The Honourable Chrystia Freeland, P.C., M.P
Deputy Prime Minister and Minister of Intergovernmental Affairs
ISSN: 2562-7376
The Secretariat’s mandate is to provide the administrative support services required for the planning and conduct of federal-provincial-territorial and provincial-territorial conferences of First Ministers, Ministers and Deputy Ministers across Canada.
Multilateral intergovernmental meetings are a key instrument for open communication, consultation and collaboration among federal, provincial and territorial governments. CICS plays a critical and pivotal role in the area of intergovernmental machinery in Canada by providing impartial conference administrative services to the above-mentioned jurisdictions.
In fiscal year 2018-19, the Secretariat served 125 senior-level conferences across 41 sectors of intergovernmental activity, including Social Services, Education, Culture and Heritage, Status of Women, Indigenous Affairs and a First Ministers’ Meeting held in December 2018.
In its role as a key senior level conference services provider, CICS continues to adapt and modernize its service delivery model in order to remain focused, innovative and responsive to its clientele.
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The Honourable Chrystia Freeland, P.C., M.P.
Deputy Prime Minister and Minister of Intergovernmental Affairs
Key results achieved in 2018–19 |
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CICS provided its services to 125 senior-level intergovernmental conferences. The number of in-person meetings decreased by 7%, while the number of teleconferences diminished by 14%. Though it has decreased, the number of teleconferences still represents one third of all events served, and indicates clients’ ongoing interest in virtual meeting formats as a viable, efficient way for governments to confer. Overall, client satisfaction levels continue to be very high. For conference delegates, client satisfaction reached 93%, an increase over the previous 3 fiscal years. For conference planners, the 90% target was exceeded once again with a satisfaction rate of 92.6%.
Actual full time equivalents | 26 |
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CICS continues to focus on innovation and delivering high-quality, responsive, and cost-effective conference services to federal, provincial, and territorial governments. Our state-of-the-art virtual conferencing studio became fully operational on November 1, 2018 after extensive testing of the equipment and training of our technical staff. Since then, all teleconferences served (representing half of the 43 served in 2018-19) were coordinated from that facility.
Actual spending | $5,270,574 |
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Guidelines and best-practices were developed to support the Secretariat’s personnel and clients alike. Upgrades to equipment and technology, including the Conference Management System, ensured that CICS is able to continue responding to the needs of its clients. With this responsiveness in mind, a Knowledge Exchange Forum was held in February 2019; it involved a group of 20 federal government contacts from 13 sectors who discussed ideas, trends, solutions and priorities in relation to senior-level intergovernmental conferences including the quickly evolving area of virtual conferencing with interpretation, and the growing involvement of Indigenous representatives at these meetings.
For more information on the Canadian Intergovernmental Conference Secretariat’s plans, priorities and results achieved, see the Results: what we achieved section of this report.
Description
The Canadian Intergovernmental Conference Secretariat provides continuity of planning and archival services and impartial administrative support for federal-provincial-territorial and provincial-territorial conferences of First Ministers, Ministers and Deputy Ministers, throughout Canada.
Planning Highlights
The Conference Services program delivers the Agency’s core responsibility and, consequently, conducts the professional, innovative and successful delivery of services to senior-level intergovernmental meetings. In support of the federal government’s commitment to renewed collaboration and improved partnerships with provincial and territorial governments to bring about positive change for Canadians, the number of intergovernmental meetings supported by CICS was very similar to the level we saw in 2017-18. This reality continued to offer an excellent opportunity for CICS to strengthen its relationships with federal, provincial and territorial conference delegates as well as other stakeholders including meeting organizers and permanent secretariats that support intergovernmental relations in key sectors of activity.
The challenge, on the other hand, remains to ensure the Agency’s capacity to respond to the increasing demand for its services as well as to ensure its services remain relevant, forward looking, of the highest quality and responsive to clients’ evolving needs, especially in the area of virtual conferencing.
As such, activities and actions in 2018-19 were undertaken or broadened in support of the following five key initiatives designed to fulfill/advance the Agency’s core responsibility.
Results
Key Initiative 1: Proactively connect with intergovernmental stakeholders and other clients | |
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Planned Activities |
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Results Obtained |
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Key Initiative 2: Encourage use of new formats and technologies in conference service delivery | |
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Planned Activities |
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Results Obtained |
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Key Initiative 3: Review and refine training and development strategies for conference service delivery | |
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Planned Activities |
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Results Obtained |
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Key Initiative 4: Continue surveying clients (conference organizers and delegates) with a target satisfaction rate of 90% | |
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Planned Activities |
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Results Obtained |
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Key Initiative 5: Continue using internal committees and employee input for program decision-making and to continuously innovate | |
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Planned Activities |
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Results Obtained |
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Departmental results | Performance indicators | Target | Date to achieve target | 2018–19 Actual results |
2017–18 Actual results |
2016–17 Actual results |
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R1: Facilitate productive federal-provincial-territorial and provincial-territorial discussions through centralized planning and professionally supported conferences | Conference organizer satisfaction rate [1] | >90% | March 31, 2020 | 92.6% | 93.3% | 94.4% |
Conference participant satisfaction rate[2] | >90% | March 31, 2020 | 93% | 92.4% | 86.7% | Percentage change in the number of conferences served by CICS[3] | n/a | March 31, 2020 | -9% | -2% | +24% |
R2: Continuous innovation in process and service delivery to meet evolving client needs | Number of innovations in technologies and service delivery implemented out of those identified[4] | n/a | March 31, 2020 | 4 | 7 | 7 |
Usage rate of key technologies and service delivery innovations by clients[5] | >75% | March 31, 2020 | 83% | 79% | 78% |
Financial, human resources and performance information for the Canadian Intergovernmental Conference Secretariat’s Program Inventory is available in the GC InfoBase.[i]
2018–19 Main Estimates |
2018–19 Planned spending |
2018–19 Total authorities available for use |
2018–19 Actual spending (authorities used) |
2018–19 Difference (actual spending minus Planned) |
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4,626,974 | 4,413,409 | 4,682,445 | 3,990,884 | (422,425) |
2018–19 Planned full-time equivalents |
2018–19 Actual full-time equivalents |
2018–19 Difference (Actual full-time equivalents minus Planned full-time equivalents) |
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25 | 20 | (5) |
Financial, human resources and performance information for the Canadian Intergovernmental Conference Secretariat’s Program Inventory is available in the GC InfoBase.[i]
Description
Internal Services are those groups of related activities and resources that the federal government considers to be services in support of programs and/or required to meet corporate obligations of an organization. Internal Services refers to the activities and resources of the 10 distinct service categories that support Program delivery in the organization, regardless of the Internal Services delivery model in a department. The 10 service categories are:
Results
The Internal Services program supports the agency in meeting its mandate through sound management and careful stewardship of assets, financial and human resources, and information technology services. CICS continued to integrate new technologies into service delivery processes and day-to-day operations to ensure a relevant, responsive service delivery model.
In its continuous effort to always be at the cutting edge of technology, CICS continuously transforms and modernizes its technology processes to offer the ultimate client experience to our internal and external clients. The IM/IT group has undertaken various projects in the last year to modernize and improve our day-to-day activities in order to be more agile, more secure and to offer improved services to our clients and partners.
CICS reviewed, improved and streamlined internal processes to be end-to-end, integrated and efficient. In 2018-2019, an independent accounting firm was hired to assess CICS’ Pay Process Internal Control Framework to ensure it meets the requirements of a robust, reliable system that maintains sounds stewardship of financial resources. Treasury Board Policy Suite renewal instruments were also reviewed and CICS’ instruments were updated accordingly. Shared services agreements that were negotiated in previous years with other organizations for integrated service delivery were reviewed, updated and maintained, in order to stay in line with the government’s policy on internal service agreements, to minimize cost and ensure high quality services. These initiatives allowed CICS to deliver a high number of conferences without increasing overall operating costs.
CICS is committed to cultivating a continuous learning environment and values employees’ input. All recognition awards, including the Secretary’s Award of Excellence and the Employees Choice Award, were presented at all staff events. CICS new Learning Center facilitated the planning, delivery and tracking of learning activities. In 2018-2019, the average time allocated to training for each employee was doubled compared to the last two years (2018-2019: 38 hours, 2017-2018: 13 hours and 2016-2017: 20 hours). Several lunch and learns and other learning activities were held with an emphasis on mental health and wellness. Finally, significant efforts were made to renew CICS workforce by reviewing current staffing and succession plans to better address operational needs and take current demographic context into account. CICS increased the number of students hired, completed proactive staffing and created various pools of qualified candidates. Innovative staffing approaches such as career fairs and partnerships with universities and colleges were promoted.
2018–19 Main Estimates |
2018–19 Planned spending |
2018–19 Total authorities available for use |
2018–19 Actual spending (authorities used) |
2018–19 Difference (actual spending minus Planned) |
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1,344,104 | 1,280,312 | 1,501,441 | 1,279,690 | (622) |
2018–19 Planned full-time equivalents |
2018–19 Actual full-time equivalents |
2018–19 Difference (Actual full-time equivalents minus Planned full-time equivalents) |
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7 | 6 | (1) |
Core Responsibility and Internal Services | 2018–19 Main Estimates |
2018–19 Planned spending |
2019–20 Planned spending |
2020–21 Planned spending |
2018–19 Total authorities available for use |
2018–19 Actual spending (authorities used) |
2017–18 Actual spending (authorities used) |
2016–17 Actual spending (authorities used) |
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Intergovernmental Conference Services | 4,626,974 | 4,413,409 | 4,413,409 | 4,413,409 | 4,682,445 | 3,990,884 | 4,084,661 | 3,580,015 |
Internal Services | 1,344,104 | 1,280,312 | 1,280,312 | 1,280,312 | 1,501,441 | 1,279,690 | 1,289,066 | 1,661,923 |
Total | 5,971,058 | 5,693,721 | 5,693,721 | 5,693,721 | 6,183,886 | 5,270,574 | 5,373,727 | 5,241,938 |
It is important to note that CICS does not convene intergovernmental meetings. The Secretariat responds to decisions taken by governments to meet on key national or specific issues. The location, number, timing and duration of meeting are factors that are beyond the control of the Secretariat. CICS does exercise due care and probity in the expenditure of its funds to meet its mandate.
There has been a small decrease in conference activity (2018-2019: 125 conferences and 2017-2018: 138 conferences) which explains a slight decrease of $0.1 million this year. Vacant positions due to unplanned departures in 2018-2019 also had an impact on this reduction of expenditures.
CICS continues to ensure a relevant, responsive service delivery model while ensuring an effective and efficient use of resources. As a result, savings were generated from an increased number of teleconferences and virtual conferences. Because jurisdictions participate remotely by video or telephone, these types of meetings significantly reduce costs for CICS.
Core Responsibility and Internal Services | 2016–17 Actual full-time equivalents |
2017–18 Actual full-time equivalents |
2018–19 Planned full-time equivalents |
2018–19 Actual full-time equivalents |
2019–20 Planned full-time equivalents |
2020–21 Planned full-time equivalents |
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Intergovernmental Conference Services | 23 | 22 | 25 | 20 | 25 | 25 |
Internal Services | 8 | 7 | 7 | 6 | 7 | 7 |
Total | 31 | 29 | 32 | 26 | 32 | 32 |
CICS human resources have decreased in 2018-2019 due to unplanned departures. To address potential departures, the Secretariat has put in place proactive measures such as the creation of various pools of qualified candidates, the promotion of student bridging and partnerships with other federal organizations, universities and colleges. Most of those vacancies were staffed by the end of the first quarter of 2019-2020.
For information on the Canadian Intergovernmental Conference Secretariat’s organizational voted and statutory expenditures, consult the Public Accounts of Canada 2018–2019.[ii]
Information on the alignment of the Canadian Intergovernmental Conference Secretariat’s spending with the Government of Canada’s spending and activities is available in the GC InfoBase[iii].
The Canadian Intergovernmental Conference Secretariat’s financial statements (unaudited) for the year ended March 31, 2019, are available on the departmental website
Financial information | 2018–19 Planned results |
2018–19 Actual results |
2017–18 Actual results |
Difference (2018–19 Actual results minus 2018–19 Planned results) |
Difference (2018–19 Actual results minus 2017–18 Actual results) |
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Total expenses | 6,279,889 | 5,777,283 | 5,654,251 | (502,606) | 123,032 |
Total revenues | 0 | 0 | 0 | 0 | 0 |
Net cost of operations before government funding and transfers | 6,279,889 | 5,777,283 | 5,654,251 | (502,606) | 123,032 |
Total expenses were approximately $5.8 million, $123 thousand more than the previous year’s expenses. This variance is mainly due to an increase in accommodation services provided to CICS at no cost by Public Service and Procurement Canada and to an increase in amortization charges for the new interpretation studio installed last year. It should be noted that expenses are recorded on an accrual basis in the Financial Statements and include charges paid on our behalf by other government departments. The $502 thousand variance between the planned results and actual results is mainly attributable to vacancies resulting from unplanned departures. CICS does not convene intergovernmental meetings and responds to decisions taken by governments to meet on key national or specific issues.
Financial information | 2018–19 | 2017-18 | Difference (2018–19 minus 2017–18) |
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Total net liabilities | 810,616 | 846,346 | (35,730) |
Total net financial assets | 694,775 | 771,037 | (76,262) |
Departmental net debt | 115,841 | 75,309 | 40,532 |
Total non-financial assets | 199,624 | 227,538 | (27,914) |
Departmental net financial position | 83,783 | 152,229 | (68,446) |
Total liabilities were approximately $810 thousand, a decrease of some $36 thousand (4%) over the previous year. Accounts payable and accrued liabilities make up the largest component representing 78% of total liabilities. The decrease is mainly due to accrued salaries since the number of full time equivalents was lower than for the same period last year.
Total net financial assets were approximately $695 thousand as at March 31, 2019, a decrease of some $76 thousand (10%) over the previous year. The decrease is mainly due to a decrease in receivables for contributions due from provincial governments since these were received earlier in the year.
Total non-financial assets were approximately $200 thousand as at March 31, 2019, a decrease of some $28 thousand (12%) over the previous year. The decrease is mainly due to the amortization of current assets such as the interpretation studio. Non-financial assets are comprised of tangible capital assets and prepaid expenses.
Appropriate minister: The Honourable Chrystia Freeland
Institutional head: André M. McArdle
Ministerial portfolio: Deputy Prime Minister and Minister of Intergovernmental Affairs
Enabling instrument: The Canadian Intergovernmental Conference Secretariat was established pursuant to an agreement reached at the May 1973 First Ministers’ Conference and was designated a department of the federal government by an Order-in-Council dated November 29, 1973.
Year of incorporation / commencement: 1973
“Raison d’être, mandate and role: who we are and what we do” is available on the Canadian Intergovernmental Conference Secretariat’s website
For more general information about the department, see the “Supplementary information” section of this report.
For more information on the department’s organizational mandate letter commitments, see the Minister’s mandate letter.
Information on operating context and key risks is available on the Canadian Intergovernmental Conference Secretariat’s website.
The Canadian Intergovernmental Conference Secretariat’s Departmental Results Framework and Program Inventory of record for 2018–19 are shown below.
Graphical presentation of Departmental Results Framework and Program Inventory
Financial, human resources and performance information for the Canadian Intergovernmental Conference Secretariat’s Program Inventory is available in the GC InfoBase[iv].
The following supplementary information tables are available on the Canadian Intergovernmental Conference Secretariat’s website:
The tax system can be used to achieve public policy objectives through the application of special measures such as low tax rates, exemptions, deductions, deferrals and credits. The Department of Finance Canada publishes cost estimates and projections for these measures each year in the Report on Federal Tax Expenditures.v This report also provides detailed background information on tax expenditures, including descriptions, objectives, historical information and references to related federal spending programs. The tax measures presented in this report are the responsibility of the Minister of Finance.
Canadian Intergovernmental Conference Secretariat
Mailing Address
P.O. Box 488, Station ‘A’
Ottawa, Ontario
K1N 8V5
Location
222 Queen St., 12th Floor
Ottawa, Ontario
K1P 5V9
General Inquiries: 613-995-2341
Fax: 613-996-6091
E-mail: Info@scics.ca
appropriation (crédit)
Any authority of Parliament to pay money out of the Consolidated Revenue Fund.
budgetary expenditures (dépenses budgétaires)
Operating and capital expenditures; transfer payments to other levels of government, organizations or individuals; and payments to Crown corporations.
Departmental Plan (plan ministériel)
A report on the plans and expected performance of an appropriated department over a three-year period. Departmental Plans are tabled in Parliament each spring.
Departmental Results Report (rapport sur les résultats ministériels)
A report on an appropriated department’s actual accomplishments against the plans, priorities and expected results set out in the corresponding Departmental Plan.
evaluation (évaluation)
In the Government of Canada, the systematic and neutral collection and analysis of evidence to judge merit, worth or value. Evaluation informs decision making, improvements, innovation and accountability. Evaluations typically focus on programs, policies and priorities and examine questions related to relevance, effectiveness and efficiency. Depending on user needs, however, evaluations can also examine other units, themes and issues, including alternatives to existing interventions. Evaluations generally employ social science research methods.
experimentation (expérimentation)
Activities that seek to explore, test and compare the effects and impacts of policies, interventions and approaches, to inform evidence-based decision-making, by learning what works and what does not.
full-time equivalent (équivalent temps plein)
A measure of the extent to which an employee represents a full person-year charge against a departmental budget. Full-time equivalents are calculated as a ratio of assigned hours of work to scheduled hours of work. Scheduled hours of work are set out in collective agreements.
gender-based analysis plus (GBA+) (analyse comparative entre les sexes plus [ACS+])
An analytical approach used to assess how diverse groups of women, men and gender-diverse people may experience policies, programs and initiatives. The “plus” in GBA+ acknowledges that the gender-based analysis goes beyond biological (sex) and socio-cultural (gender) differences. We all have multiple identity factors that intersect to make us who we are; GBA+ considers many other identity factors, such as race, ethnicity, religion, age, and mental or physical disability. Examples of GBA+ processes include using data disaggregated by sex, gender and other intersecting identity factors in performance analysis, and identifying any impacts of the program on diverse groups of people, with a view to adjusting these initiatives to make them more inclusive.
government-wide priorities (priorités pangouvernementales)
For the purpose of the 2017–18 Departmental Results Report, those high-level themes outlining the government’s agenda in the 2015 Speech from the Throne, namely: Growth for the Middle Class; Open and Transparent Government; A Clean Environment and a Strong Economy; Diversity is Canada’s Strength; and Security and Opportunity.
horizontal initiative (initiative horizontale)
An initiative where two or more departments are given funding to pursue a shared outcome, often linked to a government priority.
Management, Resources and Results Structure (structure de gestion, des ressources et des résultats)
A comprehensive framework that consists of an organization’s inventory of programs, resources, results, performance indicators and governance information. Programs and results are depicted in their hierarchical relationship to each other and to the Strategic Outcome(s) to which they contribute. The Management, Resources and Results Structure is developed from the Program Alignment Architecture.
non-budgetary expenditures (dépenses non budgétaires)
Net outlays and receipts related to loans, investments and advances, which change the composition of the financial assets of the Government of Canada.
performance (rendement)
What an organization did with its resources to achieve its results, how well those results compare to what the organization intended to achieve, and how well lessons learned have been identified.
performance indicator (indicateur de rendement)
A qualitative or quantitative means of measuring an output or outcome, with the intention of gauging the performance of an organization, program, policy or initiative respecting expected results.
performance reporting (production de rapports sur le rendement)
The process of communicating evidence-based performance information. Performance reporting supports decision making, accountability and transparency.
plan (plan)
The articulation of strategic choices, which provides information on how an organization intends to achieve its priorities and associated results. Generally a plan will explain the logic behind the strategies chosen and tend to focus on actions that lead up to the expected result.
planned spending (dépenses prévues)
For Departmental Plans and Departmental Results Reports, planned spending refers to those amounts that receive Treasury Board approval by February 1. Therefore, planned spending may include amounts incremental to planned expenditures presented in the Main Estimates.
A department is expected to be aware of the authorities that it has sought and received. The determination of planned spending is a departmental responsibility, and departments must be able to defend the expenditure and accrual numbers presented in their Departmental Plans and Departmental Results Reports.
priority (priorité)
A plan or project that an organization has chosen to focus and report on during the planning period. Priorities represent the things that are most important or what must be done first to support the achievement of the desired Strategic Outcome(s) or Departmental Results.
program (programme)
A group of related resource inputs and activities that are managed to meet specific needs and to achieve intended results and that are treated as a budgetary unit.
Program Alignment Architecture (architecture d’alignement des programmes)
A structured inventory of an organization’s programs depicting the hierarchical relationship between programs and the Strategic Outcome(s) to which they contribute.
result (résultat)
An external consequence attributed, in part, to an organization, policy, program or initiative. Results are not within the control of a single organization, policy, program or initiative; instead they are within the area of the organization’s influence.
statutory expenditures (dépenses législatives)
Expenditures that Parliament has approved through legislation other than appropriation acts. The legislation sets out the purpose of the expenditures and the terms and conditions under which they may be made.
Strategic Outcome (résultat stratégique)
A long-term and enduring benefit to Canadians that is linked to the organization’s mandate, vision and core functions.
sunset program (programme temporisé)
A time-limited program that does not have an ongoing funding and policy authority. When the program is set to expire, a decision must be made whether to continue the program. In the case of a renewal, the decision specifies the scope, funding level and duration.
target (cible)
A measurable performance or success level that an organization, program or initiative plans to achieve within a specified time period. Targets can be either quantitative or qualitative.
voted expenditures (dépenses votées)
Expenditures that Parliament approves annually through an Appropriation Act. The Vote wording becomes the governing conditions under which these expenditures may be made.
[i]. GC InfoBase, https://www.tbs-sct.gc.ca/ems-sgd/edb-bdd/index-eng.html#start
[ii]. Public Accounts of Canada 2017–2018, http://www.tpsgc-pwgsc.gc.ca/recgen/cpc-pac/index-eng.html
[iii] GC InfoBase, https://www.tbs-sct.gc.ca/ems-sgd/edb-bdd/index-eng.html#start
[iv] GC InfoBase, https://www.tbs-sct.gc.ca/ems-sgd/edb-bdd/index-eng.html#start
[v]. Report on Federal Tax Expenditures, http://www.fin.gc.ca/purl/taxexp-eng.asp
[1] Proportion of respondents who provide a grade of 4 or 5 out of 5 to a series of interview questions.
[2] Proportion of respondents who provide a grade of 4 or 5 out of 5 to a series of survey questions.
[3] Number of conferences served in a given year compared to the previous year.
[4] Number of innovative solutions implemented.
[5] Percentage of innovative solutions being adopted by clients.