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Departmental Performance Report — For the period ending March 31, 2009

Section 1: Departmental Overview

1.2 Summary of Performance

Strategic Outcome 1: A Fair, Efficient and Competitive Marketplace
Performance Indicators		Results				Trend
Regulatory and administrative capacity		Canada placed the 6th-smallest administrative burden on start-ups amongst OECD countries in 2008 (up from the 8th-smallest burden in 2003)¹				Improving
Program Activity	2007–08 Actual Spending ($ millions)	2008–09 ($ millions)
Program Activity	2007–08 Actual Spending ($ millions)	Main Estimates	Planned Spending	Total Authorities	Actual Spending	Alignment to Government of Canada Outcomes
Strategic Policy Sector — Marketplace	10.7	12.6	12.6	18.2	18.1	A Fair and Secure Marketplace
Small Business and Marketplace Services and Regional Operations Sector — Marketplace	82.4	95.7	95.6	116.6	107.3
Spectrum, Information Technologies and Telecommunications Sector — Marketplace	58.7	59.0	58.9	68.2	65.0^*
Office of Consumer Affairs	6.4	5.1	5.1	6.4	6.3
Competition Bureau	46.4	49.8	49.8	62.2	59.1
Canadian Intellectual Property Office — Revolving Fund	(21.3)	4.9	4.9	139.5	(12.9)

^* The variance between Planned Spending and Actual Spending relates to the increased salary costs from collective agreements and retroactive pays, as well as internal funding reallocations towards program legislative and regulatory priorities relating to spectrum / telecom management.

Strategic Outcome 2: An Innovative Economy
Performance Indicators		Results				Trend
Number of people in science and technology occupations as a share of total employment		1.2 million in 2008, or 7% of total employment; an increase of 0.41 percentage points from 2004²				Improving
Program Activity	2007–08 Actual Spending ($ millions)	2008–09 ($ millions)
Program Activity	2007–08 Actual Spending ($ millions)	Main Estimates	Planned Spending	Total Authorities	Actual Spending	Alignment to Government of Canada Outcomes
Science and Innovation Sector — Science and Technology (S&T) and Innovation	148.8	94.0	101.1	100.0	99.7	Strong Economic Growth
Industry Sector — S&T and Innovation	19.4	9.5	9.5	101.0	90.4
SITT Sector — S&T and Innovation	15.1	27.4	18.4	30.2	29.5
Communications Research Centre Canada	42.9	42.7	43.1	60.3	57.4^*
Industrial Technologies Office — Special Operations Agency	431.8	265.8	311.8	333.5	294.6

^* The variance is a result of increased salary costs from collective agreements, recapitalization of scientific equipment, increased respendable revenues from collaborative research agreements and campus operation activities, and spectrum monitoring support for the Vancouver 2010 Winter Games.

Strategic Outcome 3: Competitive Industry and Sustainable Communities
Performance Indicators		Results				Trend
International ranking of Canada in the use of information and communications technologies		Canada ranks 19th out of 154 countries in terms of level of advancement in the use of information and communications technology (ICT), down from 9th in 2002³				Declining
Program Activity	2007–08 Actual Spending ($ millions)	2008–09 ($ millions)
Program Activity	2007–08 Actual Spending ($ millions)	Main Estimates	Planned Spending	Total Authorities	Actual Spending	Alignment to Government of Canada Outcomes
Strategic Policy Sector — Economic Development	11.7	6.6	6.6	15.5	15.4	Strong Economic Growth
Small Business and Marketplace Sector and Regional Operations Sector — Economic Development	292.2	225.6	235.6	315.4	272.3
Industry Sector — Economic Development	168.6	66.0	66.0	81.4	77.9
SITT Sector — Economic Development	50.1	8.0	26.1^*	43.7	43.6
Mackenzie Gas Project	-	-	-	7.9	5.0

^* No resources were reported in the RPP for the Community Access Program and the Computers for Schools program as the program authorities were still pending at the time.

Management Priorities

Management Priority: Integration, Use and Reporting of Performance Information	Type: Previous commitment	Strategic Outcome(s): All strategic outcomes
Status Industry Canada has undertaken several activities to improve this area of management. For example, the Department participated in a pilot project with Treasury Board Secretariat (TBS) to improve its 2007–08 Departmental Performance Report (DPR). A departmental Quality Reporting to Parliament Workshop was held in June 2008, which focused on concise and balanced reporting. Industry Canada improved the 2007–08 DPR by including externally verified sources of information, evidence-based information and lessons learned. As well, in the 2009–10 Report on Plans and Priorities (RPP), the Department improved the performance measurement information. Industry Canada became a leading department in the area of Parliamentary reporting as a result of the work undertaken in 2008–09.
Management Priority: New recourse and disclosure process required under the Public Servants Disclosure Protection Act	Type: Previous commitment	Strategic Outcome(s): All strategic outcomes
Status Industry Canada’s Public Servants Disclosure Protection Act (PSDPA) policy and procedures were approved by the Deputy Minister on April 15, 2009. Presentations on the PSDPA were made to the Departmental Audit Committee as well as to various departmental management committees. The presentation on the PSDPA has also been incorporated as a standing item for the New Employee Orientation Program.
Management Priority: Corporate Performance Framework	Type: Previous commitment	Strategic Outcome(s): All strategic outcomes
Status In 2008–09, Industry Canada updated its PAA for 2009–10 to include all program activities as per the Treasury Board definition guidelines and to improve its alignment with the Management, Resources and Results Structure (MRRS) Policy. The Department revised its Strategic Outcomes and developed a more results-based representation of how it manages and delivers its programs and activities to better represent what it seeks to achieve, and to move from an organizational chart-based PAA. The Department also developed a Performance Measurement Framework (PMF) based on its PAA, as well as a high-level representation of its governance structure. Work continues to enhance the Department’s MRRS, PAA and the related PMF to improve its performance story and the governance component of the MRRS.
Management Priority: Integrated Risk Management	Type: Previous commitment	Strategic Outcome(s): All strategic outcomes
Status Industry Canada continued to make progress in consolidating the work carried out on risk management in 2008–09. A Departmental Integrated Risk Management Framework outlining the roles and responsibilities of management and staff was completed. The Corporate Risk Profile was updated, and senior management and the Departmental Audit Committee were kept regularly apprised of the progress related to risk management action plans. Tools for risk identification assessment and mitigation were made available to assist with integrating risk into the planning process.
Management Priority: Human Resources Modernization Initiatives	Type: Previous commitment	Strategic Outcome(s): All strategic outcomes
Status Industry Canada negotiated Essential Service Agreements with the bargaining agents as applicable. Consultations were held on the telework guidelines, and guidelines related to the new Public Service Labour Relations Act were developed. In 2008–09, the Conflict Prevention and Early Resolution (CPER) program focused its activities on communication, offering learning opportunities through the delivery of workshops and providing conflict management services. Industry Canada developed and delivered training courses for managers and human resources (HR) professionals on staffing sub-delegation, collective staffing and staffing data integrity. Tools and processes were developed in a pilot project to assist managers in completing low-complexity transactions using a fast-track system in order to better serve the business requirement. Industry Canada developed and implemented staffing, classification and compensation service standards.
Management Priority: Project Management Governance	Type: Previous commitment	Strategic Outcome(s): All strategic outcomes
Status The Departmental Project Management Office (DPMO) is responsible for overseeing project portfolio management and governance in the Department through ongoing support to governance committees and information technology (IT) planning. In 2008–09, DPMO standardized and improved the processes, practices and tools associated with IT project management and governance. In addition, a project management training course was developed to provide professional development for project managers and a new Project Management Handbook was created as a guide to Industry Canada’s governance and project management processes.
Management Priority: Integrated Human Resource and Business Planning	Type: Previous commitment	Strategic Outcome(s): All strategic outcomes
Status Industry Canada made significant progress in this area with the development of its 2009–2010 Business Plan. The plan provides a detailed analysis of the Department’s current human resources situation and the state of its people management by business area. This includes identification of key HR risks that require management focus and targeted strategies. The Department’s People Management Strategy for Renewal and Results — its people management vision — was also communicated in the Industry Canada Business Plan 2009–2010 and provides a strategic framework for further progress towards integrated HR and business planning.

Risk Analysis

Industry Canada’s capacity to achieve its strategic outcomes depends on its ability to identify, manage and mitigate department-wide risks. In 2008–09, the Department continued to make progress in this area, advanced its Integrated Risk Management Framework, and used the standard approach and principles set out in the framework to update its Corporate Risk Profile (CRP). The CRP established a clear direction for managing risks at Industry Canada and presented an assessment of the Department’s risks based on government priorities, external and internal organizational context, current management practices, and available resources. It also identified the strategic risks that need to be managed (such as people management, recruitment, development and retention) to enable Industry Canada to achieve its mandate, strategic outcomes and the expected results of its program activities.

The Department depends on its workforce to adapt its organizational structure to new and shifting priorities. As such, our renewal initiative priorities are focusing on people, retaining existing expertise and recruiting new staff with the necessary competencies. Early identification and detection of potential vacancies for specific groups and levels, e.g., research, IT and engineers, could help mitigate these risks. For those specific groups, management training courses were utilized to increase the pool of qualified candidates for succession planning. A career path was also developed for junior engineers and Computer Systems Administration (CS) functional groups.

Nationally, the performance of Canadian industry sectors has been impacted not only by the economic crisis, but also by rapidly changing technology, increased demands and trade barriers in international markets, and the convergence of network technologies and multimedia services. Some sectors have rescheduled projects, reduced production and laid off employees. Industry Canada addressed the challenges undermining the performance of Canadian industries by identifying and analyzing specific issues and developing strategic partnerships with research and development (R&D) organizations and other stakeholders to mitigate barriers to commercializing technologically intensive goods and services.

Expenditure Profile

Industry Canada’s total actual spending for 2008–09 was $1.23 billion. This represents a 9.5% decrease from 2007–08 actual spending, which was primarily due to variations in grants and contributions and other transfer payments, including a $105-million reduction related to the Seven Centres of Excellence for which funding was for one year only.

Industry Canada increased its operating budget from $403.9 million in 2007–08 to $423.5 million in 2008–09. This 4.85% increase helped the Department to deliver more benefits to Canadians and better contribute to its strategic outcomes.

Voted and Statutory Items

This table illustrates the way in which Parliament approved Industry Canada’s resources and shows the changes in resources derived from supplementary estimates and other authorities, as well as how funds were spent.

Vote # or Statutory Item (S)	Truncated Vote or Statutory Wording	2008–09 ($ millions)
Vote # or Statutory Item (S)	Truncated Vote or Statutory Wording	Main Estimates	Planned Spending	Total Authorities	Actual Spending
1	Operating Expenditures	332.9	342.2	449.1	423.5
5	Capital Expenditures	12.6	13.0	21.9	17.7
10	Grants and Contributions	464.3	536.0	649.6	560.5
(S)	Contributions to Employee Benefit Plans	50.1	50.1	56.6	56.6
(S)	Minister of Industry — Salary and Motor Car Allowance	0.1	0.1	0.1	0.1
(S)	Canadian Intellectual Property Office — Revolving Fund	4.9	4.9	139.5	(12.9)
(S)	Liabilities under the Small Business Loans Act	2.1	2.1	0.6	0.6
(S)	Liabilities under the Canada Small Business Financing Act	81.7	81.7	110.3	110.3
(S)	Grant to CANARIE Inc. (in connection with the Budget Implementation Act, 2007)	24.0	15.0	28.0	28.0
(S)	Grant to Perimeter Institute (in connection with the Budget Implementation Act, 2007)	-	-	13.5	13.5
(S)	Grant to Genome Canada	-	-	29.5	29.5
(S)	Spending of proceeds from the disposal of surplus Crown Assets	-	-	0.6	0.3
(S)	Refunds to amounts credited to revenues in previous years	-	-	0.9	0.9
Total Budgetary		972.5	1,045.0	1,500.1	1,228.6
L15	Payments pursuant to subsection 14(2) of the Department of Industry Act	0.3	0.3	0.3	-
L20	Loan pursuant to paragraph 14(1)(a) of the Department of Industry Act	0.5	0.5	0.5	-
L97b	Advances to regional offices and employees posted abroad. Appropriation Act No. 1 1970. Limit $1,950,000 (net)			2.0	-
Total Non-Budgetary		0.8	0.8	2.8	-
Total Department		973.3	1,045.8	1,502.9	1,228.6