2016-2017 Performance Measurement Framework Dashboard

In 2015, the Competition Bureau issued its 2015-2018 Strategic Vision which established the over‑arching goals the organization wished to achieve in the ensuing 3‑year period. The Bureau develops an Annual Plan as part of its continuing efforts to build the links between its strategic direction and its day‑to‑day activities. To further strengthen its planning, progress monitoring, and reporting capacity, the Bureau is taking steps to enhance its performance management and measurement procedures.

A first step to improving the Bureau’s performance management and measurement approach is the creation of this 2016‑2017 Performance Measurement Dashboard which is intended to provide concise, simple reporting against the Bureau’s stated areas of focus for 2016‑2017.

The Bureau will continue to publish its Quarterly Reports which provide statistical information relating to a number of the Bureau’s activities. The Quarterly Reports, when read in conjunction with the 2016‑2017 Performance Measurement Dashboard and our year‑end report, provide a comprehensive explanation of Bureau’s 2016‑2017 performance.

The current report reflects the Bureau’s accomplishments for the fiscal year 2016‑2017 (April 1, 2016 to March 31, 2017). The Bureau will continue to improve its performance management and measurement capabilities with a view to developing outcome‑based performance results.

2016‑2017 Performance measurement framework dashboard
2015‑2018 Strategic objectives 2016‑2017 Areas of focus Measure/Target Results Status
Increase compliance 1. Support innovation in the digital economy by deterring anti‑competitive conduct that impedes new entrants, products and services and by stopping deceptive marketing practices in e‑commerce 10% increase in number of enforcement cases in the digital economy over 2015‑2016

Digital enforcement cases

Digital enforcement cases — 2015-2016 totals

2016-2017 Total
Surpassed target

80% increase in commenced cases
2. Raise awareness throughout the procurement community and among potential bidders about bid‑rigging related to infrastructure spending, given increasing public‑sector investment Deliver a minimum of 30 bid‑rigging/compliance presentations to targeted audiences
Bid‑rigging/Compliance presentations
Surpassed target

Total: 66
  Number of federal procurement authorities using data screening mechanisms The Bureau’s work with Public Services Procurement Canada (PPSC) on a “Screens Pilot Project” to help identify and address possible bid rigging in procurement processes continued throughout the fiscal year and the Bureau was able to advance its work on an economic model in support of the project. Will continue into 2017‑2018
3. Increase small and medium‑sized businesses’ awareness of the importance of complying with the statutes administered by the Bureau Number of relationships/networks leveraged to further promote corporate compliance messaging

The Bureau leveraged a number of relationships and networks to further increase small and medium-sized businesses’ awareness of the benefits of compliance. Examples of such engagement included: Futurpreneurs, the Canada Business Network, Nova Scotia Procurement, Yukon Government’s Procurement Support Centre, Canadian Public Procurement Forum Council, and the Newfoundland Trade Show. These relationships have allowed the Bureau to expand its network of contacts and key stakeholders, providing additional opportunities to further disseminate the Bureau’s compliance messaging.

Stakeholders engaged/relationships formed
Met target

Total: 23
Number of targeted outreach efforts including presentations and publication of guidance including position statements
Targeted outreach efforts including presentations ans publications
Met target

Total: 36
Empower canadians 4. Provide timely and accurate warnings to reduce the risk of Canadian consumers being victims of civil and criminal deceptive marketing Develop a Consumer Deceptive Marketing Advisory System and issue at least 1 consumer alert per quarter.
Consumer alerts issued
Surpassed target

Total: 15
Increase the Bureau’s use of social media and other digital engagement capabilities.
Outreach Statistics

Outreach includes web visits, video views, media hits, twitter hits and social media engagement (e.g. retweets). Note that social media engagement statistics were only available and counted in 2016-2017.

Met target
Promote competition 5. Foster innovation through a pro‑competitive approach to regulation Hold a workshop to engage with key stakeholders in relation to the Bureau’s current market study on the Canadian financial services (FinTech) sector. The Bureau held a FinTech Workshop on February 21, 2017 with 133 key stakeholders in person and at least 95 WebEx participants. Met target
Complete three competition promotion/advocacy pieces pertaining to new forms of competition The Bureau completed two advocacy promotional pieces focusing on restrictions in health care advertising and nurse practitioners. Due to competing priorities, it was determined that a third would not be completed. Did not meet target

Total: 2
6. Strengthen our analytical frameworks and address competitive implications through workshops with stakeholders Host a workshop in relation to Anti‑Cartel Day Due to competing priorities, it was determined that the Anti-Cartel Day Workshop would not proceed in 2016-17.

Did not meet target

Collaborate with partners 7. Facilitate more transparent interaction with other domestic regulators to enhance our ability to effectively administer labeling statutes by concluding additional memoranda of understanding. Conclude 3 or more Memoranda of understanding (MOUs) with domestic agencies. Three domestic MOUs were signed during the 2016-2017 fiscal year, including an MOU with the Bureau de l’Inspecteur Général — Ville de Montréal. Met target
8. Strengthen our network of international partners to address anti‑competitive activity and deceptive marketing practices that cross borders and promote convergence in competition law policy Engage with International Partners on competition issues with a focus on Asia Pacific

The Bureau engaged with multiple counterparts from key trading partners on competition and enforcement policy including engagement with 9 partners in the Asia Pacific region through bilateral meetings, participation in competition-focused events and policy work. Examples include, HKCC (MOU signing and meeting at OECD), KFTC, CCI, JFTC, ACCC, MOFCOM.

Engagement with international partners
Met target

Total: 43
Participate in 2 Technical Assistance initiatives The Bureau successfully participated in ten Technical Assistance initiatives during the period of April 1, 2016 to March 31, 2017 – including interchanges with Hong Kong, India and South Korea. Surpassed target

Total: 10
Advance negotiations on competition-related instruments The Bureau concluded and signed two cooperation instruments during the period of April 1, 2016 to March 31, 2017 — 3 other negotiations are underway. Met target

Total: 2
Inform and advance competition policy by focusing our participation in multilateral international fora (e.g., Organisation for Economic Co‑operation and Development (OECD), International Competition Network (ICN), International Consumer Protection and Enforcement Network (ICPEN), etc.) on topics related to efficiencies, innovative business models, the digital economy, market studies and the evaluation of the impact of competition authorities’ activities. Bureau officials participated in a number of multilateral and international fora events including, as examples: the ICN Cartel Workshop in Madrid, Spain, the IMMFWG meeting at Europol Headquarters, and the OECD Competition Committee Meetings and Global Forum for Competition meetings in Paris, France, ICPEN and ICN webinars, the Launch of the Ukraine Review of Recommendations and market studies workshop (OECD events), the 7th ASEAN Competition Conference 2017 in Malaysia, and others. Met target

Total: 46
Champion excellence 9. Deliver a talent management strategy focused on attracting, growing, engaging and retaining talent at all levels Complete implementation of the talent management strategy
Actions completed relation to the Talent Management Strategy

The Talent Management Strategy was launched in 2016-17. The Strategy outlines concrete deliverables that will be implemented throughout 2017-2020 in support of attracting, growing, engaging and retaining talent. Examples of actions completed include the development of a Modernized Recognition Program; the launch of the Paralegal Development Program; the delivery or facilitation of over sixty training sessions, information sessions and/or courses by the Bureau’s Learning Unit; and the launch of the Learning Zone, a one-stop source — accessible to Bureau employees — for all of the Bureau’s learning activities.

Met target

Total: 17
10. Undertake concrete actions to build and sustain a healthy, respectful and supportive work environment and improve internal communications focused on continuous engagement Implement concrete actions to build and sustain a safe, healthy, respectful and supportive work environment A number of initiatives were undertaken or promoted at the Bureau to build and sustain a safe, healthy, respectful and supportive work environment. Examples include launching a new innovative approach to conflict of interest reporting, promoting an internal communication tool in support of Official Languages, hosting and promoting numerous events to raise awareness and understanding of issues relating to mental health, diversity and inclusiveness and launching a 'Workplace Wellbeing Network' within the Bureau. Met target

Total: 37
Improve internal communications focused on continuous engagement.
Number of internal communication messages delivered to all staff focused on continuous engagement
Met target

Total: 299
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