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2008-09
Departmental Performance Report

Industry Canada

Supplementary Information (Tables)

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Table of Contents

• Sources of Respendable and Non-respendable Revenue
• User Fees/External Fees
• Details on Transfer Payments Programs
• Up-Front Multi-Year Funding
• Horizontal Initiatives
• Sustainable Development Strategy
• Green Procurement
• Response to Parliamentary Committees and External Audits
• Internal Audits and Evaluations

Table 1: Sources of Respendable and Non-Respendable Revenue

Respendable Revenue ($ millions)

	Actual 2006–07	Actual 2007–08	2008–09
			Main Estimates	Planned Spending	Total Authorities	Actual
A Fair, Efficient and Competitive Marketplace
Small Business and Marketplace Services and Regional Operations Sector — Marketplace
Bankruptcy and Insolvency Administration	32.3	31.9	31.9	31.9	32.8	32.8
Corporations Regulation	8.6	8.6	8.1	8.1	9.2	9.2
Competition Bureau
Competition Law and Policy	10.5	10.5	10.5	10.5	10.6	10.6
Canadian Intellectual Property Office — Revolving Fund*	148.5	149.0	139.5	139.5	139.5	145.6
Subtotal	199.9	200.0	189.9	189.9	192.0	198.0
An Innovative Economy
Communications Research Centre Canada
Communications Research	8.9	10.8	8.7	8.7	10.8	10.8**
Subtotal	8.9	10.8	8.7	8.7	10.8	10.8
Total Respendable Revenue	208.8	210.8	198.6	198.6	202.8	208.9

Minor differences are due to rounding.
* As a Special Operating Agency within Industry Canada, with a revolving fund authority, the Canadian Intellectual Property Office finances its operations entirely from revenues generated by fees received from the provision of intellectual property (IP) services.
** Variance is a result of increased respendable revenues from collaborative research agreements and joint campus operation activities.

Non-Respendable Revenue ($ millions)

	Actual 2006–07	Actual 2007–08	2008–09
			Main Estimates	Planned Spending	Total Authorities	Actual
A Fair, Efficient and Competitive Marketplace
Small Business and Marketplace Services and Regional Operations Sector — Marketplace
Bankruptcy and Insolvency Supervision	2.7	4.9	-	3.1	-	5.7
Corporations Regulations (including NUANS)	3.2	7.1	-	3.6	-	2.6
Trade Measurement Regulation	1.2	1.0	-	1.3	-	1.1
Prior Year Refunds, interest and others*	24.6	19.3	-	-	-	16.1
Competition Bureau — Marketplace
Fines	6.6	14.7		7.0		14.3
Consumer Labelling and Advertising Regulation	0.1	0.1	-	0.1	-	0.1
Prior Year Refunds, interest and other*	4.3	4.9		2.6		0.0
Spectrum, Information Technologies and Telecommunications Sector — Marketplace**	205	205.6	-	215.6	-	4,481.3
Office of Consumer Affairs — Prior Year Refunds, interest and other*	-	0.1	-	-	-	0.1
Policy Sector — Marketplace — Prior Year Refunds, interest and other*	-	-	-	-	-	0.1
Subtotal	247.7	257.7	-	233.3	-	4,521.4
An Innovative Economy
Communications Research Centre Canada
Communications Research	3.0	2.0	-	1.5	-	2.7***
Industrial Technologies Office — Special Operating Agency
Receipts from Repayable Contributions	92.0	140.3	-	111.0	-	93.7
Prior Year Refunds, interest and other*	22.9	12.2	-	-	-	18.4
Spectrum, Information Technologies and Telecommunications Sector
Receipts from Repayable Contributions	-	5.7	-	-	-	0.0
Prior Year Refunds, interest and other*	-	0.3	-	-	-	0.0
Subtotal	117.9	160.5	-	112.5	-	114.7
Competitive Industries and Sustainable Communities
Spectrum, Information Technologies and Telecommunications Sector — Economic Development	1.9	0.7	-	-	-	0.5
Small Business and Marketplace Services and Regional Operations Sector — Economic Development
SBLA/CSBFA Fees	60.0	56.6	-	54.7	-	51.0
Receipts from Repayable Contributions	7.9	7.8	-	12.0	-	3.9
Return on Investment	21.1	21.7	-	20.1	-	16.6
Prior Year Refunds, interest and other *	16.0	2.7	-	-	-	4.3
Industry Sector — Economic Development
Receipts from Repayable Contributions	40.1	47.8	-	42.8	-	46.2
Prior Year Refunds, interest and other*	9.7	13.7	-	-	-	8.8
Policy Sector — Economic Development — Prior Year Refunds, interest and other *	-	-	-	-	-	0.1
Subtotal	156.7	151.0	-	129.6	-	131.3
Total Non-Respendable Revenue	522.3	569.2	-	475.4	-	4,767.5
Total Respendable and Non-Respendable Revenue	731.1	780.0	198.6	674.0	202.8	4,976.3

Minor differences are due to rounding.
* Certain non-respendable revenue cannot be planned for, given the nature of the revenue.
** Revenues do not include deferred revenues being realized in relationship to the amortization of licence fee revenue received in previous years. Actuals 2008–09 include revenues from an auction sale in the amount of $4.3 billion, plus revenues from radio/spectrum licences of $226.7 million and from radio and terminal equipment approval of $0.7 million. See Table 2: User Fees / External Fees for more details. Following the recommendations made in the Auditor General's report released in May 2008, Industry Canada has agreed to take the necessary steps to improve the way it currently reports on its spectrum revenues; continuing efforts are being deployed to implement a detailed report presentation for future reporting exercises.
*** Variance is a result of increased licensing and sale of intellectual property.

Table 2: User Fees / External Fees

Access to Information and Privacy (ATIP)

				2008–09
A. User Fee	Fee Type	Fee-Setting Authority	Date Last Modified	Forecast Revenue ($000)	Actual Revenue ($000)	Full Cost ($000)	Performance Standard*	Performance Results*
Fees charged for the processing of access requests filed under the Access to Information Act (ATIA)	Regulatory	Access to Information Act	1992	4	3	1,811	Response provided within 30 days following receipt of request; the response time may be extended pursuant to section 9 of the ATIA. Notice of extension to be sent within 30 days after receipt of request. The Access to Information Act provides fuller details	Statutory deadlines met 91% of the time
Total				4	3	1,811
Forecast Revenue ($000)					Estimated Full Cost ($000)
2009–10		2010–11	2011–12		2009–10		2010–11	2011–12
4		4	4		1,762		1,762	1,762
B. Date Last Modified See above
C. Other Information The Access to Information Act (the Act) states that all formal requests submitted must be accompanied by a $5.00 application fee payable to the Receiver General for Canada. All fees prescribed and received pursuant to the ATIA are returned to the Consolidated Revenue Fund. All fees collected and waived under the Act are detailed in the Department's annual report to Parliament on the Access to Information Act.

* According to prevailing legal opinion, where the corresponding fee introduction or most recent modification occurred prior to March 31, 2004:

• the performance standard, if provided, may not have received parliamentary review
• the performance standard, if provided, may not respect all establishment requirements under the User Fees Act (e.g. international comparison; independent complaint address)
• the performance result, if provided, is not legally subject to section 5.1 of the User Fees Act regarding fee reductions for unachieved performance

A. External Fee	Service Standard*	Performance Result**	Stakeholder Consultation
Fees charged for the processing of access requests filed under the Access to Information Act (ATIA)	Response provided within 30 days following receipt of request; the response time may be extended pursuant to section 9 of the ATIA. Notice of extension to be sent within 30 days after receipt of request. The Access to Information Act provides fuller details	Statutory deadlines met 91% of the time	This service standard is established under the Access to Information Act and the Access to Information Regulations. Consultations were undertaken with stakeholders for amendments done in 1986 and 1992
B. Other Information The Access to Information Act permits the waiving of fees when deemed to be in the public interest and if under $25. The fees collected during the reporting period totalled $3,255.00. In accordance with government policy, it is the Department's practice to waive fees where the total owing per request amounts to less than $25. Fees waived during 2008–09 represented $2,710.00. There continues to be a significant increase in the number of times fees are waived due to the ongoing use of an electronic disclosure service. In order to reduce costs and increase efficiency, released documents are provided on CD-ROM, which means no reproduction fees are charged to the applicant.

* As established pursuant to the Policy on Service Standards for External Fees:

• service standards may not have received parliamentary review
• service standards may not respect all performance standard establishment requirements under the User Fees Act (e.g. international comparison; independent complaint address)

** Performance results are not legally subject to section 5.1 of the User Fees Act regarding fee reductions for unachieved performance

Canada Small Business Financing Program

				2008–09
A. User Fee	Fee Type	Fee-Setting Authority	Date Last Modified	Forecast Revenue ($000)	Actual Revenue ($000)	Full Cost ($000)	Performance Standard*	Performance Results*
Canada Small Business Financing Act (CSBFA) Loans component (registration and administration fees) Capital lease component (administration fees)	Regulatory	CSBFA	Fees were established for the CSBFA in April 1999, and for the Capital Leasing Pilot Project in April 2002	54,400	52,021	5,134	2 days or less to register loans 20 days or less to process claims	Standard of 2 days or less to register loans met virtually 100% of the time Time required to process a claim in 2008–09 was an average of 23 days Standard of 20 days or less to process claims met 56% of the time
Small Business Loans Act (SBLA) Loans component (administration fees)	Regulatory	SBLA	A 1.25% administration fee was established in 1995	300	176	13	20 days or less to process claims	Time required to process a claim in 2008–09 was an average of 34 days Standard of 20 days or less to process claims met 38% of the time
Total				54,700	52,197	5,149
Forecast Revenue ($000)					Estimated Full Cost ($000)
2009–10		2010–11	2011–12		2009–10		2010–11	2011–12
63,380		62,630	67,200		5,468		5,735	5,736
B. Date Last Modified See above
C. Other Information “Full Cost” figures represent the cost of the Small Business Financing Directorate to administer the CSBFA and SBLA programs. Full cost does not include expenses associated with claim payments made to financial institutions as a result of defaulted loans or leases. These expenses are covered in financial tables for Details on Other Programs.

* According to prevailing legal opinion, where the corresponding fee introduction or most recent modification occurred prior to March 31, 2004:

• the performance standard, if provided, may not have received parliamentary review
• the performance standard, if provided, may not respect all establishment requirements under the User Fees Act (e.g. international comparison; independent complaint address)
• the performance result, if provided, is not legally subject to section 5.1 of the User Fees Act regarding fee reductions for unachieved performance

A. External Fee	Service Standard*	Performance Result**	Stakeholder Consultation
CSBFA Loans component (registration and administration fees) Capital lease component (administration fees)	2 days or less to register loans Less than 20 days to process claims	Standard of 2 days or less to register loans met virtually 100% of the time Time required to process a claim in 2008–09 was an average of 23 days Standard of 20 days or less to process claims met  56% of the time	Discussions with participating lenders indicate satisfaction with performance results. Annual meetings with key lenders will continue to include discussions on stakeholder satisfaction with service standards and results
SBLA Loans component (administration fees)	Less than 20 days to process claims	Time required to process a claim in 2008–09 was an average of 34 days Standard of 20 days or less to process claims met 38% of the time	Discussions with participating lenders indicate general satisfaction with performance results. Annual meetings with key lenders will continue to include discussions on stakeholder satisfaction with service standards and results
B. Other Information N/A

* As established pursuant to the Policy on Service Standards for External Fees:

• service standards may not have received parliamentary review
• service standards may not respect all performance standard establishment requirements under the User Fees Act (e.g. international comparison, independent complaint address)

** Performance results are not legally subject to section 5.1 of the User Fees Act regarding fee reductions for unachieved performance

Canadian Intellectual Property Office (CIPO)

				2008–2009
A. User Fee	Fee Type	Fee-Setting Authority	Date Last Modified	Forecast Revenue ($000)	Actual Revenue ($000)	Full Cost ($000)	Performance Standard*	Performance Results*
The majority of CIPO's fees are charged for services that are provided by a regulating authority	Regulatory ® CIPO grants or registers ownership for five types of intellectual property: patents, trademarks, copyright, industrial designs and integrated circuit topographies	Financial Administration Act Patent Act Trade-marks Act Copyright Act Industrial Design Act Integrated Circuit Topography Act Department of Industry Act	June 2, 2007	Patents: 114,170	Patents: 114,839	134,573	80% of applications, less than: 18 mo. for Mechanical 30 mo. for Electrical** 21 mo. for General Chemistry 21 mo. for Organic Chemistry 30 mo. for Biotechnology** **revised at mid-year	81% (18 mo.) 79% (32 mo.) 78% (21 mo.) 82% (21 mo.) 79% (32 mo.)
				Trademarks: 27,472	Trademarks: 25,126		Processed within 6.5 mo.	Processed within 7.9 mo.
				Industrial Design: 3,194	Industrial Design: 3,298		Processed within 9.8 mo.	Processed within 7.5 mo.
				Copyright: 564	Copyright: 540		Processed within 7 working days from receipt of application by mail	Processed within 5.9 days from receipt of application by mail
				Information: 648	Information: 695		Requests are processed within standards 90% of the time	Requests processed within standards 96.5% of the time
Total:				146,048	144,498	134,573
Forecast Revenue ($000)					Estimated Full Cost ($000)
2009–10		2010–11	2011–12		2009–10		2010–11	2011–12
144,194		144,314	144,097		144,194		148,259	152,875
B. Date Last Modified Minor amendments to the fees came into force June 2, 2007. Please note that the last major amendments to the schedule of fees came into force on January 1, 2004.
C. Other Information Minor amendments to remove fee for amending the trademarks register and to provide free certified copies of documents to the Federal Court came into force on June 2, 2007.

* According to prevailing legal opinion, where the corresponding fee introduction or most recent modification occurred prior to March 31, 2004:

• the performance standard, if provided, may not have received parliamentary review
• the performance standard, if provided, may not respect all establishment requirements under the User Fees Act (e.g. international comparison; independent complaint address)
• the performance result, if provided, is not legally subject to section 5.1 of the User Fees Act regarding fee reductions for unachieved performance

A. External Fee	Service Standard*	Performance Result**	Stakeholder Consultation
CIPO grants or registers ownership for 5 types of intellectual property: patents, trademarks, copyright, industrial designs and integrated circuit topographies	Patents: 80% of applications, less than: 18 mo. for Mechanical 30 mo. for Electrical*** 21 mo. for General Chemistry 21 mo. for Organic Chemistry 30 mo. for Biotechnology*** ***revised at mid-year	81% (18 mo.) 79% (32 mo.) 78% (21 mo.) 82% (21 mo.) 79% (32 mo.)	Stakeholders were consulted on 2 packages of planned regulatory amendments to The Patent Act
	Trademarks: Processed within 6.5 mo.	Processed within 7.9 mo.
	Industrial Design: Processed within 9.8 mo.	Processed within 7.5 mo.
	Copyright: Processed within 7 working days from receipt of application by mail	Processed within 5.9 days from receipt of application by mail
	Information: Requests are processed within standards 90% of the time	Requests processed within standards 96.5% of the time
B. Other Information A new chapter of the Manual of Patent Office Practice (re biotechnology) was issued. Amendments were made to the Industrial Design Regulations.

* As established pursuant to the Policy on Service Standards for External Fees:

• service standards may not have received parliamentary review
• service standards may not respect all performance standard establishment requirements under the User Fees Act (e.g. international comparison; independent complaint address)

** Performance results are not legally subject to section 5.1 of the User Fees Act regarding fee reductions for unachieved performance

Competition Bureau

				2008–2009
A. User Fee	Fee Type	Fee-Setting Authority	Date Last Modified	Forecast Revenue ($000)	Actual Revenue ($000)	Full Cost ($000)	Performance Standard*	Performance Results*
Combined Merger Notification and Advance Ruling Certificate requests	Regulatory	Department of Industry Act Competition Bureau Fee and Service Standards Policy	April 1, 2003 April 1, 2003	2,588	1,650	15,332	Non-complex 14 days Complex 10 weeks Very complex 5 months	96.67% 86.96% 60%
Merger Notification	Regulatory			1,294	400	3,266	Non-complex 14 days Complex 10 weeks Very complex 5 months	96.67% 86.96% 60%
Advance Ruling Certificate requests	Other products and services			9,059	8,000	2,066
Written opinions: The Commissioner may provide binding opinions on proposed business conduct	Other products and services			73	25	217	Service standards vary, ranging from 2 weeks to 10 weeks for different sections of the Competition Act	43%
Textile Labelling Act. Provide a CA Identification Number for fabric tags	Other products and services	Department of Industry Act	1972	111	87	211
Total				13,125	10,162	21,092
Forecast Revenue ($000)				Estimated Full Cost ($000)
2009–10	2010–11	2011–12		2009–10		2010–11		2011–12
10,165	10,165	13,125		21,198		21,214		25,125
B. Date last modified See above
C. Other Information N/A

* According to prevailing legal opinion, where the corresponding fee introduction or most recent modification occurred prior to March 31, 2004:

• the performance standard, if provided, may not have received parliamentary review
• the performance standard, if provided, may not respect all establishment requirements under the User Fees Act (e.g. international comparison; independent complaint address)
• the performance result, if provided, is not legally subject to section 5.1 of the User Fees Act regarding fee reductions for unachieved performance

 

 

Corporations Canada

				2008–09
A. User Fee	Fee Type	Fee-Setting Authority	Date Last Modified	Forecast Revenue ($000)	Actual Revenue ($000)	Full Cost ($000)	Performance Standard*	Performance Results*
Corporations Canada has several product offerings, including file articles of incorporation, letters patent, file articles of continuance, file statements of revocation of intent to dissolve, file annual returns, and name searches	Regulatory	Canada Business Corporations Act (CBCA), Canada Corporations Act (CCA), Canada Cooperatives Act	No activity in 2007–08 Most recent consultations were undertaken in 2000–01, when Corporations Canada introduced a reduction in the incorporation fee and annual return fee	Incorporations under the CBCA: 4,500	Incorporations under the CBCA: 4,408	14,153	Internet: CBCA incorporation applications received by 1:00 p.m. EST via e-commerce are processed by 5:00 p.m. EST Visitors: Clients who come to headquarters between 8:30 a.m. and 2:30 p.m. will receive 1-hour, over-the-counter service Batches: Batches of 5 or more articles are processed within the same day if received before 8:00 a.m.	95.9% of CBCA incorporations received via e-commerce issued within standard 98.4% of requests (CBCA incorporations and restated articles) issued within standard 98.7% of requests issued within standard
				Incorporations under the CCA Part II: 215	Incorporations under the CCA Part II: 213		CCA Part II incorporation applications are processed within 20 business days	91.6% of CCA Part II incorporations received by mail are issued within standard
				Annual returns under CBCA: 3,720	Annual returns under CBCA: 3,640		CBCA annual returns are processed and available on the Corporations Canada website within 5 business days	99.3% of annual returns received by mail are available on the Corporations Canada website within standard
				Annual summaries under CCA: 370	Annual summaries under CCA: 385		CCA-II annual summaries are processed and available on the Corporations Canada website within 20 business days	81.4% of annual summaries received by mail are available on the Corporations Canada website within standard
				Amendments under CBCA: 1,245	Amendments under CBCA: 1,177		Amendments under the CBCA incorporation applications received by 1:00 p.m. EST via e-commerce are processed by 5:00 p.m. EST	96% of amendments under the CBCA incorporation received via e-commerce issued within standard
				Other services such as revival, certificate, copies: 1,250	Other services such as revival, certificate, copies: 1,182		Service standards are available on the Corporations Canada website
Total				11,300	11,005	14,153
Forecast Revenue ($000)					Estimated Full Cost ($000)
2009–10		2010–11	2011–12		2009–10		2010–11	2011–12
10,800		10,800	11,000		13,299		13,600	13,600

* According to prevailing legal opinion, where the corresponding fee introduction or most recent modification occurred prior to March 31, 2004:

• the performance standard, if provided, may not have received parliamentary review
• the performance standard, if provided, may not respect all establishment requirements under the User Fees Act (e.g. international comparison; independent complaint address)
• the performance result, if provided, is not legally subject to section 5.1 of the User Fees Act regarding fee reductions for unachieved performance

A. External Fee	Service Standard*	Performance Result**	Stakeholder Consultation
Corporations Canada has several product offerings including file articles of incorporation letters patent, file articles of continuance, file statements of revocation of intent to dissolve, file annual returns, and name searches	Incorporations under the CBCA Internet: CBCA incorporation applications received by 1:00 p.m. EST via e-commerce are processed by 5:00 p.m. EST Visitors: Clients who come to headquarters between 8:30 a.m. and 2:30 p.m. will receive one-hour, over-the-counter service Batches: Batches of five or more articles are processed within the same day if received before 8:00 a.m.	95.9% of CBCA incorporation applications received via e-commerce issued within standard 98.4% of requests (CBCA incorporation and restated articles) issued within standard 98.7% of requests (CBCA incorporation and restated articles) issued within standard	Once a year, Corporations Canada organizes information sessions in various cities across Canada Corporations Canada also has a visit program with key clients in order to get continuous feedback for potential improvements to its products and services
	Incorporations under the Canada Corporations Act (CCA) Part II CCA Part II incorporation applications are processed within 20 business days	1.6% of CCA Part II incorporation applications received by mail are issued within standard
	Annual returns under CBCA CBCA annual returns are processed and available on the Corporations Canada website within 5 business days	99.3% of annual returns received by mail are available on the Corporations Canada website within standard
	Annual summaries under CCA CCA-II annual summaries are processed and available on the Corporations Canada website within 20 business days	81.4% of annual summaries received by mail are available on the Corporations Canada website within standard
	Amendments under the CBCA incorporation Applications received by 1:00 p.m. EST via e-commerce should be processed by 5:00 p.m. EST	96% of amendments under the CBCA incorporation received via e-commerce issued within standard
	Other services such as revival, certificate, copies	Service standards are available on the Corporations Canada website

*As established pursuant to the Policy on Service Standards for External Fees:

• service standards may not have received parliamentary review
• service standards may not respect all performance standard establishment requirements under the User Fees Act (e.g. international comparison; independent complaint address)

** Performance results are not legally subject to section 5.1 of the User Fees Act regarding fee reductions for unachieved performance

Measurement Canada

				2008–09
A. User Fee	Fee Type	Fee-Setting Authority	Date Last Modified	Forecast Revenue ($000)	Actual Revenue ($000)	Full Cost ($000)	Performance Standard*	Performance Results*
Device Approval and Measurement Standard Certification	Regulatory	Weights and Measures Act	1993	225	259	1,024	Notice of Approval issued between 30 and 120 calendar days depending on complexity of submission. Categories of approval submissions and associated performance targets published on the Measurement Canada website Certificate of Calibration is issued in 60 calendar days	Performance standard met, on average, 80% of the time Performance standard met 100% of the time
Device Inspection	Regulatory	Weights and Measures Act	1993	310	198	782	Inspection performed within 10 calendar days of request	Performance standard met, on average, 83% of the time
Meter Approval and Measuring Apparatus Certification	Regulatory	Electricity and Gas Inspection Act	1995	215	257	1,016	Notice of Approval issued between 30 and 120 calendar days depending on complexity of submission. Categories of approval submissions and associated performance targets published on the Measurement Canada website Certificate of Calibration is issued in 60 calendar days	Performance standard met, on average, 80% of the time Performance standard met 100% of the time
Meter Inspection	Regulatory	Electricity and Gas Inspection Act	1995	90	94	368	Inspection performed within 10 calendar days of request	Performance standard met, on average, 83% of the time
Electricity and Gas Accreditation (initial and renewal)	Regulatory	Electricity and Gas Inspection Act	1995	150	64	254	Accreditation is granted within 1 month of an audit which demonstrates the applicant has met all requirements	Performance standard met 100% of the time
Total				990	872	3,444
Forecast Revenue ($000)					Estimated Full Cost ($000)
2009–10		2010–11	2011–12		2009–10		2010–11	2011–12
800		800	800		3,161		3,161	3,161
B. Date Last Modified See above
C. Other Information Revenue generation is based on client demand for services. Measuring device and electricity and gas meter inspections (for which fees are prescribed by regulation) are increasingly performed by Measurement Canada authorized service providers.

*According to prevailing legal opinion, where the corresponding fee introduction or most recent modification occurred prior to March 31, 2004:

• the performance standard, if provided, may not have received parliamentary review
• the performance standard, if provided, may not respect all establishment requirements under the User Fees Act (e.g. international comparison; independent complaint address)
• the performance result, if provided, is not legally subject to section 5.1 of the User Fees Act regarding fee reductions for unachieved performance

A. External Fee	Service Standard*	Performance Result**	Stakeholder Consultation
Measurement standards certification and measuring device approvals	Certificate of Calibration is issued in 60 calendar days. Notice of Approval issued between 30 and 120 calendar days depending on complexity of submission. Categories of approval submissions and associated performance targets published on the Measurement Canada website	Performance standard met 100% of the time Performance standard met, on average, 80% of the time	Clients are provided with the opportunity to express their views through an online service feedback form and during stakeholder meetings. Feedback is analyzed for trends and changes in processes instituted to improve service performance. Modifications to approval service standards were introduced in 2008–09 to address varying complexities of approval submissions
Measuring device inspection	Inspection performed within 10 calendar days of request	Performance standard met, on average, 83% of the time	Clients are provided with the opportunity to express their views through an online service feedback form and during stakeholder meetings. Feedback is analyzed for trends and changes in processes instituted to improve service performance
Measuring apparatus certification and electricity and natural gas meter approval	Certificate of Calibration is issued in 60 calendar days Notice of Approval issued between 30 and 120 calendar days depending on complexity of submission. Categories of approval submissions and associated performance targets published on the Measurement Canada website	Performance standard met 100% of the time Performance standard met, on average, 80% of the time	Clients are provided with the opportunity to express their views through an online service feedback form and during stakeholder meetings. Feedback is analyzed for trends and changes in processes instituted to improve service performance. Modifications to approval service standards were introduced in 2008–09 to address varying complexities of approval submissions
Electricity and natural gas meter inspection	Inspection performed within 10 calendar days of request	Performance standard met, on average, 83% of the time	Clients are provided with the opportunity to express their views through an online service feedback form and during stakeholder meetings. Feedback is analyzed for trends and changes in processes instituted to improve service performance
Electricity and Gas Accreditation	Accreditation is granted within 1 month of an audit which demonstrates the applicant has met all requirements	Performance standard met 100% of the time	Clients are provided with the opportunity to provide feedback through an online service feedback form and as part of regular performance audits
B. Other Information N/A

* As established pursuant to the Policy on Service Standards for External Fees:

• service standards may not have received parliamentary review
• service standards may not respect all performance standard establishment requirements under the User Fees Act (e.g. international comparison; independent complaint address)

** Performance results are not legally subject to section 5.1 of the User Fees Act regarding fee reductions for unachieved performance

Office of the Superintendent of Bankruptcy

				2008–09
A. User Fee	Fee Type	Fee-Setting Authority	Date Last Modified	Forecast Revenue ($000)	Actual Revenue ($000)	Full Cost ($000)	Performance Standard*	Performance Results*
Registration Fee	Regulatory (R)	Bankruptcy and Insolvency Act (BIA) and Rules	2001	10,212	11,610	15,205	Registration of new estates: 90% of the time within 2 days	Performance standard met 99.9% of the time
Superintendent Levy	Regulatory (R)	Bankruptcy and Insolvency Act (BIA) and Rules	2001	23,285	23,393	30,636	Letters of comment: issued 90% of the time within 21 business days of receipt of the Statement of Affairs	Performance standard met 91.9% of the time
Name Search Fee**	Regulatory (R)	Bankruptcy and Insolvency Act (BIA) and Rules	2001	3,043	3,117	4,082	Faxes answered within 24 hours	Performance standard met 99.9% of the time
Trustee Licence Fee	Regulatory (R)	Bankruptcy and Insolvency Act (BIA) and Rules	2001	1,000	1,025	1,342	No standard. Annual fee is paid by a trustee in order to retain his/her licence. The licence is annulled if the fee is not paid
Total				37,539	39,145	51,266
Forecast Revenue ($000)					Estimated Full Cost ($000)
2009–10		2010–11	2011–12		2009–10		2010–11	2011–12
41,596		45,201	48,066		52,629		53,559	54,489
B. Date Last Modified See above
C. Other Information N/A

*According to prevailing legal opinion, where the corresponding fee introduction or most recent modification occurred prior to March 31, 2004:

• the performance standard, if provided, may not have received parliamentary review
• the performance standard, if provided, may not respect all establishment requirements under the User Fees Act (e.g. international comparison; independent complaint address)
• the performance result, if provided, is not legally subject to section 5.1 of the User Fees Act regarding fee reductions for unachieved performance

Spectrum, Information Technologies and Telecommunication

				2008–2009
A. User Fee	Fee Type	Fee-Setting Authority	Date Last Modified	Forecast Revenue ($000)	Actual Revenue ($000)	Full Cost ($000)	Performance Standard*	Performance Results*
RADIOCOM STATION:	Reg.	FAA RA Department of Industry Act	Radio Authorization fees: 2000	215,000 Includes New/amended licences & Renewals	226,659     5,791.7	100,206
New/Amended Licences 1. Fixed Parameter Radio Stations							1. Processing time of 3 weeks (15 business days) per transaction	1. Service standard met 99.2% of time Licences issued:
a) aircraft b) ship c) Mobile General Land Mobile Radio Service GLMRS*					1a) 12.9 1b) 18.5 1c)  0.2			1a) 361 radio 1b) 489 radio 1c) 1 radio
2.  Mobile Radio Stations a) Not GLMRS no Int’l coordination b) Not GLMRS with Int’l coordination c) Fixed no Int’l coordination d) Fixed with Int’l coordination					2a) 1,578.4 2b) 313.0 2c) 1,009.9 2d) 190.3		2. Processing time of 7 weeks (35 business days) per transaction when Int’l coordination is not required & 13 weeks (65 business days) when Int’l coordination is required	2. Service standard met 96.5% of time. Licences issued: 2a) 4,022 radio 2b) 472 radio 2c) 4,919 radio 2d) 959 radio
3.  Microwave Stations a) with no Int’l coordination b) with Int’l coordination					3a.i) 1,426.4 3a.ii) 358.4 3b) 725.5		3. Processing time of 4 weeks (20 business days) per transaction when Int’l coordination is not required and 10 weeks (50 business days) when Int’l coordination is required	3. Service standard met 94.3% of time. Licences issued: 3a.i) 1,664 radio 3a.ii) 18 spectrum 3b) 825 radio
4) Earth Stations					4) 158.2		4. Processing time of 7 weeks (35 business days) per transaction	4. Service standard met 100% of time. Licences issued: 2,231 radio
Renewals: Radio Licences (Rights & Privileges)					85,290.4		Not subject to performance standard	N/A
Renewals: Spectrum Licences (Rights & Privileges)					135,576.9		Not subject to performance standard	N/A
RADIO AND TERMINAL EQUIPMENT APPROVAL			September 10, 2007	650	691	1,247
1.  Registration Fee		User Fees Act			314		Processing time per transaction: 1. 2 business days	1. Service standard met 93% of time on 245 registrations
2.  Listing Fee		User Fees Act			265		2. 2 business days	2. Service standard met 100% of time on 3,545 listings
3.  Assessment Fee		Department of Industry Act			98		3. 14 business days	3. Service standard met 92% of time on 83 assessments
4.  Technical Expertise Fee		Department of Industry Act			14		4. Case-by-case basis	4. 55 cases
Total				215,650	227,350	101,453
Forecast Revenue ($000)					Estimated Full Cost ($000)
2009–10		2010–11	2011–12		2009–10		2010–11	2011–12
Radio Authorizations
222,000		222,000	222,000		101,253		101,253	101,253
Radio and Terminal Equipment Approval
650	650		650	1,231		1,231		1,231
B. Date Last Modified See above
C. Other Information Following the recommendations made in the Office of the Auditor General’s annual report released in May 2008 (Chapter 1, Management of Fees in Selected Departments and Agencies), IC has agreed to take the necessary steps to address the concerns raised with regard to improving the way it currently reports on its radio and spectrum licence fees. Some improvements have been implemented for this report and continuing efforts are being deployed to fully apply recommendations for future reporting exercises.

* According to prevailing legal opinion, where the corresponding fee introduction or most recent modification occurred prior to March 31, 2004:

• the performance standard, if provided, may not have received parliamentary review;
• the performance standard, if provided, may not respect all establishment requirements under the User Fees Act (e.g. international comparison; independent complaint address); and
• the performance result, if provided, is not legally subject to section 5.1 of the User Fees Act regarding fee reductions for unachieved performance.

A. External Fee	Service Standard*	Performance Result**	Stakeholder Consultation
1. Fixed Parameter Radio Stations	1. Processing time of 3 weeks (15 business days) per transaction	1. Service standard met 99.2% of time	Stakeholder consultation takes place when any new fee is introduced or amended as per the requirements of the User Fees Act
2. Mobile Radio Stations	2. Processing time of 7 weeks per transaction (35 business days) when Int'l coordination is not required and 13 weeks (75 business days) when Int'l coordination is required	2. Service standard met 96.5% of time
3. Microwave Stations	3. Processing time of 4 weeks (20 business days) per transaction when Int’l coordination is not required and 10 weeks (50 business days) when Int’l coordination is required	3. Service standard met 94.3% of time
4. Earth Stations	4. Processing time of 7 weeks (35 business days) per transaction	4. Service standard met 100% of time
B. Other Information N/A

* As established pursuant to the Policy on ServiceStandards for External Fees:

• service standards may not have received parliamentary review
• service standards may not respect all performance standard establishment requirements under the User Fees Act (e.g. international comparison; independent complaint address)

** Performance results are not legally subject to section 5.1 of the User Fees Act regarding fee reductions for unachieved performance.

Table 3: Details on Transfer Payments Programs (TPPs)

The following is a list by strategic outcome of Industry Canada’s transfer payment programs with transfers in excess of $5 million.

A Fair, Efficient and Competitive Marketplace

• International Telecommunication Union, Switzerland

An Innovative Economy

• Automotive Innovation Fund
• Bombardier CSeries Program
• Industrial Technologies Office — h2 Early Adopters Program
• Industrial Technologies Office — Technology Partnerships Canada
• Industrial Technologies Office — Program for Strategic Industrial Projects
• Industrial Technologies Office — Strategic Aerospace and Defence Initiative

Competitive Industry and Sustainable Communities

• Canada-Ontario Infrastructure Program
• Canadian Apparel and Textile Industries Program
• Community Access Program
• Computers for Schools
• FedNor — Community Futures Program
• FedNor — Eastern Ontario Development Program
• FedNor — Northern Ontario Development Program
• Grant to Brantford Brownfield
• Ontario Potable Water Program
• Structured Financing Facility

Details on Other Programs

• Canada Small Business Financing Program

A Fair, Efficient and Competitive Marketplace

International Telecommunication Union (ITU), Switzerland

Start Date: 1932–1933			End Date: December 31, 2008
Description: Canada is signatory to the ITU treaty agreement negotiated every 4 years at a plenipotentiary conference, in accordance with its treaty obligations of the ITU Constitution and Convention. Canada’s membership, contribution and standing in the ITU, and its involvement in related events, allow this country to achieve results internationally across a broad range of issues affecting radiocommunication, standardization and telecommunication development. Canada’s contribution to the ITU is commensurate with its international standing and commitment to the United Nations (UN) and UN specialized agencies.
Strategic Outcomes: A fair, efficient and competitive marketplace
Program Activity: Spectrum, Information Technologies and Telecommunications (SITT) — Marketplace
Results Achieved: Canada achieved results across a broad range of issues affecting the international management of radio frequency spectrum and satellite orbits, the efficient and timely production of international standards, and the facilitation of connectivity in developing countries to help bridge the digital divide to the benefit of Canadian users and producers of telecommunication services and equipment.
($000)	Actual Spending 2006–07	Actual Spending 2007–08	Planned Spending 2008–09	Total Authorities 2008–09	Actual Spending 2008–09	Variances Between Planned Spending and Actual Spending
Total Grants	6,099	5,929	6,808	6,808	5,762	1,046
Total Program Activity	6,099	5,929	6,808	6,808	5,762	1,046
Comment(s) on Variance(s): The variance is due to the fluctuation in the exchange rate between Swiss francs and Canadian dollars.
Audits/evaluations completed or planned: An evaluation assessment of Industry Canada’s grant program and related activities for the ITU took place from December 2007 to March 2008. An evaluation by the Audit Evaluation Branch (AEB) was conducted between April and December 2008.

An Innovative Economy

Automotive Innovation Fund

Start Date: May 29, 2008			End Date: March 31, 2013
Description: The Automotive Innovation Fund supports strategic, large-scale research and development projects in developing innovative, greener and more fuel-efficient vehicles.
Strategic Outcomes: Science and technology, knowledge, and innovation are effective drivers of a strong Canadian economy
Program Activity: Industry Sector — S&T and Innovation
Results Achieved: A Contribution Agreement has been entered into with 1 automotive company for up to $80 million to establish a leading edge, highly innovative flexible engine assembly plant and to create a North American Centre for Diesel and Advanced Powertrain Research and Innovation (the “Centre”) in Windsor, Ontario. The company’s total investment in the project is estimated to be up to $730 million by 2012 and is estimated to maintain up to 549 jobs in Windsor initially, with an opportunity to grow to 787 jobs if favourable market conditions exist.
($000)	Actual Spending 2006–07	Actual Spending 2007–08	Planned Spending 2008–09	Total Authorities 2008–09	Actual Spending 2008–09	Variances Between Planned Spending and Actual Spending
Total Contributions	-	-	-	9,000	9,000	(9,000)
Total Program Activity	-	-	-	9,000	9,000	(9,000)
Comment(s) on Variance(s): Not applicable
Audits/evaluations completed or planned: A combined Results-Based Management and Accountability Framework (RMAF) and Risk-Based Audit Framework (RBAF) for the Automotive Innovation Fund was completed in 2008–09. A summative evaluation, managed by the Audit and Evaluation Branch of Industry Canada, is planned for completion in 2012–13.

 

Bombardier CSeries Program

Start Date: September 2008			End Date: October 2015
Description: In July 2008, the Government announced its intention to make a repayable investment of up to $350 million to Bombardier Aerospace for the research and development of new aircraft technologies related to the CSeries, a new 110–130-seat family of commercial aircraft. The research and development projects will support the Canadian aerospace industry’s goal of developing new technologies for the next generation of more fuel-efficient and safer commercial aircraft. The contribution is being provided by Industry Canada and is conditionally repayable.
Strategic Outcomes: Science and technology, knowledge, and innovation are effective drivers of a strong Canadian economy
Program Activity: Industry Sector — S&T and Innovation
Results Achieved: The Contribution Agreements for the CSeries and Strategic Technologies projects were signed in March 2009. Bombardier is continuing to conduct R&D under these two projects. Funding was provided from FY 2008–09 funds.
($000)	Actual Spending 2006–07	Actual Spending 2007–08	Planned Spending 2008–09	Total Authorities 2008–09	Actual Spending 2008–09	Variances Between Planned Spending and Actual Spending
Total Contributions	-	-	-	46,174	39,661	(39,661)
Total Program Activity	-	-	-	46,174	39,661	(39,661)
Comment(s) on Variance(s): Bombardier’s research and development project is large and complex. Delays have occurred in ramping up R&D capacity due primarily to human resource issues.
Audits/evaluations completed or planned: A combined Results-Based Management and Accountability Framework (RMAF) and Risk-Based Audit Framework (RBAF) for the Bombardier CSeries Program was completed in 2008–09. A summative evaluation, managed by the Audit and Evaluation Branch of Industry Canada, is planned for completion in 2015–16.

 

Industrial Technologies Office — h2 Early Adopters Program (h2EA)

Start Date: October 9, 2003			End Date: March 31, 2008
Description: This program provides funding support for new hydrogen technology demonstration projects. In doing so, it fosters the development and early adoption of hydrogen and hydrogen-compatible technologies into the marketplace. The terms and conditions for this program expired on March 31, 2008.
Strategic Outcomes: An innovative economy
Program Activity: Industrial Technologies Office
Results Achieved: No results were achieved, as the program expired on March 31, 2008.
($000)	Actual Spending 2006–07	Actual Spending 2007–08	Planned Spending 2008–09	Total Authorities 2008–09	Actual Spending 2008–09	Variances Between Planned Spending and Actual Spending
Total Contributions	5,539	2,006	-	-	-	-
Total Program Activity	5,539	2,006	-	-	-	-
Comment(s) on Variance(s): Not applicable
Audits/evaluations completed or planned: An evaluation of the h2 Early Adopters Program was completed by the Audit and Evaluation Branch in 2008–09.

 

Industrial Technologies Office —  Technology Partnerships Canada

Start Date: March 11, 1996			End Date: December 31, 2006
Description: This program’s objective is to provide funding support for strategic research and development that will produce economic, social and environmental benefits to Canadians. Although Technology Partnerships Canada’s terms and conditions expired on December 31, 2006, and no further projects were contracted, there remain contribution agreements with companies that must be managed according to their specific terms and conditions.
Strategic Outcomes: An innovative economy
Program Activity: Industrial Technologies Office
Results Achieved: Investment in research and development activities in the aerospace, defence, environmental and enabling technology industries.
($000)	Actual Spending 2006–07	Actual Spending 2007–08	Planned Spending 2008–09	Total Authorities 2008–09	Actual Spending 2008–09	Variances Between Planned Spending and Actual Spending
Total Contributions	295,251	256,553	195,250	213,379	198,813	(3,563)
Total Program Activity	295,251	256,553	195,250	213,379	198,813	(3,563)
Comment(s) on Variance(s): The difference between the Planned Spending and the Actual Spending corresponds to increased program spending authorized following Treasury Board approval of additional funding for this program. At the time of preparation of the 2008–09 Report on Plans and Priorities, Treasury Board approval had not yet been received and, as such, the Planned Spending did not reflect this funding.
Audits/evaluations completed or planned: Summative Evaluation — by December 2011

 

Industrial Technologies Office —  Program for Strategic Industrial Projects

Start Date: October 3, 2005			End Date: March 31, 2011
Description: The Program for Strategic Industrial Projects (PSIP) provides a framework within which a variety of larger strategic investments are administered in the Canadian automotive sector to broaden economic benefits, environmental improvements and sustainable industrial development.
Strategic Outcomes: An innovative economy
Program Activity: Industrial Technologies Office
Results Achieved: No new projects were contracted during 2008–09; however, company claim disbursements continued in technology adaptation and adoption activities in the automotive industry.
($000)	Actual Spending 2006–07	Actual Spending 2007–08	Planned Spending 2008–09	Total Authorities 2008–09	Actual Spending 2008–09	Variances Between Planned Spending and Actual Spending
Total Contributions	41,444	99,006	87,510	39,913	39,913	47,597
Total Program Activity	41,444	99,006	87,510	39,913	39,913	47,597
Comment(s) on Variance(s): The variance between Planned Spending and Actual Spending is a result of amounts claimed by companies being lower than anticipated. The automotive industry is experiencing tough economic times during the present global recession.
Audits/evaluations completed or planned: An evaluation of the PSIP was initiated by the Audit and Evaluation Branch in 2008–09 and will be completed in 2009–10.

 

Industrial Technologies Office — Strategic Aerospace and Defence Initiative

Start Date: April 2, 2007			End Date: March 31, 2012
Description: The Strategic Aerospace and Defence Initiative (SADI) provides contributions to industrial research and pre-competitive development in the aerospace and defence sectors. Key objectives include encouraging research and development that will result in innovation and excellence in new products and services; enhancing the competitiveness of Canadian aerospace and defence companies; and fostering collaboration among research institutes, universities and colleges, and the private sector.
Strategic Outcomes: An innovative economy
Program Activity: Industrial Technologies Office
Results Achieved: Approved 9 new SADI projects valued at $395.4 million for innovative research and development investment activities, thereby enhancing competitiveness in the aerospace and defence industry. Developed collaborative partnerships with universities, institutes, and the aerospace and defence industry.
($000)	Actual Spending 2006–07	Actual Spending 2007–08	Planned Spending 2008–09	Total Authorities 2008–09	Actual Spending 2008–09	Variances Between Planned Spending and Actual Spending
Total Contributions	-	10,500	11,800	60,000	35,783	(23,983)
Total Program Activity	-	10,500	11,800	60,000	35,783	(23,983)
Comment(s) on Variance(s): The difference between the Planned Spending and the Actual Spending corresponds to increased program spending authorized following Treasury Board approval of additional funding for this program. At the time of preparation of the 2008–09 Report on Plans and Priorities, Treasury Board approval had not yet been received and, as such, the Planned Spending did not reflect this funding. As for the variance between the Total Authorities and the Actual Spending, this is attributable to the program approving fewer projects than originally anticipated in its first year of operations in 2007–08, resulting in a lesser amount being disbursed.
Audits/evaluations completed or planned: Internal Assessment 2009–10 SADI Management Assessment 2009–10 Implementation Review (end of 2009–10) An audit will be undertaken by the Audit and Evaluation Branch in 2009–10. Summative Evaluation — End of term (December 31, 2011)

Competitive Industry and Sustainable Communities

Canada–Ontario Infrastructure Program

Start Date: October 25, 2000			End Date: March 31, 2011
Description: The Canada–Ontario Infrastructure Program (COIP) uses a competitive process to provide funding assistance to municipalities for the construction, renewal, expansion of material enhancement of infrastructure that will contribute to improving the quality of life for Ontarians and to building the foundation for sustained, long-term economic growth in the 21st century.
Strategic Outcomes: Competitive industry and sustainable communities
Program Activity: Small Business and Marketplace Services and Regional Operations Sector — Economic Development
Results Achieved: Set to end on March 31, 2009, the Canada–Ontario Infrastructure Program (COIP) has been extended until March 31, 2011, to facilitate the specific needs of projects that are yet to submit final claims as well as to ensure that projects that are not materially complete can reach completion. The program has enabled Ontario communities to construct, renew and expand infrastructure, thereby building a foundation for sustainable communities and economic growth. 498 projects are funded under COIP with approximately 3.5% of projects still to be completed.
($000)	Actual Spending 2006–07	Actual Spending 2007–08	Planned Spending 2008–09	Total Authorities 2008–09	Actual Spending 2008–09	Variances Between Planned Spending and Actual Spending
Total Contributions	94,250	33,004	-	23,534	11,825	(11,825)
Total Program Activity	94,250	33,004	-	23,534	11,825	(11,825)
Comment(s) on Variance(s): The variance is due to the fact that the program was scheduled to end March 31, 2009; however, the COIP agreement was extended to March 31, 2011.
Audits/evaluations completed or planned: Not applicable

 

Canadian Apparel and Textile Industries Program

Start Date: January 1, 2003			End Date: March 31, 2010
Description: The objective of the Canadian Apparel and Textile Industries Program (CATIP) is to assist the Canadian apparel and textile firms with initiatives that will help to maximize productivity, identify high-value niche markets, improve e-commerce initiatives, enhance global marketing and branding strategies, and facilitate access to capital. The program has a firm component (private sector applicants) and a national initiatives component (not-for-profit industry associations that represent either the apparel or textile sectors on a national scale). The CATIP firm component was closed in 2005. Since 2004, the program has also had a production efficiency component (CANtex) targeted towards textile producers and, in 2005, introduced a transformative component for textile companies wanting to reorient at least a portion of their current textile production from lesser value-added products to higher value-added textile products targeted at growth niche markets.
Strategic Outcomes: Competitive industry and sustainable communities
Program Activity: Industry Sector — Economic Development
Results Achieved: The Textile Production Efficiency Component (knows as CANtex) has, since its inception, resulted in the approval of 390 projects representing $96.2 million of total project costs; 148 projects were approved by Canadian Economic Development for Quebec Regions, Industry Canada’s delivery partner for the Province of Quebec. The National Initiatives Component (NI) has continued to assist apparel and textile associations with projects designed to introduce best practices in manufacturing and value chain development, exploit leading-edge technologies, and develop and implement global marketing strategies. Since the program’s inception, NI has supported close to 222 projects. Overall, CATIP has funded 930 projects throughout the apparel and textile industries since its inception in 2003.
($000)	Actual Spending 2006–07	Actual Spending 2007–08	Planned Spending 2008–09	Total Authorities 2008–09	Actual Spending 2008–09	Variances Between Planned Spending and Actual Spending
Total Contributions	6,469	5,729	2,212	2,212	1,969	243
Total Program Activity	6,469	5,729	2,212	2,212	1,969	243
Comment(s) on Variance(s): The variance between planned and actual spending was primarily due to poor conditions within the economy, compounded by reduction of demand for export products, especially in the U.S. market, causing potential new applicants and recipients to experience financial difficulties. This in turn directly impacted on program demand and cancellation of a number of projects. Adjustments were made by signing additional projects.
Audits/evaluations completed or planned: The Audit and Evaluation Branch completed an audit of CATIP in 2008. A final evaluation is planned for 2009–10.

 

Community Access Program

Start Date: October 1994			End Date: March 31, 2008
Description: Community Access Program (CAP) was established under the government’s Connecting Canadians initiative to provide affordable access to the Internet and the services and tools it provides. The program’s goal was to have all Canadians and communities participate fully in the knowledge-based economy. CAP sites are located in schools, libraries, community centres and friendship centres, and they operate through partnerships with provincial/territorial governments and non-profit organizations. CAP also has a complementary youth component, the CAP Youth Initiative, which is funded through Human Resources and Social Development Canada's (HRSDC’s) Youth Employment Strategy (YES). For more information regarding YES, please see the Horizontal Initiatives table in HRSDC’s 2008–2009 Report on Plans and Priorities.
Strategic Outcomes: Competitive industry and sustainable communities
Program Activity: Spectrum, Information and Telecommunications Sector — Economic Development
Results Achieved: Industry Canada secured funding to deliver the Community Access Program (CAP) in 2008–09 and 2009–10. In 2008–09, 3,760 CAP sites were supported.
($000)	Actual Spending 2006–07	Actual Spending 2007–08	Planned Spending 2008–09	Total Authorities 2008–09	Actual Spending 2008–09	Variances Between Planned Spending and Actual Spending
Total Contributions	25,534	23,622	12,763	23,375	23,375	(10,612)
Total Program Activity	25,534	23,622	12,763	23,375	23,375	(10,612)
Comment(s) on Variance(s): The variance is due to the fact that the planned spending only represents CAP, whereas the total authorities represent CAP as well as CAP Youth.
Audits/evaluations completed or planned:  An evaluation of CAP will be conducted by the Audit and Evaluation Branch in 2009–10.

 

Computers for Schools

Start Date: 1993			End Date: March 31, 2008
Description: Starting in the 1993–94 fiscal year, Computers for Schools (CFS) was established to support the refurbishing of computers and related equipment donated by governments and businesses and distributing them across Canada to schools, libraries and registered not-for-profit learning organizations. CFS also delivers a complementary youth component, the CFS Youth Initiative, which is funded through Human Resources and Social Development Canada's Youth Employment Strategy (YES). This initiative assists youth between the ages of 15 and 30 years in obtaining information and communications technology (ICT) skills to better prepare them in seeking employment in the knowledge economy through internships in computer refurbishing centres across Canada providing support in activities such as computer repair, technical support and website design.
Strategic Outcomes: Competitive industry and sustainable communities
Program Activity: Small Business and Marketplace Services and Regional Operations Sector — Economic Development
Results Achieved: Industry Canada secured funding to deliver Computers for Schools (CFS) from 2008–13. In 2008–09, 65,766 computers were refurbished and delivered to schools and not-for-profit learning organizations.
($000)	Actual Spending 2006–07	Actual Spending 2007–08	Planned Spending 2008–09	Total Authorities 2008–09	Actual Spending 2008–09	Variances Between Planned Spending and Actual Spending
Total Contributions	12,173	7,418	3,400	7,339	7,339	(3,939)
Total Program Activity	12,173	7,418	3,400	7,339	7,339	(3,939)
Comment(s) on Variance(s): The variance is due to the fact that the planned spending only represents CFS, whereas the total authorities represent CFS as well as CFS Youth.
Audits/evaluations completed or planned:  A review of the implementation of the program’s results-based management and accountability framework is planned for 2009–10.

 

FedNor — Community Futures (CF) Program

Start Date: 1986			End Date: October 2, 2010
Description: The Community Futures (CF) Program supports community economic development and builds the capacity of non-metropolitan communities to realize their full sustainable potential. Funding is made available through transfer payments that provide contributions to designated Community Futures organizations in support of repayable business financing through local investment funds, strategic community planning and socio-economic development, business services, and community-based projects and special initiatives.
Strategic Outcomes: Competitive industry and sustainable communities
Program Activity: Small Business and Marketplace Services and Regional Operations Sector — Economic Development
Results Achieved: There were 1.98 dollars leveraged from other sources for every CF dollar invested. In addition, 3,195 businesses were created, expanded, maintained and strengthened in rural Ontario by Community Futures Development Corporations.
($000)	Actual Spending 2006–07	Actual Spending 2007–08	Planned Spending 2008–09	Total Authorities 2008–09	Actual Spending 2008–09	Variances Between Planned Spending and Actual Spending
Total Contributions	20,261	20,816	21,360	21,452	21,452	(92)
Total Program Activity	20,261	20,816	21,360	21,452	21,452	(92)
Comment(s) on Variance(s): Not applicable
Audits/evaluations completed or planned: An evaluation of the CF Program was completed in 2008–09. The Audit and Evaluation Branch will undertake an audit of the CF Program in 2009–10.

 

FedNor — Eastern Ontario Development Program

Start Date: October 12, 2004			End Date: March 31, 2009
Description: The Eastern Ontario Development Program (EODP) promotes socio-economic development in Eastern Ontario that leads to business and job opportunities, sustainable self-reliant communities, and a competitive and diversified regional economy. Delivered through Community Futures Development Corporations in Eastern Ontario, the program makes funding available through transfer payments to provide contributions in 5 areas: business and community development, access to capital, skills development, retention and attraction of youth, and technological enhancement.
Strategic Outcomes: Competitive industry and sustainable communities
Program Activity: Small Business and Marketplace Services and Regional Operations Sector — Economic Development
Results Achieved: There were 2.90 dollars leveraged from other sources for every EODP dollar invested. In addition, 615 rural Eastern Ontario businesses and organizations were created, expanded, maintained or strengthened within the last year.
($000)	Actual Spending 2006–07	Actual Spending 2007–08	Planned Spending 2008–09	Total Authorities 2008–09	Actual Spending 2008–09	Variances Between Planned Spending and Actual Spending
Total Contributions	9,600	9,400	9,600	9,600	9,600	-
Total Program Activity	9,600	9,400	9,600	9,600	9,600	-
Comment(s) on Variance(s): Not applicable
Audits/evaluations completed or planned: Not applicable.

 

FedNor — Northern Ontario Development Program

Start Date: April 1, 1996			End Date: June 30, 2011
Description: The Northern Ontario Development Program promotes economic development and diversification in Northern Ontario. It builds upon the assets and strengths of communities to maximize the sustainable potential of Northern Ontario to succeed in the knowledge-based economy. Funding through transfer payments provides contributions to not-for-profit organizations, and small and medium-sized enterprises in 6 areas: information and communications technology, innovation, community economic development, business financing support, trade, and tourism and human capital.
Strategic Outcomes: Competitive industry and sustainable communities
Program Activity: Small Business and Marketplace Services and Regional Operations Sector — Economic Development
Results Achieved: There were 2.79 dollars leveraged from other sources for every NODP dollar invested. In addition, 3,376 Northern Ontario businesses and organizations were created, expanded, maintained or strengthened.
($000)	Actual Spending 2006–07	Actual Spending 2007–08	Planned Spending 2008–09	Total Authorities 2008–09	Actual Spending 2008–09	Variances Between Planned Spending and Actual Spending
Total Contributions	36,859	37,184	40,800	40,800	40,800	-
Total Program Activity	36,859	37,184	40,800	40,800	40,800	-
Comment(s) on Variance(s): Not applicable
Audits/evaluations completed or planned: Not applicable.

 

Grant to Brantford Brownfield

Start Date: May 8, 2008			End Date: March 31, 2013
Description: A one-time grant of $12 million to the Corporation of the City of Brantford to be used for the planned remediation of the Mohawk–Greenwich brownfield site. Brownfields are abandoned or underused land, often in urban areas, that formerly housed industrial or commercial facilities. Redevelopment of brownfield land is generally complicated by real or perceived environmental contamination, and by liability or financing issues related to the toxic contamination. There has been significant private sector interest in the Mohawk–Greenwich brownfield site from both developers and the environmental remediation industry; however, the project is not financially viable for the private sector without financial assistance from government.
Strategic Outcomes: Competitive industry and sustainable communities
Program Activity: Industry Sector — Economic Development
Results Achieved: Results achieved to date include: Removal of underground storage tanks and remnant product Removal of debris and hazardous materials Removal of designated substances and de-designation of PCB site Removal of on-site tenants Management of on-site tenants (military museum) Structural analysis of identified buildings Review of all previous environmental site assessments (ESA) including rail line Development of comprehensive remediation plan Preparation of final development plan Development and completion of a proposal call process to obtain a proponent to remediate and develop the site, together with the execution of all necessary agreements, which may include an agreement of purchase and sale under which the successful proponent would obtain title to the lands following their remediation Demolition of remaining buildings after structural analysis
($000)	Actual Spending 2006–07	Actual Spending 2007–08	Planned Spending 2008–09	Total Authorities 2008–09	Actual Spending 2008–09	Variances Between Planned Spending and Actual Spending
Total Grants	–	–	12,000	9,085	404	11,596
Total Program Activity	–	–	12,000	9,085	404	11,596
Comment(s) on Variance(s): The variance is due to the reprofiling of funds at year end, which has been spread over a 3-year period.
Audits/evaluations completed or planned: Not applicable.

 

Ontario Potable Water Program

Start Date: December 13, 2007			End Date: March 31, 2011
Description: The Ontario Potable Water Program (OPWP) provides financial assistance in the form of grants to specific small and rural Ontario municipalities that incurred increased costs in the development of their Canada-Ontario Infrastructure Program drinking water projects.
Strategic Outcomes: Competitive industry and sustainable communities
Program Activity: Small Business and Marketplace Services and Regional Operations Sector — Economic Development
Results Achieved: To date, the OPWP is assisting 73 Ontario municipalities (36 in 2008–09) that incurred costs in the development of their Canada–Ontario Infrastructure Program drinking water projects. Projects were undertaken to stimulate economic activities that were delayed as a result of the municipality’s need to redirect funds to their Canada–Ontario Infrastructure Program project.
($000)	Actual Spending 2006–07	Actual Spending 2007–08	Planned Spending 2008–09	Total Authorities 2008–09	Actual Spending 2008–09	Variances Between Planned Spending and Actual Spending
Total Grants	–	2,159	29,100	29,100	10,371	18,729
Total Program Activity	–	2,159	29,100	29,100	10,371	18,729
Comment(s) on Variance(s): The variance is due to the reprofiling of funds at year end as a result of a change in cash flow projection.
Audits/evaluations completed or planned: Not applicable.

 

Structured Financing Facility

Start Date: September 31, 2001			End Date: March 31, 2011
Description: This program provides financing support to qualifying domestic and foreign shipowners to build or refit vessels in Canada in order to stimulate economic activities in the Canadian shipbuilding and industrial marine industry and to help position the industry to meet government procurement requirements.
Strategic Outcomes: Competitive industry and sustainable communities
Program Activity: Industry Sector — Economic Development
Results Achieved: Investment in support of the Canadian shipbuilding industry to help develop necessary critical infrastructure to position the industry for future federal procurement efforts.
($000)	Actual Spending 2006–07	Actual Spending 2007–08	Planned Spending 2008–09	Total Authorities 2008–09	Actual Spending 2008–09	Variances Between Planned Spending and Actual Spending
Total Contributions	9,854	4,967	15,507	18,297	15,149	358
Total Program Activity	9,854	4,967	15,507	18,297	15,149	358
Comment(s) on Variance(s): The variance was a result of expected potential projects not materializing.
Audits/evaluations completed or planned: An audit of the Structured Financing Facility (SFF) was completed in 2008 by the Audit and Evaluation Branch (AEB). The SFF program is currently undergoing an implementation review by the AEB.

Details on Other Programs

Canada Small Business Financing Program¹

Start Date: 1961			End Date: Ongoing
Description: The Canada Small Business Financing Program (CSBF) is a key federal financing program for small business. It helps small and medium-sized business get access to adequate financing. It also helps fill a gap in the range of financing instruments available to these small businesses, which otherwise have difficulty qualifying for financing that meets their needs.
Strategic Outcomes: Competitive industry and sustainable communities
Program Activity: Small Business and Marketplace Services and Regional Operations Sector — Economic Development
Results Achieved: Loans made: A total of 7,846 loans, representing $916.4 million, were made to small and medium-sized enterprises under the CSBF Program in 2008–09. Claims paid: In 2008–09, 1,979 CSBF claims totalling $106.4 million, 23 SBLA claims totalling $0.6 million and 105 Capital Leasing Pilot Project claims totalling $3.9 million were paid.
($000)	Actual Spending 2006–07	Actual Spending 2007–08	Planned Spending 2008–09	Total Authorities 2008–09	Actual Spending 2008–09	Variances Between Planned Spending and Actual Spending
Total Other Types of Transfer Payments	81,283	100,259	81,715	110,339	110,339	(28,624)
Total Program Activity	81,283	100,259	81,715	110,339	110,339	(28,624)
Comment(s) on Variance(s): The 2 major factors contributing to the adjustment were: The planned spending forecasts did not predict changes in the lending practices of financial institutions. The March 31, 2008, update to the expense forecasting model revealed changes in some lending practices, which resulted in higher-than-expected claims. The model also did not factor in unforeseen economic shocks and circumstances, such as the economic slowdown in Canada and around the globe.
Significant Evaluation Findings and URL(s) to Last Evaluation(s): In 2004–05, the CSBF program underwent an evaluation led by the Audit and Evaluation Branch covering the 5-year period from April 1, 1999, to March 31, 2004. The evaluation concluded that the program was still relevant to the needs of small business, there are no viable alternatives to it, and there is minimal overlap between this program (CSBF) and other federal initiatives to support access to financing by small businesses. Independent research and an outside evaluation of the CSBF program under the direction of a public–private sector committee, based on a results-based management and accountability framework, was completed to support this review. The next review of the CSBF Program, covering the 5-year period from April 1, 2004 to March 31, 2009, is currently underway and must be tabled in Parliament by March 31, 2010.

¹ Industry Canada is responsible for the Canada Small Business Financing (CSBF) Program. This program does not provide grants and contributions, so it is not reported in the table Details on Transfer Payments Programs.

Table 4: Up-Front Multi-Year Funding (formerly Foundations [Conditional Grants])

Industry Canada is responsible for administering funding agreements with the following foundations.

An Innovative Economy

• Canada Foundation for Innovation
• Canadian Institute for Advanced Research
• CANARIE Network (formerly CA*net)
• Council of Canadian Academies
• Funding for Seven Centres of Excellence
• Genome Canada
• Perimeter Institute
• Pierre Elliott Trudeau Foundation
• Precarn Incorporated, Phase 4

Competitive Industry and Sustainable Communities

• Canadian Youth Business Foundation

An Innovative Economy

Canada Foundation for Innovation

Start Date: April 25, 1997		End Date: December 31, 2012			Total Funding: $4.24 billion
Description: The Canada Foundation for Innovation (CFI) is an arm’s-length, independent corporation that funds research infrastructure. The CFI’s mandate is to strengthen the capacity of Canadian universities, colleges, research hospitals and not-for-profit research institutions to carry out world-class research and technology development that benefits Canadians.
Strategic Outcomes: An innovative economy
Summary of Results Achieved by the Recipient: CFI-funded infrastructure projects are located in 64 municipalities across Canada. Increasingly, researchers from elsewhere in the host province and abroad are using this infrastructure, which serves as a magnet for investment and talent. CFI supports national S&T objectives and strengthens Canada’s capacity for innovation by: Supporting economic growth and job creation, as well as health and environmental quality through innovation Increasing Canada’s capability to carry out important world-class scientific research and technology development Expanding research and job opportunities for young Canadians Promoting productive networks and collaboration among Canadian post-secondary educational institutions, research hospitals and the private sector
($000)	Actual Spending 2006–07	Actual Spending 2007–08	Planned Spending 2008–09	Total Authorities 2008–09	Actual Spending 2008–09	Variances Between Planned Spending and Actual Spending
Program Activity: Science and Innovation Sector — Science and Technology (S&T) and Innovation	-	26,700	77,700	77,700	77,700	-
Comment(s) on Variance(s): N/A
Significant Evaluation Findings and URL(s) to Last Evaluation(s) / Future Plans: CFI has completed the following evaluation activities in 2008–09: CFI’s Performance, Evaluation, Risk, and Audit Framework (PERAF) was finalized 6 Outcome Measurement Studies were completed at the following institutions: University of Manitoba (05/2008) — Immunology and Infectious Diseases University of Victoria (05/2008) — Environment and Oceans University of Guelph (01/2009) — Food Sciences and Soft Materials Cégep de Saint-Hyacinthe (02/2009) — Textiles Simon Fraser University (03/2009) — Material Science University of New Brunswick (03/2009) — River Ecosystems 2008 Outcome Measurement Studies Summary Report 2008 Report on Results annual analysis of project progress reports An exploratory study on the link between CFI investments and Canadian university spin-off company growth CFI has scheduled the following evaluation activities for 2009–10: Overall Performance Evaluation to be finalized by March 31, 2010 Need for New/Renewal of Research Infrastructure to be finalized by March 31, 2010. This study forms a component of the Overall Performance Evaluation (Special Study) International Comparison Study to be finalized by March 31, 2010. This study forms a component of the Overall Performance Evaluation (Special Study) 4 to 6 Outcome Measurement Study visits to be completed by March 2010 Other evaluation activities include: Annual analysis of more than 3,000 project progress reports
Significant Audit Findings and URL(s) to Last Audit(s) / Future Plans: CFI has completed the following audit/monitoring activities for 2008–09: Audited financial statements are available in the CFI Annual Report (once tabled in Parliament by the Minister of Industry) Contribution Audits — 25 CFI-funded projects Monitoring Visits — 9 visits conducted at recipient institutions Annual Financial Reports — reviewed 1,472 interim and final financial reports for ongoing CFI-funded projects CFI has scheduled the following audit/monitoring activities for 2009–10: Value-for-Money (Performance) Audit to be finalized by March 31, 2010 Financial statement audit (annually) Contributions Audits — 26 audits of CFI-funded projects Monitoring Visits — 12 visits at recipient institutions Annual Financial Reports (annually) — anticipate in excess of 1,600 interim and final financial reports
Recipient’s Site: www.innovation.ca
Recipient’s Annual Report: www.innovation.ca/en/accountability/annual-reports

 

Canadian Institute for Advanced Research

Start Date: April 1, 2002			End Date: December 2012		Total Funding: $50 million
Description: The Canadian Institute for Advanced Research (CIFAR) is a not-for-profit corporation that supports networks of some of the best Canadian and international researchers in conducting long-term research on scientific, social and economic issues of vital importance to Canada.
Strategic Outcomes: An innovative economy
Summary of Results Achieved by the Recipient: CIFAR continues to support research across its 12 innovative research programs with 305 researchers. These programs include quantum information processing, genetic networks and integrated microbial biodiversity. In 2008–09, CIFAR launched the Junior Fellow Academy, designed to cultivate new generations of research leaders. Currently there are 12 junior fellows in place.*
($000)	Actual Spending 2006–07	Actual Spending 2007–08	Planned Spending 2008–09	Total Authorities 2008–09	Actual Spending 2008–09	Variances Between Planned Spending and Actual Spending
Program Activity: Science and Innovation Sector — Science and Technology (S&T) and Innovation	-	5,0000	5,000	5,000	5,000	-
Comment(s) on Variance(s): N/A
Significant Evaluation Findings and URL(s) to Last Evaluation(s) / Future Plans: CIFAR will be undertaking a program evaluation to be finalized by June 30, 2010.
Significant Audit Findings and URL(s) to Last Audit(s) / Future Plans: CIFAR provides audited financial statements in its annual report. A performance audit will be undertaken in 2009–10 with results due by June 30, 2010.
Recipient’s Site: www2.cifar.ca
Recipient’s Annual Report: www2.cifar.ca/publications

* These figures are as of March 31, 2009.

NOTE: CIFAR’s 2008–09 fiscal year ends in June 2009. Therefore final data for that year are not yet available. This table includes results for the period starting April 2008 and ending March 2009.

 

CANARIE Network (formerly CA*net)

Start Date: March 2002			End Date: March 31, 2012	Total Funding: $120 Million
Description: CANARIE Inc. operates and develops Canada’s advanced, high-speed backbone network that facilitates the development and use of next-generation technologies. In partnership with advanced research networks in every province, it connects research facilities, educational institutions, hospitals and other science facilities to each other and to their international peers. It is an essential tool for researchers and educators engaged in collaborative work.
Strategic Outcomes: An innovative economy
Summary of Results Achieved by the Recipient: Achievements included the launch of the Network-Enabled Program v2 (NEP-2) and growing the number of organizations benefiting from the CANARIE Network via the Infrastructure Extensions Program. CANARIE invested in new network equipment to support the research community’s need for more bandwidth. The organization demonstrated leadership in initiating a Green IT workshop with national and international subject matter experts to define objectives and requirements of a planned Green IT pilot project. These initiatives support CANARIE objectives to expand the advanced research network and develop, demonstrate and implement next-generation technologies in support of innovation and research. CANARIE continued to work with partners in provincial networks, federal labs, academia, the private sector, as well as with international peer networks, to promote network development and innovation, identify technology and policy issues, and facilitate collaboration.
($000)	Actual Spending 2006–07	Actual Spending 2007–08	Planned Spending 2008–09	Total Authorities 2008–09	Actual Spending 2008–09	Variances Between Planned Spending and Actual Spending
Program Activity: Spectrum, Information Technologies and Telecommunications Sector — S&T and Innovation	24,000	15,000	15,000	28,000	28,000	(13,000)
Comment(s) on Variance(s): The $28-million payment is the third instalment of the $120-million conditional grant for CANARIE’s Advanced Network. The amount paid is based on CANARIE’s cash flow requirements, reported annually to the Minister before an instalment is issued.
Significant Evaluation Findings and URL(s) to Last Evaluation(s) / Future Plans: A program evaluation will be undertaken by March 31, 2012, and a performance audit will be undertaken by June 30, 2010, prior to the end of the program.
Significant Audit Findings and URL(s) to Last Audit(s) / Future Plans: At the request of Industry Canada, a successful compliance audit of the CANARIE Inc. grant was conducted in 2008.
URL to Recipient’s Site: www.canarie.ca
URL to Recipient’s Annual Report: www.canarie.ca/press/publications.html

 

Council of Canadian Academies

Start Date: July 2005			End Date: 2015		Total Funding: $30 million
Description: The Council of Canadian Academies (CCA) is an arm's-length, not-for-profit organization that was established to assess the state of scientific knowledge underpinning key public policy issues. Its founding members are the Royal Society of Canada, the Canadian Academy of Engineering and the Canadian Academy of Health Sciences. The Government of Canada provided a $30-million, one-time conditional grant in July 2005 from Budget 2005, which entitles the government to 5 assessments per year. Each assessment will likely take 18 months to 2 years to complete.
Strategic Outcomes: An innovative economy
Summary of Results Achieved by the Recipient: The CCA released two assessment reports: Small is Different: A Science Perspective on the Regulatory Challenges of the Nanoscale, and Energy and Gas Hydrates, Assessing the Opportunities and Challenges for Canada in July 2008. The nanotechnology report stimulated broad discussions in the media on the potential or perceived health impacts of nanotechnology and reinforced Health Canada’s efforts to protect the health and safety of Canadians through regulation of the introduction of nanomaterials and substances in products. The Gas Hydrates report is engaging Canadians in an informed public dialogue on Canada’s future energy policy options. For example, the report was used to set the context for the first Canadian Workshop on Arctic Gas Hydrates, held in Calgary, March 16–17, 2009, to solicit considered professional opinion on future directions for gas hydrate research and development in Canada. As of the end of the fiscal year, CCA assessments were underway on the following topics: groundwater sustainability in Canada; private sector innovation in Canada; strengths and weaknesses of university-based research community in the areas of management, business and finance in Canada; and the state and comprehensiveness of animal health risk assessment in Canada.
($000)	Actual Spending 2006–07	Actual Spending 2007–08	Planned Spending 2008–09	Total Authorities 2008–09	Actual Spending 2008–09	Variances Between Planned Spending and Actual Spending
Program Activity: Science and Innovation Sector — Science and Technology (S&T) and Innovation	-				-	-
Comment(s) on Variance(s): N/A
Significant Evaluation Findings and URL(s) to Last Evaluation(s) / Future Plans: None
Significant Audit Findings and URL(s) to Last Audit(s) / Future Plans: As a follow-up to the compliance audit of the Funding Agreement with the CCA done in July 2007 covering the period from the date of the signing of the agreement to March 31, 2007, technical amendments to the Funding Agreement were made and Industry Canada worked with the CCA to implement improvements identified in the audit. The CCA began developing a strategy to undertake a performance evaluation of its activities and projects, which is due in 2010.
URL to Recipient’s Site: www.scienceadvice.ca
URL to Recipient’s Annual Report: http://www.scienceadvice.ca/publications.php

 

Funding for Seven Centres of Excellence

Centre of Excellence:		Start Date:		End Date:		Total Funding:
1. University of British Columbia (Brain Research Centre)		January 2008		March 2012		$15,000,000
2. St. Michael’s Hospital (Li Ka Shing Knowledge Institute)		January 2008		March 2011		$15,000,000
3. Dalhousie University (Life Sciences Research Institute)		January 2008		March 2011		$15,000,000
4. Canada School of Energy and Environment		January 2008		March 2010		$15,000,000
5. Heart and Stroke Foundation of Ontario (the Heart and Stoke Foundation Centre for Stroke Recovery)		January 2008		March 2012		$15,000,000
6. National Optics Institute		January 2008		March 2011		$15,000,000
7. McGill University (Montreal Neurological Institute)		January 2008		March 2010		$15,000,000
Description: The federal government is targeting $105 million to areas where Canada has potential to be a world leader, such as energy, environmental technologies, information technologies and health sciences.
Strategic Outcomes: An innovative economy
Summary of Results Achieved by the Recipient: University of British Columbia (Brain Research Centre — BRC) Construction of the facility is still on track for commissioning of the facility by March 2012 BRC has a strong commercialization record, including the filing of numerous patents and new company start-ups Progress is being made to develop and expand BRC’s laboratories to support its strong research capacity St. Michael’s Hospital (Li Ka Shing Knowledge Institute — LKSKI) In 2008–09, LKSKI recruited 6 researchers and a Vice-President, Education LKSKI also launched a successful international student exchange program Dalhousie University (Life Sciences Research Institute — LSRI) LSRI continued to support both applied research and commercialization activities Construction of the facility remains on track and is scheduled to be completed in March 2011 Canada School of Energy and Environment (CSEE) CSEE successfully launched its first proof-of-principle competition with 10 projects receiving funding Heart and Stroke Foundation of Ontario (Heart and Stroke Foundation Centre for Stroke Recovery (HSFCSR) HSFCSR made progress in its recruitment efforts by attracting a number of world-class research personnel, including 10 research scientists HSFCSR undertook 31 projects aimed at advancing the knowledge of the determinants of stroke recovery and the development of new therapeutics and interventions in stroke recovery National Optics Institute (INO) INO expanded its operations outside of Quebec through agreements with McMaster University and the Alberta Research Council. The Institute also secured an international partnership with Bayerischer Lazeertrum GmbH, Germany McGill University (Montreal Neurological Institute — MNI) MNI successfully launched its first competition, with 37 projects selected for funding MNI has been able to further develop its clinical trials program, increase student involvement in the research program, and facilitate commercialization and business development
($000)	Actual Spending 2006–07	Actual Spending 2007–08	Planned Spending 2008–09	Total Authorities 2008–09	Actual Spending 2008–09	Variances Between Planned Spending and Actual Spending
Program Activity: Science and Innovation Sector — Science and Technology (S&T) and Innovation	–	105,000	–	-	-	-
Comment(s) on Variance(s): N/A
Significant Evaluation Findings and URL(s) to Last Evaluation(s) / Future Plans: No evaluations relative to this funding have been conducted and none are yet planned.
Significant Audit Findings and URL(s) to Last Audit(s) / Future Plans: No audits relative to this funding have been conducted to date. However, each of the Centres undergoes an annual audit of its financial statement as part of its Annual Report to the Minister. A compliance audit of the Montreal Neurological Institute is scheduled to be completed by November 30, 2009. Compliance audits for the other Centres will be conducted in the coming years.
Links to Recipient’s Site: University of British Columbia (Brain Research Centre (BRC)) St. Michael's Hospital (Li Ka Shing Knowledge Institute (LKSKI)) Dalhousie University (Life Sciences Research Institute (LSRI)) None Heart and Stroke Foundation of Ontario (Heart and Stroke Foundation Centre for StrokeRecovery (HSFCSR)) National Optics Institute (INO) McGill University (Montreal Neurological Institute ( MNI))
Links to Recipient’s Annual Report: University of British Columbia (Brain Research Centre (BRC)) St. Michael's Hospital (Li Ka Shing Knowledge Institute (LKSKI)) Not available Not available Heart and Stroke Foundation of Ontario (Heart and Stroke Foundation Centre for StrokeRecovery (HSFCSR)) National Optics Institute (INO) Not available

 

Genome Canada

Start Date: March 2000			End Date: March 2010		Total Funding: $840 million
Description: Genome Canada is an independent corporation with 6 regional genomics centres across Canada. Genome Canada, the primary funding and information resource concerned with genomics and proteomics in Canada, has enabled Canada to become a world leader in key areas such as agriculture, environment, fisheries, forestry, health and new technology development, as well as ethical, environmental, economic, legal and social issues related to genomics (GE3LS).
Strategic Outcomes: An innovative economy
Summary of Results Achieved by the Recipient: The Geee! In Genome travelling exhibition, now on its second tour, included stops in Edmonton and Red Deer, Alberta; Thunder Bay, Ontario, and Thetford Mines, Quebec. The exhibition presented the ABCs of genomics and proteomics, examined how the science of genomics is changing our lives, and introduced historical and Canadian researchers in the science of genomics. Throughout the exhibition, ethical issues and questions were raised and visitors recorded their own opinions and views. Genome Canada announced 12 new genomics and proteomics research projects in the areas of bio-products and crops. The projects were supported from funds provide in Budget 2008. Genome Canada–funded researchers contributed to an international effort to sequence the bovine genome. Results of this research provide new information about mammalian evolution as well as cattle-specific biology and could lead to research that could result in more sustainable food production.
($000)	Actual Spending 2006–07	Actual Spending 2007–08	Planned Spending 2008–09	Total Authorities 2008–09	Actual Spending 2008–09	Variances Between Planned Spending and Actual Spending
Program Activity: Science and Innovation Sector — Science and Technology (S&T) and Innovation	-	6,700	-	29,500	29,500	(29,500)
Comment(s) on Variance(s): Genome Canada announced 12 new genomics and proteomics research projects in the areas of bio-products and crops. The projects were supported from funds provided in Budget 2008.
Significant Evaluation Findings and URL(s) to Last Evaluation(s) / Future Plans: An evaluation was finalized in 2008–09.
Significant Audit Findings and URL(s) to Last Audit(s) / Future Plans: A performance audit was finalized in 2008–09.
URL to Recipient’s Site: www.genomecanada.ca
URL to Recipient’s Annual Report: http://www.genomecanada.ca/en/about/corporate/reports.aspx

 

Perimeter Institute

Start Date: 2007			End Date: 2012		Total Funding: $50 million
Description: The Perimeter Institute is an independent, resident-based research institute devoted to foundational issues in theoretical physics at the highest levels of international excellence.
Strategic Outcomes: An innovative economy
Summary of Results Achieved by the Recipient: In 2008–09, the Perimeter Institute (PI) continued to offer a dynamic, multidisciplinary environment with maximum research freedom, collaboration opportunities and growing scientific programs. It has increased its research activities, and expanded its educational programs and products reaching students, teachers and the general public. Researchers in the Institute’s 6 research programs contributed 203 new publications that received 925 citations. 14 post-doctoral fellows from the world’s leading institutions were selected to join the Institute. A new Sabbatical Leave Program was launched, enticing 18 leading researchers to spend leaves of absence at the Institute. In addition to building its team of resident scientists, PI is becoming a second research home to leading physicists from around the world through the new Distinguished Research Chair program. The first 10 of a planned 30 Chairs have already been announced and include Prof. Stephen Hawking. The Institute launched Perimeter Scholars International, a new masters-level course designed to make highly qualified people into leaders in theoretical physics in an intense, interactive learning environment. PI hosted 23 conferences, workshops and summer schools and presented over 220 scientific talks. The first in a series of “Perimeter Explorations” in-class resources was acquired by over 3,000 educators across Canada and internationally, impacting well over 100,000 students. PI’s activities for youth and the general public were honoured with the NSERC Michael Smith Award for Science Promotion, one of the country’s highest honours for outreach.
($000)	Actual Spending 2006–07	Actual Spending 2007–08	Planned Spending 2008–09	Total Authorities 2008–09	Actual Spending 2008–09	Variances Between Planned Spending and Actual Spending
Program Activity: Science and Innovation Sector — Science and Technology (S&T) and Innovation	-	10,543	-	13,496	13,496	(13,496)
Comment(s) on Variance(s): Variance is due to increased activities by the Institute.
Significant Evaluation Findings and URL(s) to Last Evaluation(s) / Future Plans: No evaluations relative to this funding have yet been conducted. However, an evaluation will be completed by March 31, 2011.
Significant Audit Findings and URL(s) to Last Audit(s) / Future Plans: No audits relative to this funding have yet been conducted. However, a compliance audit will be conducted in 2009–10 and a performance audit will be finalized by October 31, 2010.
URL to Recipient’s Site: www.perimeterinstitute.ca
URL to Recipient’s Annual Report: Not available

NOTE: PI 2008–09 fiscal year ends in July 2009. Therefore final data for that year are not yet available. This table includes results for the period starting April 2008 and ending March 2009.

 

Pierre Elliot Trudeau Foundation

Start Date: March 31, 2002			End Date: Ongoing		Total Funding: $125 million
Description: The Foundation supports research and the dissemination of research findings in the humanities and human sciences, such as Canadian studies, history, international relations, journalism, law, peace and conflict studies, philosophy, political economy, political science, sociology, and urban and community studies.
Strategic Outcomes: An innovative economy
Summary of Results Achieved by the Recipient: The Trudeau Foundation offered 9 Mentorships, 15 Scholarships and 5 Fellowships in 2008–09. In addition, under its Public Interaction Program, the Foundation hosted events designed to facilitate knowledge dissemination, such as the Annual Trudeau Conference on Public Policy, the Trudeau Lectures, the Mentors-Scholars Retreat and the Summer Institute.
($000)	Actual Spending 2006–07	Actual Spending 2007–08	Planned Spending 2008–09	Total Authorities 2008–09	Actual Spending 2008–09	Variances Between Planned Spending and Actual Spending
Program Activity: Science and Innovation Sector — Science and Technology (S&T) and Innovation	-	-	-	-	-	-
Comment(s) on Variance(s): N/A
Significant Evaluation Findings and URL(s) to Last Evaluation(s) / Future Plans: Although not required, the Foundation chose to undertake a preliminary evaluation in 2005 to ensure that it was meeting its objectives under the Funding Agreement. The evaluation was very thorough and most of its recommendations were implemented. A first Summative Evaluation of the Foundation’s work, conducted in 2008–09 by an external review panel of independent experts, was submitted to the Minister of Industry by March 31, 2009. The next evaluation will be undertaken in 2013–14.
Significant Audit Findings and URL(s) to Last Audit(s) / Future Plans: The Foundation provides audited financial statements in its annual report.
URL to Recipient’s Site: www.trudeaufoundation.ca
URL to Recipient’s Annual Report: http://www.trudeaufoundation.ca/trudeaufoundation/.browse/resource/public?l=en

 

Precarn Incorporated, Phase 4

Start Date: April 1, 2005			End Date: March 2010		Total Funding: $20 million
Description: Precarn is Canada’s national organization for the development and commercialization of intelligent systems and robotics. In the Precarn model for commercializing R&D, a private sector technology developer enters into a formal collaborative agreement with Precarn. This agreement incorporates a commercialization plan and a marketing strategy for the technology under development. Precarn also identifies which university or research institute is best suited to be an R&D partner. An agreement is then entered into with another company that is a potential user of the technology under development. This second company provides feedback and suggestions for improvement and is often the first customer for the technology developed in the project.
Strategic Outcomes: An innovative economy
Summary of Results Achieved by the Recipient:
($000)	Actual Spending 2006–07	Actual Spending 2007–08	Planned Spending 2008–09	Total Authorities 2008–09	Actual Spending 2008–09	Variances Between Planned Spending and Actual Spending
Program Activity: Spectrum, Information Technologies and Telecommunications Sector — S&T and Innovation	-	-	-	-	-	-
Comment(s) on Variance(s): Precarn was provided with a lump-sum conditional grant of $20 million in Budget 2005 in the first year of the period 2005–10. No target for annual program spending or authority was stipulated with the grant. Program funding for each year is contracted with companies on a case-by-case basis following a peer-reviewed request for proposal process to select the most projects with the largest potential benefit for Canada. As a result of this competitive process, Precarn’s annual program spending is not determined in advance but is determined by the number and size of successful projects approved each year.
Significant Evaluation Findings and URL(s) to Last Evaluation(s) / Future Plans: An independent Summative Evaluation of Precarn Phase 4 will be undertaken before March 31, 2010.
Significant Audit Findings and URL(s) to Last Audit(s) / Future Plans: The latest audit of Precarn’s Phase 3 in 2004 showed that Precarn’s activities resulted in 41 new start-ups, 200 new services and products, the training of 1,700 highly qualified people; stimulated a private sector investment of $220 million; and represented a Net Present Value of between $215 million and $1.2 billion.
URL to Recipient’s Site: www.precarn.ca
URL to Recipient’s Annual Report: www.precarn.ca/about/annual/report/

 

Competitive Industry and Sustainable Communities

Canadian Youth Business Foundation

Start Date: April 1, 2002			End Date: September 2009		Total Funding: $17.5 million
Description: The Canadian Youth Business Foundation (CYBF) supports and develops youth entrepreneurship. The youth business program provides loans, mentorship support and an interactive website to entrepreneurs between the ages of 18 and 34.
Strategic Outcomes: Competitive industry and sustainable communities
Summary of Results Achieved by the Recipient: For the 2008–09 period, the CYBF helped 441 young entrepreneurs start their own businesses by providing them with business loans and the support of a volunteer mentor.
2 lump sum payments: $7.5 million in 2002–04 and $10 million in 2005–09 ($000)	Actual Spending 2006–07	Actual Spending 2007–08	Planned Spending 2008–09	Total Authorities 2008–09	Actual Spending 2008–09	Variances Between Planned Spending and Actual Spending
Program Activity: Small Business and Marketplace Services and Regional Operations — Economic Development	-	-	-	-	-	-
Comment(s) on Variance(s): N/A
Significant Evaluation Findings and URL(s) to Last Evaluation(s) / Future Plans: The 2004 evaluation of the CYBF found that the work of the CYBF is relevant and fills an identifiable market gap and that it delivers its programs in a cost-effective manner. The next evaluation of the CYBF will be performed by September 30, 2010.
Significant Audit Findings and URL(s) to Last Audit(s) / Future Plans: A 2007 compliance audit found that the CYBF was in compliance with the spirit of its funding agreement with Industry Canada and that it was committed to realizing the objectives outlined within.
URL to Recipient’s Site: www.cybf.ca
URL to Recipient’s Annual Report: http://www.cybf.ca/assets/pdf/CYBF_AR_ENG_FINAL_Mar_51.pdf

Table 5: Horizontal Initiatives

Industry Canada is involved in a number of horizontal initiatives, working in partnership with other federal departments, other levels of government, non-governmental organizations and private sector organizations. Industry Canada’s involvement in these initiatives contributes to the Department’s achievement of its strategic outcomes.

Industry Canada is the lead for the following significant horizontal initiatives.

• BizPaL
• Canadian Business Network
• 20% Paperwork Burden Reduction Initiative

DPR Horizontal Initiative

Name of Horizontal Initiative: BizPaL
Name of Lead Department(s): Industry Canada				Lead Department Program Activity: Small Business and Marketplace Services and Regional Operations Sector — Economic Development
Start Date of the Horizontal Initiative: January 31, 2005				End Date of the Horizontal Initiative: March 31, 2011
Total Federal Funding Allocation (start to end date): $14,980,000
Description of the Horizontal Initiative (including funding agreement): BizPaL is a unique collaboration of federal, provincial/territorial and municipal governments working together in a new service delivery model to improve access to information on permits and licences needed from all orders of government to start or operate a business. Integrated into local government websites or portals, BizPaL provides a single point of contact for entrepreneurs, enabling them to quickly learn which permits and licences they will need from municipal, provincial/territorial and federal governments. Federal funding supports secretariat services, expansion and development of the service and the federal role. None of the participants (provinces/territories/municipalities) receive federal funds for the BizPaL initiative. They provide “in-kind” support in their respective jurisdictions. Provincial and territorial participants also contribute funds to a Specified Purpose Account to support basic operating costs in accordance with a cost-sharing formula based on population size.
Shared Outcome(s): Increased awareness of and access to business permits and licences from all orders of government Increased cost savings for businesses by avoiding involuntary non-compliance Support for government efforts to reduce the paperwork burden and red tape that face small business owners and operators
Governance Structure(s): BizPaL represents a shared governance model that involves participants from the federal, provincial/territorial and local/municipal levels of government. Industry Canada manages the expansion and evolution of the BizPaL service and develops relationships among participating jurisdictions. Although governance is shared through various participant committees, Industry Canada is accountable for the federal resources contributed to the BizPaL initiative. In addition, Industry Canada is responsible for enlisting the participation of federal government departments to BizPaL and provides a centralized support function to the partnership.
Federal Partner(s)	Federal Partner Program Activity	Names of Programs for the Federal Partner(s)	Total Allocation From Start to End Date	Planned Spending 2008–09	Actual Spending 2008–09	Expected Results 2008–09	Results Achieved 2008–09
Industry Canada (lead)	Small Business and Marketplace Services and Regional Operations Sector — Economic Development	BizPaL	$14,980,000	$3,000,000	$2,299,000	Accelerated expansion of service to provincial/territorial governments and local governments within those provinces and territories	Expansion of the BizPaL service to 3 additional provinces and to 167 additional municipalities within the participating provinces and territories
Federal/Provincial/ Territorial/Municipal/ Local Government Participants: 1 Federal government (NRCan) 11 Provincial/ territorial governments (Yukon, Nova Scotia, Ontario, Manitoba, Alberta, Saskatchewan, British Columbia, New Brunswick, Newfoundland and Labrador, Northwest Territories and Prince Edward Island) 277 Municipal/local governments	Not applicable	BizPaL	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Total			$14,980,000	$3,000,000	$2,299,000
Comments on Variance(s): Contractual limitations and departmental priorities limited the ability to conduct some technical enhancements and Public Opinion Research in 2008–09.
Results Achieved by Non-Federal Partners: Industry Canada’s achievements are shared with non-federal partners, which include the expansion of the service to an additional 167 municipalities.
Contact Information: Marcie Girouard, Executive Director, Service Delivery and Partnerships, Small Business and Tourism Branch

 

DPR Horizontal Initiative

Name of Horizontal Initiative: Canada Business Network (Amalgamation of Canada Business Service Centres (CBSC) and Business Gateway (BG))
Name of Lead Department(s): Industry Canada Atlantic Canada Opportunities Agency Western Economic Diversification Canada Economic Development Agency of Canada and the Regions of Quebec		Lead Department Program Activity: Small Business and Marketplace Services and Regional Operations Sector — Economic Development
Start Date of the Horizontal Initiative:	End Date of the Horizontal Initiative:	Total Federal Funding Allocation (start to end date):
Canada Business Service Centres (CBSC): Funding originally started in 1995 (February 9, 1995). Most recent renewal for period 2006–07 (Policy and funding approval: Building a More Innovative Economy — Jobs and Growth)	March 2009	$211 million (since 1995)
Business Gateway: Funding originally started in 2000 to March 31, 2006 (Policy and funding approval: Government On-line funding via TBS initially / PWGSC — Gateways and Clusters)	March 31, 2006	$6.79 million (since 2000)
		Total: $217.79 million
Description of the Horizontal Initiative (including funding agreement): Canada Business was established to improve service to small business and start-up entrepreneurs by providing a comprehensive first stop for information on government services, programs and compliance requirements from federal and provincial/territorial levels of government. On behalf of the Government of Canada and its partners, Canada Business delivers a host of information products and resources through a variety of channels across Canada (web, in-person, telephone). Through its collaboration with the provinces and territories, information products and resources are supplemented by jurisdictionally relevant content, providing client-centred, integrated information services.
Shared Outcome(s): Increased awareness and access to government business-related information, programs and services and facilitated compliance for business Increased use of self-service channels Reduced complexity in accessing programs and services and compliance requirements for SMEs Improved SME business planning and market research
Governance Structure(s): The Canada Business Network is managed on behalf of the federal government by the Atlantic Canada Opportunities Agency (ACOA), Economic Development Agency for the Regions of Quebec (QCED), Industry Canada (IC) and Western Economic Diversification Canada (WD). The lead organizations are responsible for ensuring compliance with all federal policies affecting program delivery in a collaborative environment, particularly policies on topics such as official languages, accessibility, access to information and privacy, federal identity, and alternative service delivery.

 

Federal Partner(s)	Federal Partner Program Activity	Names of Programs for the Federal Partner(s)	Total Allocation From Start to End Date ($000)	Planned Spending for 2008–09 ($000)	Actual Spending in 2008–09 ($000)	Expected Results for 2008–09	Results Achieved in 2008–09
IC	Small Business and Marketplace Services and Regional Operations — Economic Development	Canada Business Network	92,416	6,504	6,024	SME use of government business-related information, programs and services and facilitated compliance for business	9.5 million visits to all CB websites, an increase of 2.5 million over the previous year
ACOA	Fostering the development of institutions and enterprises with emphasis on those of small and medium size	Canada Business Network	36,016	2,641	2,478	Access for Atlantic Canadians to accurate, timely, and relevant business information	Client satisfaction is measured by client surveys every 2 years. Results will be available in 2010
WD	Business Development and Entrepreneurship	Canada Business Network	49,964	3,977	3,760	Reduced complexity in accessing federal and provincial programs and services and compliance require- ments for SMEs	Client satisfaction evaluations are undertaken every 2 years. Leveraged funding from provincial governments: $2.689 million
QCED	Competitiveness of SMEs	Canada Business Network	23,184	1,878	1,878	Enterprises and entrepreneurs have general information regarding government programs and services	Excluding web access, 27,093 enterprises and entrepreneurs obtained customized information
Total			201,580	15,000	14,140
Comments on Variance(s): N/A
Results Achieved by Non-federal Partners: N/A
Contact Information: Marcie Girouard, Executive Director, Service Delivery and Partnerships, Small Business and Tourism Branch

 

DPR Horizontal Initiative

Name of Horizontal Initiative: 20% Paperwork Burden Reduction Initiative
Name of Lead Department(s): Industry Canada				Lead Department Program Activity: Small Business and Marketplace Services and Regional Operations Sector — Economic Development
Start Date of the Horizontal Initiative: Budget announcement: March 19, 2007				End Date of the Horizontal Initiative: March 20, 2009
Total Federal Funding Allocation (start to end date): N/A
Description of the Horizontal Initiative (including funding agreement): This is an initiative to reduce paper burden borne by business by 20%. 13 key regulatory departments and agencies have established an inventory of administrative requirements and information obligations they impose on business that existed as of November 2006. The objective of this baseline count is to establish a benchmark on which the 20% reduction will be based. Partner departments and agencies are reviewing obligations and requirements for which they are responsible and, where appropriate, introducing changes towards the goal of eliminating some 80,000 requirements and obligations by November 2008. There is no funding attached to this initiative. Funding is dealt with in the context of existing programs and initiatives.
Strategic Outcome(s): Improving how businesses comply with federal rules and regulations will improve regulatory efficiency and help businesses, particularly small businesses, focus their resources and efforts more on innovating and running a successful enterprise and less on complying with a regulatory or administrative burden.
Governance Structure(s): Through the Small Business and Tourism Branch, Industry Canada is responsible for: Leading and coordinating an interdepartmental committee to provide support, discuss best practices and provide additional support in identifying reduction opportunities Developing and maintaining a web-based inventory application for departments and agencies to first record their baseline count of regulatory requirements and subsequently record reductions to their baseline counts Monitoring progress of recorded reductions and providing status reports Departments and agencies are responsible for reporting on and implementing necessary actions for reducing, by at least 20%, their baseline count of requirements and obligations. Departments and agencies are also responsible for implementing complementary initiatives that, although they may not contribute to reducing the count of regulatory requirements, will reduce burden on businesses, especially small businesses. The Minister of Industry and the Minister of State (Small Business and Tourism) were the government’s lead spokespersons for the initiative.
Federal Partner(s)	Federal Partner Program Activity	Names of Programs for the Federal Partner(s)	Total Allocation From Start to End Date	Planned Spending 2008–09	Actual Spending 2008–09	Expected Results 2008–09	Results Achieved 2008–09
Agriculture and Agri-Food Canada	Not available	20% Paperwork Burden Reduction	Not applicable	Not applicable
Canadian Food Inspection Agency	Not available	20% Paperwork Burden Reduction	Not applicable	Not applicable
Canadian Border Services Agency	Not available	20% Paperwork Burden Reduction	Not applicable	Not applicable
Environment Canada	Not available	20% Paperwork Burden Reduction	Not applicable	Not applicable
Finance Canada	Not available	20% Paperwork Burden Reduction	Not applicable	Not applicable
Canada Revenue Agency	Not available	20% Paperwork Burden Reduction	Not applicable	Not applicable
Fisheries and Oceans Canada	Not available	20% Paperwork Burden Reduction	Not applicable	Not applicable
Health Canada	Not available	20% Paperwork Burden Reduction	Not applicable	Not applicable
Human Resources and Skills Development Canada	Not available	20% Paperwork Burden Reduction	Not applicable	Not applicable
Industry Canada	Small Business and Marketplace Services and Regional Operations Sector — Economic Development	20% Paperwork Burden Reduction	Not applicable	Not applicable	Not applicable	Administrative and regulatory requirements contained in Industry Canada’s statutes, regulations, policies and forms will be eliminated. Government-wide, some 80,000 requirements will be eliminated	As of March 2009, Industry Canada had achieved a 15% reduction in its count of administrative and regulatory requirements. Government achieved a 20.5% reduction
Natural Resources Canada	Not available	20% Paperwork Burden Reduction	Not applicable	Not applicable
Statistics Canada	Not available	20% Paperwork Burden Reduction	Not applicable	Not applicable
Transport Canada	Not available	20% Paperwork Burden Reduction	Not applicable	Not applicable
Total
Comments on Variance(s): N/A
Results Achieved by Non-federal Partners: N/A
Contact Information: John Connell, Director General, Small Business and Tourism Branch.

Table 6: Sustainable Development Strategy

A Sustainable Development Strategy (SDS) is a departmental strategy required by the Auditor General Act to advance the government’s commitment to development that meets the needs of the present without compromising the ability of future generations to meet their own needs.

The theme of Industry Canada’s Sustainable Development Strategy 2006–09 (SDS IV), which was tabled in Parliament in December 2006, is “to sell the sustainability value proposition.” The Strategy seeks to further support efforts by the Department’s partners and stakeholders to implement productivity-enhancing sustainability technologies and processes that can improve their economic, environmental and social performance.

The Strategy contains 26 action items spread across 11 branches in 5 sectors in the Department. The action items supporting the first strategic outcome — sustainability-driven technologies and commercialization — are related to renewable energy, the hydrogen economy, bio-refineries and vehicle fuel efficiency. Action items supporting the second strategic outcome, which aims to promote sustainability tools, practices, research and awareness, are related to corporate social responsibility, consumer policy research, sustainable “lean” manufacturing, sustainable “green” buildings, environmental industries, enhancing sustainable development (SD) in the curricula of post-secondary education and recycling computers. The third strategic outcome aims to improve sustainability practices within Industry Canada by promoting training awareness of sustainable development (SD), renewing the Strategic Environmental Assessment (SEA) for all policies, programs and plans of the Department and further greening operations.

More information can be found on the Department’s SDS page.

In 2006, prior to the preparation of the fourth round of sustainable development strategies, Environment Canada led efforts to improve coordination and consistency among departmental strategies. Through their Office of Greening Government Operations, Public Works and Government Services Canada led efforts to improve the greening of government operations (GGO). As a consequence of this work, 6 federal sustainable development goals and 3 greening-government operations goals were established. 10 action items within the Department’s Strategy will contribute to the following federal sustainable development goals:

• Environmental Quality Goals
  • Clean and secure water for people and marine and freshwater ecosystems
  • Clean air for people to breathe and for ecosystems to function well
  • Reduced greenhouse gas (GHG) emissions
• Sustainable Development Management Goals
  • A prosperous economy for communities, a healthy environment for current and future generations, and a vibrant and equitable society
  • Sustainable development and use of natural resources
  • Strengthened federal governance and decision making to support sustainable development

Satisfactory progress is being made on all the action items in the Strategy with a view to successful implementation by December 2009. For more information with respect to the implementation of action items, please see the semi-annual progress reports:

1. SDS Departmental Goal: In support of a competitive economy, Industry Canada is positioned as a leader in supporting sustainable development technologies and practices for businesses and consumers. The Strategy commits the Department to pursue sustainability initiatives that will contribute to its 3 strategic outcomes: 1) Sustainability-driven technologies and commercialization: Increased development, commercialization, adoption and diffusion of environmental, energy and bio-based technologies 2) Sustainability tools, practices, research and awareness: Increased use by firms, industries and institutions of sustainability and corporate social responsibility practices, and increased consumer awareness of sustainability issues 3) Sustainability practices and operations within Industry Canada: Increased implementation of sustainable operations and practices and integration of sustainable development principles into departmental planning, performance measurement and evaluation frameworks
2. Federal SD Goal(s) including GGO goals, if applicable: 10 action items in Industry Canada’s SDS IV will contribute to the following federal SD Goals: Environmental Quality Goals Clean and secure water for people and marine and freshwater ecosystems Clean air for people to breathe and for ecosystems to function well Reduced greenhouse gas (GHG) emissions Sustainable Development Management Goals     d.   A prosperous economy for communities, a healthy environment for current and future           generations, and a vibrant and equitable society     e.   Sustainable development and use of natural resources     f.    Strengthened federal governance and decision making to support sustainable           development
3. Department’s Expected Results for 2008–09: Given that the 26 action items in the Strategy are spread across 11 branches in 5 sectors of the Department, there was continued progress on the implementation of the action items, with a view to their successful completion by December 2009. To obtain information on progress already made with respect to implementation of some action items, please refer to the Sustainable Development Strategy (SDS) website.	4. Supporting Performance Measure(s): In support of the departmental SD goal, the Strategy commits Industry Canada to achieving the following outcomes: 1) Increased sustainability-driven technologies and commercialization 2) Increased sustainability tools, practices, research and awareness 3) Increased sustainability practices and operations within Industry Canada	5. Achieved SDS Departmental Results for 2008–09: The results achieved in fiscal year 2008–09 are noted through the preparation of 2 reports to senior management and posted on the SDS website. Results are as expected and good progress is being made in meeting commitments made in the SD strategy. Many action items are already completed. Please see below for the two reports covering the periods: April 1, 2008 – September 30, 2008 October 1, 2008 to March 31, 2009. To be posted on the SDS website by the end of June 2009

Table 7: Green Procurement

Meeting Policy Requirements

1. Has the Department incorporated environmental performance considerations in its procurement decision-making processes?
   
   Yes
   
   In general terms, goods purchased centrally in Industry Canada’s Self-Service Stores Operation use the mandatory Standing Offers for office supplies, where many of the products purchased have green/environmental attributes. Continuous effort is being made to purchase green products or utilize recycled programs in the Self-Service Stores.
   
   The Computer Media Group is a supplier that Industry Canada (within the NCR) uses on a regular basis. Industry Canada ships the supplier an average of 3,500 toner cartridges per year. Each cartridge is sent back to the appropriate manufacturer to be cleaned and refilled as recycled toner or recycled for its usable parts or, at the very least, melted down for recycled plastic.
   
   For the purchase of executive vehicles, Contracts and Materials Management (CMM) influences the decision making and encourages executive vehicle purchases to be alternate-fuelled vehicles. For example, Industry Canada has 5 executive vehicles: 4 are hybrid and 1 is E85 (ethanol fuelled).
   
   At Industry Canada, procurement activity is decentralized, presenting challenges in managing the kinds of products that are being purchased. However, in order to have procurement delegation, one must follow a 2-day mandatory contracting course. The course includes the Green Procurement Policy.
   
2. Summary of initiatives to incorporate environmental-performance considerations in procurement decision-making processes:
   
   Nil
   
3. Results achieved:
   
   Nil
   
4. Contributions to facilitate government-wide implementation of green procurement:
   
   On April 23, 2009, Public Works and Government Services Canada coordinated the first Green Procurement Forum meeting in cooperation with colleagues from Environment Canada and Natural Resources Canada.
   
   Industry Canada is now a member of the Green Procurement Forum, sent representatives to the first meeting and will continue to do so. Participants at the meeting provided valuable feedback.
   
   Through group discussion and information sharing, Industry Canada obtained valuable information concerning the implementation of green reporting and how other departments implemented this initiative.

Green Procurement Targets

     5. Has the Department established green procurement targets?

         No. To date, Industry Canada does not have a method in place for tracking and
         reportingon green procurement activity.

     6. Are these green procurement targets the same as those identified in your
         SustainableDevelopment Strategy (Table 6)?

         No. For green procurement, there are no departmental targets in place.

     7. Summary of green procurement targets:
         Nil

     8. Results achieved:
         N/A

Table 8: Response to Parliamentary Committees and External Audits

Response to Parliamentary Committees

Competition Bureau Canada officials appeared before the House Agriculture and Agri-Food Committee on April 3, 2008, and May 8, 2008. The Committee was studying “Made in Canada” labelling. Competition Bureau Canada is not responsible for food labelling, but the Canadian Food Inspection Agency had previously used the Bureau’s “Made in Canada claims” guidelines to develop their own labelling regime. The Committee produced a report on food labelling in June 2008. There were no recommendations for the Competition Bureau contained in the report. The Department of Agriculture and Agri-Food and the Canadian Food Inspection Agency are responsible for responding to this report. Competition Bureau Canada and Industry Canada officials appeared before the Senate National Finance Committee on March 11, 2009. The Committee was studying Bill C-10 (Budget Implementation Act); this Bill contained considerable amendments to the Competition Act. These amendments were in response to the Competition Policy Review Panel Report of June 2008 and a number of previous Committee reports, uncompleted legislative initiatives and public consultations. Bill C-10 received Royal Assent on March 12, 2009. Competition Bureau Canada officials appeared before the Senate Committee on Banking, Trade and Commerce on March 25, 2009. The Committee was conducting a study on credit card, bank card, and Interac rates and fees. The Committee had not completed its report within the 2008–09 fiscal year.

 

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

The Office of the Auditor General tabled 2 reports in 2008–09: Governance of Small Federal Entities and Management of Fees in Selected Departments and Agencies. 2008 December Report of the Auditor General of Canada — Chapter 2 — Governance of Small Federal Entities Despite their size, small entities can have a significant impact on the health, safety and quality of life of Canadians. This audit defined small entities as federal organizations with fewer than 500 employees or annual approved expenditures of less than $300 million. As publicly funded bodies within the government, small entities need to ensure prudence, probity and effective control over the spending of public funds. Some characteristics of small entities — notably appointment processes, independence and limited capacity — make it more challenging for them than for much larger federal organizations to respond to the management, control and reporting requirements of the government’s central agencies. Good governance requires effective oversight of the organizations that the federal government controls. The audit examined the governance regime from the centre, focusing on 3 central agencies: the Privy Council Office, the Treasury Board of Canada Secretariat and the Canada Public Service Agency. Activities of the networks that comprise the Community of Federal Agencies, and their interactions with these central agencies, were also considered. In addition, to examine how the governance regime functioned in practice, 3 portfolio departments and two small entities within each portfolio were selected: Industry Canada — the Copyright Board of Canada, and the Social Sciences and Humanities Research Council (SSHRC). The Audit found that at Industry Canada, the approach to portfolio coordination is in transition. Traditionally, the portfolio affairs office was the main vehicle for dealing with entities, but currently, department units with relevant policy and programming expertise are assuming greater responsibilities. These new arrangements are intended to foster a more direct relationship among departments and the entities in their ministers’ portfolios. *** No official response was required of Industry Canada.

2008 May Report of the Auditor General of Canada — Chapter 1 — Management of Fees in Selected Departments and Agencies In their 2006–07 performance reports, federal departments and agencies reported a total of $1.9 billion in fees collected for everything from a passport to a licence for manufacturing pharmaceuticals. The amount charged for these fees must be related to the cost or the value of what is provided. In determining the amount to be charged for a fee, government organizations also need to consider, for example, what proportion of the cost or value is appropriately borne by the fee payer and what proportion by the general taxpayer through tax revenues. Increasingly, fee payers are challenging the validity of fees, and courts have held that where a reasonable relationship could not be demonstrated between the fee and the cost or value of the fee, the fee represented an unlawful tax and, in a recent Supreme Court case, had to be repaid. For the purposes of the audit, 13 fees, established by 6 federal organizations (including Industry Canada) responsible for a major portion of the fee revenues reported by the government, were selected. The audit looked at how these organizations established the cost of the fee and determined the amount to be charged. It also looked at how they measured, monitored and reported on the performance of the fee-related activities. The audit found that Industry Canada determined the initial amount to be charged, according to market value, for 3 of the 4 “spectrum” licence fees we selected in our sample. These fees cover licences for cellular phone services and television signals broadcast via satellite, and facilitate fire, police, ambulance and other public safety communications. Industry Canada took all reasonable steps to estimate the value of these licences. The fees will remain at the current amount until a review of the fees is done and the fees are adjusted. As a result, the Department will need to continue to monitor value and ensure that the fees reflect any related changes. With respect to determining the benefit to the fee payer, the Department indicated that its policy and approach to determining the amount to be charged for these fees was to identify an amount that represented a fair return to the Canadian public for the use of a public resource and an incentive to use the spectrum efficiently. Recommendations and Industry Canada Response: *** 1.46 Recommendation: “Industry Canada (radio licence fees)…should…establish formal systems and practices to periodically review these fees. In this review, the departments should consider changing fee-related costs or value, the portion of the fee that should accrue to fee payers and taxpayers respectively, and other factors related to changing circumstances. They should also consider developing a longer-term approach to the fee structure that would enable the fee to be automatically adjusted to reflect these various factors, subject to the requirements of the User Fees Act (1.39–1.45).” Industry Canada’s response: “Industry Canada agrees with the recommendation and will establish practices to periodically review its spectrum and radio licence fees. The system and practices will take into consideration the factors identified. Following this review, Industry Canada plans to review the fees set in 1994 by the Governor-in-Council under the Radiocommunication Regulations.” *** 1.73 Recommendation: “Industry Canada…should consider improving the transparency of their fees that were subject to this audit by providing more complete public reporting of their financial and non-financial performance information (1.68–1.72).” Industry Canada’s response: “Industry Canada agrees with the recommendation and will consider how it might improve the transparency of its spectrum fees, and how reporting of financial and non-financial performance information might be improved. This reporting will be provided in the Department’s 2008–2009 Departmental Performance Report and its 2009–2010 Report on Plans and Priorities.

2008 December Report of the Commissioner of the Environment and Sustainable Development Chapter 5 — Annual Report on Environmental Petitions The environmental petitions process is a formal way for Canadians to bring concerns about the environment and sustainable development to the attention of federal ministers and obtain a timely response. The petitions process was created as a result of a 1995 amendment to the Auditor General Act. On behalf of the Auditor General of Canada, the Commissioner of the Environment and Sustainable Development manages the petitions process and monitors responses to ensure that relevant questions and issues raised by Canadians receive a response from federal ministers. Petition No. 229: Installation of cellular towers in Simcoe, Ontario (Response Date: 2008-04-18) Petition No. 230: Impact of cellular phone transmitters on human health (Response Date: 2008-04-19) Petition No. 230B: Follow-up petition on the impact of cellular phone transmitters on human health (Response Date: 2008-11-11) Petition No. 231: Barrel burning (Response Date: 2008-05-15) Petition No. 235: Health risks posed by electromagnetic radiation exposure from cellular towers (Response Date: 2008-05-16 ) Petition No. 235B: Follow-up petition on the health risks posed by electromagnetic radiation (Response Date: 2008-11-05) Petition No. 241: Mercury waste from compact fluorescent lightbulbs entering the environment (Response Date: 2008-09-12) Petition No. 247: Environmental health impact of electromagnetic radiation (Response Date: 2008-10-03) Petition No. 252: Environmental health issues related to a hydroelectric transmission project in Tsawwassen, British Columbia (Response Date: 2008-10-30) Petition No. 253: Potential adverse health effects from phones using Digital Enhanced Cordless Telecommunications (Response Date: 2008-11-01) Petition No. 254: Environmental and human health effects of compact fluorescent light bulbs (Response Date: 2008-11-04) Petition No. 255: Health impact of electromagnetic radiation from telecommunication towers located in close proximity to residential areas (Response Date: 2008-11-06) Petition No. 255B: Relocation of transmission towers from Triangle Mountain to a non-residential site (Response Date: 2008-12-03) Petition No. 264: Installation of a radiocommunication antenna system atop the Simcoe water tower in Ontario (Response Date: 2009-01-01)

Industry Canada was asked by the Commissioner of the Environment and Sustainable Development (CESD) to provide updates on follow-up action taken by the Department with respect to recommendations made to the Department in 2003 and 2004 by the CESD related to Sustainable Development Strategies and Strategic Environmental Assessment (SEA). Following are our responses to the CESD: 1. Update 2009: 2004–10 CESD Chapter 4: (related to SEA) Recommendation 4.47 Industry Canada has achieved full implementation of the recommendation. The Department does have a management system in place, including an accountability infrastructure, to support the proper application of the Cabinet Directive on environmental assessment of policies, plans and programs. Industry Canada has an SEA template available on our website which helps officers identify and describe proposals that require a SEA. The Department has developed and implements a tracking system to track all proposals subject to the directive, preliminary scans and detail assessments. The Department regularly provides internal guidance to staff conducting SEAs and provides an annual training course to departmental staff on how to conduct SEAs. In the spirit of continual review and renewal, however, the Department’s management system, quality control procedures, consultation, communication, follow-up and evaluation procedures could be updated and improved in order to address gaps in the system. Industry Canada commits to undertaking this review and renewal over the current fiscal year, while taking into account the conclusions and recommendations flowing out of the cross-government evaluation of SEA conducted by Canadian Environmental Assessment Agency (CEAA) this past fiscal year. The Department has played a very active role in this evaluation of SEA. 2. Update 2009: 2003–10 CESD Chapter 3 — SDS: Case Studies, Recommendation 3.65 While no specific consolidated report has been produced by Industry Canada on the adoption of, and the economic and environmental benefits associated with, eco-efficiency and environmental technologies in Canada, the Department continues to support studies and projects that examine the sustainability performance of Canadian industry in order to assess and customize its products to address gaps identified. In fiscal year 2008–09, Industry Canada contracted Stratos Inc. to conduct a study of 7 national and international firms to learn their leading practices with respect to integrating sustainability practices (including eco-efficiency and environmental technologies) into their operations and how they communicate these practices to the public at point of purchase. 4 areas of focus were assessed: product attributes, operational performance, product life cycle, and global and community issues. These materials and a learning tool will be made available on the Industry Canada CSR website during fiscal year 2009–10. 3. Update 2009: 2003–10 CESD Chapter 3 — SDS: Case Studies, Recommendation 3.63 Industry Canada runs an annual one-and-a-half day Sustainable Department Development training course. Each course is attended annually by about 20 officers in the department. Course and trainer evaluations are distributed to participants and each year the course and trainers are highly rated. In the spirit of continual review and renewal, however, we plan to overhaul the course this fiscal year and identify some new speakers to participate in the course. The hits on Industry Canada’s Corporate Social Responsibility (CSR), SD, Eco-Efficiency (EE) and SEA websites are measured on a monthly basis. We view the hits as an indication of the use of Industry Canada products that are available on our websites. Over fiscal year 2008–09, the sites received the following hits: SD — 26,944; CSR — 80,094; EE — 13,621; SEA — 3,643. This past fiscal year, Industry Canada conducted work that will lead to the placement of case studies on our CSR website in fiscal year 2009–10. The case studies emerged as a result of contracts with consultants, including Stratos and Strindberg and Associates. The case studies are on 7 leading Canadian and international companies (their integration of sustainability practices into their operations and how they communicate these practices at point of purchase) and BC Hydro’s sustainability-integrated decision-making framework.

External Audits (Note: These refer to other external audits conducted by the Public Service Commission of Canada or the Office of the Commissioner of Official Languages)

Audit of the Federal Student Work Experience Program and subsequent appointments through bridging mechanisms Industry Canada was one of 11 federal organizations selected to participate in the Public Service Commission’s Audit of the Federal Student Work Experience Program and subsequent appointments through bridging mechanisms. The objective of the audit was to verify whether 250 Federal Student Work Experience Program (FSWEP) and bridging appointments made between April 1, 2006, and March 31, 2007, were in accordance with the legislative and policy requirements and respected the appointment values. The audit found that FSWEP and bridging files were poorly documented and did not always support selection and appointment decisions. Industry Canada was cited, however, as having a noteworthy practice for putting in place an annual monitoring exercise of staffing files, including bridging appointments.

Table 9: Internal Audit and Evaluations

The Audit and Evaluation Branch
Through its professional internal audit and evaluation services, and the support it provides to the Departmental Audit Committee and the Departmental Evaluation Committee, the Audit and Evaluation Branch reinforces good stewardship practices and sound decision making and provides assurance to the Deputy and Associate Deputy Ministers. The Branch also contributes to making Industry Canada a learning organization and further supports the continuous improvement of departmental operations.

Internal Audits (2008–09)

1. Name of Internal Audit	2. Audit Type	3. Status	4. Completion Date	5. Electronic Link to Report
Follow-up to the 2006 Audit of Departmental Financial Controls	Financial Management Controls	Completed	February 2008	www.ic.gc.ca/eic/site/ae-ve.nsf/eng/02022.html
Management of Transfer Payment Programs	Transfer Payment	Completed	April 2008	www.ic.gc.ca/eic/site/ae-ve.nsf/eng/02021.html
Audit of the Structured Financing Facility (SFF) Program	Transfer Payment	Completed	May 2008	www.ic.gc.ca/eic/site/ae-ve.nsf/eng/02020.html
Audit of the Canadian Apparel and Textile Industries Program (CATIP)	Transfer Payment	Completed	September 2008	www.ic.gc.ca/eic/site/ae-ve.nsf/eng/02860.html
Audit of Early Warning System (EWS) for Contract Proposals	Financial Management Controls	Completed	September 2008	www.ic.gc.ca/eic/site/ae-ve.nsf/eng/02861.html
Audit of the Management of Revenue	Financial Management Controls	Completed	August 2008	www.ic.gc.ca/eic/site/ae-ve.nsf/eng/02862.html
Audit of Travel and Hospitality	Financial Management Controls	Completed	August 2008	www.ic.gc.ca/eic/site/ae-ve.nsf/eng/02863.html

 

Evaluations (2008–09)

1. Name of Evaluation	2. Program Activity	3. Evaluation Type	4. Status	5. Completion Date	6. Electronic Link to Report
Final Evaluation of the Language Industry Initiative	3.3 — Industry Sector — Economic Development	Final Evaluation	Completed	June 2008	www.ic.gc.ca/eic/site/ae-ve.nsf/eng/02856.html
Mid-Term Evaluation of the Northern Ontario Development Program (NODP)	3.2 — Small Business and Marketplace Services and Regional Operations Sector — Economic Development	Mid-Term Evaluation	Completed	June 2008	www.ic.gc.ca/eic/site/ae-ve.nsf/eng/02859.html
Mid-Term Evaluation of the Competition Bureau’s Anti Bid-Rigging Activities	1.5 — Competition Bureau	Mid-Term Evaluation	Completed	June 2008	www.ic.gc.ca/eic/site/ae-ve.nsf/eng/02857.html
Final Evaluation of the Hydrogen Early Adopters Program	2.5 — Industrial Technologies Office — Special Operating Agency	Final Evaluation	Completed	June 2008	www.ic.gc.ca/eic/site/ae-ve.nsf/eng/02855.html
Final Evaluation of the Eastern Ontario Development Program (EODP)	3.2 — Small Business and Marketplace Services and Regional Operations Sector — Economic Development	Final Evaluation	Completed	June 2008	www.ic.gc.ca/eic/site/ae-ve.nsf/eng/02853.html
Final Evaluation of the Francommunautés Virtuelles Program	3.4 — Spectrum, Information Technologies and Telecommunications Sector — Economic Development	Final Evaluation	Completed	June 2008	www.ic.gc.ca/eic/site/ae-ve.nsf/eng/02854.html
Review of the BizPaL Service	3.2 — Small Business and Marketplace Services and Regional Operations Sector — Economic Development	Second Review	Completed	December 2008	www.ic.gc.ca/eic/site/ae-ve.nsf/eng/02874.html
Final Evaluation of the Community Futures Program in Ontario	3.2 — Small Business and Marketplace Services and Regional Operations Sector — Economic Development	Final Evaluation	Completed	December 2008	www.ic.gc.ca/eic/site/ae-ve.nsf/eng/02864.html
7. Electronic Link to Evaluation Plan: No link currently available