Western Economic Diversification Canada
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Sub-program 1.1.3: Innovation Capacity Building

Sub-program Description

Innovation Capacity Building strengthens the innovation system in the West by supporting efforts of research and not-for-profit institutions to commercialize knowledge-based products, processes and services. It also supports relevant skills training for highly qualified personnel. Transfer payments in support of this sub-program are made under the authority of the Western Diversification Program.

Budgetary Financial Resources (dollars)
Planned Spending  
Actual Spending  
(actual minus planned)
 3,558,905  24,961,289  21,402,384

Note: Actual spending differs from planned spending due to greater investment opportunities under this sub-program. Actual spending also includes $6.5 million in spending under the Rick Hansen Foundation in support of the Rick Hansen Institute, which was not reflected in planned spending amounts. 

Human Resources (FTEs)
(actual minus planned)
3 4 1


Performance Results
Expected Result Performance Indicators Targets Actual Results
Initial Technology Development - basic technological components are integrated for testing and validation in a simulated (laboratory) environment Value of applied R&D undertaken related to initial technology development $0* $1,715,814
Intermediate Technology Development - prototypes are ready for demonstration in an operational setting Number of prototypes ready for demonstration in operational environment 146 410
Highly Qualified People (HQP) - create a pool of HQP to support the commercialization of knowledge-based products, processes and services Number of HQP trained 200 590

* The target for this new performance indicator was set at zero because no results were anticipated for 2013-14.

Performance Analysis and Lessons Learned

WD tracks three indicators to capture the impact of Innovation Capacity Building in the innovation system: value of applied R&D undertaken related to initial technology development; number of prototypes ready for demonstration in operational environment; and number of HQP trained.

Results in this area greatly exceeded targets for all three indicators (see Performance Results table above). This is attributed to significantly higher investment than originally anticipated in this area, resulting in a number of projects with expected results that were not captured in the target setting process.