Treasury Board of Canada Secretariat
Symbol of the Government of Canada

ARCHIVED - Economic Development Agency of Canada for the Regions of Quebec

Warning This page has been archived.

Archived Content

Information identified as archived on the Web is for reference, research or recordkeeping purposes. It has not been altered or updated after the date of archiving. Web pages that are archived on the Web are not subject to the Government of Canada Web Standards. As per the Communications Policy of the Government of Canada, you can request alternate formats on the "Contact Us" page.

4 Other topics of interest

4.1 Citizen-focussed service

The Agency has contributed in several ways to improving this aspect of the MAF, notably through the Service Improvement Initiative, the Government On-line initiative and the steps it has taken to apply the Official Languages Act.

4.1.1 Service Improvement Initiative

For more than 10 years now, the Agency has been involved in a large-scale approach to offer quality services and ensure rigorous management of its program delivery. In fact, since 1997 the Agency has met the requirements of the ISO international standard with respect to quality management. All of its intervention tools are targeted by its service improvement plan.

Measurement of applicants' satisfaction and progress accomplished toward attaining Agency objectives

Since 2000, for consistency in the results attained by the Agency and to make it possible to compare them, the Agency's yearly survey has included questions concerning the satisfaction of the different applicants, drawn from the Government of Canada's Common Measurements Tool.

To evaluate its ability to meet the expectations of promoters of the projects it supports during the year, the Agency also uses the results of the post-service evaluation questionnaires it sends them.

Finally, the information gathered by the Agency through program evaluations or studies also informs its reflection and enables it to derive ways in which to improve its programs and services.

In short, to understand properly the needs and expectations of its targeted promoters and ensure the continuous improvement of its programs and services, the Agency uses several information sources.

The Agency's objectives concerning recipient satisfaction are established by means of historical data, frequently revised and approved by senior management. The Agency has obtained high levels of satisfaction over the past few years, and set itself the objective of maintaining them while pursuing its continuous improvement efforts. It also set itself service standards stating its commitment to offering quality service. These standards are published on its Web site and attached to correspondence addressed to promoters applying to the Agency.

The following table presents the Agency's results with respect to promoter satisfaction. The satisfaction levels recorded exceed the Agency's objectives or service standards in all cases except the time the Agency takes to respond to applications for financial assistance.

The variation from the Agency's goal may be attributable to different factors, among them the establishment of new initiatives by the Agency, adoption of a new project approval procedure, approval of new directions with respect to organizations, and the termination of the IDEA-SME and RSI programs as of March 31, 2007. These changes required a running-in period and entailed a significant increase in the number of files to be processed. This situation may have led to dissatisfaction among a number of promoters. In particular, the level of dissatisfaction of those who had already dealt with the Agency is higher than among new promoters. Over the next fiscal year, it plans to pursue its staff training and supervision efforts and review its service standards and procedures with respect to application processing.

Promoter satisfaction

Main aspects of service



Quality of services in generala

90 %

93,0 %

Access to servicesa

85 %

89,5 %

Guidance through procedurea

85 %

86,8 %

Ability to meet promoters' needsa

85 %

86,7 %

Fairness and impartiality of servicesa


88,4 %

Financial assistance application response timea

80 %

68,2 %

Claim response timea

80 %

78,9 %

Telephone call response timeb


80,4 %

E-mail response timeb


81,4 %

Competence of staffa

90 %

93,1 %

Courtesy of staffa

95 %

97,1 %

Clarity of documents and information brochuresa


92,4 %

Clarity of contribution agreementsa


92,7 %

a Percentage of promoters stating that they are "very satisfied" or "satisfied" with the services received. The Agency uses the satisfaction scale from the Government of Canada's Common Measurements Tool, namely: "very satisfied", "satisfied", "neutral", "dissatisfied", "very dissatisfied". N = 929 respondents.
b Percentage of promoters stating that advisors always returned their telephone call or e-mail within two days.


1 N/A = Not applicable. While it has no specific objective for these aspects of service, in a concern for continuous improvement the Agency tracks promoters' satisfaction.

4.2 Sustainable Development Strategy

The Agency's 2003-2006 Sustainable Development Strategy is divided into two components, an internal component comprising objectives for the greening of Agency operations, and an external component aimed at helping enterprises maintain and reinforce their competitiveness by putting sustainable development practices in place. As mentioned earlier, the strategy has been the subject of an evaluation (see Section 3.4).

The following table presents the Agency's commitments and achievements under its 2003-2006 Sustainable Development Strategy. In fact, the Agency focussed particularly on preparing the new 2007-2010 strategy, drawing lessons from the evaluation of the 2003-2006 strategy (see Section 3.4). This learning notably prompted it to reinforce its governance in order to support sustainable development. In particular, the Agency intends to integrate its commitments with respect to sustainable development with its planning and decision-making processes, develop robust governance mechanisms and train its personnel.

Sustainable Development Strategy 2003-2006



Internal Component


to make the SDS a tool for change within the organization by further integrating the Agency's sustainable development concerns in its day-to-day operations.


  • train staff

An identification, analysis and tracking tool was developed for sustainable development projects. Two training sessions on greenhouse gases were held in business offices.

  • promote sustainable development

The Agency introduced measures to promote sustainable development: each of its business offices designated a sustainable development champion, the Agency maintained its sustainable development committee, and supervisory staff refer to sustainable development at new employee orientation sessions.

  • continue greening

The Agency continued its greening efforts: imposition of double-sided printing at all business offices. Since October 2006, the Agency has had a policy of purchasing recycled paper from Quebec.

Gas consumption and pollutant emissions from the Agency's motor vehicle fleet have plummeted since 2005, since staff have made greater use of hybrid (gasoline/electric) vehicles. Seven out of the Agency's 19 vehicles are hybrid.

  • Fuel consumption dropped by more than 44%, from 60,251 litres in 2003 to 33,527 litres in 2006. This decrease had an impact on greenhouse gas emissions, which fell by 38%, from 127,896 kg of CO2 in 2003 to 78,731 kg of CO2 in 2006.
  • The practice of purchasing low gasoline-burning hybrid vehicles is envisaged when replacing each current vehicle.
  • ensure better environmental reporting
  • Reinforcement of governance to support sustainable development (integration of sustainable development commitments in planning and decision-making processes, design of governance mechanisms, staff training).

External Component


to play a strategic role in advancing understanding and taking ownership of the principles of sustainable development by SMEs, the regions of Quebec and the Agency's private and public partners, in a perspective of financial, economic and social viability.


  • encourage and help SMEs to adopt sustainable development practices in their operations
  • Under its agreement with Environment Canada, the Agency supported the completion by SMEs of 173 projects with direct and indirect environmental impact, most frequently concerning reduced waste production and recycling of waste.
  • foster development and commercialization of innovations in sustainable development
  • The Agency helped 37 enterprises (objective: 40) develop new technology or new processes associated with the harnessing of natural resources and helped 31 SMEs (objective: 25) commercialize their technologies. The Agency also invested in 20 other testing and experimentation projects carried out by specialized organizations. If the results of these projects are conclusive in the medium term, they will enable several SMEs to develop and commercialize new technology.
  • foster development, dissemination and sharing of knowledge with respect to sustainable development.
  • The Agency attained its objective of providing financial assistance for 15 projects from research bodies targeting development and dissemination of knowledge with respect to sustainable development.