Program directory · Canada Economic Development for Quebec Regions
Vitality of communities
- Program code
- BLL02 (FORDQ)
- Core responsibility
- Economic Development in Quebec
- In Departmental Plans
- 2018-19 – 2026-27 · New since an earlier plan
What it does
CED supports community economic development and diversification with a view to fostering economic prosperity in Quebec and creating good jobs for the middle class. CED’s activities primarily target non-profit organizations with an economic orientation, and businesses. Diversification is an essential prerequisite for the growth and resilience of regional economies, particularly in single industry communities. CED is thus helping to build more attractive, competitive and inclusive regions. It brings this about by providing support for local and regional enterprises, and by developing strategies and engagement plans and community economic facilities to strengthen local economies and promote community engagement. It also achieves this by boosting strategic investments through the development and promotion of regional assets to attract tourists from outside Quebec as well as international organizations. Moreover, CED supports the economic inclusion of minority communities by supporting their economic development activities. It also supports community economic diversification and development by offering communities located outside major urban centres necessary resources to identify and apply local solutions to their problems.
Source: the department's Program Inventory, via GC InfoBase.
History and lineage
First appears in GC InfoBase's actual spending by program in 2018-19. The data does not record when a program was created; it may be older than its first appearance here, which is limited by the sources (program spending starts in 2010-11, Departmental Plans in 2018-19).
| Program | Relation | Years with data | Actual spending over those years |
|---|---|---|---|
| Vitality of communities | This program | 2018-19 – 2028-29 | $675M |
No earlier or later program in the same department has a similar name.
Significant changes in scope and budget
Detected from the data: renames between plans, programs it appears to replace, merge with or split into (matched by name), year-over-year changes in spending of at least 25% and $5M, or in employees of at least 20% and 25 FTEs, linked budget measures, and results indicators added or dropped.
| Year | What changed | Source |
|---|---|---|
| 2019-20 | Indicators dropped: Value of total investments generated in communities | Departmental Results Framework (GC InfoBase) |
| 2019-20 | Renamed from “Community economic development and diversification” to “Vitality of communities”. | GC InfoBase program names by year |
| 2026-27 | Indicators added: Percentage of businesses and organizations majority-owned by underrepresented groups that receive support for projects promoting economic vitality and community resilience; Total cost of projects supporting economic vitality and community resilience (in dollars); Value of CED investments in projects supporting economic vitality and community resilience | Departmental Results Framework (GC InfoBase) |
| 2026-27 | Indicators dropped: Leverage effect per dollar invested by CED in community projects | Departmental Results Framework (GC InfoBase) |
Success criteria
The program's indicators from its department's Departmental Results Framework: the target set in each year's plan, and the result reported the following year. Source: GC InfoBase.
Historical: targets against results
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2018-19 | ≥ $2 | 2019 | $3 The target was exceeded. The share of partners' investments in projects supported by CED was greater than anticipated. | Met |
| 2019-20 | ≥ $2 | 2020 | $2 The result is in line with forecasts. | Met |
| 2020-21 | ≥ $2 | 2021 | $2 The actual result is lower than anticipated due to the impacts of the COVID-19 pandemic, including such impacts on the available funds for our partners and clients. CED has financially committed itself in a greater manner to projects submitted by communities particularly where those are in absence of other financial backers or where promoters' investment capacity is less available. For example, C… | Not met |
| 2021-22 | ≥ $2 | 2022 | $2 The result complies with the forecasts. | Met |
| 2022-23 | ≥ $2 | 2023 | $3 | Met |
| 2023-24 | ≥ $2 | 2024 | $3 The result exceeds forecasts. | Met |
| 2024-25 | ≥ $2 | 2025 | $5 The result exceeds expectations. | Met |
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2018-19 | ≥ $427M | 2019 | $491M The target was exceeded. CED supported tourism development projects which generated major investments by financial partners. | Met |
Current: the 2026-27 plan's targets
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2026-27 | ≥ 50% | 2027 | — | Planned |
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2026-27 | ≥ $240M | 2027 | — | Planned |
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2026-27 | ≥ $60M | 2027 | — | Planned |
Future goals: targets due after 2026-27
No targets with a later due date.
Spending and employees: planned against actual
Spending
Show the numbers
| Fiscal year | Planned | Actual |
|---|---|---|
| 2018-19 | $96.6M | $94.3M |
| 2019-20 | $86.7M | $86.4M |
| 2020-21 | $96.3M | $88M |
| 2021-22 | $95.9M | $98.8M |
| 2022-23 | $78.4M | $102M |
| 2023-24 | $90.2M | $103M |
| 2024-25 | $93.5M | $102M |
| 2025-26 | $102M | — |
| 2026-27 | $107M | — |
| 2027-28 | $105M* | — |
| 2028-29 | $102M* | — |
Employees (FTEs)
Show the numbers
| Fiscal year | Planned | Actual |
|---|---|---|
| 2018-19 | 65 | 53 |
| 2019-20 | 57 | 54 |
| 2020-21 | 55 | 56 |
| 2021-22 | 60 | 66 |
| 2022-23 | 52 | 54 |
| 2023-24 | 65 | 68 |
| 2024-25 | 59 | 58 |
| 2025-26 | 54 | — |
| 2026-27 | 59 | — |
| 2027-28 | 58* | — |
| 2028-29 | 57* | — |
Planned spending, plan by plan
Each row is one year's Departmental Plan and its forecast for the next three fiscal years; read a column down to see how the forecast for one year changed. The last row is what was actually spent. Click an amount for its source. Biggest changes in federal spending plans
| Plan | 2018-19 | 2019-20 | 2020-21 | 2021-22 | 2022-23 | 2023-24 | 2024-25 | 2025-26 | 2026-27 | 2027-28 | 2028-29 |
|---|---|---|---|---|---|---|---|---|---|---|---|
| 2018-19 plan | $96,558,440 | $84,963,629 | $85,133,708 | ||||||||
| 2019-20 plan | $86,724,542 | $76,509,494 | $76,304,459 | ||||||||
| 2020-21 plan | $96,251,680 | $82,123,873 | $82,396,662 | ||||||||
| 2021-22 plan | $95,912,747 | $80,448,876 | $80,778,557 | ||||||||
| 2022-23 plan | $78,441,973 | $76,176,626 | $77,206,247 | ||||||||
| 2023-24 plan | $90,184,924 | $76,942,328 | $76,986,280 | ||||||||
| 2024-25 plan | $93,508,572 | $90,512,989 | $71,219,390 | ||||||||
| 2025-26 plan | $101,835,704 | $78,557,927 | $78,326,924 | ||||||||
| 2026-27 plan | $106,636,671 | $104,916,933 | $102,282,859 | ||||||||
| Actual | $94,253,611 | $86,433,277 | $88,045,191 | $98,750,861 | $102,250,602 | $102,888,871 | $102,147,566 |
Actual spending is from Departmental Results Reports and the Public Accounts, as published in GC InfoBase. FTEs are full-time equivalents.