As a companion to the Program Activity Architecture (PAA), a Performance Measurement Framework (PMF) has been developed to provide a systematic approach to collecting, analyzing, utilizing and reporting on the department’s program activities. Performance measurement ensures greater accountability and transparency, both key to demonstrating value for money and results to Canadians. more than 100 performance indicators measure the impact of Western Economic Diversification Canada (WD) activities. The list below includes the most important indicators that will be closely tracked in 2011–12.
|Program Activity||Performance Indicators||Targets||Sub-Activity|
|Business Development||Number of companies participating in export and market development initiatives||551||Market and trade development|
|direct investment facilitated by WD||$2.7M||Foreign direct investment|
|Number of businesses created, maintained or expanded||2,995 32||Improve Business Productivity|
|capital funds provided||$76.4M 33||Access to Capital|
|Innovation||Number of patents filled or issued||40||Technology Adoption & commercialization|
|Number of technologies adopted||17||Technology Adoption & commercialization|
|Community Economic Development (CED)||See Canada’s Economic Action Plan (EAP) below.|
|Policy, Advocacy and Coordination||Percentage of WD projects completed in 2011–12 that successfully met or exceeded performance targets||85%|
|Canada’s EAP (not formally considered a program activity under WD’s PAA)||
Number of jobs created or maintained (Recreational Infrastructure Canada (RInC) program)
|652||Community Infrastructure (CED Program Activity)|
|Number of new and improved local infrastructure elements (RInC program)||301||Community Infrastructure (CED Program Activity)|
|Total infrastructure funding expended (federal, provincial, municipal and private—as a proxy for local economic stimulus) (RInC program)||$69M|
Like many economic development organizations with programs that contribute to broader macroeconomic results, WD faces the challenge of attributing the impact of its efforts on the development and diversification of the western Canadian economy. diversifying the department’s activities, which range from trade and investment to technology commercialization, has led to the use of more performance indicators. Moreover, WD relies on the organizations it funds to capture performance measurement information and report to the department. However, many funded organizations have different data collection methodologies and lack the capacity and resources to collect and interpret performance data.
WD’s Audit and Evaluation Branch assesses departmental programs, activities, governance, controls and risk management processes and analyzes the relevance and effectiveness of departmental spending. A three-year Risk Based Audit Plan and five-year Evaluation Plan guide audit and evaluation activities.
To provide its clients with quality service, WD has adopted the following service standards:
Project Development and Assessment
Project Payments and Monitoring
Between November 2010 and February 2011, WD surveyed its clients to determine their level of satisfaction with the services received from WD. According to the results, clients had high satisfaction levels with the overall quality of WD’s services. The results also showed that the department was able to maintain strong client satisfaction levels among core clients as well as new Economic Action Plan clients. According to clients, WD staff remains the department’s greatest strength.
These survey results will be used to develop the department’s Service Standards Policy, improve the delivery of current programs and inform the development of future programs and services.
In response to the Federal Accountability Act, 34 which includes measures to strengthen auditing and accountability in government departments, WD has built its internal audit capacity and appointed an external Departmental Audit Committee (DAC). WD is working to respond to the increased need from Canadians and Parliament to strengthen its management and accountability regimes, while ensuring that it retains the capacity to respond to its partners and the West’s economic needs.
The DAC’s role is to ensure that the Deputy Minister has independent, objective advice, guidance and assurance on the adequacy of the department’s control and accountability processes. to give this support to the Deputy Minister, the DAC, comprising members external to the public service, exercises oversight of core areas of departmental control and accountability.
The Management Accountability Framework (MAF) sets out the Treasury Board's expectations of senior public service managers for good public service management. The MAF process includes annual assessments used to identify management strengths and weaknesses in departments and agencies. For all departments, Treasury Board of Canada Secretariat (TBS) annually assesses six key areas of management—Values and Ethics, Internal Audit, Evaluation, Financial Management, Integrated Risk Management and People Management. In 2011–12, TBS will also assess Managing for Results, Information Technology Management as well as Investment Planning and Project Management. 35
Overall, WD has received high MAF assessments for the last four rounds. The department is committed to making continual improvements in its management practices in response to MAF results. MAF results are posted to TBS' Web site.
In 2011–12, WD will: