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Western Economic Diversification Canada
Government On-Line Public Report 2003
Information Sharing and Exchange Service
WD brings a local perspective to local development issues. This grassroots approach is served by 100 points of service across the west via the Western Canada Business Service Network (WCBSN) including Community Futures Development Corporations (CFDCs), Women's Enterprise Initiatives (WEIs), Francophone Economic Development Organizations (FEDOs), and the Canada Business Services Centres (CBSCs).
WD works to: develop and diversify the western economy; coordinate federal economic development activities; represent western interests in national decision-making; partner with western provinces and cities, private industry, aboriginal peoples, and other stakeholders; and, ensure that western business has fair access to industrial and regional benefits associated with major projects. Information Services include four areas: Media Centre, E-Centre for Research Excellence, E-Tools and Other WD and Partner Website information.
The Media Centre is updated regularly. Improvements may result in a review to begin in the fall of 2003. The eResearch area has been revamped. WD's transition away from direct client service may cause further development in eTools unless in partnership via the WCBSN, partner-related links and enhancements will evolve based on mutual interests.
Progressive efforts to refocus the website [http://www.wd-deo.gc.ca] to be more client-centric will be established with the newly formed Web Working Committee. The website needs to better target different audiences and provide direct navigation to meet specific needs. Revision to existing support tools and potential additions based on client recommendations will be considered. This will enable greater interaction providing direct support to the client.
WD’s primary focus is on economic development that recognizes the complexities associated with diversifying the western economy. As a result, WD activities also contribute to Aboriginal, environmental, health, and other areas that affect Canadians. WD’s programs are delivered in partnership with other organizations via projects that are unique to each circumstance. This targeted and customized approach requires considerable discussion and exploration to uncover mutual interests and outcomes.
Canadians benefit in the following ways:
- Easier Access e.g. available 24/7.
- Time Savings e.g. quicker transaction turnaround times, faster responses to information requests. WD's estimate for request and distribution on a call-in request is 3-5 business days. Estimated saved time is 2-5 business days/transaction.
- Simplified interactions with government e.g. reduction in number of steps that clients have to complete to receive the service, reduction in the amount of information they have to provide, reduction in the number of organizations they have to deal with. Better information leading to increased education, skills, and professional development opportunities.
- Better information leading to increased business opportunities.
- Other non-quantifiable benefits to clients, e.g. improved ability to make decisions, elimination of geographic barriers, knowledge creation, increased transparency/accountability, greater trust. WD's four sub-components demonstrate non-quantifiable benefits to clients and as well other information such as departmental audit reports on WD's website.
Two research surveys were conducted over an 18 month period concluding in March 2002 using different types of methodologies. These included: on-line surveys for employees, telephone interviews with partner organizations, interviews with Progam Development and Strategic Services (PDSS) clients, and finally focus groups with WD's Small and Medium Sized Enterprise (SME) clients. The Western Economic Diversification Canada Client Satisfaction Survey reported: 75% of participants indicated that, overall, they were ‘satisfied’ or ‘very satisfied’ with their most recent contacts with WD. The 2002 level of client satisfaction was constant compared with 2001 (77%). The PDSS Client Satisfaction Survey resulted in 90% of the participants indicating that overall, they were ‘satisfied’ or ‘very satisfied’ with their most recent contacts with WD.
With the change in the WD business model for 2003, WD staff engaged as client service officers at business service centres, have been realigned back into "WD proper" into their respective regional "Operations" branches. As we progress, by 2005, with the evolution of our public website, we anticipate duration of response times to decrease as clients will be able to perform more diligent fact-finding on-line and self-assessment in prepartion for appropriate application funding. The anticipated redesign of the public website to be more responsive to prospect and client needs will facilitate this decrease in response time. Also, any marketing collateral produced already includes the website reference. We anticipate complexities will increase as programs are designed to support multi-year financial projects.
At this time, no change is expected in the physical points of presence, however the redeployment of personnel across channels may occur depending on the nature of the programs continuing and being developed during this reporting period.
Across all three strategic directions, WD uses strategic partnerships-with other levels of government, the private sector, universities and communities-to maximize the investment in Western Canada's most valuable resources, the talents, energies and ideas of its people. The goal of ensuring all Western Canadians-including Aboriginals, youth, women, and residents of remote and northern communities-have an opportunity to participate in and contribute to, the economic success of the region and our country underlies all of our activities.
Opportunities for service transformation are in the process of being determined with primary focus on internal processes to gain alignment across regions. As we progress to 2005, WD anticipates interoperability in terms of sharing timely information and being able to facilitate transactions more efficiently between regions, partners and clients. For example, we expect a common project assessment tool will provide business intelligence in the review and assessment of similar applications across regions, enabling consistent decisions to be made. In addition, significant consultation and collaboration occurs with other Regional Development Agencies and other public sector jurisdictions.