Northwest Territories Business Development and Investment Corporation Management Response to Program Review
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1 Northwest Territories Business Development and Investment Corporation Management Response to Program Review The Northwest Territories Business Development and Investment Corporation (BDIC) was established as a crown corporation under the Northwest Territories Business Development and Investment Corporation Act (Act) in The purpose of the BDIC is to support economic development in the Northwest Territories by supporting business creation and development, providing financial services to businesses, investing in businesses and providing business support services. Section 41 of the Act provides that the Minister must review the BDIC s programs every five years. In accordance with the Act, a review of the BDIC s programs and services was completed by way of separate reviews which were completed in 2013 and The first review was completed by Biswanath Chakrabarty & Co. CGA, in March 2013 under a Standing Offer of Agreement with the Department of Industry, Tourism and Investment (ITI). The review encompassed the Venture Investment and Contribution programs. The report contained program specific and general recommendations. Subsequently, to complete the program review, MacKay LLP/Cathexis Consulting was contracted. The report submitted by MacKay LLP was flawed with incorrect premises and comparisons. The report incorrectly evaluated and compared the performance of the BDIC against commercial financial institutions rather than similar economic development organizations. The review s methodology required that information be obtained from multiple sources. However, key stakeholders and partners of the BDIC, such as the ITI regional delivery office for South Slave region and ITI Trade and Investment Managers in the regions, were not interviewed. Further, the survey sample size was too small to draw reliable recommendations. According to the report, a survey of 155 individuals resulted in only 10 returned surveys. There was only one response from a Credit Facilities client and only one response from a Business Services client. Such an insignificant sample size and response rate did not lend itself to credible or valid conclusions. Due to the flawed second report, a third review was necessitated to complete the program review. The third review was conducted by Biswanath Chakrabarty & Co. CGA, following a Request for Proposals, and was completed in October The scope of this review encompassed the remaining three BDIC programs. Report 1: Biswanath Chakrabarty & Co. CGA Report (Chakrabarty report) General Recommendation Recommendation: The BDIC should develop a more effective and appropriate performance measurement and management system.
2 Response: The BDIC agrees with this recommendation and is currently developing a more comprehensive and effective performance measurement and management system to assess its programs. Venture Investment Program Recommendation: The Venture Investment Program should be revamped. Response: As recommended, the BDIC has commenced research on a step-by-step funding model. Contribution Program - Business Development Project Fund (BDPF) The report notes that the BDPF s uptake has risen significantly since the BDIC s inception. In fact, the BDPF s uptake is 10 times more at present than at the BDIC s inception. Recommendation: The BDIC and ITI should work together to eliminate existing overlap between the BDPF and SEED programs with the potential for clients to leverage both sources of funds. Response: The BDPF program has become more client-focused by adding aftercare funding for accounting software, business-related training and education, and succession planning. The BDIC is constantly enhancing the BDPF offerings based on client feedback and need. Report 2: MacKay LLP/Cathexis Consulting Report (MacKay report) Recommendation 1: The GNWT has a goal of increasing economic activities in regions, the BDIC could have additional focus on regional activities as required to help achieve this goal. Response: The BDIC s mandate is to support the economic objectives of the GNWT by investing in businesses throughout the North. The BDIC continually seeks opportunities to increase its involvement in the regions. For example, discussions with the First Nations Bank on potential partnership for community banking opportunities in remote areas are in progress. Recommendations 2 5: A monitoring and evaluation framework be put in place that focuses more on results, with mechanisms for updating the information, for example separate cost centres, streamlined management and cabinet approval of program changes. Response: As identified in the Chakrabarty report above, the BDIC agrees with this recommendation and is currently developing a more comprehensive and effective performance measurement and management system to assess its programs.
3 Recommendations 6 11: These are program specific recommendations which are focussed on dissolving and transferring programs. Response: The recommendations do not consider the BDIC as a public sector economic development corporation that is a lender of last resort for many Northern businesses. Not only are the recommendations based on incorrect premises, but are also based on flawed methodologies and an insignificant response rate to surveys. While the private sector s goal is profitability, the BDIC s mandate is economic development. Report 3: Biswanath Chakrabarty & Co. CGA Report (Chakrabarty report) Credit Facilities Recommendation: Reduce the percentage of impaired accounts by implementing a more effective collection system. Response: The BDIC has undertaken steps to reduce the percentage of impaired accounts. It has the centralized function of issuing arrears notices and contracting collection agencies to pursue delinquent accounts. Nonetheless, to fulfill its mandate, the BDIC will remain a lender of last resort to assist Northern businesses to become successful. Recommendation: Reduce the high loan processing time. Response: High processing time occurs mostly in cases where the application file is missing key information, such as audited financial statements. However, the BDIC continues to improve upon the application process to ensure it is as simple and expedient as possible. Recommendation: Examine and assess uneven regional distribution of loan portfolio. Response: The BDIC will work with the regional ITI offices to assess and address varying demand for its loan program across the regions. Recommendation: Working Capital Guarantee reduce high cost of borrowing to clients. Response: The BDIC will assess options to reduce borrowing costs to clients. Recommendation: Winter/Summer Re-Supply and Seasonal Production Financing no uptake and should be abolished.
4 Response: These financing options are part of the BDIC term loans package which lend itself to various terms to best address client needs. While there has been no uptake on these options, there is no cost to offering variations on term loans. Recommendation: Community Futures implement system to ensure bad debt transfers originate from BDIC funds. Response: The BDIC had revised its agreements with the Community Futures to prevent this potential issue. The revised agreements will easily verify if the bad debts transferred from the Community Futures are from BDIC financed loans. Two of the three Community Futures have already signed these agreements. Subsidiary Program Recommendation: Focus on marketing and financial management. Develop a comprehensive marketing strategy under the umbrella of Arctic Canada Trading Company Ltd. (ACTCL). Response: ACTCL markets products on behalf of its subsidiaries. It is assisting the subsidiaries by hosting an internet-based sales system. The BDIC has been successful in developing a Canada wide network of outlets for these products. Recommendation: Work with community-based economic development corporations to identify economic opportunities. Response: The BDIC agrees with the recommendation and continues to collaborate with community economic development corporations on partnership opportunities. Recommendation: Develop a set of financial procedures to help control cost and to ensure consistency across the subsidiaries. Response: The BDIC agrees with this recommendation but recognizes there are many costs at the community level that are beyond the subsidiaries control due to the high cost of operation, the focus on local employment, and purchases made locally to assist community development. Recommendation: Implement training for general managers and staff. Response: The BDIC agrees with this recommendation and has identified capacity development as one of the main objectives in its 2014/2015 Corporate Plan. Business Support Services Program Recommendation: Increase awareness and gather feedback from clients.
5 Response: Participants attending Canada Business NWT workshops are encouraged to complete feedback forms for evaluation. The BDIC will also adopt other methods to collect feedback. Recommendation: A need for a more sophisticated customer relationship database to track and follow up with clients. Response: Canada Business NWT is a member of the national Canada Business Network. There is a system under development by Canada Business Network to collect feedback for improving client relationships. Once developed, the system will be implemented. Recommendation: Target specific groups such as students and women. Response: The Business Support Services Program is available to the public at no cost, including students and any group wishing to utilize its facility or library and participate in its seminars. The BDIC has developed and is in the process of strengthening its partnerships with youth and students. These youth-oriented partnerships include Aurora College (Management Studies) and Futurpreneneur Canada. Recommendation: Increase community outreach, partnerships, general advertising and increase awareness and usage through a storefront location. Response: The BDIC agrees with these recommendations. It believes the best opportunity to increase awareness and outreach, as well as to leverage its programs, is to conduct its business through a storefront location. The BDIC is currently working with the NWT Literacy Council and partners to promote financial literacy and microbusinesses in communities. It is also working with partners, including the City of Yellowknife to develop a business incubation program, providing mentorship and access to business funding and resources. Conclusion The BDIC looks forward to enhancing the value of its programs and services through the implementation of the program review recommendations. The BDIC continues to work with community development organizations across the NWT, market the NWT and its products in all 13 provinces and territories and internationally, and research new opportunities to enhance economic development through micro-financing, community banking and international trade opportunities.
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