Archived — 2015–16 Report on Plans and Priorities

Archived information

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

Section I: Organizational Expenditure Overview

Organizational Profile

Minister of Industry: The Honourable James Moore

Minister of State: The Honourable Gary Goodyear

President: Karen Ellis

Ministerial Portfolio: Industry

Enabling Instrument:

Order in Council P.C. 2009–1410 dated August 13, 2009, amending Schedule I.1 of the Financial Administration ActEndnote i to include the Federal Economic Development Agency for Southern Ontario as a department.

Order in Council P.C. 2009–1411 dated August 13, 2009, whereby the department of Industry transferred to the Federal Economic Development Agency for Southern Ontario the control and supervision of the portion of the federal administration in the department of Industry known as the Southern Ontario Regional Economic Branch.

Year of Incorporation / Commencement: 2009

Organizational Context

Raison d'être

As Canada's most populous region—home to more than 12.7 million residents living in 288 communities—southern Ontario is a key contributor to the Canadian economy. The Government of Canada created the Federal Economic Development Agency for Southern Ontario (FedDev Ontario) in 2009 as part of Canada's Economic Action Plan. FedDev Ontario works with communities, businesses and not-for-profit organizations in southern Ontario to actively promote the region and build a strong foundation of investment and partnerships to help secure Canada's long-term prosperity.

FedDev Ontario is fulfilling its mandate by working with partners and stakeholders across southern Ontario. Through the support of businesses and organizations, FedDev Ontario is able to advance innovative technologies and leverage community capacity to develop regionally-based economic solutions. FedDev Ontario works as a co-investor, convenor, champion and delivery agent and intentionally directs its resources to activities with the greatest regional impacts. By responding to emerging economic challenges and opportunities, FedDev Ontario is supporting the overall competitiveness and future prosperity of southern Ontario.

The Minister of State for the Federal Economic Development Agency for Southern Ontario is responsible for this organization.

Responsibilities

FedDev Ontario promotes the development of a strong, competitive and diversified southern Ontario economy. As one of 12 federal departments and agencies that make up the Industry Canada portfolio, FedDev Ontario will leverage resources and optimize synergies to further a number of the Government of Canada's commitments, including building a knowledge-based economy in all regions of Canada; advancing an agenda of jobs, growth and prosperity; and complementing other key priorities (e.g., Digital Canada 150 and Seizing Canada's Moment: Moving Forward in Science, Technology and Innovation 2014).

Scope of Operations

FedDev Ontario is headquartered in Kitchener–Waterloo and has offices throughout southern Ontario to support program delivery. Its mandate covers the region as defined by the following 37 Statistics Canada census divisions:

  • Stormont, Dundas and Glengarry
  • Kawartha Lakes
  • Niagara
  • Middlesex
  • Prescott and Russell
  • Peterborough
  • Haldimand–Norfolk
  • Huron
  • Ottawa
  • Durham
  • Halton
  • Essex
  • Brant
  • Bruce
  • Leeds and Grenville
  • York
  • Waterloo
  • Grey
  • Lanark
  • Toronto
  • Perth
  • Simcoe
  • Frontenac
  • Northumberland
  • Hamilton
  • Peel
  • Oxford
  • Haliburton
  • Lennox and Addington
  • Dufferin
  • Elgin
  • Renfrew
  • Hastings
  • Wellington
  • Chatham–Kent
  • Prince Edward
  • Lambton
Figure 1 - Federal Economic Development Agency for Southern Ontario (FedDev Ontario) - Catchment Area and Census Divisions (the long description is located below the image)
Description of figure: FedDev Ontario - Catchment Area and Census Divisions

A map of southern Ontario that shows FedDev Ontario's scope of operations, from Cornwall in the east to Owen Sound in the west, and from Pembroke in the north to Windsor in the south. According to Statistics Canada's annual population estimates for 2013, southern Ontario has a population of more than 12 million people, representing 94 percent of Ontario's total population and 36.3 percent of the total population of Canada.

According to Statistics Canada's annual population estimates for 2013, southern Ontario has a population of over 12.7 million, representing 93.6 percent of Ontario's total population and 36 percent of the total population of Canada.

Strategic Outcome and Program Alignment Architecture

The 2015–16 Program Alignment Architecture (PAA) was updated to reflect the evolution of FedDev Ontario's programs and activities as well as its various roles. This includes advocating on behalf of southern Ontario businesses and economic opportunities and convening strategic partnerships. With the renewal of funding and launch of new programming in 2014–15, FedDev Ontario's PAA conveys an innovative agenda to promote jobs, growth and prosperity across the region.

  1. 1. Strategic Outcome: A competitive southern Ontario economy
    1. 1.1 Program: Technological Innovation
      1. 1.1.1 Sub-Program: Advanced Manufacturing
      2. 1.1.2 Sub-Program: Commercialization Partnerships
    2. 1.2 Program: Business Development
      1. 1.2.1 Sub-Program: Business Investment
      2. 1.2.2 Sub-Program: Business Growth and Productivity
      3. 1.2.3 Sub-Program: Business Services
    3. 1.3 Program: Community Economic Development
      1. 1.3.1 Sub-Program: Community Futures Program
      2. 1.3.2 Sub-Program: Eastern Ontario Development Program
      3. 1.3.3 Sub-Program: Official Language Minority Communities
      4. 1.3.4 Sub-Program: Regional Diversification
      5. 1.3.5 Sub-Program: Infrastructure Delivery
  2. Internal Services

Organizational Priorities

Organizational Priorities—Support business excellence and external service delivery
Priority TypeFootnote 1 Strategic Outcome and Programs
Support business excellence and external service delivery New
  • Strategic Outcome: A competitive southern Ontario economy
  • Program 1.1 – Technological Innovation
  • Program 1.2 – Business Development
  • Program 1.3 – Community Economic Development
Description

Why is this a priority?

  • FedDev Ontario must focus on the efficient and effective delivery of its programming and services to support businesses and organizations. This includes ensuring programs and initiatives remain relevant and responsive to the economic needs of the region and its communities. In addition to co-investing in projects, FedDev Ontario can contribute to positive economic outcomes through the provision of other services, such as pathfinding, information-sharing, outreach and leadership.
  • FedDev Ontario must also focus on increasing the breadth and depth of its policy work and play an increasingly relevant role in this field by being a centre of excellence in terms of research, analysis and policy development for southern Ontario. The intelligence gained by leveraging its policy capacity will ensure ongoing improvement and evolution of FedDev Ontario's programming, services and convenor activities and will also position FedDev Ontario to effectively influence broader Government of Canada policies and priorities.
  • To support its program delivery and policy capacity, FedDev Ontario must also focus on demonstrating its results through meaningful performance measures and effective data collection to maximize the impact of its programming and services and to ensure continuous improvement.

What are the plans for meeting this priority?

  • Encourage collaborative ventures that maximize benefits to the southern Ontario economy through FedDev Ontario's role as a catalyst and convenor of stakeholders across the region. As part of the due diligence process, applications will continue to be considered based on relevance and benefits to the economy of southern Ontario.
  • Provide guidance to newly approved and existing funding recipients to clarify reporting requirements and ensure effective and efficient collection of performance data.
  • Continue to leverage FedDev Ontario's open application intake processes and business case-based assessments to support greater transparency and reach to a diverse set of applicants.
  • Monitor internal capacity to achieve external service standards and best practices for timely approval of project applications and use the information gathered for continuous performance improvement.
  • Work with stakeholders and clients to build on the economic conditions in Ontario that are favourable to the manufacturing sector.
  • Deliver high quality services to entrepreneurs through the Canada Business Ontario contact centre, web presence and outreach channels.
  • Represent southern Ontario interests through ongoing involvement in defence procurement opportunities, facilitating connections between firms, and promoting the capabilities of southern Ontario companies to defence contractors with Industrial and Technological Benefits obligations.
  • Continue to enhance an integrated policy and research agenda to support FedDev Ontario's ability to deliver evidence-based advice and analysis on program design, internal and government-wide policy development, service delivery and convenor activities. This will include maintaining and gathering intelligence on key economic issues, such as, strategic sectors, emerging and disruptive technologies, clusters and manufacturing.
  • Continue to engage with stakeholders in the region to develop opportunities for collaboration and partnership. FedDev Ontario will also maintain ongoing partnerships with other federal departments, the provincial government, municipalities, official language minority communities, and First Nations and other Aboriginal peoples to support strategic investments.
  • Build on existing reporting and evaluation practices to enhance FedDev Ontario's ability to demonstrate the broader impact of its investments and activities.
Organizational Priorities—Strengthen internal operations and corporate services
Priority Type Strategic Outcome and Program
Strengthen internal operations and corporate services New
  • Strategic Outcome: A competitive southern Ontario economy
  • Internal Services
Description

Why is this a priority?

  • Modernizing its business will be critical for FedDev Ontario's continuous improvement as timely and effective client service and administrative excellence are essential to maximizing the return on Agency resources.
  • As FedDev Ontario moves towards greater integration of its core activities and functions, ongoing stewardship and the ability to remain nimble as an organization are of high importance. This integration will contribute to better management and oversight of assets and resources as stronger linkages are made between FedDev Ontario investments and outputs.
  • As program delivery and engagement activities increase, it will be necessary to align FedDev Ontario's internal service planning, by streamlining processes, and finding efficiencies in back office functions, in order to maximize resources while continuing to play an effective support role.
  • Creating the conditions for strong employees to thrive is crucial to achieving FedDev Ontario's objectives. Effective talent and performance management strategies that encourage cross-functional training and create pathways for advancement will strengthen FedDev Ontario's performance and help sustain ongoing success.

What are the plans for meeting this priority?

  • Undertake implementation reviews of new FedDev Ontario programming, as well as a full evaluation of the Eastern Ontario Development Program, to ensure FedDev Ontario's programs and initiatives meet their intended objectives and examine opportunities for increased efficiency and effectiveness.
  • Work collaboratively with federal partners to implement modernized case management and client relationship management systems that can better track details of FedDev Ontario contributions and improve management of client information and correspondence with recipients and stakeholders.
  • Continue to collaborate with other regional development agencies on horizontal matters to share information, reduce duplication of effort, and strengthen the collective position of these agencies at the federal level.
  • Refine and institutionalize internal control mechanisms to ensure effective financial management and accountability, and maintain the integrity of FedDev Ontario processes.
  • Further incorporate risk management best practices into business and corporate planning, as well as daily operations.
  • Support full implementation of the government's priority of business transformation, including human resources modernization and information technology and financial systems, by developing and implementing tools and training to assist managers.
  • Support the full implementation of the Performance Management Program and foster a talent management approach, including targeted learning and development initiatives that leverage the Canada School of Public Service.

Risk Analysis

Key Risks
Risk Risk Response Strategy Link to Program Alignment Architecture
Human Resources Management: The five-year limited mandate and regional location of its headquarters are unique challenges to FedDev Ontario and present a risk that operational effectiveness will be impacted by challenges in recruiting and retaining staff.
  • Ensure that inventories to staff positions in specialty areas are readily available; increase awareness of employment opportunities in FedDev Ontario, highlighting the Region of Waterloo as a location of choice.
  • Develop tools and provide training that addresses organizational learning priorities; formalize talent management and succession planning discussions.
  • Promote greater inclusiveness in decision-making processes and senior management discussion forums. Ensure up-to-date communication is shared with employees.
  • Program 1.1 – Technological Innovation
  • Program 1.2 – Business Development
  • Program 1.3 – Community Economic Development
  • Program 1.4 – Internal Services
Information for Decision-making: There is a risk that current information technology (IT) infrastructure and systems will not adequately support the needs of FedDev Ontario management.
  • FedDev Ontario branches will continue to work collaboratively to ensure that business needs are adequately supported through existing IT infrastructure and systems.
  • Opportunities for potential enhancements that can achieve greater efficiencies will be identified.
  • FedDev Ontario will also further institutionalize related practices to ensure information for decision-making is disseminated in a timely manner and quickly accessible for all employees.
  • Program 1.1 – Technological Innovation
  • Program 1.2 – Business Development
  • Program 1.3 – Community Economic Development
  • Program 1.4 – Internal Services
Increasing External Awareness: There is a risk that FedDev Ontario will have difficulty demonstrating its achievements and distinguishing itself amidst the many provincial and federal players providing funding for economic development.
  • FedDev Ontario will continue to work with partners and stakeholders at the regional, provincial and federal levels to increase awareness of FedDev Ontario's activities and distinguish its place in the economic development spectrum in southern Ontario.
  • FedDev Ontario will implement more robust information collection to better demonstrate the results and impacts of its programming, projects and collaborations on the economy of southern Ontario.
  • Program 1.1 – Technological Innovation
  • Program 1.2 – Business Development
  • Program 1.3 – Community Economic Development
  • Program 1.4 – Internal Services

Planned Expenditures

Budgetary Financial Resources (dollars)
2015–16
Main Estimates
2015–16
Planned Spending
2016–17
Planned Spending
2017–18
Planned SpendingFootnote 2
215,251,719 215,251,719 220,775,143 208,107,705
Human Resources (Full-Time Equivalents [FTEs])
2015–16 2016–17 2017–18
229 229 229
Budgetary Planning Summary for Strategic Outcome and Programs (dollars)
Strategic Outcome, Programs and Internal Services 2012–13
Expenditures
2013–14
Expenditures
2014–15
Forecast Spending
2015–16
Main Estimates
2015–16
Planned Spending
2016–17
Planned Spending
2017–18
Planned Spending
Strategic Outcome: A competitive southern Ontario economy
1.1 Technological Innovation 56,576,259 56,430,801 42,287,606 91,786,705 91,786,705 91,554,741 91,263,562
1.2 Business Development 131,523,159 87,659,299 61,623,868 66,123,559 66,123,559 68,971,973 68,541,276
1.3 Community Economic Development 34,609,151 71,120,480 46,110,273 41,264,851 41,264,851 44,238,076 33,039,212
Subtotal 222,708,569 215,210,580 150,021,747 199,175,115 199,175,115 204,764,790 192,844,050
Internal Services Subtotal 19,012,398 19,069,825 17,659,300 16,076,604 16,076,604 16,010,353 15,263,655
Total 241,720,967 234,280,405 167,681,047 215,251,719 215,251,719 220,775,143 208,107,705

For 2015–16, FedDev Ontario's financial resources continue to be primarily directed towards investing in projects that foster high-quality jobs, growth and prosperity with businesses, entrepreneurs, communities and not-for-profit organizations in southern Ontario. Of the $215.2 million allotted through the 2015–16 Main Estimates, $186.2 million in transfer payment funding has been allocated for FedDev Ontario's programming suite. This includes $112.3 million for the Southern Ontario Prosperity Initiatives— FedDev Ontario's primary funding vehicle—as well as the Advanced Manufacturing Fund ($52.0 million), Community Futures Program ($11.3 million), Eastern Ontario Development Program ($9.6 million) and Economic Development Initiative ($1.0 million) in 2015–16. To support program delivery, FedDev Ontario will utilize $29.0 million for its internal operations.

As it enters the second year of its five-year mandate, FedDev Ontario's objective will be to fully expend its transfer payment budget, which received an additional $16.6 million in funding for 2015–16 out of its previous year authorities. Specifically, the Advanced Manufacturing Fund received an additional $12 million in authorities and the remaining $4.6 million was reallocated to the Southern Ontario Prosperity Initiatives to support continued delivery of the Massey Hall Revitalization project.

This increase in 2015–16, as well as increases of $12.6 million and $11 million in 2016–17 and 2017–18, respectively, helps explain the forecasted decrease in 2014–15 spending as a total of $40.2 million in available authorities that was reallocated to reflect spending pressures in future years and to facilitate investment in strategic projects.

To support its activities over the next three years, FedDev Ontario will require 229 employees (full-time equivalents) across its external program branches and internal service areas. The efficient and effective deployment of its human resources will play an important role in FedDev Ontario's ability to maximize its impact on southern Ontario through program delivery and in its capacity as a convenor and champion for the region.

Alignment of Spending With the Whole-of-Government Framework

Alignment of 2015–16 Planned Spending With the Whole-of-Government FrameworkEndnote ii (dollars)
Strategic Outcome Program Spending Area Government of Canada Outcome 2015–16
Planned Spending
A competitive southern Ontario economy 1.1 Technological Innovation Economic Affairs An innovative and knowledge-based economy 91,786,705
1.2 Business Development Economic Affairs Strong economic growth 66,123,559
1.3 Community Economic Development Economic Affairs Strong economic growth 41,264,851
Total Planned Spending by Spending Area (dollars)
Spending Area Total Planned Spending
Economic affairs 199,175,115

Departmental Spending Trend

Departmental Spending Trend Graph
Bar graph of Departmental Spending Trend
Description of figure: Departmental Spending Trend
Departmental Spending Trend Graph
2012–13 2013–14 2014–15 2015–16 2016–17 2017–18
Statuatory 3,033,528 3,223,378 3,095,164 3,153,140 3,141,604 2,950,496
Voted 238,687,439 231,057,027 164,585,883 212,098,579 217,633,539 205,157,209

As FedDev Ontario enters the second year of its current five-year mandate, the spending trend graph above presents actual spending for 2012–13 and 2013–14 and forecasted spending for 2014–15, as well as planned spending for 2015–16 and beyond. Of note in this graph is the decrease in forecasted 2014–15 spending compared to the surrounding years, which is largely a factor of the redesign and launch of FedDev Ontario's programming that constituted much of the renewal of its mandate.

Specifically, high demand and significant ramp-up periods for programs and initiatives had, as anticipated, an impact on spending in 2014–15. Once applicants submitted applications, FedDev Ontario had to process and negotiate contribution agreements with approved recipients. Eligible activities also had to be completed and claims had to be submitted in advance of any funding being disbursed. In addition, the multi-year nature of its programming and initiatives and complexity of projects compounded the impacts on forecasted spending in 2014–15. To account for these factors, a total of $40.2 million in transfer payment program funding was reallocated over the next three years from 2014–15 authorities, which will enable more strategic and timely investment as projects begin to demonstrate results.

With approximately 88 percent of its authorities allocated to program spending in 2015–16, FedDev Ontario will deliver the majority of this funding through the Southern Ontario Prosperity Initiatives, which include:

In addition, FedDev Ontario will continue to deliver the Advanced Manufacturing Fund, serving all of Ontario, as well as its other mainstay programs to support southern Ontario: the Eastern Ontario Development Program; Economic Development Initiative; and Community Futures Program.

Estimates by Vote

For information on FedDev Ontario's organizational appropriations, consult the 2015–16 Main Estimates on the Treasury Board of Canada Secretariat website.Endnote iii

Footnotes

Footnote 1

Type is defined as follows: previously committed to—committed to in the first or second fiscal year prior to the subject year of the report; ongoing—committed to at least three fiscal years prior to the subject year of the report; and new—newly committed to in the reporting year of the Report on Plans and Priorities or Departmental Performance Report.

Return to footnote 1 referrer

Footnote 2

The reduction in planned spending is primarily due to a total of $11.2 million allocated for the Brantford Greenwich-Mohawk Brownfield Remediation project and Massey Hall Revitalization project in 2016–17 that does not continue in 2017–18.

Return to footnote 2 referrer

Date modified: