DOCSLIB.ORG

Growing Business

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Growing Business GROWING CANADIAN EXPORT BUSINESS Canadian Commercial Corporation CORPORATE PLAN SUMMARY 2017–18 TO 2021–22 OPERATING BUDGET • CAPITAL BUDGET • BORROWING PLAN MANDATE To assist in the development of trade by helping Canadian exporters access markets abroad and by helping foreign buyers obtain goods and services from Canada. 350 Albert Street, Suite 700 Ottawa, Ontario K1A 0S6 Tel.:1-613-996-0034 Fax: 1-613-995-2121 Toll free in Canada and United States:1-800-748-8191 www.ccc.ca Canadian Commercial Corporation and the Canadian Commercial Corporation logo are trademarks of the Canadian Commercial Corporation. All other trade- marks are the property of their respective owners. The information presented is subject to change without notice. The Canadian Commercial Corporation assumes no responsibility for inaccuracies contained herein. Copyright © 2017 Canadian Commercial Corporation. All rights reserved. Canadian Commercial Corporation Corporate Plan 2017–18 to 2021–22 TABLE OF CONTENTS ANNEXES EXECUTIVE SUMMARY 3 ANNEX I 1 CORPORATE OVERVIEW 6 TRAVEL AND HOSPITALITY 2 THE PLANNING ENVIRONMENT 12 DIRECTIVE FOR CROWN 3 THE CORPORATE STRATEGY 16 CORPORATIONS 39 4 FINANCIAL PLAN 24 ANNEX II GLOSSARY 4.1 OPERATING BUDGET, CAPITAL BUDGET OF TERMS 42 AND BORROWING PLAN 24 4.2 OPERATING BUDGET FOR 2017–18 24 4.3 CAPITAL BUDGET FOR 2017–18 TO2021–22 25 4.4 BORROWING PLAN FOR 2017–18 TO 2021–22 25 4.5 FINANCIAL OBJECTIVES 26 4.6 FIVE-YEAR KEY PLANNING ASSUMPTIONS 28 4.7 FORECAST FOR 2016–17 33 4.8 FINANCIAL SCHEDULES 34 CORPORATE PLAN SUMMARY 2017–18 TO 2021–22 1 CCC’S CORPORATE GOAL IS TO GROW CANADIAN EXPORT BUSINESS. The corporate strategy employed to accomplish this goal is to increase access to foreign markets for exporters while providing efficient and effective contracting solutions to foreign buyers. This is supported by the following strategic objectives: CCC’s business development efforts in target Focused and markets will continue to embody a whole-of-gov- Collaborative ernment approach to facilitating export sales on a Business government-to-government basis while continuing Development to leverage important contributions of other Government of Canada stakeholders. CCC will seek to secure opportunities for Canadian companies across a wider and more diverse set of Business sectors and geographic markets. CCC’s business Diversification development activities will support and align with the Government of Canada’s new Trade and Investment Strategy. CCC is committed to the highest ethical standards Demonstrating in all business dealings at home and abroad. CCC Exemplary will continue to operate in an environmentally, Corporate socially and ethically responsible manner while Social upholding the Corporation’s public policy mandate Responsibility and acting within its resources. 2 EXECUTIVE SUMMARY INTERNATIONAL TRADE, CANADA AND CCC ESTABLISHED IN 1946, the Canadian Commercial Corporation (CCC) is a federal Crown corporation mandated to facilitate international trade on behalf of Canadian industry, particularly with governments of foreign countries. By facilitating international trade, the Corporation requirements of these government-to-government assists in creating and maintaining Canadian jobs that contracts. With this approach, CCC guarantees the contribute to Canada’s overall economic performance. performance of the terms and conditions of the While CCC supports many industries across Canada, contracts for the foreign government buyers, mitigating the Corporation has been primarily focused on their risks and providing added incentive to procure the aerospace, defence, security and infrastructure from Canada. (including healthcare, clean technology, and renew- able energy) sectors. These industries are strategically CCC’s business model also mitigates risks for important contributors to the Canadian economy Canadian exporters as the Corporation is able to in terms of employment, innovation, productivity, leverage its capacity as a Government of Canada research and development, Gross Domestic Product organization to monitor progress and help bring (GDP) and trade. The Canadian aerospace industry, for resolution to issues that may arise in fulfilling the instance, is responsible for the employment of more contract requirements. CCC’s involvement can reduce than 211,000 Canadians, and contributes $28 billion payment collection risks and business development annually to Canada’s GDP.1 Similarly, a 2012 study costs; aid in gaining more advantageous contract and by KPMG found that every $1 million of defence and payment terms for Canadian exporters, particularly for security revenue creates or sustains 8.68 Full Time small and medium-sized enterprises (SMEs); and help Equivalent (FTE) jobs in the Canadian economy.2 increase international awareness through supporting and promoting ethical business and Corporate Social CCC is a central component of the Government of Responsibility (CSR) practices as Canadian firms seek Canada’s trade agenda. The Corporation has signed to increase their international sales. over $900 million in contracts in the first three quarters of 2016-17 as a result of focused outreach The International Commercial Business (ICB) line is with Canadian exporters across numerous target focused on business pursuits in sectors such as infra- markets. During the planning period, the Corporation structure, clean technologies and communications. will expand its foreign representation network to help The Global Defence and Security (GDS) business line deepen business relationships in order to diversify into is comprised of the administration of the Canada— new industry sectors and geographic markets. United States Defence Production Sharing Agreement (DPSA) as well as other defence and security sales CCC’s business model is unique in the world. The around the world. Other activities undertaken by CCC Corporation’s primary service involves the establishment include the sourcing of goods and services on behalf of government-to-government contracts with foreign the Government of Canada’s international aid pro- government buyers to provide goods and services grams, managing 10 Canadian Trade Offices available for export from Canada. CCC then enters in China on behalf of Global Affairs Canada and into contracts with Canadian exporters to fulfill the providing shared services to PPP Canada Inc. 1 Aerospace Industries Association of Canada (AIAC), “State of Canada’s Aerospace Industry 2016 Report,” http://aiac.ca/wp-content/uploads/2016/06/State-of-Canadas-Aerospace-Industry-2016-Report.pdf 2 KPMG, Economic Impact of the Defence and Security Industry in Canada, May 2012, p. ii, Internet: https://www.defenceandsecurity.ca/UserFiles/File/IE/KPMG.pdf CORPORATE SUMMARY 2017–18 TO 2021–22 3 CCC is actively governed by a Board of Directors The Internet of Things will rapidly expand device who represent a diverse group of people from connectivity providing new sources of consumer across Canada who possess a broad range of private and trade information. The transformation of existing and public sector experience. The Board, through production systems will lead to the possibility for new the Chairperson, works closely with the Minister business and delivery models. Work undertaken by of International Trade to guide the Corporation’s Ernst & Young identified enormous opportunities for strategic direction. businesses to take advantage of connected devices enabled by the Internet of Things to capture vast amounts of information, enter new markets, trans- form existing products and introduce new business CCC’S OPERATING and delivery models.6 From healthcare to smart ENVIRONMENT production facilities, the Internet of Things will lead to wide-spread changes and opportunities for Economic growth has been generally slow following Canadian exporters. the financial crisis of 2008. The International Monetary Fund points to the economic slowdown in China, low Urbanization energy and commodities prices and the tightening U.S. monetary policy as key reasons for reduced By 2050, the United Nations predicts growth within advanced economies.3 that 66% of the earth’s population will live in cities.7 Urban centres are These same pressures are felt by emerging and estimated to generate 80% of a developing markets and a certain number of country’s economic growth and are currently home CCC’s target markets have also experienced currency to approximately five billion people. The urbanization depreciations over the last few years. However, megatrend will generate significant opportunities pockets of growth are expected within the ASEAN5 for Canadian companies as governments around the (Indonesia, Malaysia, Philippines, Thailand and world, especially in developing countries, spend an Vietnam) and the 2020 Seven (Chile, China, Malaysia, estimated $35 trillion in public works projects over Mexico, Peru, Philippines and Poland). These countries the next two decades according to the U.S. National share common traits such as high quality labour, stable Intelligence Council. To do so in a manner that regulatory environments and reform agendas and will maximizes sustainability, quality of life, and economic likely lead emerging market growth in the near future.4 competitiveness, these countries will require a mix of innovative approaches to security, energy and water Global megatrends also play a significant role in the conservation, resource distribution, waste manage- current operating environment. Increased connectivity ment, disaster management, construction,
Load more

Recommended publications
  • Partnership for Public Facilities and Infrastructure Act Guidelines Task Force Meeting Oct
    Partnership for Public Facilities and Infrastructure Act Guidelines Task Force Meeting Oct. 24, 2013 Meeting Agenda I. Introduction and Adoption of Minutes II. Staff Overview of House Bill 85 III. Presentation from the National Council on Public-Private Partnerships Mr. Rick Norment, Executive Director IV. Presentation from the Government of Canada Mr. Marc-Andre Hawkes, Consul and Sr. Trade Commissioner V. Presentation from the Florida School Boards Association Dr. Wayne Blanton, Executive Director Mr. Bill Graham VI. Presentation on Local Government Infrastructure Financing Mr. Randall C. Clement, Bryant Miller Olive VII. Panel discussion on Financing of Public-Private Partnerships Moderator: Mr. Lee Weintraub, Becker & Poliakoff Panelists: Mr. Lowell Clary, Clary Consulting Mr. Randall C. Clement, Bryant Miller Olive Mr. John Dionisio, Meridiam Infrastructure Mr. Chris Kinsley, Florida Board of Governors VIII. Presentation from the Florida Department of Transportation Mr. Leon Corbett, Project Finance Manager IX. Presentation from the Florida Association of Counties Mr. Chip Fletcher, County Attorney, Hillsborough County X. Presentation from the Florida League of Cities, Inc. Mr. Michael Parker, City of Tallahassee Mr. Kevin Crowder, Redevelopment Management Associates XI. Other Business and Public Testimony XII. Adjourn HB 85 Overview Partnership for Public Facilities and Infrastructure Guidelines Act Task Force October 24, 2013 Craig J. Nichols, Secretary HB 85 • HB 85, signed into law as Chapter 2013-223, Laws of Florida, authorizes public-private partnerships with responsible public entities. • The bill creates section 287.05712, F.S., to govern the procurement process for public- private partnerships for public purpose projects. • The bill creates the Partnership for Public Facilities and Infrastructure Act Guidelines Task Force.
    [Show full text]
  • Downloads/P3%20Practice%20Guidelines %20May%202009.Pdf
    Transportation Association of Canada Synthesis of Practices for Implementing Public-Private Partnerships in Transportation Related Projects November 2012 DISCLAIMER The material presented in this text was carefully researched and presented. However, no warranty expressed or implied is made on the accuracy of the contents or their extraction from reference to publications; nor shall the fact of distribution constitute responsibility by TAC or any researchers or contributors for omissions, errors or pos- sible misrepresentations that may result from use of interpretation of the material con- tained herein. Copyright 2012 by Transportation Association of Canada 2323 St. Laurent Blvd. Ottawa, ON K1G 4J8 Tel. (613) 736-1350 ~ Fax (613) 736-1395 www.tac-atc.ca ISBN 978-1-55187-348-6 TAC REPORT DOCUMENTATION FORM Title and Subtitle Synthesis of Practices for Implementing Public-Private Partnerships in Transportation Related Projects Report Date Coordinating Agency and Address ITRD No. November 2012 Transportation Association of Canada 2323 St. Laurent Boulevard Ottawa, ON K1G 4J8 Author(s) Corporate Affiliation(s) and Address(es) SNC Lavalin Transportation Association of Canada Abstract Keywords Canada is one of the leading practitioners of public-private partnerships (P3) in the Economics and Administration transportation sector. Some provinces have adopted this delivery format for Administration infrastructure including hospitals, municipal buildings and detention centres. More Construction recently, this format is increasingly used for larger transportation infrastructure Evaluation (Assessment) projects. Financing Highway As these larger infrastructure projects are completed, and as their operations and Public Private Partnership concessions begin and evolve, there are opportunities to determine if a project is Specifications successful during the implementation phase both for the public and the private side Textbook of the equation.
    [Show full text]
  • How to Engage with the Private Sector in Public-Private Partnerships in Emerging Markets
    How to Engage with Public Disclosure Authorized the Private Sector in Public-Private Partnerships in Emerging Markets Public Disclosure Authorized Public Disclosure Authorized Edward Farquharson Clemencia Torres de Mästle and E.R. Yescombe with Javier Encinas Public Disclosure Authorized How to Engage with the Private Sector in Public-Private Partnerships in Emerging Markets How to Engage with the Private Sector in Public-Private Partnerships in Emerging Markets Edward Farquharson Clemencia Torres de Mästle and E.R. Yescombe with Javier Encinas © 2011 The International Bank for Reconstruction and Development / The World Bank 1818 H Street NW Washington DC 20433 Telephone: 202-473-1000 Internet: www.worldbank.org All rights reserved 1 2 3 4 14 13 12 11 This volume is a product of the staff of the International Bank for Reconstruction and Develop- ment / The World Bank. The findings, interpretations, and conclusions expressed in this volume do not necessarily reflect the views of the Executive Directors of The World Bank or the govern- ments they represent. The World Bank does not guarantee the accuracy of the data included in this work. The boundaries, colors, denominations, and other information shown on any map in this work do not imply any judgement on the part of The World Bank concerning the legal status of any terri- tory or the endorsement or acceptance of such boundaries. Rights and Permissions The material in this publication is copyrighted. Copying and/or transmitting portions or all of this work without permission may be a violation of applicable law. The International Bank for Reconstruction and Development / The World Bank encourages dissemination of its work and will normally grant permission to reproduce portions of the work promptly.
    [Show full text]
  • PUBLIC-PRIVATE PARTNERSHIPS for TRANSPORTATION in the APEC REGION an Analysis and Literature Review
    PUBLIC-PRIVATE PARTNERSHIPS FOR TRANSPORTATION IN THE APEC REGION An Analysis and Literature Review January 2017 This publication was produced by Nathan Associates Inc. for review by the United States Agency for International Development. PUBLIC-PRIVATE PARTNERSHIPS FOR TRANSPORTATION IN THE APEC REGION An Analysis and Literature Review DISCLAIMER This document is made possible by the support of the American people through the United States Agency for International Development (USAID). Its contents are the sole responsibility of the author or authors and do not necessarily reflect the views of USAID or the United States government. GREAT WOMEN IN ASEAN INITIATIVE GOVERNANCE STRUCTURE CONTENTS Abbreviations i EXECUTIVE SUMMARY iii 1. Introduction 1 Working Definition of PPP 1 How this Report is Organized 2 2. Summary of Relevant APEC Policy Frameworks 3 The APEC Growth Strategy 3 The APEC Multiyear Plan on Infrastructure Development and Investment (MYPIDI), 2013–2016 4 Cebu Action Plan (CAP) 4 APEC Connectivity Blueprint (2015–2025) 5 Additional Initiatives Supported under APEC Forums 5 3. Objectives for Pursuing PPPs in APEC Economies 9 4. Gap Analysis of PPP Development 13 Factors in Success of a PPP 15 Conclusion 21 5. Case Studies: Transportation PPPs in the APEC Region 23 Port of Baltimore and the Seagirt Marine Terminal, USA 23 Airport Privatization, Mexico 26 Metro Rail Line 4, People’s Republic of China 28 Peninsula Link Project, Australia 30 General Conclusions and Lessons Learned 32 Works Cited 33 Appendix A: Economy-level Analyses on PPP Development 35 Australia 1 Brunei Darussalam 2 Canada 3 Chile 3 People’s Republic of China 4 Hong Kong, China 5 Indonesia 6 Japan 7 Republic of Korea 8 Malaysia 8 Mexico 9 New Zealand 10 Papua New Guinea 11 Peru 12 The Republic of the Philippines 12 Russia 14 Singapore 14 Chinese Taipei 15 Thailand 16 The United States 17 Viet Nam 18 Appendix A Works Cited 1 Appendix B: Websites Referenced vii INTRODUCTION V ILLUSTRATIONS Figures Figure 4-1.
    [Show full text]
  • Using Public-Private Partnerships to Improve Transportation Infrastructure in Canada by Charles Lammam, Hugh Macintyre, and Joseph Berechman
    Studies in Economic Prosperity May 2013 Using Public-Private Partnerships to Improve Transportation Infrastructure in Canada by Charles Lammam, Hugh MacIntyre, and Joseph Berechman Contents Executive summary / iii Introduction / 1 1 What are Public-Private Partnerships? / 3 2 The benefits of Public-Private Partnerships / 11 3 Common concerns about Public-Private Partnerships / 23 4 Conditions for successful Public-Private Partnerships / 31 5 Measuring the extent of transportation Public-Private Partnerships in Canada / 37 Conclusion / 44 Appendix A: Information on individual Canadian transportation P3s from 1985 to 2013 (as of Jan. 30) / 47 Appendix B: A description of PWF’s International Major Projects Database / 51 References / 53 About the authors / 62 Acknowledgments / 63 Publishing information / 64 Supporting the Fraser Institute / 65 Purpose, funding, & independence / 66 About the Fraser Institute / 67 Editorial Advisory Board / 68 fraserinstitute.org / i ii / fraserinstitute.org Executive summary There is general agreement among diverse groups and individuals that Canada’s transportation infrastructure desperately requires improvement. As governments move to confront this challenge, it is not enough that they simply commit to building more roads or bridges; the infrastructure must be built on time and on budget, be of high quality, and be well-maintained. The conventional way for providing transportation infrastructure involves the government hiring a firm to build the facility based on a pre- scriptive design. The government then takes responsibility for operating and maintaining the facility and perhaps outsources some aspects of care to pri- vate companies. With a history of construction-cost overruns and time delays as well as other notable problems, the conventional process has not served Canadians well.
    [Show full text]
  • Canada Infrastructure Bank Spending Outlook
    April 28, 2021 CANADA INFRASTRUCTURE BANK SPENDING OUTLOOK Powered by TCPDF (www.tcpdf.org) The Parliamentary Budget Officer (PBO) supports Parliament by providing economic and financial analysis for the purposes of raising the quality of parliamentary debate and promoting greater budget transparency and accountability. This report examines the current and projected status of the Canada Infrastructure Bank’s investment commitments and funding disbursements. Lead Analyst: Nora Nahornick, Analyst This report was prepared under the direction of: Trevor Shaw, Director Nancy Beauchamp, Carol Faucher, Jocelyne Scrim and Rémy Vanherweghem assisted with the preparation of the report for publication. For further information, please contact [email protected] Yves Giroux Parliamentary Budget Officer RP-2122-003-S_e Table of Contents Executive Summary 1 1. Introduction 3 2. Current status 4 3. Causes of funding delays 6 4. Benchmarking CIB 9 5. Future outlook 11 Defining the Public Sector 14 Benchmarking Organizations 15 Projected Spending 17 Capital Losses and Operating Expenses 19 Notes 21 Canada Infrastructure Bank Spending Outlook Executive Summary As part of the $187.8 billion Investing in Canada Plan, the Government established the Canada Infrastructure Bank (CIB) to invest $35 billion into large, revenue generating infrastructure projects that are in the public interest, and developed and delivered in partnership with public, private, and institutional investors.1 Four years into its mandate, funding is being disbursed by CIB much slower than planned. As of April 22, 2021, CIB has publicly announced $5.1 billion in investments for seventeen projects. However, finalizing contracts and the actual disbursement of money has lagged the CIB’s own projections.
    [Show full text]
  • Annual Report on the Public Servants Disclosure Protection Act
    Annual Report on the Public Servants Disclosure Protection Act 2016 –17 © Her Majesty the Queen in Right of Canada, represented by the President of the Treasury Board, 2017 Catalogue No. BT1-18E-PDF ISSN 2292-048X This document is available on the Government of Canada website at www.canada.ca This document is available in alternative formats upon request. Table of contents Introduction ........................................................................................ 1 Reported disclosure activity ................................................................... 2 Review of the Public Servants Disclosure Protection Act ............................. 5 Appendix: Summary of organizational activity related to disclosures under the Public Servants Disclosure Protection Act ........................................... 6 A. Organizations reporting activity under the act in the 2016 to 2017 fiscal year ....................................................................................... 6 B. Organizations that reported disclosures that led to a finding of wrongdoing under the act in the 2016 to 2017 fiscal year .................... 10 C. Organizations that reported no activities related to disclosure in the reporting period ............................................................................. 11 D. Organizations that do not have a senior officer for disclosure or internal procedures as of the end of the reporting period, pursuant to subsection 10(4) of the act .............................................................. 14
    [Show full text]
  • Public Private Partnerships
    Public Private Partnerships Responses to Exposure Draft July 2017 Public Private Partnerships Responses to Exposure Draft Table of Contents Response Organization Contact Person Page No. No. 1 Metrolinx Robert Siddall 1 – 4 2 BDO Canada LLP Armand Capisciolto, CPA, CA CPA (Michigan) 5 – 10 3 Government of Saskatchewan Terry Paton, Provincial Controller 11 – 14 4 Province of British Columbia Carl Fischer, CPA, CGA 15 – 20 5 City of Calgary Duri Lee, CPA, CA 21 – 24 6 Alberta Treasury Board and Finance Dan Stadlweiser 25 – 32 7 Auditor General of Canada Stuart Barr 33 – 38 8 Nova Scotia Finance and Treasury Josh Burk 39 – 42 Board 9 Ordre des Comptables Annie Smargiassi 43 – 52 Professionnels Agrées du Québec 10 PricewaterhouseCoopers LLP Lucy Durocher 53 – 55 11 Office of the Auditor General of Wayne Morgan, PhD, CPA, CA, CISA 56 – 61 Alberta Colin Semotiuk, CPA, CA 12 Treasury Board Secretariat of Leona Melamed 62 – 70 Canada Michael Lionais 13 PPP Canada Greg Smith 71 – 73 14 Canadian Union of Public Toby Sanger 74 – 80 Employees 15 Provincial Auditor of Saskatchewan Judy Ferguson, FCPA, FCA 81 – 83 16 City of Surrey Jorge Silvestre, BBA(app), CPA, CGA 84 – 87 17 Office of the Chief Administrative Michael Ruta, FCA 88 – 99 Officer 18 Province of Manitoba Aurel Tess, CPA, CGA 100 – 104 19 Ministre des Affaires Municipales de Nancy Klein 105 – 112 Québec 20 Comptroller General of Finance Ann Marie Miller 113 – 115 Newfoundland and Labrador 21 Colleges Ontario Finance Officers Kelly Morrow, CPA, CA 116 – 119 Public Private Partnerships Responses to Exposure Draft 22 Deloitte LLP Gloria Lemire, FCPA, FCA 121 – 128 23 The Regional Municipality of York Jason Li 129 – 132 Canice Mok 24 Auditor General of Ontario Bonnie Lysik 133 – 136 25 SaskBuilds Corporation Miller, Alicyn 137 1 Response Questionnaire Public Private Partnerships Statement of Principles Name: Robert Siddall Organization: Metrolinx E-mail: [email protected] General comments: Dear Mr.
    [Show full text]
  • Moving Forward on Public Private Partnerships: U.S
    BROOKINGS-ROCKEFELLER Project on State and Metropolitan Innovation Moving Forward on Public Private Partnerships: U.S. and International Experience with PPP Units Emilia Istrate and Robert Puentes Summary In a time of constrained public budgets, leveraging private-sector financial resources and exper- “ Dedicated tise to deliver a range of infrastructure projects has growing appeal. However, these public/pri- vate partnerships (PPPs) are often complicated contracts that differ significantly from project to PPP units help project and from place to place. In the United States, many states lack the technical capacity and expertise to consider such deals and fully protect the public interest. To address this problem, governments countries, states, and provinces around the world have created specialized institutional enti- ties—called PPP units—to fulfill different functions such as quality control, policy formulation, and develop and technical advice. This report recommends that U.S. states should: expedite the PPP n Establish dedicated PPP units to tackle bottlenecks in the PPP process and protect the public interest market, while at n Pass legislation and change the procurement culture to a more transparent and outcome- based project selection process the same time n Work with the federal government to address technical assistance gaps on PPPs, on an as-needed basis protecting the public interest.” I. Introduction ith its emphasis on consumption rather than production, the Great Recession un- veiled an American economy dangerously out-of-whack. During the sluggish recovery that has followed, national, state, and metropolitan public and private sector leaders continue to push for investments in infrastructure to put Americans back to work and Wrebalance the economy.
    [Show full text]
  • ACOA Atlantic Canada Opportunities Agency 001 AGR Agriculture And
    Solicitation No. - N° de l'invitation Amd. No. - N° de la modif. Buy er ID - Id de l'acheteur R000035089/A CFA Client Ref. No. - N° de réf. du client File No. - N° du dossier CCC No./N° CCC - FMS No./N° VME R000035089/A Annex A – Appendix B List of Clients Abbreviated Client Long Name Division Client Name Number ACOA Atlantic Canada Opportunities Agency 001 AGR Agriculture and Agri-Food Canada 003 APA Atlantic Pilotage Authority 004 ATSSC Administrative Tribunals Support Service of Canada 045 BC Bank of Canada 007 CANNOR Canadian Northern Economic Development Agency 214 CAS COURTS ADMINISTRATION SERVICE 012 CATSA CANADIAN AIR TRANSPORT SECURITY AUTHORITY 014 CBC Canadian Broadcasting Corporation 015 CBRDC COPYRIGHT BOARD CANADA 017 CBSA CANADA BORDER SERVICES AGENCY 018 CC CANADA COUNCIL FOR THE ARTS 019 CCC Canadian Commercial Corporation 020 CCI CANADIAN CONSERVATION INSTITUTE 021 CCOHS Canadian Centre for Occupational Health and Safety 022 CDC Canadian Dairy Commission 024 CDI Canada Development Investment Corporation 216 CDIC Canada Deposit Insurance Corporation 025 CEAA CANADIAN ENVIRONMENTAL ASSESSMENT AGENCY 026 CFIA Canadian Food Inspection Agency 032 CGC Canadian Grain Commission 033 CH Canadian Heritage 035 CHARS Canadian High Arctic Research Station 057 CHIN Canadian Heritage Information Network 036 CHRC Canadian Human Rights Commission 038 CIC CITIZENSHIP AND IMMIGRATION CANADA 040 CICS Canadian Intergovernmental Conference Secretariat 041 CIHR Canadian Institutes of Health Research 044 CIPO CANADIAN INTELLECTUAL PROPERTY OFFICE 213 CLC Canada Lands Company Limited 049 CMH Canadian Museum of History 050 CMHC Canada Mortgage and Housing Corporation 051 CMHR Canadian Museum for Human Rights 206 CMN Canadian Museum of Nature 052 CNL Canadian Nuclear Laboratories 002 CNSC Canadian Nuclear Safety Commission 053 CP Canada Post Corporation 055 CPMA THE CANADIAN PARI-MUTUAL AGENCY 191 CRA Canada Revenue Agency 023 CRC COMMUNICATIONS RESEARCH CENTRE 058 CRRF Canadian Race Relations Foundation 059 Page 1 of - de 4 Solicitation No.
    [Show full text]
  • Delivering Infrastructure in the New Canada
    The Canadian Council for Public-Private Partnerships presents CANADA What next? Delivering infrastructure in the new Canada The Westin Ottawa, Ontario 18-19 April 2016 Sponsored by: Organised by: ABOUT Welcome to P3Hub Ottawa. After last year’s successful event in Vancouver, this year we are Infrastructure investment by the public and private sectors is and hosting the event from the capital Ottawa, amid recent changes will remain front and centre on the political agenda in Canada to the political landscape of the country. After a decade of over the coming years. Whether it’s addressing increased transit stability under the Conservatives, new Prime Minister Justin and housing pressures or the need to build climate resilient water Trudeau has assumed power and has made no secret of his vast treatment plants and roads, Canadians have made it clear they infrastructure plans. want value for their money and expect publicly owned assets to With the government looking to double federal infrastructure be well and properly maintained. spend over the next decade, P3 will surely play a key role in these The public-private partnership procurement model was proposals. But with recent changes to the Building Canada Fund developed to address those expectations. Over the past two and a policy shift to widen options for the development of new decades, independent research makes it clear that P3 projects infrastructure, the role of P3s looks to have changed in what has consistently outperform the traditionally procured projects on traditionally been the world’s most potent market. delivery and budget objectives. They show a higher rate of being This event will highlight the latest issues facing the market and on-time and on budget.
    [Show full text]
  • Dispelling the Myths: a Pan-Canadian Assessment of Public-Private Partnerships for Infrastructure Investments by Mario Iacobacci
    Report January 2010 Dispelling the Myths A Pan-Canadian Assessment of Public-Private Partnerships for Infrastructure Investments EnErgy, EnvironmEnt and transportation policy Dispelling the Myths: A Pan-Canadian Assessment of Public-Private Partnerships for Infrastructure Investments by Mario Iacobacci About The Conference Preface Board of Canada Public-private partnerships (P3s) have become an increasingly important means of procuring public infra- We are: structure in Canada. Yet they remain controversial. In The foremost independent, not-for-profit, applied light of continued opposition to P3s, several P3 agencies research organization in Canada. and procurement authorities asked The Conference Board Objective and non-partisan. We do not lobby of Canada to carry out an assessment of the benefits for specific interests. and drawbacks of P3s. This report presents the results Funded exclusively through the fees we charge of that assessment, which tracks the performance of P3 for services to the private and public sectors. projects that reached financial close in 2004 or later Experts in running conferences but also at con- under the auspices of provincial P3 agencies or offices. ducting, publishing, and disseminating research; The report concludes that, relative to conventional pro- helping people network; developing individual curement, these P3s have delivered efficiency gains as leadership skills; and building organizational well as a high degree of cost and time certainty from capacity. financial close through to completion of construction. Specialists in economic trends, as well as organizational performance and public policy issues. Not a government department or agency, although we are often hired to provide services for all levels of government. Independent from, but affiliated with, The Conference Board, Inc.
    [Show full text]