

Innovation and Technology Transfer
Productivity
Commercialization and Exports

None

178 projects, $90,380,930, as follows:

40 projects, $44,068,766

100 projects, $37,597,284

38 projects, $8,714,880

Very high

TOTAL: 228 projects, $108,618,575

Priority #2: Support Quebec's economic growth by continuing support for regional economic development:

Indicator: Number and value of contribution agreements approved in 2012-13
Data: 39 – $21.9M
Source: Management information system

SP Baseline and Components

Treatment

Number of Projects and Value

Reliability

MOBILIZATION OF REGIONS:

Development Strategies

None

5 projects, $605,020

Very high

REGIONAL INVESTMENT:

CEF
Promotion of regional assets

None

34 projects, $21,257,021, as follows:

4 projects, $9,507,215

30 projects, $11,749,806

Very high

TOTAL : 34 projects, $21,862,041

Priority #3: Continue strengthening community economies

Indicator: Number and value of contribution agreements approved in 2012-13
Data: 41 – $9.2M
Source: Management information system

SP Baseline and Components	Treatment	Number of Projects and Value	Reliability
TISQFE	None	41 projects, $9,203,940	Very high
	TOTAL: 41 projects, $9,203,940

2. Strategic Outcome

2.1. Data appearing in the table Strategic Outcome #1: Quebec's regions have a growing economy

2.1.1. Agency's overall results

Total number of projects supported:
The total number of projects supported corresponds to projects for which expenditures were made by the Agency during a given period. The result excludes projects associated with the "Modernization of Infrastructure" subprogram.

Indicator	Treatment	Data	Reliability
Total number of projects supported	None	933 projects	Very high

Total number of projects approved: The total number of projects approved corresponds to projects newly approved by the Agency for a given period.

Indicator	Treatment	Data	Reliability
Total number of projects supported	None	423 projects	Very high

Total actual spending: Total actual spending corresponds to all expenditures made by the Agency for a given period.

Indicator	Treatment	Data	Reliability
Total actual spending	None	$247.5M	Very high

Leverage effect: The leverage effect compares the matching funding expected for each $1 in assistance authorized by the Agency. The following formula is used: Total cost of projects – Assistance authorized / Assistance authorized.

The leverage effect data presented in this report are calculated on the basis of all projects for which an expenditure was made in 2012-13. Since project duration and start dates vary, the leverage effect data accounts for sums distributed over several years, before, during or after 2012-13. Data are estimates, since they were not determined before projects started; these data are therefore presented as a guide only.

Programs	Total Cost	Authorized Assistance	Leverage Effect
1.1 Business Development	$1,047,064,109	$296,194,528	$2.54
1.2 Regional Economic Development	$893,454,001	$156,802,444	$4.70
1.3 Strengthening of Community Economies	$317,734,054	$217,331,532	$0.46
TOTAL:	$2,401,826,542	$719,462,225	$2.34

2.2. Performance Indicators

The performance indicator results below will be measurable from the date for attaining the indicators, April 1, 2017, i.e., following five years of implementation of the Quebec Economic Development Program:

Number of Quebec administrative regions having increased their gross domestic product; and
Percentage of Quebec RCMs and ETs having improved their economic performance.

2.3. Data from the Performance Analysis and Lessons Learned section

Indicator: Number of enterprises supported by the Agency in 2012-13
Data: 6,170 enterprises
Source: Management information system

Baseline	Treatment	Number of Enterprises	Reliability
SP 1.1 Support for Entrepreneurship	None	466	Very high
SP 1.2 Enterprises' Performance	None	3,106	Very high
SP 2.1 Promotion of Regional Assets	None	41	Very high
SP 2.2 Targeted Ad-hoc Support	None	2,557	Very high
	TOTAL: 6,170

Indicator: Number of communities supported by the Agency in 2012-13
Data: 104 communities
Source: Management information system
Explanation: Considering that the Agency is present throughout Quebec and that the intermediary groups it supports intervene in relation to enterprises or organizations located in all regions of Quebec, all of Quebec's 104 communities have received direct or indirect support from the Agency.

Indicator: Value of investment generated as a result of Agency financial support
Data: $1.7G
Source: Management information system

Baseline	Treatment	Value of Investment	Reliability
All projects having received Agency financial assistance in 2012-13	None	Total value of projects ($2,401,826,542) – Amount of Agency assistance ($719,462,225)	Very high
	TOTAL: $1,682,364,317

3. Program 1.1 Business Development

3.1. Data appearing in the table

3.1.1 Overall results

Total number of projects supported: The total number of projects supported corresponds to projects for which expenditures were made by the Agency during a given period.

Indicator	Treatment	Data	Reliability
Total number of projects supported	None	541 projects	Very high

Total actual spending: Total actual spending corresponds to all expenditures made by the Agency for a given period.

Indicator	Treatment	Data	Reliability
Total actual spending	None	$109.4M	Very high

Share of Agency's actual spending: The share of actual spending corresponds to expenditures made under a program as a percentage of the Agency's total expenditures for a given period. The following formula is used: Actual program expenditures / Agency's total actual expenditures.

Indicator	Treatment	Data	Reliability
Share of Agency's actual expenditures	None	44.2%	Very high

3.1.2. Expected final results

RESULT: The pool of enterprises in Quebec is renewed

Indicator: Survival rate of enterprises receiving startup support
Data: 65%
Source: Hermès management information system + Enterprises' financial statements
Explanation: The survival rate is measured over a three-year period from the date for attaining the indicator, i.e., the year in which the two startup conditions have been met.
At the Agency, an enterprise is considered to have started up when it meets two conditions:
Condition 1: It has been in operation for at least one year; and
Condition 2: It is generating income amounting to at least 80% of its expenditures.

Baseline

Treatment

Reliability

All enterprises having received Agency financial assistance and having started up their enterprise (between 2007 and 2009)

Number of startup enterprises (50) that still exist three years after the date for attaining the indicator / Total number of enterprises supported (77), including those not considered to be startups

Very high

Data missing: 13%

(50/77)*100=65%

RESULT: Quebec enterprises are competitive

Indicator: Survival rate of enterprises supported in their development
Data: 85%
Source: Hermès management information system + Enterprises' financial statements
Explanation: The survival rate is measured over a three-year period from the date for attaining the indicator, i.e., changes in sales.
At the Agency, an enterprise is considered to be developed when it meets the following condition:
Condition 1: It posts higher sales following Agency intervention.

Baseline

Treatment

Reliability

DA: All enterprises having received Agency financial assistance to foster their development (between 2007 and 2009)

DA: Number of enterprises supported (160) that still exist three years after the date for attaining the indicator / Total number of enterprises supported (189)

DA: Very high

Data missing: 9%

(160/189)*100=85%

3.2. Subprogram 1.1.1 Support for Entrepreneurship

3.2.1. Expected results

RESULT: Enterprises are started up or transferred

Indicator: Number of startup enterprises
Data: 78 (DA: 20 + IG: 58)
Source: Hermès management information system + Enterprises' financial statements
Explanation: At the Agency, an enterprise is considered to have started up when it meets two conditions:
Condition 1: It has been in operation for at least one year; and
Condition 2: It is generating income amounting to at least 80% of its expenditures.

Baseline

Treatment

Reliability

DA: All enterprises having received Agency financial assistance for the creation or startup of their enterprise

DA: Enterprises supported that meet the two startup conditions (20)

DA: Very high

Data missing: 21%

IG: All enterprises having received service from an intermediary group for the creation or startup of their enterprise

IG: Enterprises supported that meet the two startup conditions (58)

IG: High

Data missing: 10%

20+58=78

3.2.2. Data from the Performance Analysis and Lessons Learned section

Indicator: Proportion of funding awarded to projects located in Quebec communities with low economic growth potential
Data: 31%
Source: Hermès management information system

Baseline

Treatment

Reliability

Enterprises' Performance SP: All projects having received Agency financial assistance

Amount of assistance to projects in communities with low economic growth potential ($33,779,798) / Total amount of assistance ($109,441,868)

Very high

Data missing: 0%

($33,779,798/$109,441,868)*100=31%

3.3 Subprogram 1.1.2 Enterprises' Performance

3.3.1. Results expected

RESULT: Enterprises improve their performance

Indicator: Percentage of enterprises supported having maintained or increased their sales or self-generated revenue
Data: 61%
Source: Hermès financial information system + Financial statements
Explanation: Information on enterprises' sales or self-generated revenue, between 2008 and 2012 (calculation based on the calendar year).

Baseline

Treatment

Reliability

DA: All enterprises having received Agency financial assistance to improve their performance

DA: Number of enterprises having seen an increase in their sales or self-generated revenue (325) / Number of enterprises supported (530)

Very high

Data missing: 25%

(325/530)*100 = 61%

3.3.2. Data from the Performance Analysis and Lessons Learned section

Number of projects supported to sustain Enterprises' Performance: The number of projects supported corresponds to projects for which expenditures were made by the Agency during a given period.

Indicator	Treatment	Data	Reliability
Number of projects supported	None	431 projects	Very high

Spending to support Enterprises' Performance: Spending corresponds to all expenditures made by the Agency for a given period.

Indicator	Treatment	Data	Reliability
Total actual spending	None	$95.2M	Very high

Indicator: The Agency contributed to business development
Data: 3,106 (details in the next table)
Source: Hermès management information system

Baseline	Treatment	Reliability
Enterprises supported by the Agency under the Enterprises' Performance SP	Sum of 581 in Productivity and Expansion + 988 in Innovation and Technology Transfer + 1,537 in Commercialization and Exports (including 99 Newly Exporting)	Medium: High risk of double counting Data missing: DA: 0% IG: 37%
	581+988+1,537=3,106

Indicator: The Agency contributed to business development – IN DETAIL
Data: 581 + 988 + 1,537 = 3,106
Source: Hermès management information system

Baseline	Treatment	Reliability
All enterprises supported by the Agency under the Productivity and Expansion component	DA: 197 + IG: 384 = 581	High Data missing: DA: 0% IG: 17%
All enterprises supported by the Agency under the Innovation and Technology Transfer component	DA: 41 + IG: 947 = 988	High Data missing: DA: 0% IG: 40%
All enterprises supported by the Agency under the Commercialization and Exports component	DA: 71 + IG: 1,466^* = 1,537	Very high Data missing: DA: 0% IG: 7%
All newly exporting enterprises under the Commercialization and Exports component	DA: 16 + IG: 83 = 99	Very high Data missing: DA: 0% IG: 36%

* Data for regional export promotion organizations (ORPEXs) only.

Indicator: Sales increase higher for certain enterprises than the average (61%)
Data: 82% and 69%
Source: Hermès management information system + Enterprises' financial statements
Explanation: Calculation based on sales increases of enterprises supported, by component.

Baseline

Treatment

Reliability

All enterprises supported by the Agency under the Productivity and Expansion component

Value attained ($2,314,790,508) – Baseline value ($1,826,660,486) / Baseline value ($1,826,660,486) = 27%

Very high

Data missing: 21%

All enterprises supported by the Agency under the Innovation and Technology Transfer component

Value attained ($126,093,720) – Baseline value ($69,305,929) / Baseline value ($69,305,929) = 82%

Very high

Data missing: 32%

All enterprises supported by the Agency under the Commercialization and Exports component

Value attained ($396,014,489) – Baseline value ($233,802,007) / Baseline value ($233,802,007) = 69%

Very high

Data missing: 30%

4. Program 1.2 Regional Economic Development

4.1. Data appearing in the table

4.1.1. Overall results

Total number of projects supported: The total number of projects supported corresponds to projects for which expenditures were made by the Agency during a given period.

Indicator	Treatment	Data	Reliability
Total number of projects supported	None	126 projects	Very high

Total actual spending: Total actual spending corresponds to all expenditures made by the Agency for a given period.

Indicator	Treatment	Data	Reliability
Total actual spending	None	$39.2M	Very high

Indicator	Treatment	Data	Reliability
Share of Agency's actual spending	None	15.8%	Very high

4.1.2. Final results expected

RESULT: Quebec regions have a stronger economic base
This result is measurable after three years. Consequently, data are partial, since they reflect only one year of implementation.

Indicator: Amount of total investment generated in regions supported that have completed implementation of their development projects
Data: $24.2M
Source: Hermès management information system
Explanation: The amount of investment generated corresponds to the sum of the total value of projects supported under the Development Strategies component and the total value of projects supported under the Community Economic Facilities component which constitute implementation initiatives (as opposed to community facilities planning projects).

Baseline	Treatment	Reliability
All Development Strategies component implementation projects and Community Economic Facilities (CEF) component implementation projects	Value of Development Strategies component implementation projects (not available) + Value of CEF implementation projects ($24,157,932)	Very high
	=$24,157,932

Indicator: Amount of spending by tourists from outside Quebec drawn to the regions supported
Data: $3.3G
Source: Tourisme Québec, Les plus récentes données sur le tourisme au Québec (Latest data on tourism in Quebec), based on Statistics Canada, Travel Survey of Residents of Canada and International Travel Survey.

Baseline	Treatment	Reliability
Amount of spending by tourists from outside Quebec drawn to Quebec for 2011 (latest year available)	Spending by tourists from other provinces ($1,177M) + Spending by tourists from the United States ($1,044M) + Spending by tourists from other countries ($1,112M)	Very high
	1,177+1,044+1,112=$3,333M

Indicator: Amount of foreign direct investment maintained or attracted to the regions supported
Data: $886.1M
Source: Hermès management information system + Annual report or In-house report from organizations supported

Baseline	Treatment	Reliability
All foreign direct investment projects	Sum of the investment amounts recorded in annual reports or internal reports of organizations supported	High

4.2. Subprogram 1.2.1 Mobilization of regions

4.2.1 Results expected

RESULT: Communities take charge of their economic development

Indicator: Percentage of communities supported that implement mobilization projects
Data: Not available this year
Source: Hermès management information system

4.2.2. Data from the Performance Analysis and Lessons Learned section

Number of projects supported in Mobilization of Regions: The number of projects supported corresponds to projects for which expenditures were made by the Agency during a given period.

Indicator	Treatment	Data	Reliability
Total number of projects supported	None	27 projects	Very high

Total spending in Mobilization of Regions: Total spending corresponds to all expenditures made by the Agency for a given period.

Indicator	Treatment	Data	Reliability
Total actual spending	None	$3.6M	Very high

Indicator: Number of communities supported in their mobilization efforts
Data: 14 individual communities
Source: Hermès management information system

Baseline

Treatment

Reliability

Mobilization of Regions component: All projects having received Agency financial assistance

Number of individual communities (14) having received assistance

Very high

Data missing: 0%

14 individual communities

4.3. Subprogram1.2.2 Investment in the regions

4.3.1. Results expected

RESULT: Quebec regions attract investment

Indicator: Percentage of communities supported that are implementing community facilities projects
Data: 77%
Source: Hermès management information system

Baseline

Treatment

Reliability

All community facilities projects, Community Economic Facilities component

Number of individual communities benefiting from implementation of a CEF (10) / Total number of individual communities benefiting from a CEF project – planning and implementation (13)

Very high

Data missing: 0%

(10/13)*100=76.9%

Indicator: Number of tourists from outside Quebec attracted to the regions
Data: $5.9M
Source: Tourisme Québec, Les plus récentes données sur le tourisme au Québec (Latest data on tourism in Quebec), based on Statistics Canada, Travel Survey of Residents of Canada and International Travel Survey.
Explanation: Average over the last three available years (2009, 2010 and 2011) of the number of tourists from outside Quebec, i.e., those from other Canadian provinces, the United States and other countries. Calculation based on tourists, but excluding daytrippers.

Baseline	Treatment	Reliability
Number of tourists from outside Quebec drawn to Quebec in 2009, 2010 and 2011	Average number of tourists from outside Quebec for the last three available years: 2009: 5,467,000; 2010: 6,185,000; and 2011: 6,134,000	Very high
	(5.467+6.185+6.134)/3=5.928M

Indicator: Number of international organizations and foreign firms maintained in or attracted to the regions supported
Data: 44
Source: Hermès management information system + Annual report or In-house report from organizations supported

Baseline	Treatment	Reliability
All Promotion of Regional Assets component foreign direct investment projects	Number of enterprises maintained or attracted	High
	44 enterprises

5. Program 1.3 Strengthening of Community Economies

5.1. Data appearing in the table

5.1.1. Overall results

Total number of projects supported: The total number of projects supported corresponds to projects for which expenditures were made by the Agency during a given period.

Indicator	Treatment	Data	Reliability
Total number of projects approved	None	266 projects	Very high

Number of Canada-wide programs and ad-hoc initiatives implemented: The 11 Canada-wide programs and ad-hoc initiatives implemented by the Agency are: Community Futures Program (CFP), Temporary Initiative for the Strengthening of Quebec's Forest Economies (TISQFE), Support Initiative for International Cruise Development Along the St. Lawrence and Saguenay Rivers (Cruise Initiative), Roadmap for Canada's Linguistic Duality Economic Development Initiative (EDI), Community Infrastructure Improvement Fund (CIIF), Program to Fund Construction of a Gas Pipeline Between Vallée-Jonction and Thetford Mines, Montreal Planetarium, Canada-Quebec Agreements to Support Sustainable Management of Quebec Forests, Building Canada Fund (BCF) and Municipal Rural Infrastructure Fund (MRIF).

Indicator	Treatment	Data	Reliability
Number of programs	None	11	Very high

Total actual spending: Total actual spending corresponds to all expenditures made by the Agency for a given period.

Indicator	Treatment	Data	Reliability
Total actual spending	None	$98.9M	Very high

Indicator	Treatment	Data	Reliability
Share of Agency's actual spending	None	40%	Very high

5.1.2. Final results expected

RESULT: Quebec communities have a stronger economic base
This result is measurable after three years. Consequently, data are partial, since they reflect only one year of implementation.

Indicator: Value of total investment generated in communities
Data: $544.4M
Source: Hermès management information system
Explanation: The value of total investment generated corresponds to the sum of the total value of projects supported under the Targeted Ad-hoc Support component.

Baseline

Treatment

Reliability

All projects supported under the Targeted Ad-hoc Support SP

Sum of total value of investment generated in communities:^Footnote122

Community Futures Program: $226.7M
Building Canada Fund and Municipal Rural Infrastructure Fund: $57M
Temporary Initiative for the Strengthening of Quebec's Forest Economies: $143.6M
International Cruise Development Initiative:^Footnote123 $54.4M
Linguistic Duality Economic Development Initiative: $11.2M
Ad-hoc project: Gas pipeline: $24.7M
Ad-hoc project: Planetarium: $48M
Ad-hoc projects: Canada-Quebec Agreements to Support Sustainable Management of Quebec Forests: $12M
Community Infrastructure Improvement Fund:

Very high

Data missing: 0%

226.7+143.6+54.4+11.2+24.7+48+12+23.8=544.4M

5.2 Data from the Performance Analysis and Lessons Learned section

Indicator: Proportion of communities with low economic growth potential supported
Data: 80%
Source: Hermès management information system

Baseline

Treatment

Reliability

Targeted Ad-hoc Support SP: All projects having received Agency financial assistance

Expenditures in the 68 low growth potential communities ($79,444,158) / Expenditures under the Targeted Ad-hoc Support SP ($98,871,557)

Very high

Data missing: 0%

($79,444,158/$98,871,557)*100=80%

Subprogram 1.3.1 Community Futures Program (CFP)

5.2.1. Results expected

RESULT: Quebec communities are economically sustainable

Number of economic development initiatives implemented: The number of initiatives implemented corresponds to the sum of economic development projects supported by CFDCs under the Community Futures Program (CFP).

Indicator	Treatment	Data	Reliability
Number of initiatives implemented	None	290	Very high

Indicator: Percentage of entrepreneurs carrying out pre-startup, startup or acquisition of an enterprise with support from CDOs
Data: 65%
Source: Hermès management information system + Promoters' reports

Baseline

Treatment

Reliability

All projects supported under CFP

Number of individuals having drawn up a business plan (228) + Number of enterprises created (152) + Number of enterprises acquired (205) / Number of individuals or enterprises having received enterprise accompaniment, pre-startup, startup or acquisition services (902)

Very high

Data missing: 1%

((228+152+205)/902)*100=65%

Indicator: Percentage of enterprises carrying out recovery, expansion of modernization projects with support from CDOs
Data: 75%
Source: Hermès management information system + Promoters' reports

Baseline

Treatment

Reliability

All projects supported under CFP

Number of enterprises having recovered, modernized or expanded (720) / Number of enterprises having recovered, modernized or expanded that received accompaniment services (959)

Very high

Data missing: 1%

(720/959)*100=75%

5.2.2. Data from the Performance Analysis and Lessons Learned section

Number of projects supported under CFP: The number of projects supported corresponds to projects for which expenditures were made by the Agency during a given period.

Indicator

Treatment

Data

Reliability

Total number of projects supported

None

1,861 projects

Very high

Data missing: 1%

Total spending under CFP: Total spending corresponds to all expenditures made by the Agency for a given period.

Indicator

Treatment

Data

Reliability

Total actual spending

None

$28.6M

Very high

Data missing: 1%

5.3. Subprogram 1.3.3 Targeted Ad-hoc Support

5.3.1. Results expected

RESULT: Communities have ad-hoc support available for stabilizing or strengthening their economies

Indicator: Percentage of communities supported receiving ad-hoc support – TISQFE
Data: 87%
Source: Hermès management information system

Baseline

Treatment

Reliability

All projects under TISQFE

Number of communities affected (47) / Number of communities targeted by the initiative (54)

Very high

Data missing: 0%

(47/54)*100=87%

Indicator: Percentage of communities supported receiving ad-hoc support – Cruise Initiative
Data: 100%
Source: Hermès management information system

Baseline	Treatment	Reliability
All projects under Cruise Initiative	Number of communities affected (7) / Number of communities targeted by the initiative (7)	Very high
	(7/7)100=100%*

Indicator: Percentage of communities supported receiving ad-hoc support – EDI
Data: 44%
Source: Hermès management information system

Baseline

Treatment

Reliability

All projects under EDI

Number of communities affected (46) / Total number of communities in Quebec (104)

Very high

Data missing: 0%

(46/104)*100=44%

Indicator: Percentage of communities supported receiving ad-hoc support – Gas pipeline
Data: 100%
Source: Hermès management information system

Baseline

Treatment

Reliability

Gas pipeline project

Number of communities affected (1) / Number of communities targeted by the initiative (1)

Very high

Data missing: 0%

(1/1)*100=100%

Indicator: Percentage of communities supported receiving ad-hoc support – Planetarium
Data: 100%
Source: Hermès management information system

Baseline

Treatment

Reliability

Planetarium project

Number of communities affected (1) / Number of communities targeted by the initiative (1)

Very high

Data missing: 0%

(1/1)*100=100%

5.3.2. Data from the Performance Analysis and Lessons Learned section

Number of projects supported under Targeted Ad-hoc Support: The number of projects supported corresponds to projects for which expenditures were made by the Agency during a given period.

Indicator	Treatment	Data	Reliability
Total number of projects supported	None	195 projects	Very high

Total spending under Targeted Ad-hoc Support: Total spending corresponds to all expenditures made by the Agency for a given period.

Indicator	Treatment	Data	Reliability
Total actual spending	None	$70.3M	Very high

5.3.2.1. Temporary Initiative for the Strengthening of Quebec's Forest Economies (TISQFE)

Total number of projects supported under TISQFE: The total number of projects supported corresponds to projects for which expenditures were made by the Agency during a given period.

Indicator	Treatment	Data	Reliability
Total number of projects supported	None	115 projects	Very high

Total spending under Targeted Ad-hoc Support: Total spending corresponds to all expenditures made by the Agency for a given period.

Indicator	Treatment	Data	Reliability
Total actual spending	None	$22.7M	Very high

5.3.2.2. Support Initiative for International Cruise Development on the St. Lawrence River (Cruise Initiative)

Total number of projects supported under Cruise Initiative: The total number of projects supported corresponds to projects for which expenditures were made by the Agency during a given period.

Indicator	Treatment	Data	Reliability
Total number of projects supported	None	24 projects	Very high

Total actual spending under Cruise Initiative: Total spending corresponds to all expenditures made by the Agency for a given period.

Indicator	Treatment	Data	Reliability
Total actual spending	None	$12.3M	Very high

5.3.2.3. Linguistic Duality Economic Development Initiative (EDI)

Number of projects supported under EDI: The total number of projects supported corresponds to projects for which expenditures were made by the Agency during a given period.

Indicator	Treatment	Data	Reliability
Total number of projects supported	None	20 projects	Very high

Total spending under EDI: Total spending corresponds to all expenditures made by the Agency for a given period.

Indicator	Treatment	Data	Reliability
Total actual spending	None	$2.7M	Very high

5.2.3.4. Community Infrastructure Improvement Fund (CIIF)

Number of projects supported under CIIF: The total number of projects supported corresponds to projects for which expenditures were made by the Agency during a given period.

Indicator	Treatment	Data	Reliability
Total number of projects supported	None	32 projects	Very high

Total spending under CIIF: Total spending corresponds to all expenditures made by the Agency for a given period.

Indicator	Treatment	Data	Reliability
Total actual spending	None	$1.5M	Very high

3.4 Tax Expenditures and Evaluations Report

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 publishes cost estimates and projections for these measures annually in its Tax Expenditures and Evaluations publication. The tax measures presented in that publication are the sole responsibility of the Minister of Finance.

Section IV – Other Items of Interest

4.1 Organizational Contact Information

Pierre Bordeleau
Executive Director
Corporate Services

Economic Development Agency of Canada for the Regions of Quebec
Dominion Square Building
1255 Peel Street, Suite 900
Montreal, Quebec H3B 2T9
Telephone: 514-283-4565
Fax: 514-496-5449
E-mail: pierre.bordeleau@dec-ced.gc.ca

4.2 Additional Information

The following information may be found on the Agency's website:

Agency Performance Measurement Methodology

1. Tracking of Projects

Projects supported by the Agency are tracked by means of a performance data collection system, in place since April 1, 2007. On April 1, 2012, a new Performance Management Framework (PMF) was implemented, reflecting the Agency's new Program Alignment Architecture (PAA) and its new regular program (QEDP). Thus, for 2012-13, project tracking exhibits 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. For instance, it is only after one or two years that an enterprise's development activities will have an observable impact on its sales. The same is true for many activities supported through Agency programs, whether in market development, technology transfer or enterprise startups.

To report on the use of funding awarded by the Agency in 2012-13 and on intermediate and final results, two main baselines are used in this report:

Projects for which an expenditure was made in 2012-13. This baseline tells us about the number of economic development projects which received financial assistance from the Agency and the amount of that assistance. This baseline contains data on input indicators.
Projects which have reached the scheduled date for attaining longer-term results (e.g., maintaining or increasing sales). This baseline is used to measure the performance of Agency programs with respect to the economic development of Quebec and of enterprises, regions and communities. It contains projects for which expenditures were made prior to 2012-13, primarily between 2007 and 2011.

Moreover, Agency intervention takes place in two ways, through projects involving:

direct assistance: by offering financial support to a client, whether an enterprise or an NPO. For instance, a contribution to an enterprise (client) wishing to acquire new equipment with a view to modernizing its facility;
intermediary groups (IGs): by awarding financial assistance to a client that will offer its services to a third party. For instance, a contribution to an incubator (client) that will support new entrepreneurs (recipients) so they can start up their enterprises.

2. Data Collection for Performance Information

a. Reliability of Performance Data

For projects involving direct assistance, project results are tracked by business office advisors, as part of regular customer agreement follow-up activities. Generally speaking, the data come from enterprises' financial statements, thus yielding a high level of reliability. Instructions for using and inputting indicators and appropriate quality controls ensure standardized input of data into the Hermès financial system. In that regard, simplification and automation efforts have reduced the time advisors devote to tracking the performance of each project.

In the context of intermediary groups' projects, the Agency has introduced a new data collection strategy in order to measure the impact of IGs' intervention in relation to their recipients. This approach, which involves tracking IGs' clientele directly, is based on obtaining a list of accompanied recipients so the Agency can forward a survey to them. An initial introductory phase of this tracking strategy was carried out with respect to a group of organizations providing commercialization and export-oriented services. To date, the results obtained have been conclusive and yield more reliable information on the services offered to recipients. This procedure helps avoid a situation where an enterprise is counted twice, through direct assistance or through different intermediary groups. Note that this approach will be broadened to all IGs supported by the Agency in the years to come.

The Technical Notes section of Appendix 1 provides detailed information on the reliability of the data presented in this Report. Indeed, the findings of the internal audit on the integrity of the information from the Hermès system conducted by the Agency in 2009 confirm that the information contained in the Hermès Programmes application, the Agency's tracking system, is reliable for decision-making and information purposes.

b. Extent to Which Results Can Be Attributed

The Agency works closely with several departments and agencies of the Government of Canada and the Quebec government, and with many local and regional stakeholders. This collaboration is reflected in the financial packages put together for projects. That is why the Agency cannot itself take credit or claim responsibility for all the results obtained. It is therefore fair to say that the financial assistance awarded by the Agency for the completion of projects contributes to attainment of the results observed.

Footnote 1

2012-13 Part II – Main Estimates, p. 97.

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Footnote 2

Consult the text of the Economic Development Agency of Canada for the Regions of Quebec Act

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Footnote 3

By "community," the Agency means Quebec's 104 regional county municipalities (RCMs) and equivalent territories.

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Footnote 4

Canada Economic Development for Quebec Regions - Business offices

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Footnote 5

Changes have been made by the Treasury Board Secretariat to the nomenclature of the PAA pursuant to the Policy on Management, Resources, and Results Structures (Policy on MRRS). These changes in terminology have been in effect since April 2012. Consequently, the nomenclature used in this DPR is different from that in its related RPP. The main modifications are as follows: "program activity architecture" becomes "program alignment architecture"; "program activity" becomes "program"; and "program subactivity" becomes "subprogram." Note that a G&C or transfer payment program does not correspond to a PAA program.

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Footnote 6

In 2012-13, the Agency approved 259 new projects in its "Business Development" PAA program, representing $124.3 million in authorized financial assistance. The discrepancy of 31 projects and $15.7 million from the data presented in Priority #1 is attributable to the exclusion of the Agency's efforts to contribute to the expansion of enterprises and the structuring of networks, so as to respect the intention set out in the RPP 2012-13.

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Footnote 7

Main Estimates are tabled in Parliament prior to the start of the fiscal year. Planned spending comprises the Main Estimates as well as additional authorities at the time of publication of the Report on Plans and Priorities. Total authorities therefore represent Main Estimates plus Supplementary Estimates for the year ending March 31, 2013. The Agency's total actual expenditures correspond to actual expenditures as indicated in the Public Accounts.

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Footnote 8

This chart includes grant and contribution expenditures and operating expenditures.

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Footnote 9

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Footnote 10

Since the Agency made substantial changes to its PAA in 2012, its actual spending for 2010-11 and 2011-12 is available in terms of the old PAA in the Agency's Public Accounts.

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Footnote 11

Idem.

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Footnote 12

Main Estimates are tabled in Parliament prior to the start of the fiscal year. Planned spending comprises the Main Estimates as well as additional authorities at the time of publication of the Report on Plans and Priorities. Total authorities therefore represent Main Estimates plus Supplementary Estimates for the year ending March 31, 2013. The Agency's total actual spending correspond to actual spending as indicated in the Public Accounts.

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Footnote 13

Idem.

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Footnote 14

With the exception of the Community Infrastructure Improvement Fund (CIIF).

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Footnote 15

The Agency's Canada-wide programs and ad-hoc initiatives between April 1, 2009 and April 1, 2016 are: Infrastructure Canada Program, Canadian Apparel and Textile Industries Program – CANtex component, Social Economy Support Initiative for Quebec, Linguistic Duality Economic Development Initiative, Support Initiative for International Cruise Development, Physical Education and Sport Centre (PEPS) at Laval University, Contribution Program to Supply the Municipality of Shannon with Drinking Water, Community Adjustment Fund, Recreational Infrastructure Canada Program, Building Canada Fund–Quebec, Broadband Network in James Bay, Temporary Initiative for the Strengthening of Quebec's Forest Economies, Program to Finance the Construction of a Natural Gas Pipeline between Vallée-Jonction and Thetford Mines, Montreal Planetarium, Canada-Quebec Agreements to Support Sustainable Management of Quebec Forests and Community Infrastructure Improvement Fund.

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Footnote 16

Public Works and Government Services Canada - Public Accounts of Canada

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Footnote 17

Canadian Environmental Assessment Agency

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Footnote 18

Canada Economic Development for Quebec Regions - Public statements

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Footnote 19

Canada Economic Development for Quebec Regions - Environmental affairs

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Footnote 20

Environment Canada - Sustainable Development

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Footnote 21

Further information is available in section 4.2, Additional Information, Agency Performance Measurement Methodology. Information on data sources and their processing and reliability is available in Appendix 1 of the DPR: Technical Notes on Performance Data.

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Footnote 22

The total number of projects supported corresponds to projects for which expenditures were made by the Agency during a given period. The above result excludes projects associated with the "Modernization of Infrastructure" subprogram.

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Footnote 23

The total number of projects approved corresponds to projects newly approved by the Agency during a given period. The above result excludes projects associated with the "Modernization of Infrastructure" subprogram.

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Footnote 24

The leverage effect compares financial assistance approved by the Agency with funding from promoters and other sources. The above result excludes projects associated with the "Modernization of Infrastructure" subprogram.

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Footnote 25

Not applicable. In line with the Agency's Performance Measurement Framework (PMF), performance indicators concerning the organization's strategic outcome are monitored and measured every five years. These data will be available on April 1, 2017.

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Footnote 26

Measured by the progression of the economic variables in the Agency's economic development index (e.g., participation rate, level of entrepreneurship and exporting establishments, value of building permits, productivity, patents and diversification).

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Footnote 27

Statistics Canada (2013), Economic Impact Study – 2001 to 2010.

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Footnote 28

This involves the Agency's efforts in connection with the Industrial and Regional Benefits (IRB) policy. For further information on the policy, please consult: The Agency and the Industrial and Regional Benefits Policy.

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Footnote 29

Agency, Annual Customer Satisfaction Survey, Montreal (2013).

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Footnote 30

Agency, Formative Evaluation of the Community Diversification and Business and Regional Growth programs, Montreal (2010).

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Footnote 31

This table includes grant and contribution expenditures and operating expenditures.

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Footnote 32

Parliamentary authorities are awarded by global vote. So authorities by Program Alignment Architecture (PAA) program are estimates, and are presented as a guide only.

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Footnote 33

The breakdown of human resources by PAA program and subprogram is estimated, and presented as a guide only. For methodological reasons, no conclusion can be drawn from the difference between planned and actual FTEs in 2012-13. This change will be made in the Agency's RPP 2014-15 in the interest of enhanced data quality. In fact, the total number of FTEs is based on the available payroll and average salary for Agency employees. The breakdown of FTEs through the PAA is carried out subsequently. While the RPP 2012-13 breaks down planned FTEs on the basis of G&C commitments, this Departmental Performance Report breaks down actual FTEs on the basis of time worked by employees.

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Footnote 34

The total number of projects supported corresponds to projects for which expenditures were made by the Agency during a given period.

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Footnote 35

Final results correspond to results obtained in the medium term by projects funded prior to 2012-13 which terminated three years after Agency funding ended. The final results presented in this table are based on data forwarded by promoters from their financial statements and input into the internal system (Hermès).

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Footnote 36

Since the transfer of an existing enterprise to a new generation of entrepreneurs is a new intermediate result targeted by the Agency under the QEDP, final results for those projects will be available only on March 31, 2015.

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Footnote 37

Ministère du Développement économique, de l'Innovation et de l'Exportation (Ministry of Economic Development, Innovation and Export Trade) (2008), Taux de survie des nouvelles entreprises au Québec (Survival rate of new enterprises in Quebec), Government of Quebec.

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Footnote 38

Idem.

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Footnote 39

Statistics Canada (2013), Economic Impact Study – 2001 to 2010.

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Footnote 40

Office of the Auditor General of Canada (2012), Chapter 2 – Grant and Contribution Program Reforms.

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Footnote 41

Agency (2010), Formative Evaluation of the Community Diversification and Business and Regional Growth programs, Montreal.

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Footnote 42

These are the two subprograms specifically targeted in the Departmental Sustainable Development Strategy 2011-2013.

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Footnote 43

This result does not include projects funded by the Agency through intermediary groups.

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Footnote 44

Fondation de l'entrepreneurship (2010), Indice entrepreneurial québécois : Qu'est-ce que les Québécois ont dans le ventre (Quebec's entrepreneurship index: What are Quebecers made of?).

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Footnote 45

MDEIE (2010), Le renouvellement de l'entrepreneuriat au Québec : un regard sur 2013 et 2018 (Renewing entrepreneurship in Quebec: Looking forward to 2013 and 2018).

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Footnote 46

This table includes grant and contribution expenditures and operating expenditures.

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Footnote 47

Please see footnote 33.

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Footnote 48

The intermediate results presented in this table are based on data forwarded by promoters, from their financial statements or other supporting documents, and input into the internal system (Hermès).

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Footnote 49

Since the transfer of an existing enterprise to a new generation of entrepreneurs is a new intermediate result targeted by the Agency under the QEDP, this result will be available only on March 31, 2014.

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Footnote 50

Government of Canada - Budget 2013

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Footnote 51

Agency (2012), Summative Evaluation of the Community Diversification Program.

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Footnote 52

An enterprise has started up when it has been in operation for at least one year and is generating income amounting to at least 80% of its expenditures. It often takes more than two years for an enterprise to meet the criteria of the Agency's new definition.

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Footnote 53

Agency (2012), Summative Evaluation of the Community Diversification Program.

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Footnote 54

Ministère des Finances (Ministry of Finance), Plan budgétaire 2012-2013 (Budget 2012-13), Government of Quebec, p. B66

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Footnote 55

The CBN is funded from the Agency's operating budget.

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Footnote 56

This table includes grant and contribution expenditures and operating expenditures.

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Footnote 57

Please see footnote 33.

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Footnote 58

With a view to improving the quality and reliability of performance data, the indicators on sales and self-generated revenue have been merged. The Agency made this correction in its Performance Management Framework 2014-15.

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Footnote 59

Agency (2012), Summative Evaluation of the Business and Regional Growth Program, Montreal.

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Footnote 60

Statistics Canada (2013), Economic Impact Study – 2001 to 2010.

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Footnote 61

This table includes grants and contributions expenditures and operating expenditures.

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Footnote 62

Parliamentary authorities are awarded by global vote. So authorities by Program Alignment Architecture (PAA) program are estimates, and are presented as a guide only.

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Footnote 63

The breakdown of human resources by PAA program and subprogram is estimated, and presented as a guide only. For methodological reasons, no conclusion can be drawn from the difference between planned and actual FTEs in 2012-13. This change will be made in the Agency's RPP 2014-15 in the interest of enhanced data quality. In fact, the total number of FTEs is based on the available payroll and average salary for Agency employees. The breakdown of FTEs through the PAA is carried out subsequently. While the RPP 2012-13 breaks down planned FTEs on the basis of G&C commitments, this Departmental Performance Report breaks down actual FTEs on the basis of time worked by employees.

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Footnote 64

Tourisme Québec (2013), Le tourisme au Québec en bref – 2011 (Tourism in Quebec in brief – 2011).

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Footnote 65

Montreal International (2012), 2012 Activity Report and Quebec International (2012), Annual Report 2012.

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Footnote 66

This table includes grant and contribution expenditures and operating expenditures.

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Footnote 67

Please see footnote 60.

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Footnote 68

Agency (2012), Summative Evaluation of the Community Diversification Program.

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Footnote 69

Idem. This is an example of a project used in the case studies carried out for this evaluation.

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Footnote 70

Agency (2010), Departmental Performance Report of the Economic Development Agency of Canada for the Regions of Quebec for the Period Ending March 31, 2010, Montreal.

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Footnote 71

Centre sur la productivité et la prospérité (2010), Ouverture aux investissements directs étrangers et productivité au Canada (Openness to foreign direct investment and productivity in Canada), Montreal, HEC Montréal.

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Footnote 72

Statistics Canada (2012), Foreign and Domestic Investment in Canada: 2009 to 2011, CED compilation.

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Footnote 73

This table includes grant and contribution expenditures and operating expenditures.

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Footnote 74

Please see footnote 63.

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Footnote 75

Tourisme Québec (2013), Le tourisme au Québec en bref – 2011 (Tourism in Quebec in brief – 2011). This represents the average number of tourists from outside Quebec from 2009 to 2011 so as to eliminate fluctuations resulting from the economic situation.

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Footnote 76

Government of Canada - Budget 2013

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Footnote 77

Montreal International (2012), 2012 Activity Report and Quebec International (2012), Annual Report 2012.

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Footnote 78

SECOR (2012), Les retombées économiques associées aux activités des organisations internationales – révision de 2010. (Economic spinoffs associated with international organizations: Update for 2010).

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Footnote 79

This table includes grant and contribution expenditures and operating expenditures.

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Footnote 80

Parliamentary authorities are awarded by global vote. So authorities by Program Alignment Architecture (PAA) program are estimates, and are presented as a guide only.

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Footnote 81

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Footnote 82

The above result excludes projects associated with the "Modernization of Infrastructure" subprogram.

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Footnote 83

The 11 Canada-wide programs and ad-hoc initiatives implemented by the Agency are: Community Futures Program (CFP), Temporary Initiative for the Strengthening of Quebec's Forest Economies (TISQFE), Support Initiative for International Cruise Development Along the St. Lawrence and Saguenay Rivers (Cruise Initiative), Roadmap for Canada's Linguistic Duality Economic Development Initiative (EDI), Community Infrastructure Improvement Fund (CIIF), Program to Fund Construction of a Gas Pipeline Between Vallée-Jonction and Thetford Mines, Montreal Planetarium, two Canada-Quebec Agreements to Support Sustainable Management of Quebec Forests, Building Canada Fund (BCF) and Municipal Rural Infrastructure Fund (MRIF).

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Footnote 84

The above result excludes projects associated with the "Modernization of Infrastructure" subprogram.

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Footnote 85

These amounts represent the federal share of funding awarded ($345 million) and disbursements made ($57 million) in 2012-13. Overall, the federal contribution is one-third of total costs of all the projects.

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Footnote 86

Since this initiative terminated March 31, 2013, the Agency established its associated targets for 2012-13.

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Footnote 87

Idem.

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Footnote 88

Idem.

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Footnote 89

Idem.

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Footnote 90

Idem.

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Footnote 91

Since these initiatives were designed during the course of the year, the Agency set the associated target in the RPP 2013-2014.

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Footnote 92

Idem.

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Footnote 93

The three new ad-hoc initiatives drawn up and delivered by the Agency in 2012-13 in Quebec were: the Community Infrastructure Improvement Fund (CIIF) and two Canada-Quebec Agreements to Support Sustainable Management of Quebec Forests.

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Footnote 94

The above result excludes projects associated with the "Modernization of Infrastructure" subprogram.

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Footnote 95

The Agency's five ad-hoc initiatives which terminated March 31, 2013 were: Temporary Initiative for the Strengthening of Quebec's Forest Economies (TISQFE), Support Initiative for International Cruise Development Along the St. Lawrence and Saguenay Rivers (Cruise Initiative), Roadmap for Canada's Linguistic Duality Economic Development Initiative (EDI), Program to Fund Construction of a Gas Pipeline Between Vallée-Jonction and Thetford Mines and Montreal Planetarium.

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Footnote 96

Agency (2009), Evaluation of the Community Futures Program in Quebec – Final Report.

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Footnote 97

This table includes grant and contribution expenditures and operating expenditures.

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Footnote 98

Please see footnote 81.

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Footnote 99

This table includes grant and contribution expenditures and operating expenditures.

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Footnote 100

Please see footnote 81.

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Footnote 101

The geographical breakdown of Quebec differs within the framework of the "Modernization of Infrastructure" subprogram compared with the rest of the Agency's PAA, in order to facilitate its collaboration with the Quebec government.

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Footnote 102

Infrastructure Canada, Summative Evaluation Report: ICP Final Report (2010).

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Footnote 103

Refer to the Infrastructure Canada website.

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Footnote 104

This table includes grant and contribution expenditures and operating expenditures.

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Footnote 105

Please see footnote 81.

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Footnote 106

The three new ad-hoc initiatives drawn up and delivered by the Agency in 2012-13 in Quebec are: the Community Infrastructure Improvement Fund (CIIF) and the two Canada-Quebec Agreements to Support Sustainable Management of Quebec Forests.

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Footnote 107

Agency, Implementation Evaluation of the Support Initiative for International Cruise Development on the St. Lawrence and Saguenay Rivers (2012).

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Footnote 108

Goss Gilroy Inc., Évaluation de la composante IDE de la Feuille de route – DEC (Evaluation of the Roadmap EDI component – CED) (Ottawa, 2012), p. 26 [available in French only].

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Footnote 109

Parliamentary authorities are awarded by global vote. So authorities by Program Alignment Architecture (PAA) program are estimates, and are presented as a guide only.

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Footnote 110

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Footnote 111

Planned results for 2012-13 have been adjusted. For further information, please consult note 14 to the Agency's financial statements.

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Footnote 112

For comparison purposes, actual results for 2011-12 have been adjusted to reflect activities transferred to Shared Services Canada.

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Footnote 113

Expenses correspond to the economic resources used by the Agency during a period to deliver its PAA programs. Expenses are of two types: (i) transfer payments; and (ii) operating expenses. Expenses differ from the Agency's actual expenditures as presented in sections I and II of the Departmental Performance Report, since repayable contributions paid in 2012-13 are accounted for as loans, thus reducing total transfer payment expenses.

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Footnote 114

The "Strengthening of Community Economies" PAA program excludes the following transfer payment programs: Community Futures Program (CFP) and Program to Fund Construction of a Gas Pipeline Between Vallée- Jonction and Thetford Mines.

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Footnote 115

Treasury Board of Canada Secretariat - Population Affiliation Report

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Footnote 116

When the Report on Plans and Priorities (RPP) 2011-12 was drafted, information on the number of sheets of office paper purchased per employee at the Agency during 2009-10 was not available. But this information was accessible when the RPP 2012-13 was drafted, and is used in this Report.

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Footnote 117

Since the baseline was not available when the RPP 2011-12 was drafted, no target was set. But targets were added in the RPP 2012-13, and are used in this Report.

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Footnote 118

When the Report on Plans and Priorities (RPP) 2011-12 was drafted, information on the volume of copy paper purchased containing at least 30% recycled material in 2009-10 was not available. But this information had become accessible when the RPP 2012-13 was drafted, and is used in this Report in order to present the most up-to-date information possible.

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Footnote 119

In the RPP 2011-12, the Agency presented targets for the purchase of recycled paper for 2011-12 through 2013-14, whereas information on the volume of this type of paper purchased for the baseline year was not yet available. Once the data on the volume of recycled paper purchased for 2009-10 were received, the targets for 2012-13 and 2013-14 were revised upward. The target for 2011-12 remained unchanged, in order to facilitate reporting in this DPR.

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Footnote 120

All other revenue includes refunds of prior year expenditures, adjustments to prior year accruals, service fees, proceeds from disposal of Crown assets, interest revenues and other miscellaneous revenues.

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Footnote 121

Excludes projects aimed at enterprise expansion and network structuring so as to comply with the intention described in the RPP 2012-13.

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Footnote 122

The above result excludes projects associated with the "Modernization of Infrastructure" subprogram.

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Footnote 123

Since these initiatives terminated March 31, 2013, the Agency established its associated targets for 2012-13.

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Date modified:: 2013-11-05

Performance Report as of March 31, 2013

About this publication

Table of Contents

Message from the Minister

Section I – Organizational Overview

1.1 Raison d'êtreFootnote1 and Responsibilities

Agency Grant and Contribution Programs and Ad-hoc Initiatives in 2012-13

1.2 Strategic Outcome and Program Alignment Architecture

1.3 Organizational Priorities

1.4 Risk Analysis

1.5 Summary of Performance

Performance Analysis by PAA Program

1.6 Expenditure Profile

Figure 1: Actual and Planned Spending Trend, April 1, 2009 to April 1, 2016

1.7 Estimates by Vote

1.8 Contribution to the Federal Sustainable Development Strategy

Section II – Analysis of Programs and Subprograms by Strategic Outcome

2.1 Strategic Outcome #1

Performance Analysis and Lessons Learned

2.2 Program 1.1 – Business Development

Performance Analysis and Lessons Learned

Subprogram 1.1.1 – Support for Entrepreneurship

Performance Analysis and Lessons Learned

Subprogram 1.1.2 – Enterprises' Performance

Performance Analysis and Lessons Learned

2.3 Program 1.2 – Regional Economic Development

Performance Analysis and Lessons Learned

Subprogram 1.2.1 – Mobilization of regions

Performance Analysis and Lessons Learned

Subprogram 1.2.2 – Investment in the Regions

Performance Analysis and Lessons Learned

2.4 Program 1.3 – Strengthening of Community Economies

Performance Analysis and Lessons Learned

Subprogram 1.3.1 – Community Futures Program (CFP)

Performance Analysis and Lessons Learned

Subprogram 1.3.2 – Modernization of Infrastructure

Performance Analysis and Lessons Learned

Subprogram 1.3.3 – Targeted Ad-hoc Support

Performance Analysis and Lessons Learned

2.5 Program 1.4 – Internal Services

Performance Analysis

Section III – Supplementary Information

3.1 Financial Statements Highlights

3.1.1 Condensed Statement of Operations and Departmental Net Financial Position

3.1.2 Condensed Statement of Financial Position

3.2 Financial Statements

Supplementary information tables

Greening of Government Operations Table for 2012-13

Surplus electronic and electrical equipment (EEE) goal

Printing unit reduction goal

Paper consumption goal

Green meetings goal

Green procurement goals

Internal Audits and Evaluations

Sources of Non-respendable Revenue

Response to Parliamentary Committees

Report on User Fees Reporting

Appendix 1 – Technical Notes on Performance Data and Performance Status Rating

A. Technical Notes on Performance Data

1. Organizational Priorities

Priority #1: Support Quebec's economic growth by intensifying support for enterprise development

Priority #2: Support Quebec's economic growth by continuing support for regional economic development:

Priority #3: Continue strengthening community economies

2. Strategic Outcome

2.1. Data appearing in the table Strategic Outcome #1: Quebec's regions have a growing economy

2.1.1. Agency's overall results

2.2. Performance Indicators

2.3. Data from the Performance Analysis and Lessons Learned section

3. Program 1.1 Business Development

3.1. Data appearing in the table

3.1.1 Overall results

3.1.2. Expected final results

3.2. Subprogram 1.1.1 Support for Entrepreneurship

3.2.1. Expected results

3.2.2. Data from the Performance Analysis and Lessons Learned section

3.3 Subprogram 1.1.2 Enterprises' Performance

3.3.1. Results expected

3.3.2. Data from the Performance Analysis and Lessons Learned section

4. Program 1.2 Regional Economic Development

4.1. Data appearing in the table

1.1 Raison d'être^Footnote1 and Responsibilities