April 26, 2018
RESOURCE COMMITTEE
Pursuant to Standing Order 68, Carol Anne Haley, MHA for Burin - Grand Bank,
substitutes for Pam Parsons, MHA for Harbour Grace - Port de Grave.
Pursuant to Standing Order 68, Graham Letto, MHA for Labrador West, substitutes
for Derrick Bragg, MHA for Fogo Island - Cape Freels.
Pursuant to Standing Order 68, Gerry Rogers, MHA for St. John's Centre,
substitutes for Lorraine Michael, MHA for St. John's East - Quidi Vidi.
The
Committee met at 5 p.m. in the Assembly Chamber.
CHAIR (Warr):
Welcome to Estimates of Tourism, Culture, Industry and Innovation.
I want
to welcome everybody. Again, thank you for changing your times and allowing us
to get started a little earlier.
My name
is Brian Warr and I'll be your Chair this evening.
First
of all, before we get into the minister's remarks and an opportunity to meet his
department, I'd like for the Committee to introduce themselves, please, starting
with Tracey Perry.
MS. PERRY:
Tracey Perry, MHA for
Fortune Bay - Cape La Hune.
MS. DRODGE:
Megan Drodge, Researcher with the Official Opposition caucus.
MS. ROGERS:
Gerry Rogers. I work with
the good people of St. John's Centre.
Thank
you for coming this evening.
MR. MORGAN:
Ivan Morgan, Researcher, NDP
caucus.
MS. HALEY:
Carol Anne Haley, MHA, Burin
- Grand Bank.
MR. DEAN:
Jerry Dean, MHA, Exploits.
MR. LETTO:
Graham Leo, MHA, Labrador
West.
CHAIR:
I'll ask the Clerk to call
the first subhead, please.
CLERK (Barnes):
1.1.01.
CHAIR:
Shall 1.1.01 carry?
Minister Mitchelmore.
MR. MITCHELMORE:
Thank you, Mr. Chair, for
the opportunity to present the Estimates of Tourism, Culture, Industry and
Innovation. It's such a pleasure to be here as minister with my team of
officials. Would they be introducing themselves as well after?
My
parliamentary secretary will be a little delayed for the Estimates meeting. He's
doing some duties on my behalf right now at the grand opening of the Best
Western Plus in St. John's, a new business that's opened and is creating jobs
and providing service to the people near the airport. We're quite excited by
this business as well.
I want
to thank my staff for all the hard work they've put into preparing and working
on the budget. Being the lead minister for economic development, culture and
tourism is a great honour. We have a number of initiatives through
The Way Forward so that we can
advance economic and social development for the benefit of the people of
Newfoundland and Labrador.
I won't
take up any more time in terms of bringing initial remarks because I'm sure
there are a lot of questions. There will be opportunity to engage in dialogue
through the Estimates and I want everybody to have as much opportunity to ask
particular questions. I'll conclude my remarks and maybe we can have my staff
introduce themselves.
CHAIR:
Thank you.
MR. LOMOND:
Ted Lomond, Deputy Minister.
MS. HAYES:
Robyn Hayes, Departmental Controller.
MS. MURPHY:
Carmela Murphy, Assistant Deputy Minister, Tourism and Culture.
MS. HEARN:
Judith Hearn, Assistant Deputy Minister, Business.
MS. SKINNER:
Gillian Skinner, Assistant Deputy Minister, Regional Development and
Diversification.
MS. MUNDON:
Tansy Mundon, Director of Communications.
MS. DICKS:
Andrea Dicks, Director, Corporate Services.
MR. GEORGE:
Bradley George, Executive Assistant.
CHAIR:
Okay. Thank you very much.
Just a
reminder – and, actually, it looks like you're all pros – if you're recognized
to speak, either by the Chair or by your minister, just wait for your tally
light to come on. Just say your name, your tally light will come on and proceed.
Ms.
Perry.
MS. PERRY:
Thank you, Mr. Chair.
To
start, Minister, if we could get a copy of your Estimates binder tonight at the
end as well, please?
MR. MITCHELMORE:
We will certainly provide copies of our Estimates books. We don't actually have
copies here tonight but we will provide them shortly thereafter the Estimates,
yes.
MS. PERRY:
Okay. Thank you.
I'll
start with 1.1.01. On the first line item, in the Minister's Office under
travel, can you explain why travel went over budget in 2017-2018 by $2,400?
MR. MITCHELMORE:
Yes.
Recognizing being Minister of Tourism, Culture, Industry and Innovation, I also
have the responsibilities bestowed upon me of being Minister Responsible for
Francophone affairs. This travel budget item would fall under my ministerial
travel.
During
that time, we had made travel to Saint Pierre and Miquelon. We had also gone to
the Port au Port Peninsula as part of a Quebec and Newfoundland and Labrador
agreement to engage with the Francophone community in Port au Port.
Also,
recognizing – and you would certainly understand as the Member for
Fortune Bay - Cape La Hune the long distance one has to travel. For me to travel
back and forth to my district it's quite costly with airfare, hotels and
expenditures, but I certainly do everything that I can to minimize cost.
This is a very diverse department that has a number of federal, provincial and
territorial meetings for culture, for tourism and for parks. This was something
else that was added to the portfolio. There are more things associated with
travel. Those would be the reasons why travel was a little bit higher than
budgeted, but not significant.
MS. PERRY:
Okay. Thank you, Minister.
Can you explain why salaries went over budget by $221,000, under 1.2.01,
Executive Support?
MR. MITCHELMORE:
Under Executive Support, okay.
The Executive Support, the salary increase in 2017-2018 Revised reflects salary
continuance paid to three departing employees. There was $32,000 in salary for a
communications director during a transition with paternity leave. This was
partially offset by $47,000 in savings due to pay scale variances and delayed
recruitment of new ADMs.
MS. PERRY:
Okay.
Can you please explain the variance in the Transportation and Communications
line? In particular, explain where the savings were found, from $65,000 to
$42,000.
MR. MITCHELMORE:
Yes, the decrease of $23,000 basically reflects less travel for deputy ministers
and assistant deputy ministers during that fiscal. We had a change in ADMs.
There were fiscal restraint measures, specific departmental requirements that
either didn't require travel or there were means of which assistant deputy
ministers or deputy ministers were able to take calls via telephone to reduce
their costs.
Some of these matters are driven by federal, provincial and territorial meetings
with their colleagues that are planned in their Work Plan. Through Budget
2018-2019, we feel that with the
ADM complement that we have,
the deputy minister complement and the work plan, that $62,400 will be
sufficient.
MS. PERRY:
Okay. Thank you.
Can the
minister indicate where the ATIPP office for the department is in the Estimates?
MR. MITCHELMORE:
The ATIPP office would fall
under the Corporate Services Division, which would be 1.2.02.
MS. PERRY:
Okay. That's the next
section that I'm ready to move into, so I'll ask my questions there.
We
understand the former ATIPP coordinator was let go in recent months, late last
year. Can the minister explain why the ATIPP coordinator was let go?
MR. MITCHELMORE:
Well, I wouldn't want to get
into any specific HR particular matters, they would be dealt with through that
process, but an employee who served in the capacity of ATIPP and other
particular duties was a contract employee and was not a permanent employee of
government. That contract role was terminated and it followed all policies
within government through that process.
We
certainly do have a full-time ATIPP coordinator fulfilling our role. We have
been receiving a number of ATIPPs for our particular department, but we work
very hard to proactively disclose information to the public.
MS. PERRY:
Okay.
Where
there any severance and benefits paid out?
MR. MITCHELMORE:
There would have been
continuance and other benefits associated with any departing employee that would
have been entitled and they would have received those benefits.
MS. PERRY:
Okay.
Under
1.2.02, Salaries. In 2017-18, they were over budget by $115,000. Can you explain
why they were over budget?
MR. MITCHELMORE:
The increase of $115,000 is
basically a salary continuance and retirement cost of $336,000 that would have
been paid to departing employees.
The
cost of research and development positions that would have came from the former
RDC would have been merged into TCII. That would have been associated there,
partially offset by savings of $274,000 from delayed recruitment for policy
analyst positions as well as information management positions in that particular
division.
MS. PERRY:
Okay, thank you.
Under
Purchased Services, the restated budget for 2017, $358,400, that figure, it
doesn't match what was in last year's Estimates book because in the document
from last year this number was cited as $381,800. Can you explain why it's
different?
MR. MITCHELMORE:
Yeah, there are some changes to the budget. This would be things that need to be
restated based on office leases that we have, so there would've been $23,400 for
a particular office lease.
Office
leases were transferred to the Department of Transportation and Works.
Government has been very proactive in The
Way Forward setting targets to release its footprint. There have been
savings of $2 million, annually, based on reducing the footprint of government
where we've been able to either move people into the Confederation Building or
other government-owned space, or rightsizing the amount – the footprint that
would exist because some offices would've been far larger than the employees
associated based on government policy.
So
those would've been changes and there are some changes throughout our particular
budget, a total of $678,500; $536,100 would be for leases.
MS. PERRY:
Okay.
Can you
explain the variance in the Purchased Services line? There was savings last year
and a budgeted decrease this year.
MR. MITCHELMORE:
Under Purchased Services, the $100,000 is a reduction in print advertising,
campaign-related material for local, national and international events and
partnerships throughout the fiscal year.
We feel
that the current budget of $169,200, which is a further reduction in print and
advertising campaign because we've entered into new partnerships determining
through our zero-based budgeting process, we've found ways of which we can
ensure that we can do the necessary advertising at minimal cost and that we're
being strategic with where we're spending advertising dollars to best benefit
for our department.
These
costs also include copying costs, shredders, storage fees, different things like
that with the West Block. So we're really managing our supplies and how we
operate.
MS. PERRY:
So can you explain how you're changing your marketing?
MR. MITCHELMORE:
Well, we have marketing
specific to Tourism and then we have marketing and sponsorships and specific
partnerships that we would enter, whether it would be for international trade or
whether it would be part of particular trade missions that we would do. Some of
those are in partnership with industry associations. We've had a number of
successes by partnering with specific industry associations to reduce our cost.
One
prime example is in the past we used to, individually as a province, spend, I
believe, it was $40,000 on hosting the wholesale craft show. We've partnered
with the Craft Council. They've been able to utilize less money from the
department in partnership and leverage other money. So we're actually being
smarter with the dollars that we have so that more partnerships can happen and
things can be industry led versus departmental led. So there are things that
we're doing.
First
when I took office this department had five branches and five ADMs. Now there
are three ADMs. There were 26 directors. We've added in additional divisions,
parks and other initiatives, but we have fewer, far fewer directors and managers
that are aligned.
As
we've shaped the department in business, in regional development and
diversification and tourism and culture, we feel that there's greater alignment,
greater synergies. We're taking very much a whole-of-government approach when we
look at finding better ways of delivering our programs and services, being more
efficient and more responsive to the needs of the people of the province because
there's no question that there is a significant fiscal challenge when it comes
to the revenue that's coming into the province, but the expenditures as well.
We have
the most revenue per capita anywhere in the country, but we also have a very
high spending limit. So we have to do and find better ways of being strategic to
deliver programs and services. I think we've found that by partnering more with
industry associations.
MS. PERRY:
Okay.
In
terms of the revenue line there, provincial, where did that $5,500 come from?
MR. MITCHELMORE:
That reflects a
reimbursement of prior-year travel advances and other prior-year (inaudible).
It's just a catch up, I guess, of advances that would have been made for travel
and it's the revenues coming back.
MS. PERRY:
Okay.
1.2.03,
Administrative Support. Property, Furnishings and Equipment had nothing budgeted
for 2017-18, but $8,000 was spent. Can you explain what that was spent on?
MR. MITCHELMORE:
Yes, it's the capitalized
cost for the installation of two replacement generators purchased for park
operations during fiscal '16-'17. But the delivery time and the weather
prevented installation for fiscal 2016-2017.
We did
see where some of our parks even had delayed openings last year. It was very
unprecedented in Labrador and on the Northern Peninsula that in June they had to
be further delayed, but things are looking very positive this year. We've opened
up our camp reservation system. We've expanded seasonal sites so that more
locals, at specific campgrounds that have a higher usage of local visitation,
will have opportunity to have a season pass and enjoy camping at our parks.
It's
important that we maintain our capital at our provincial parks. That's basically
what the Property, Furnishings and Equipment are. The $5,000 also reflects the
capitalization costs for the installation of one replacement generator as well.
That's being installed right now at the beginning of the season. It was
purchased basically late in the fiscal year and it will be installed this year.
MS. PERRY:
Thank you, Minister.
Moving
on to 2.1.01, can you explain the variance in Salaries? The budget for 2018-19
is $319,000 less than 2017-18. Is this attrition or reduction of positions? Can
you explain why this number is significantly lower?
MR. MITCHELMORE:
The decrease reflects
right-sizing of salary costs as per our salary plan. If you look at the
$1,577,400 when it comes to the Revised, that decrease was an overstatement of
the salary by over $684,000 following a restructuring. It was offset by
continuance and severance payouts.
There's
an addition of four RDC positions and pay scale variance for an acting director
at that particular time. Right now, the Salaries fit the area for the Business
Department under the Accelerated Growth. There was a period of transition that
was happening through our overall restructuring.
MS. PERRY:
Okay.
Can I
just ask one supplemental to that? You said there were some positions reduced.
How many?
MR. MITCHELMORE:
There were four positions
actually added in 2017-18, with four RDC positions coming in at that time. Some
of these positions would have been moved to other areas based on the alignment
of work that was being done.
Some of
the innovation supports went to Accelerated Growth. Some positions went to the
Sector Diversification section. As we keep going through the Estimates you will
see a salary variance, but we can certainly provide you with an organizational
chart of the structure of the department.
MS. PERRY:
Thank you.
CHAIR:
Thank you, Minister.
Thank
you, Ms. Perry.
Ms.
Rogers.
MS. ROGERS:
Thank you.
The
movement around of different positions; how many positions, though, have we lost
altogether? Or have there been ones lost?
MR. MITCHELMORE:
The department, in July of
last year, had brought in the former Research & Development Corporation which
had close to 40 employees. We retained 12 employees with the Research &
Development Corporation because the integration allowed – there were a
significant amount of management positions that could be done within the current
department. These would have been contract employees; they would have had their
own contracts in particular, and not part of the provincial government
collective agreements, et cetera.
In the
course of last year, I believe there was a total of nearly 50 positions that
would have left the organization. Some of these positions would have been hired
as well. There would have been 12 new hires associated with the Research &
Development Corporation and then there would have been other positions that
would have been filled.
MS. ROGERS:
When you say 50 positions
left the organization, the organization is RDC?
MR. MITCHELMORE:
RDC would have had 40 positions. There would have been 12 that would have been
retained.
MS. ROGERS:
Fifty positions left the
organization. What organization is that?
MR. MITCHELMORE:
In terms of governance,
overall my department has a total of 219 positions that we currently have
filled. There are 429 employees within the department and there are 154 seasonal
employees. They're primarily with our parks, our Visitor Information Centres and
our Provincial Historic Sites.
We have
some vacancies within the department that we're seeking to fill though, because
of people that would have either left the division through a resignation or
retirement. We're also very cognizant of attrition targets that would have been
set by the department.
MS. ROGERS:
How many vacancies do you
have then? I haven't …
MR. MITCHELMORE:
We have 30 vacant positions.
MS. ROGERS:
Thirty vacant positions.
MR. MITCHELMORE:
Yes.
MS. ROGERS:
Is the plan to fill those
then? Some you're going to hold because of your attrition targets. Can you give
us a sense of the plan?
MR. MITCHELMORE:
Yeah, as people retire we
have to look at and evaluate each position. Some positions are absolutely
critical and must be filled; for example, at a Visitor Information Centre you
need to have somebody there.
MS. ROGERS:
You do.
MR. MITCHELMORE:
If the person retires, you
need to fill that position. The same way if there's a specific technician or a
specific skill at the Arts and Culture Centres or the parks. There are wardens
that need to be filled, there's a specific staff complement.
In
situations where the workload either can be combined or there's some ability to
look at the type of work that's being done, if it can be done within the
division or if the position can be no longer filled, then we will use attrition.
Otherwise, we have to look ensuring that we're meeting our attrition targets and
ensuring our salary plan through government.
MS. ROGERS:
Thank you.
Professional Services; can you tell us a little bit about what types of
Professional Services are purchased there? We see a big bump there from '17-'18
to '18-'19.
MR. MITCHELMORE:
Which line are you …?
MS. ROGERS:
Under 2.1.01, under
Salaries, under Professional Services. I'm just continuing where Tracey left
off.
MR. MITCHELMORE:
Okay.
Basically, in 2017-18 we have a revised amount under Professional Services of
$148,500. It's a reduction of $40,000. It's savings due to reducing in-market
consulting costs and some projects that would have been covered under
federal-provincial agreements.
This
year, when it comes to our Professional Services, we're really seeing an
increase of $100,000. It's
rightsizing, though, that was identified through our budget process because we
are required to support the Atlantic Trade and Investment Growth strategy –
ATIGA. And these are projects that are led by Newfoundland and Labrador
as part of the provincial agreement. Any in-market research and business, the
business innovation agenda supports and expenditures that directly impact
revenue.
MS. ROGERS:
Thank you.
Purchased Services, there's an increase of about $100,000
in this year's budget?
MR. MITCHELMORE:
For Purchased Services?
MS. ROGERS:
Yes.
MR. MITCHELMORE:
The increase of $116,300 is also rightsizing identified through our
zero-based budgeting process because we have funds required to support the ATIGA
projects that are led by Newfoundland and Labrador. So, costs of hosting trade
shows, missions, including all the logistics, but there would be reimbursements
that can be recouped for missions that are led by our province, if you look down
at federal revenue of $300,000 associated. So missions that we lead and
participate in, there is ability to recoup costs through the agreement.
MS. ROGERS:
Great, thank you very much.
And then moving down to 2.1.02, Investment Attraction Fund,
we see that about $1.8 million wasn't spent. Also, can we get a list of the
loans, advances and investments as well from your department?
MR. MITCHELMORE:
Yes.
MS. ROGERS:
Great, thank you.
MR. MITCHELMORE:
I believe we posted recently our loans and advances.
MS. ROGERS:
Posted online, yes?
MR. MITCHELMORE:
I believe so and we can provide that.
Investment attraction is really important to our province.
It's one of the initiatives that have been highlighted in
The Way Forward under Phase 3 that
was launched just recently, in particular, which is about attracting investment
in priority areas.
If you look at one of the key areas of mining, forestry,
oil and gas, tourism, agriculture, aquaculture and technology, we've taken some
very serious steps in terms of sector work plans, connecting with the industry
associations, with business. Some of the initiatives that have happened, like
the agricultural sector in Minister Byrne's department: 64,000 hectares of new
Crown land would be made available for farming, and that's going to provide some
strategic opportunities for investment, focusing on farmers that are currently
here, operational, and new farmers, and then there's the
the ability to look at foreign and direct investment. There have been requests
for proposals to lease the Bull Arm site that will lead to investment
attraction.
Some of
the great deals that were done in Newfoundland and Labrador last year through
investment attraction, one of those that kick-started the Tech Sector Work Plan
would have been the PAL Aerospace investment in the Force Multiplier. That led
to a number of new technologies. It led to De Havilland Dash 8 basically to have
multiple components of the ability to do radar, to do surveillance and have
really an integrated system.
I had
the ability to travel to the Dubai air show last year and also participate in
the oil and gas show at the same time in Abu Dhabi. That ability had significant
interaction with officials from the Government of the UAE and a number of key
stakeholders. It is one of the largest air shows in the world and led to
significant leads for provincial Aerospace which has about 600 employees in Abu
Dhabi and can lead to support for other companies that are looking at doing
business in the Middle East. They've highlighted that they can support and
provide assistance, because it's all about relationship building in the Middle
East.
It took
several dozen trips before PAL got their initial contract and they've been doing
significant work employing Newfoundlanders and Labradorians in the Middle East,
as well as people in the UAE and others. That was a very positive investment.
There
were investments in Verafin that would have been disbursed last year. Verafin
was where we launched our Tech Sector Work Plan. They have over 300 employees.
Certainly a success story for a very long time here in this province.
The MHA
for
Fortune Bay – Cape La Hune would certainly be aware of this and this particular
investment as well because it's a fairly long-standing investment I think, an
agreement that would have been in place a number of years ago.
I remember in 2006 working for the Department of TCII as a work-term student and
we promoted Verafin at that time because it was focusing on anti-fraud software
for banking and there are some really big things, some really cool companies
that are operating here. Verafin is a
pillar of success, how we
can certainly do things right and how we can lead in the international stage, so
these are some very successful companies.
Our
venture capital funds would have been invested from here: the
made-in-Newfoundland-and-Labrador fund; the Atlantic Canada venture capital fund
as well would have fit there. The decrease of $1.8 million was less than
anticipated requirement from the portfolio during that time, but $1.4 million of
that funding was approved by the Treasury Board to be transferred to the
Newfoundland and Labrador Film Development Corporation for investment in the
television series Caught.
As a
former documentary-filmmaker in your past role before becoming MHA, we're very
proud of the work of the film industry and its development and growth and the
jobs that it has created. There was a significant amount of production work that
happened last year –
MS. ROGERS:
Uh-huh.
MR. MITCHELMORE:
– a significant strain on
the equity program and the Film Development Corporation, so that's why in last
year's budget we doubled that amount from $2 million to $4 million, and it's
been retained at $4 million this year –
MS. ROGERS:
Good.
MR. MITCHELMORE:
The $1.4 million would have
been transferred from Investment Attraction. A significant amount of this work
would have happened in Newfoundland and Labrador in bringing in people to this
province and attracting, I believe it was around $23 million in total
investment, this $1.4 million – quite significant, and tells a story that could
lead to further investment in the film industry, because we were able to make
sure that that could happen and not be held up because there weren't funds
available.
We have
to, at times, utilize the resources that we have to make the most strategic
investments when the business deals and the business offerings present
themselves. We chose, as a government, to invest $1.4 million into film,
recognizing the cultural and the significant impact; it's 650 full-time
equivalent jobs in our province and leads to service supply and other supports,
so quite significant.
We
anticipate this year that there will be a million dollars that will go to
complete the PAL Aerospace project; that there will be $2 million made to the
made-in-Newfoundland-and-Labrador venture capital fund; $1.7 million into the
Atlantic venture capital fund, because that can leverage a number of other funds
and resources; and that we have several million dollars as well for remaining
new applicants, and we have had a number of leads.
Our
business division is very active on files. There's a significant amount of
interest when it comes to technology when we look at our scale-up companies. We
have a number of supports within our department, and collectively we can work
with the appropriate entities. We've partnered a lot with the CBDC, we've
partnered with BDC, with EDC as part of our regional trade network and a number
of other initiatives that we do.
We want
to make sure the right level of investment attraction is happening, and the onus
is not always on the Department of TCII to make those investments. Sometimes
it's with the Department of AESL, depending on if it's a skills or training or
that type of component. Sometimes it will be Natural Resources making those
types of investments through its operations and supports that it has, or the
Department of Fisheries and Land Resources. Those primarily would be the key of
flagship economic development department.
CHAIR:
Thank you, Minister.
Thank
you, Ms. Rogers.
Ms.
Perry.
MS. PERRY:
Thank you, Mr. Chair.
I'm
going to go back to 2.1.01, item 10. Under Grants and Subsidies, there was
$27,000 not spent last year. Can you tell us why?
MR. MITCHELMORE:
Okay.
MS. PERRY:
$229,000 was allocated and $202,000 was spent.
MR. MITCHELMORE:
In 2017-2018 there was a $27,000 decrease in our Grants and Subsidies, and
that's a reduction in international business development activities during that
fiscal year.
MS. PERRY:
Okay. Can you provide a list of who received grants last year and the amount for
each?
MR. MITCHELMORE:
Yes, we can provide a list.
MS. PERRY:
Okay, thank you.
As well
under Grants and Subsidies there's an increase of $50,000 planned. Can you
explain what that $50,000 is for and which program?
MR. MITCHELMORE:
It's basically around the new agreement with ATIGA that we were talking about,
the Atlantic Trade and Investment Growth Agreement. In 2017-2018 was the final
end of a former agreement. So it was the cluing up of the former IBDA, the
International Business Development Agreement. Now we have the new agreement
which is a larger agreement with the Atlantic provinces of which we can post,
lead trade missions, participate, and that's where we're involved in those types
of missions.
There
was a mission last year in particular to the UK and the Netherlands by the
Atlantic Canadian provinces. Very important markets to Newfoundland and
Labrador. We do almost $2 billion in the EU, and those are our two largest
markets, the UK and the Netherlands. There's, I believe, almost $1 billion
dollars of that would be in those particular two markets in 2016.
So
quite significant, quite an opportunity, quite a relationship for Canada and the
Netherlands. We have international shipping links direct through Rotterdam,
through Eimskip operating out of St. Anthony, and I believe as well through
their service at the port of Argentia.
So when
it comes to economic development, these are great opportunities as we explore
CETA and as we explore the benefits of either shipping fish product, forest
product, other oil and gas, mineral developments into the EU. We're looking at
the EU as an important market. We've also looked at other island countries, such
as the Caribbean, and have found success for our companies there.
We look
at new markets; Minister Coady has been working with the oil and gas sector,
through the Oil and Gas Council and through
Advance 2030 as we really expand our
oil and gas sector and really take the supply and service and that knowledge
internationally – we're looking at other jurisdictions such as Guyana and others
who are really looking to develop their oil and gas sector – and how we can
apply that knowledge and create those jobs and work with them so they can get
maximum benefits from their resources as well.
MS. PERRY:
Okay. Thank you, Minister.
Moving
on to 2.2.01, Business Analysis. Salaries are budgeted to increase by $253,600
this year. Can you explain why?
MR. MITCHELMORE:
Yes. It's basically the
right-sizing of salary costs as per the salary plan. We had a change last year,
but there's an addition of two positions from the RDC that would have come in to
this particular division as well. That would be part of those costs.
MS. PERRY:
Okay.
MR. MITCHELMORE:
And in the previous year
there were some savings as a part of delayed recruitment, and some of that was
offset by severance, continuance, et cetera, payout during that particular time,
but the salaries associated with $1.735 million is the staff complement that is
required to do the work in our Business Analysis division.
MS. PERRY:
Okay.
The restated budget for 2017 cites $23,900 and it doesn't match – again, we
have the same situation – it doesn't match last year's Estimates book which was
$102,900. Can you explain?
MR. MITCHELMORE:
Yes. The $79,000 change is
basically an office lease through Purchased Services that would have been
transferred to TW.
MS. PERRY:
Oh, right.
MR. MITCHELMORE:
Because TW is dealing with
office leases now as part of a strategic process to negotiate and ensure that
the footprint of government is operating as efficiently as possible. We still
have the portfolio management office that will be operating in Marystown and the
employees associated with it. It's just the lease cost would be transferred to
TW.
MS. PERRY:
Okay.
Thank
you, Minister.
MR. MITCHELMORE:
And if I could say, back to
the salary point, is when the Research and Development Corporation had its
management of accounts and that process, that work is being done by staff and
there would be salaries associated with doing the additional work of payment and
disbursement and managing those accounts with all the research and development
projects that would be happening.
MS. PERRY:
Okay. Thank you, Minister.
Can you
explain the variance in the Purchased Services line? A savings last year and you
had a budgeted decrease this year.
MR. MITCHELMORE:
You're talking about going
from $15,000 to $7,000?
MS. PERRY:
$23,000 to $13,000.
MR. MITCHELMORE:
$23,000 to $13,000, the
Purchased Services. Okay.
MS. PERRY:
Yes, $23,900.
MR. MITCHELMORE:
Yes. That's basically –
$12,900 reduction is less expenditures for meeting costs, advertising, printing,
equipment rentals and other purchased services. There was less cost for printing
of annual reports and less required equipment leases.
This
year we see $13,200, and that overall decrease of $10,700 is just looking at the
reduction of how we conduct meetings, room rentals, equipment rentals as per
zero-based budgeting, right-sizing our lease costs to reflect any equipment that
we will be leasing and include copying costs and shredding.
There
would be some meetings that would take place for directors, and all those costs
would be there. If we find efficient ways of hosting meetings then that's quite
important if you can reduce overall travel costs or find more efficient ways of
conducting meetings. Well, that's where we're finding some savings.
It's a
small contribution of just over $10,000 but we feel we were able to conduct the
business last year with $11,000. That $13,200, if we can do it with less we
certainly will, and there'll be a drop balance.
MS. PERRY:
Okay.
Thank
you, Minister.
Under
Grants and Subsidies, can you please detail where the $4,066,000 was spent?
MR. MITCHELMORE:
The Grants and Subsidies line of $4 million; that would've basically been any
funding associated with the EDGE Program payments that would've been made at
that time, and part of our Business Development Support Program. These would be
investments that would be made to improve productivity, competitiveness,
technology upgrades to various companies throughout Newfoundland and Labrador.
Certainly, we can make a list available.
MS. PERRY:
Okay. That would be great, Minister.
Thank
you so much.
As
well, you have decreased your budget here by $550,000 this year. Can you explain
where that $500,000 decrease is coming from?
MR. MITCHELMORE:
Well, when we look at the suite of programs that we have throughout the
department, whether it would be through Research and Development, whether it be
through our business attraction program, other initiatives that we have and
working with clients, and also looking at the number of clients that would be
involved with forestry and fishery, aquaculture, and the fact there's a
$100-million Atlantic Fisheries Fund, there's an economic development and
innovation program through Natural Resources that's happening as well.
We feel
there are ample supports for businesses in Newfoundland and Labrador, and that
we can fully subscribe and meet our obligations to our clients at $3.5 million.
CHAIR:
Thank you, Minister.
Thank
you, Ms. Perry.
Ms.
Rogers.
MS. ROGERS:
Thank you very much.
Moving
on to 2.3.01, Commercialization, Research and Development, the Grants and
Subsidies. We see there was $1.5 million that was not allotted in '17-'18.
MR. MITCHELMORE:
The decrease of $1.5 million
basically reflects a reduction in operating requirement during 2017-2018. As per
our budget decision, they're basically savings that would have been attributed
to the merger of RDC activities to TCII. In July of 2017, we had merged and
began a transition process to bring the former Research and Development
Corporation into the Department of TCII. So there would have been associated
savings.
The
program dollars that would have been associated and earmarked for companies, for
research and development and for academic work, that wasn't touched. These are
investments that were made, that were committed to. We continued the projects
that have been committed by the former Research and Development Corporation and
have been working through the transitionary period.
This
year, the line reflects just Grants and Subsidies. There is no operations, there
is no staff complement. This is the pure program dollars for grants and
investments in pre-commercial activity, research and development, to academia,
but also to commercial clients. Previously, this would have been an amount that
would have been earmarked for programming. If we were to look at our savings,
that's where the savings would have come from.
The
decrease of $5.15 million is basically there was $3,369,500 that would have been
savings throughout this process. There was money that would have, as well, been
reprofiled throughout government, salary support to TCII.
That's
why when you're asking questions, some of the staff that would have been with
the former RDC would now fall under either: Sector Diversification, Accelerated
Growth or Regional Development, depending on if they're working in commercial,
non-commercial and their expertise.
To
really create that whole of government approach, somebody who comes in with an
idea from pre-commercial can take it to commercial, can get to market, and can
get international, depending on the type of product. Before there was a gap and
we want to see accelerated growth with our companies. We want things to see more
commercial activity.
This
was something through our launch of the Business Innovation Agenda and our
consultation that the business community wanted, the industry association
wanted, they had asked for. They had certainly endorsed this process of bringing
in the Research and Development Corporation, and it's been a good transition.
We also
saved money in office lease. There was over $460,000 paid for the lease space I
believe at that particular entity. There's an admin cost support, ATIGA support
so that we can help with the internationalization of companies that are really
scaling up. Office leases, vehicle costs, salary support.
There
is $1.78 million basically that's not showing up here in the $13,750,000. That
is reallocated throughout the divisions to provide the appropriate supports, but
there were savings. The $3.3 million basically would have came from operations,
savings from staff, managerial staff primarily, and through the office
operations, the lease cost building, and various other equipment and travel
associated costs.
MS. ROGERS:
We didn't lose any money at
all in terms of grants and subsidies, the programming for the –
MR. MITCHELMORE:
We fully retained our
funding when it comes to pre-commercial and commercial activities for grants
that can be provided to companies.
The
Research and Development Corporation has had a number of contracts in place.
There are milestones. There has been funds that had been committed over multiple
years, and as milestones are met, these projects – but there are funds that have
been earmarked and allocated and budgeted for to support all of these projects
that were committed to in the past. We also have a number on the intake and
projects that we're committing and supporting to the Research and Development
Corporation.
As we
use InnovateNL and our new board and our innovation council that's made up of a
team of leaders and esteemed individuals throughout our community that's
providing advice, very talented people. That's been helping in a big way. They
really give their time very freely to provide direction and advice to government
as to how we can really accelerate growth, utilize innovation and ensure that we
achieve success. I'm very pleased to see the process as it has unfolded and I
think the best is yet to come when it comes to InnovateNL and what can be
achieved.
MS. ROGERS:
Great.
Also,
any of the requests that either of us make, we'll just assume that it's for both
of us as well.
MR. MITCHELMORE:
Of course.
MS. ROGERS:
Great. Thank you.
We move
on to 3.1.01, Sector Diversification. There were additional Salaries in '17-'18
of $422,000.
MR. MITCHELMORE:
The additional Salaries; last year the net increase of $422,000 is salary in
continuance and retirement costs.
MS. ROGERS:
The same thing. Okay.
MR. MITCHELMORE:
That would have been paid out to departing employees. It would have been the
cost of the Research & Development positions.
Some of
these were partially offset by savings from delayed recruitment; there are pay
scale variances and restructuring budget overage. All of these things had an
impact in last year's budget because of the change and the transformation that's
actually happened in the department.
Right
now, the new budget allocation for the salary plan is the right size that fits
our current salary plan for 2018-2019.
MS. ROGERS:
Okay.
Do you
have any vacant positions?
MR. MITCHELMORE:
The vacant positions – we have a total of, as I said, 30 vacant positions.
MS. ROGERS:
For the whole department, right.
MR. MITCHELMORE:
To be filled within the overall department. There is a process ongoing through
the Public Service Commission to fill vacant positions.
MS. ROGERS:
Okay, great.
MR. MITCHELMORE:
They are posted as they work themselves through that PSC process.
MS. ROGERS:
Great. Thank you very much.
We see
an increase in travel in Transportation and Communications from '17-'18 to
'18-'19. What kinds of extra travel or communications do you see there?
MR. MITCHELMORE:
For this particular year we've allocated $20,000 to the Newfoundland and
Labrador Innovation Council.
MS. ROGERS:
Okay.
MR. MITCHELMORE:
That would account for a significant amount of that particular increase. That's
where any of their particular board meetings may take place, or any associated
travel as part of them doing the business they would have to do throughout
Newfoundland and Labrador to engage their stakeholders, et cetera.
MS. ROGERS:
Great.
MR. MITCHELMORE:
There are a number of people on that particular board, and we're certainly
cognizant of costs. But because the Research and Development line is in
Commercialization, that is strictly program dollars. Any associated cost would
have to fall under another department line. That's where this particular one is.
$18,400
additional amount is for additional anticipated travel for this particular
division. This division would have our craft industry specialist; they would
have food and beverage. We're seeing a number of craft breweries start up
throughout Newfoundland and Labrador. I know you had visited one recently and
had been promoting it.
MS. ROGERS:
I've tried most of them.
MR. MITCHELMORE:
That's very positive to see.
We're
working very closely with industry stakeholders as to how we can further develop
those types of niche markets, those industries and those specific sectors to
grow. In order to deal with specific sectors there is associated travel. We have
specific targets to help grow the economy when it comes to our regional
innovation systems and a number of other initiatives that we're pursuing
throughout our department.
The
travel is an appropriate amount that we feel is reasonable. Should we not need
any particular travel, we just certainly won't use it and it will be a drop
balance. We budgeted $129,600 last year and only utilized $100,000. We try to be
as frugal as we can be, but we do have a number of plans that we're undertaking
as we engage our stakeholders, like our tourism product development. Our product
development officers had a number of opportunities and management sessions. They
partnered with our Destination Management Organizations. They may need to give
presentations and travel as well.
We have
a collective goal of reaching $1.6 billion in tourism and a number of other
initiatives that certainly require some travel.
CHAIR:
Thank you, Minister.
Thank
you, Ms. Rogers.
Ms.
Perry.
MS. PERRY:
Thank you, Mr. Chair.
I'm
going to pick up on 3.1.01 as well. I just wanted to ask a supplemental question
regarding Salaries.
Can you
provide a list of what positions were redundant or eliminated last year?
MR. MITCHELMORE:
We can certainly provide the organizational chart that we currently have within
the department.
MS. PERRY:
Could you provide the previous one as well, so we can see where the changes
were?
MR. MITCHELMORE:
We can provide you with changes based on the RDC positions that would have come
in and provide some clarification around the staffing that's allocated in budget
2018-2019.
MS. PERRY:
Okay. Thank you.
What's
your attrition target for the department this year?
MR. MITCHELMORE:
We have an attrition target
based on the 2015-16 Attrition Management Plan that would have been put forward
previously. In 2015-16 there was nearly $400,000 that would have been the
allocation amount. In this year's budget, our anticipated reduction is a
position target of reduction of six positions.
MS. PERRY:
Okay. Thank you, Minister.
In
2017-2018, the Purchased Services went over budget by $70,600. Can you explain
the cause of this?
MR. MITCHELMORE:
Could you repeat the
question?
MS. PERRY:
Purchased Services were over
budget but $70,600. Can you explain that increase?
MR. MITCHELMORE:
Purchased Services; the
$70,600 reflects a cost of $73,000 for the Atlantic Cable Facility. There is
repair cost that is associated with – every time a cable basically breaks we're
responsible for one-twelfth of the cost. That would have been the Atlantic Cable
agreement, the fibre optic cable that would have been done previously.
We've
debated and had discussion on this in the House of Assembly Estimates – and even
while this was being done – to create some redundancy in our fibre optic cable;
this would have been something that would have been done under the former
administration to enter into this agreement. Newfoundland and Labrador is
responsible for those costs. Every time there's a break, we have to pay
one-twelfth of the costs. That is part of the agreement that would have been
entered by the former administration.
MS. PERRY:
Okay. Thank you, Minister.
Under
Grants and Subsidies can you outline where the $155,000 was spent last year? Who
received the funding and how much was allocated to each?
MR. MITCHELMORE:
The Grants and Subsidy line,
that's the $155,000 you're referring to?
MS. PERRY:
Yes.
MR. MITCHELMORE:
We certainly can provide
that. Under that subsidy the East Coast Trail receives $100,000; the tourism
Market Readiness program would receive $15,000, such as GMIST training; craft
industry activities, $40,000; there would be start-up innovation activities,
$75,000. This could be things like pitch events.
This
year, as well, there's a Canadian safety and security project, that's $337,800
that will go to C-CORE. As you can see, the federal government is to reimburse
and that's reflected in the Revenue line. So even though the Grants and
Subsidies line is up, the amount is fully reimbursable through a federal
government agreement to C-CORE to recoup those costs. Those are the associated
amounts when it comes to Grants and Subsidies.
MS. PERRY:
Okay. Thank you, Minister.
I guess
this next question is a little broader. What new sectors will be explored and
what specific markets will you be targeting in the upcoming year?
MR. MITCHELMORE:
Well, as I just talked
about, there are a number of initiatives that fall under this particular Sector
Diversification. There's the craft sector and there are things we have done to
explore craft development, whether it be in partnership with the Craft Council,
initiatives to explore Indigenous craft.
There
was the Atlantic Craft wholesale show, which is held and hosted in Halifax every
year but led by each provincial department. This year, Newfoundland and Labrador
hosted that particular initiative. We had a number of buyers and a number of
people selling their product in Halifax this year. There were two craft award
recipients from that particular show: College of the North Atlantic; Anna
Templeton Centre had received an award, the instructor there. As well as the
Black Hen Studio as an emerging artist.
We have
agricultural initiatives that we work very closely with Fisheries and Land
Resources, such as making Crown land available. There was a new
federal-provincial agreement to look at initiatives to help in primary and
secondary processing, value-added when it comes to agriculture. So that's a very
interesting sector for us.
We
engage with the federation and the opportunities that we would have, whether it
would be in apiculture or other initiatives in the agricultural sector and how
they can partner, too, to develop more of an industry, such as the test crops,
the R and D. Canola was a big success.
You see
a company like the Newfoundland Distillery in Clarke's Beach, how they use 100
per cent Newfoundland and Labrador product. They have water that comes from
Springdale, Mr. Chair, from your particular district, supporting a company
there. The barley and other product would come from the West Coast. They even
procure bakeapples from the Northern Peninsula, I say to the Member for Labrador
West – even though Labrador is known for being an abundance of bakeapples – a
partnership with the Dark Tickle Company on the Northern Peninsula, and a number
of other partnerships that's really growing and helping a local market.
Our
Tourism Product Development Plan is very key. There are a number of initiatives.
This was done with the Tourism Board, the Destination Management Organizations.
This was really pan-provincial. We launched that last year and now we're rolling
out the initiatives like on the Northern Peninsula and Southern Labrador. The
three UNESCOs are a big focus.
Culinary food experiences are big for the City of St. John's. There's also music
and entertainment, big for the capital region. So there are a number of
initiatives that's being worked on. Food and beverage, aerospace and defence,
green tech. Ocean tech is huge with the supercluster initiative.
I could
sit here all night and we could talk about the tech sector, we could talk about
our work plans, what's listed in The Way
Forward and I could use up three hours and far more than that. If you have
something specific, I'm more than happy to engage in that conversation.
MS. PERRY:
No that will suffice,
Minister. Thank you.
Is this
section here, where rural broadband is covered, and can you tell us which
communities still do not have rural broadband?
MR. MITCHELMORE:
The rural broadband dollars
would come a little further up. This would fall under the Comprehensive Economic
Development fund. That would be section 3.3.01.
MS. PERRY:
Okay.
MR. MITCHELMORE:
That would be where
broadband would be.
In last
year's budget there was $1.7 million for broadband, because previously we had
invested $300,000 in a major investment with the Nunatsiavut Government and
other federal partners for the North Coast, the six communities that would be
covered under the Nunatsiavut Government there in 2016-2017. Through all of that
we had a significant investment when it comes to broadband last year in
partnership with the federal government.
There
was a total of, our leverage invested – $26.9 million from the federal
government and $11.5 million from private companies and other organizations for
almost a $40 million investment. It's highly critical that communities have
connectivity. There's been great progress made, great strides made.
The
previous administration had invested in broadband programs. The only
disappointment for me was when the federal government had the Connecting
Canadians program with $225 million of federal leverage, all that money was left
on the table. Not a dollar spent in Newfoundland and Labrador to expand
broadband. During that time we had to utilize 75 per cent provincial dollars –
that would have been done under the former administration.
We're
being very strategic with the dollars that are being invested in broadband,
getting great leverage from the federal government, improving the backbone,
which is very important, and expanding speeds because just having 1.5 megabits
per second is a very low speed. There are challenges and there are gaps when
you're doing fixed-wire line for broadband and servicing large geographic areas
and small populations. There are wireless solutions as well. There are satellite
options for broadband.
The
United Nations recognize broadband as a basic human right. Certainly, I've been
in the House of Assembly highlighting that advanced telecommunications and
advanced transportation networks are critical to advancing the economy, urban
and rural economies of Newfoundland and Labrador.
Once
all these projects get complete, the statistic is that 99 per cent coverage
would happen. Most districts would have a high amount covered. I know there was
a list that would have been supplied previously, either to the Opposition or
through an ATIPP, that highlighted, I believe, districts and their coverage.
Most
districts would have had 98, 99 per cent. I believe your particular district
would be very up in that amount. I believe the Ferryland District is up around
98 per cent, and every other district in the St. John's and Metro area would be
100 per cent coverage, I believe, is for other particular districts. Some of the
rural districts, we can certainly provide some information on coverage that
exists, further information.
We're
going to keep working on ways in which we can partner with the federal
government through their $300 million program that they had for Connecting
Canadians. They announced – I believe it was in the federal budget, I may be
corrected on that, but I believe it was $125 million for broadband initiatives.
The providers and the communities, they can continue to work on expanding and
improving their broadband.
One
priority that we've listed in our budget this year is a $1 million investment
for a cell service pilot project. We're quite excited to be able to, for the
first time – I don't believe any other jurisdiction in the country or any other
government has pursued this initiative, but it's very important to Newfoundland
and Labrador as you travel through communities.
I've
travelled all around this province. There are very few communities that I have
not been in as the Minister of Tourism, Culture, Industry and Innovation and
realized the gaps when it comes to cellular service. This is a first step to try
and address some of those gaps.
CHAIR:
Thank you, Minister. Thank
you, Ms. Perry.
Ms.
Rogers.
MS. ROGERS:
Great leaps and bounds.
What
exactly is the cell service pilot project? What does it involve?
MR. MITCHELMORE:
Well, we have allocated $1
million, if you look at the Rural Broadband Initiatives that have been
partnered. Right now, we will work with community groups, we'll work with
municipalities, private initiatives and basically work with the providers as
well that would be into the cell business to find means of which the economic
case can be made to expand cellular coverage in communities that are unserviced
or have limited service – so ways of which we can improve that.
This
may be any number of forums that would take place because this may be a
partnership with multiple communities. This may be partnership that exists
through a co-op. It may bring on any number of partners to fully utilize a cell
service pilot project. I'm very excited about this and we will be releasing
details of how one can apply. It will be application-driven and we'll be
releasing the details on the call for application and the application process in
the very, very near future – in the coming days, really.
MS. ROGERS:
Okay, thank you.
MR. MITCHELMORE:
It will be publicly
available. Applications will be publicly available. Contacts as to who in the
department somebody could reach out to will be specifically identified there, as
well as economic development officers in the field that they can reach out to
and engage in this process.
We look
forward to people participating, asking questions, engaging and finding ways of
which we can expand cellular coverage to the benefit of Newfoundlanders and
Labradorians all across Newfoundland and Labrador. We think it's a very
important initiative, critical initiative. It's going to require partnerships.
It's going to require support from community and the providers to really make
this work. We feel this is an initial step. We hope that we can achieve success
with it and that it can lead to more and further investment to benefit the
people of the province.
MS. ROGERS:
Great. Thank you very much.
If we
continue down to 3.1.01 under 10, Grants and Subsidies, we see a nice, big, fat,
juicy increase there from $155,000 to $567,800.
MR. MITCHELMORE:
3.3. –?
MS. ROGERS:
3.1.01.10, Grants and
Subsidies, under Sector Diversification.
I don't
think, Tracey, you got there yet, did you?
MS. PERRY:
No.
MS. ROGERS:
Yes, okay.
Thank
you.
MR. MITCHELMORE:
Under Grants and Subsidies?
MS. ROGERS:
Mm-hmm, a nice big increase
there.
MR. MITCHELMORE:
Yes, this was a project I
had talked about with Ms. Perry that there is investment for a Canadian Safety
and Security project; $337,800 is going to C-CORE. But if you look at the
revenue side from the federal government, there's $337,800. We are basically
providing a grant and subsidy to C-CORE, but we're getting 100 per cent of the
money recouped through the federal government.
MS. ROGERS:
That's a great way to do it.
MR. MITCHELMORE:
It's a very good deal, a
great way of doing business and it's going to be a good project. C-CORE is part
of Memorial University and an entity that is set up to do research and
development, various contracts and initiatives. They go out and seek out
specific work. This is something that we've been able to facilitate with them
and recoup all the funds for the federal government.
MS. ROGERS:
Great.
If we
could move on to 3.2.01, Regional Economic and Business Development. The
Salaries again, that bump of $463,000 in '17-'18. I could probably guess what
that is.
MR. MITCHELMORE:
You're talking about 3.2.01,
Regional Economic and Business Development and the Salaries?
MS. ROGERS:
01, yep.
MR. MITCHELMORE:
The salary increase for
2017-2018, there's a net increase of $335,600. That's salary continuance and
retirement costs paid to departing employees. There was a restructuring shortage
of $185,000 and that was partially offset by $349,400 in delayed recruitment.
The decrease in this year's budget reflects rightsizing of salary costs as per
the salary plan as the appropriate number of employees are allocated throughout
Newfoundland and Labrador through various regional development offices.
We
would have 18 offices under this division in Labrador City, Goose Bay,
Charlottetown, Forteau, St. Anthony, Port Saunders, Deer Lake, Corner Brook,
Stephenville, Port aux Basques, Grand Falls-Windsor, Gander, St. Alban's,
Marystown, Clarenville, Placentia, Carbonear, and Ferryland as a means to have a
provincial reach and service to clients and various regions throughout the
province that are engaged in regional economic and business development. We also
deploy our staff to travel throughout the province, and also sector specialists
as they're needed.
There
are a number of initiatives that are being undertaken.
MS. ROGERS:
Okay.
I'd
really be interested in some of those initiatives, but I think it might be
interesting to maybe make a meeting with you, Minister, and have a briefing and
talk about some of the directions that some of that are going in. I'm just aware
of time here.
MR. MITCHELMORE:
Sure.
MS. ROGERS:
But I do have just one quick
question in that area. Social Enterprise, is there a specific pot of money that
has been allocated specifically for Social Enterprise?
MR. MITCHELMORE:
We support Social Enterprise and we have done so significantly in the past. If
you look at the fund that Ms. Perry would've been talking about, the
Comprehensive Economic Development Fund, it allows non-commercial entities to
apply for funding. We would've supported, for example, the Centre for Social
Enterprise at Memorial University through these particular funds. We do a number
of community capacity-building initiatives with Social Enterprise, we do
co-operative development as well, we work with the Community Sector Council,
we've done a number of initiatives like buy the books, allowing non-profit,
Social Enterprise, and other entities to improve their financial accounting and
accountability and those processes because these are things that have been asked
for.
We
allocated specifically $75,000 for capacity-building initiatives for Social
Enterprise. That is a new allocation of funds that have been targeted and
earmarked.
We fund
significant projects and we work with social enterprise. We saw just yesterday
the Minister of Children, Seniors and Social Development announced – with the
Premier – multi-year funding for community organizations. And a couple of
organizations that are very notable, that would be social enterprise, would be
Choices For Youth and Stella's Circle that we have all talked about in this
House. They have received multi-year funding, a significant amount, that will
help them focus on continuing to do the good work that they do.
They
still can look at specific project-based funding. We will look at them and the
initiatives they provide. We continue to work with the Centre for Social
Enterprise and, also, through student employment positions that exist. We're
looking at various ways of which we can help social enterprise through our
Social Enterprise Action Plan and, also, a number of initiatives that we do and
continue to engage with throughout that particular process.
MS. ROGERS:
Great. Thank you very much.
Then if
we move on to 3.3.01, Economic Development – I think we looked at that a little
bit already with Tracey, I think, when you were moving around a bit. Social
Sector Research, 3.4.01, I won't ask about that – well, I will because it's
almost doubled, the Revised for Salaries for '17-'18.
MR. MITCHELMORE:
Yeah, the salary is the fact
that we've added two industry development officers and one senior policy analyst
here. Initially, we had a director of Tourism Research specifically and small
staff allocated. But looking very strategically, a lot of the research that
would be done through the tourism market research on that specific sector
interlinks with food and beverage and interlinks with other sectors of the
economy, culture –
MS. ROGERS:
Of course.
MR. MITCHELMORE:
– and other specific
research that we would like to do when it comes to aerospace and defence, and
working with Canadian manufacturers and exporters.
So what
we've done is we've allocated what we feel would have been staff within the
department who have expertise around research that would like to be more focused
when it comes to the whole of government, of more sectors rather than a specific
sector. So that there can be a breaking down of silos, basically, within the
department, greater synergies and a number of things that would be looked at
through our overall Work Plan.
Things
that would be dealt with here would be the resident survey that would happen;
there would be various projects such as Atlantic Growth sector research that
would happen. Then there would be things with Destination Canada, Global Tourism
and Stats Canada; there would be various membership fees in here.
It's
very much the departmental Sector Research Division that focuses on all of our
sectors now, rather than just the tourism sector.
MS. ROGERS:
Great. Thank you.
CHAIR:
Thank you, Ms. Rogers.
Ms.
Perry.
MS. PERRY:
Okay.
Last
year, under Professional Services, $173,500 was budgeted but less than half of
that was spent. Now, this year, nothing is budgeted. Is the department making
any operational changes there or is there a project there?
MR. MITCHELMORE:
Yeah.
The
Professional Services, the decrease of $173,000 is the right-sizing of division
departmental access and partnerships, purchase for services, focus groups,
subscriptions to database and research and analysis to really more accurately
reflect where the nature of the expenditure is. There's a decrease – if you look
at 11, the Purchased Services is the increase of $176,800. So that is basically
the purchased services for focus group projects, subscriptions, databases and
research and analysis.
It's
really a correction of the type of purchase. Rather than Professional Services,
this would fall under Purchased Services. In 2017-18 there would have been
$80,000 plus $95,000 which would have been around $175,000 purchased. This year
it all falls under Purchased Services because that's really the type of service
that it is.
So it's
just an Estimates line correction to reflect the nature of the purchase, but the
activities will still be ongoing to ensure that we have the right intelligence
when it comes to database, subscriptions, any research and analysis requirements
and those processes. I listed a little bit earlier around partnerships with
Destination Canada, Global Tourism Watch, et cetera, so that we know the
particular trends, we know things that we can do to target and make best and
informed decisions.
MS. PERRY:
Okay. Thank you, Minister.
Why was
the $20,000 under Grants and Subsidies not spent? Is this money being rolled
over into next year?
MR. MITCHELMORE:
That $20,000 is for industry
research. It's to be determined right now in the 2018-2019 Work Plan.
Discussions are happening with industry associations to determine what is a
specific initiative to make best use.
Last
year, no initiative would have been undertaken so no funds were spent. $20,000
has been budgeted this year. If, based on our Work Plan and dialogue with our
industry associations, we do not find the appropriate use of those funds, they
will become a drop balance and there will be no disbursement of funds. But we
are actively engaged with the industry associations to determine a partnered
research-specific project.
MS. PERRY:
Okay. Thank you, Minister.
I'm
going to move ahead now to 4.1.01. Under Salaries in this section, can you
explain why Salaries have increased to $2,173,700?
MR. MITCHELMORE:
The net increase of $135,200
results from the reclassification of a manager of a Visitor Information Centre
for $23,000 and there's been some restructuring due to a budget shortfall. So
the current allocation of Salaries for $2,173,700 is an accurate reflection of
where salary expenditures would be for 2018-2019 under Tourism.
MS. PERRY:
Okay.
Under
Purchased Services, can you please outline what purchased services made up the
$12 million?
MR. MITCHELMORE:
The $12 million under
Purchased Services would be our marketing budget that we would have; this would
be the main departmental marketing campaign that would be included here. There
would also be advertising, marketing costs and promotional material. Things of
that nature would fall under that line of $12 million.
MS. PERRY:
Thank you, Minister.
Are
there any new tourism commercials in the works and any new marketing strategies
that you will be rolling out this year? If you can outline what changes have
occurred over the province's marketing strategy this year, and as well – I know
I got a lot of questions here together, so I can slow them down. What specific
markets will be targeted to capitalize on exchange rates this year?
MR. MITCHELMORE:
We're very excited about some of the initiatives we've undertaken in tourism
marketing since I've became minister of the department, and we're quite proud of
the tourism marketing dollars that we have associated with the budget. We
relayed that to the hospitality industry when the Premier was the keynote
speaker and launched a series of new ads that would exist that's, for the first
time, focused on sound.
The
Newfoundland Symphony Orchestra has been involved. There's some very brilliant
video associated with that, because we focused a lot on colour and our
storytelling, but this is the first time we've actually looked at the sounds of
Newfoundland and Labrador, from the wind to the capelin rolling on the beach, to
a number of specific sounds with that ad.
We're
leading the country again based on the fact that we entered into an agreement
with Air Canada to have our own TV channel, and, in so, we have a number of
videos there that if you fly Air Canada and click TV, there's a new ‘Find
Yourself' campaign series. These are things that would have been undertaken as
part of our budget and our partnership with Target Marketing.
We have
also rebuilt out website and launched a new website. That was one of the
components we did when we weren't making new advertisements. So there's a
balance when you're dealing with your strategy.
We have
a significant amount of content when it comes to Newfoundland and Labrador. Some
great assets of photography, digital assets. We're always being strategic in if
we use a YouTube channel, how we use our social media content. It's been really
off the charts in the interactions we've been having. We've seen increases at
newfoundlandlabrador.com.
These
types of things – when we look at our Exit Survey, that would've been complete
in 2016, we saw non-resident spending was $563 million, and it totalled $1.13
billion. Last year, non-resident spending in the province was $575 million; the
most in the province's history. It really shows that advertising is one of the
key elements that's driving people here. There are very critical elements: you
need access, you need good advertising, you also need good product, and good
product stems from the partnerships with industry, the quality of accommodations
and the services that are provided by the tourism industry. It's really a
collective effort to grow tourism.
We're
quite excited to see that the last time the Exit Survey was done there were
18,000 jobs in tourism and now there are almost 20,000 jobs associated with
tourism. So there is significant growth. There's significant growth in tourism
expenditure and there's growth in visitation. Those are all important things.
Key
markets for us; Newfoundland and Labrador has a very strong local market. We
will always have a strong maritime market because of vicinity. The Ontario
market is very important to Newfoundland and Labrador, and we invest in that
market. We also invest in the western market, Alberta and British Columbia.
As I
was travelling about the province, I was seeing a number of people from Ontario,
in particular, whether they be from Waterloo, Ottawa, Toronto, and they always
remark about seeing our ads and actually stopping to watch them. It is a great
campaign. It's working. It's achieving success. We received a number of awards
and accolades and recognition by the industry and endorsement, almost 300 awards
now.
One
thing that I did see which was really exciting – and it was actually in your
particular district when I was visiting – was I met a couple who are from
Australia. They came and they had already spent six weeks. They said they were
going to travel, I believe it was – I'm not sure if it was 10,000 or 20,000
kilometres they would have on their map. They were everywhere in Labrador, they
were travelling the Northern Peninsula, they were travelling the Avalon
Peninsula, the South Coast. They weren't missing a beat. These are the types of
travellers we want, the long-stay. The people were staying at high-quality
accommodations, expending a significant amount of money into our economy.
We have
great opportunity when it comes to the UK market, the German market. These are
key targets for us. This year is also the Canada-China tourism year. The
assistant deputy minister has been engaged in that process and travelled to
Ottawa as part of a Chinese inward delegation that has been there. There's
opportunity to look at Asia and look at that consumer marketplace. We have to
develop product. We have to be ready for that particular market. It is a small
market right now, the Asian market, but it is a future opportunity for
Newfoundland and Labrador. We have to build those relationships. We have to work
in those markets.
The
best opportunity for growth are those closest to us, the American marketplace
because of the success of Come From Away.
The millions of dollars in free advertising and endorsement that that has given
Newfoundland and Labrador is really important.
Florida, when it comes to the connectivity, because we already have that air
access with the market of US. Those are important to us and we'll continue to
reach out into those markets. We do a lot of partnerships when we go into
specific US cities because depending on the type of campaign, it can be very
expensive. It can be very expensive to buy a page in
The New York Times or
The Wall Street Journal or an ad on
TV. So you can easily exasperate a budget. That's why we have to be very
creative with how we use our budget, how we invest, what markets and how we go
in.
We do a
lot to engage the motorcoach bus tour traffic. We've seen significant growth
there. We're into key shows. We have a very talented team when we go into those
markets.
I
travelled to New York on personal, but I also did a little bit of departmental
business with our travel and trade team as they reached out to key travel
partners in motorcoach but also in air access as well as we promoted New York
and all of that area to sell Newfoundland and Labrador. Because we really want
the travel agencies and the partners, whether they're in Newfoundland and
Labrador in doing that attraction to bring people here or people that are
outside to come to Newfoundland and Labrador. So we're doing a lot of outreach.
There
are various mechanisms, and as the Leader of the Third Party and the MHA for St.
John's Centre talked about, maybe there's more dialogue that we can have on our
marketing campaign initiatives that we're talking about. Even outside, I don't
mind setting up a meeting and having more discussion with you because I don't
want you to not get to your specific questions in the line by line of the
Estimates.
CHAIR:
Thank you.
MS. PERRY:
Right, and that's perhaps
something we could do together.
MS. ROGERS:
Yes, sure.
CHAIR:
Thank you, Minister.
Thank
you, Ms. Perry.
Ms.
Rogers.
MS. ROGERS:
I'm wondering, Mr. Chair, if
we could take a few minutes break. A very quick, short break.
CHAIR:
We can certainly do that. It
is 6:38, we'll take 10 minutes.
MS. ROGERS:
Five even.
CHAIR:
There you go.
If we
could be back by 6:45 or so?
MS. ROGERS:
Sure.
Recess
CHAIR: Thank
you.
If we
can continue, Ms. Rogers, I think you're up.
MS. ROGERS:
If we go back to 4.1.01,
Tourism, just a quick question. What is now considered the tourism season? What
are the shoulders? It's just a question out of curiosity.
MR. MITCHELMORE:
We have been working with
industry. The season and the shoulder season will vary depending on which region
of Newfoundland and Labrador one lives.
MS. ROGERS:
Uh-huh.
MR. MITCHELMORE:
The primary target, and the
busiest months – which we've seen at airports recently break records and have
very strong years – would be July and August. That's always going to be the
busiest months for tourism.
September is also becoming a more popular month. We've seen things, like in
Bonavista, how operators are staying open longer. We generally have very good
falls; we need to get that message out. The Bonavista Biennale helped in a big
way support a number of small businesses and operators through 23 or 24
locations.
MS. ROGERS:
That was in July, wasn't it?
MR. MITCHELMORE:
I had the opportunity –
maybe the Member had also gone –
MS. ROGERS:
I went to everything.
MR. MITCHELMORE:
– and toured all of the art.
I certainly enjoyed myself. I was there at the opening and travelled all around.
There
are a number of things that we have done through season extension programs and
through various festivals to help engage people to come earlier. The St. Anthony
area and Viking Trail Tourism Association has held the Iceberg Festival and
that's helped operators. The Viking Trail Tourism Association has said they've
seen an increase of 15 per cent for their members.
June is
basically the new July, so that's very exciting when you're looking at markets.
Last year, the L'Anse aux Meadows site saw over a 30 per cent increase, the Port
au Choix site had over a 60 per cent increase and there was also a big increase
at Red Bay. So when you look at the three UNESCOs in the Product Development
Plan, and the potential for growth, we're certainly looking at all of those
initiatives as ways to build capacity.
Roots,
Rants and Roars has been a good festival in the fall; you've got the Burlington
festival, The Gathering, that takes place. Trails, Tales and Tunes really kicks
off the Gros Morne area in Norris Point and has had significant success. So
these are really good initiatives. Bay Roberts has done their Songs, Stages, and
Seafood Festival that I've had the ability to attend as well. There are things
that you do at certain times of year.
The
Member for Lab West is sitting here as well in Committee right now. Cain's Quest
was a really big economic generator. It's a really positive initiative that's
done biennially that has attracted international tourism, as well, and
participants. It's really put us on the map. It's the world's largest endurance
race for winter activity in the world.
MS. ROGERS:
Great.
MR. MITCHELMORE:
These types of things that
can set us apart can really help. But in short, a lot of the tourism season
right now, the primary season for most operators would be around mid-May to
mid-September. We need to continue to expand on the shoulders. That will give us
our greatest opportunity for growth. And there are some strategic things we can
do throughout the year as well.
We're
always working with our airports, our partners, to find ways of which we can add
airport seat capacity. If we can expand and explore in specific markets, we do
so based on the business activity that exists. With mining prospects on the
horizon and more oil and gas, those types of things help drive prospectivity to
look at flight access.
One of
the reasons why the New York flight was lost was because of the downturn in
business travel that would have been happening through oil and gas at that time.
We're seeing a bit of an uptick right now and more confidence in the markets
when it comes to oil and gas, business investment and development here in our
province. So those are all positive indicators.
Leisure
traffic can help certainly support, but it won't necessarily be the key reason
why a flight is added, depending on the particular market. Some flights go
specifically for leisure market. If you're going to the Caribbean, it's
primarily leisure market, leisure demand if it's an all-inclusive Sunwing
destination. Maybe this would be a conversation of which we can further discuss
when we set up a meeting.
MS. ROGERS:
Great. Thank you very much.
4.1.02,
Marble Mountain Development Corporation; the Revised for '17-'18 was an increase
of $400,000 for Grants and Subsidies to Marble Mountain. What's happening there?
MR. MITCHELMORE:
Yes, there was increase of $400,000 to Marble Mountain. That is additional
operating funding required for fiscal 2017-2018. The primary contributing factor
was the West Coast flood event; a very difficult start to the season with
weather events that were happening.
The
other ski resort on the Island had experienced very similar challenges when it
came to trying to keep snow operating in Clarenville and keep snow on the
ground. They incurred higher costs. It was publically reported that White Hills,
a smaller operation, had to receive a $75,000 loan from the Town of Clarenville,
which would be its basic operating arm. The staff at Marble Mountain worked very
diligently to have the operational days. The COO, in over a 30-year career, has
said that this was the most challenging operating season based on weather and
based on the flooding events.
They
have identified and have undertaken a lot of change at Marble Mountain. There's
been a new pricing structure that was put in place, a number of new events and
new food services that were offered, vegan, vegetarian: things that consumers
are requesting and expecting. The type of service for food and beverage had
undergone some change. There was direct table service. There were events that
were highly successful, such as the ski – the snowmobile races that happened at
the end of the season had provided over $60,000 to the corporation just from
that particular event.
There
are events they had done like the Slush Cup and the Downhill Dummy Race. They've
partnered with the community groups to raise awareness for cancer by doing a
balloon release and other events of lighting up the hill. The Marble Mountain
Development Corporation has a number of planned events as well for fall and
throughout the season; Foam Fest will be one of those. We're certainly working
with the corporation around sustainability, around the revenue options that it
can pursue, as well as find new revenue stream, new investment and always
exploring options when it comes to Marble Mountain Development Corporation.
The
staff certainly stepped up. We received very positive feedback from customers
and from skiers that things are certainly moving in the right direction with the
Marble Mountain Development Corporation based on consumer feedback.
I just
also will give a shout-out – since the Member for Lab West is here – that the
ski hill in Smokey in Lab West had a very strong season. It was good to see the
weather conditions were much more favourable in Lab West. We're certainly
cognizant of climate change and the impact that it is having. We're seeing more
and more weather events. We saw weather events on the T'Railway, of which we had
to do $1 million worth of repair work.
These
types of weather events can happen and they have happened in the past where
there was over $4 million required to be invested based on lightening striking
the hill at Marble Mountain. Some things are out of the control of management,
but they have done the best possible job that they can do in terms of operating
their ski hill. They have undertaken change and they're going to continue to
undertake change to make sure that customers get an incredible skiing and
snowboarding experience at Marble Mountain, plus all the other activities and
revenue generation options are being explored.
MS. ROGERS:
Thank you.
CHAIR:
Thank you.
Mr.
Finn, did you want to just jump in for a second.
MR. FINN:
Yes (inaudible).
CHAIR:
Mr. John Finn.
MR. FINN:
I just wanted to make a
quick comment and then just a small question. I just wanted to say a huge thank
you, Minister, to you and your staff. I live all of 55 minutes away from Marble
Mountain. I got there 10 times this season. Last season, I got there almost 18
trips in. What I can tell you is despite the weather, the energy at Marble
Mountain this winter was off the charts, from the staff turnaround to the
changes in the pricing, to the folks coming out, the new public relations,
Richard Wells – just phenomenal.
I've
been going there now for about seven years, but I certainly want to say a huge
shout-out to you and your staff. I know I had met with you personally on the
matter, as well as your deputy, Mr. Lomond.
In
terms of moving forward, I'm just wondering is there any more new events – the
last snowmobile event there, just two or three weekends ago, actually was, I
think, the most well-attended event that they've ever held, and in terms of
revenue generation with folks coming in town from all over the province to
compete in that event. So I'm just wondering if there are any events moving
forward to help continue the promotion of Marble Mountain.
MR. MITCHELMORE:
So one of the things that
the staff, the management and the board at Marble Mountain had identified is
putting up a plan early, informing people of policy, of changes, when it comes
to pricing, when it comes to what's actually taking place at Marble Mountain.
They have done that, and it's great to see your feedback, your response, in
terms of being a skier, or a snowboarder yourself and participating on the hill.
Marble Mountain has activities that will take place in the fall, that are
strategically planned, like Foam Fest, and that is set up around the orientation
week with the universities, and allowing people to attend.
They
also looked at partnerships with airlines; they also engaged and are looking to
work with the White Hills Ski Resort, and also they can reach out and work with
the Smokey ski hill as well to see if there are ways in which we can partner on
passes, on different costs – looking at options. I think one of the things that
the board at Marble Mountain and the management is, is that they're open to
engagement, they're open to partnerships and they're open to change.
They
decided to put the snowmobile races at the end of the season rather than have
them and then go back to skiing because there would have been a cost associated
with grooming and all the other activities. That was something that was done to
accommodate for being open for Easter, and doing that upfront so that people
could make their plans appropriately. There is a cost associated with running
the ski hill, to the taxpayers of the province, and that's something that is
cognizant by the management and the board.
We
would love to be able to continue operating the ski hill for an extended period
and the management and the board would look at, based on where are their funds,
where their operations are, and what would allow them, if they could operate
maybe on Friday and Saturday nights on an extended season and not on the
weekdays. Those are things that they would have to negotiate with through
collective agreements and all those processes would have to be explored.
Those
are options, and it comes to a point when people do look at moving on to other
activities, given what's happening in the province. I would say that we're
almost living in two different worlds, even on the Island of Newfoundland and
Labrador. Here we have bolstering, very warm temperatures right now outside –
sunny days. In my home district on the Great Northern Peninsula, we had a polar
bear just a couple of days ago through the Town of St. Anthony, and I probably
still have about six feet of snow in my yard.
I run
the ad – I have in the past – the district is where winter begins and ends on
the Island of this province. But yes, we will continue to be open to ideas,
customer feedback and want that engagement at Marble Mountain.
CHAIR:
Thank you.
Ms.
Perry.
MS. PERRY:
I'm going to move now to
section 4.2.04, The Rooms Corporation. Why has the grant to the Rooms decreased
by $260,000?
MR. MITCHELMORE:
So the decrease of $260,000
reflects a reduction in the operating grant. Core operations will be $133,000
reduction; attrition would be $60,000; and there would be a department reduction
of $67,000.
This
overall process of the Rooms to their operating grant will have no impact on
programs or services to the public. Visitation during the 2017 tourism season
was extremely strong, and it was on par with 2016, which included the
Beaumont-Hamel anniversary events and the launch of the exhibit, which is the
largest, permanent World War I exhibit in the country, and really tells the
story that impacts all Newfoundlanders and Labradorians in some way, shape or
form.
They
saw nearly 125,000 visits, and seeing that momentum continuing to 2017 is
extremely positive. They engaged in a cultural Ambassador's program, doing a lot
more programming and activity that engages the artist community, engages others
in the community as well to come out and participate and share their knowledge,
whether it would be the book clubs, whether it would the dinners with local
comedians, whether it would be music or the cocktails and culture events that
would take place – very proud of the immersive experience of Newfoundland and
Labrador culture that was very popular. I want to recognize that we have the CEO
of The Rooms Corporation that has joined us, Mr. Dean Brinton, and also Donna
Marie Humphries who is the director of Finance with The Rooms. If there are
questions that I am unable to answer, they certainly will step in and answer any
specific questions.
We did
recognize recently The Rooms winning a national award from Canadian Museum
Association for their publication of artwork of the Labrador
Inuit, the
SakKijâjuk,
based on the
exhibition by the same name at the Winnipeg Art Gallery; it's going to open in
late May. They also won two international Gold Quill Awards for Excellence in
Marketing, Advertising and Brand Communication for the Remember Them at The
Rooms campaign First World War commemoration. The Rooms has received 23 awards
since their opening, more than any other cultural institution in Canada.
We love
to really boast and we're very proud of that crown jewel; it's our cultural gem.
I know we all are very proud of the work that's done by the CEO, staff and the
board at The Rooms. We just recently have a new chair, Margaret Allan, who's
chairing The Rooms board and a number of new appointments.
Ms.
Allan is very well equipped and has a background in – a master's, I believe, in
history and art. I'd have to go back and look, but she's very well qualified and
has a business background as well. It's a great complement, a great geographic
representation, Indigenous representation and a high number of females that are
serving on The Rooms board. They're clearly outnumbering the male contingent
that are serving in that corporation.
In
terms of your question around the impact of reduction of $260,000, The Rooms
commercial revenue increased by almost 12 per cent. The paid visitation
increased by 5 per cent. Website visits were up by 65 per cent. The revenue from
parking and other commercial activities that The Rooms engages in will allow it
to continue all of its program and services that it provides and it will have no
impact on the quality experiences at The Rooms because as an agency, board and
commission of government we challenge all of our agencies, boards and
commissions to look at raising revenue where they have that ability to do so and
they've been raising their own earned revenue more so, and they've also earned
additional revenue outside of that $260,000. So they have ample opportunity to
continue to do their programs and services for the people of the province.
The
Canada Council funding had increased by 74 per cent under the leadership of Anne
Chafe, the director of arts at the gallery there, $330,000 over two years, and
their whole team, we're very proud of what's being achieved there. They have new
Friday evening opening hours. They're open Friday evenings until 10, so they've
been able to adjust as they've looked at their budgets and where their
opportunities are. They're exploring that, and that's being done by the
leadership team and the board at The Rooms.
We
provide them with a direct grant of over $6 million and they earn additional
revenue outside of that, which would be provided in their financial statements
(inaudible).
MS. PERRY:
Okay, thank you, Minister.
I just
want to ask a quick supplemental to that one. If they're unable to raise
$260,000 through their revenue-generating efforts, would you be prepared to
reinstate any shortfall?
MR. MITCHELMORE:
The Rooms itself, based on all of its operations and its commercial and
non-commercial activities would have ample money based on the appropriations
that we're providing because there is some of that money that would be done
through attrition as there are retirements, so there would be people that would
attrition out.
There
would be no impact on the $60,000 of attrition from a revenue requirement
because the retirement would occur and the $60,000 would no longer be required.
So you're really looking at $200,000 from a line-by-line review, and The Rooms
can, through looking at its operations, find some efficiencies, reductions in
travel and other initiatives based on other entities that have undergone
line-by-line reductions.
The
Rooms itself has ample opportunity to raise revenue through gift shop sales,
they've seen increased revenue year over year, they have from the implementation
of their parking, they have also other commercial contracts through their
catering business and other initiatives that they can pursue.
I have
every confidence that there would be no further requirement from The Rooms, and
that they could pursue all of their activities and even new initiatives, based
on the allotment of funding that we have provided them. The CEO gives me every
assurance and they can continue their operations with the current budget.
MS. PERRY:
Okay, thank you Minister.
Moving
on now to 4.2.05, Newfoundland and Labrador Film Development Corporation; why
has their grant been cut by $70,000?
MR. MITCHELMORE:
The $70,000 to the Film Development Corporation, this is their grant for
operation; this is not their equity for the Film Development Corporation, the
one of which was $2 million that we doubled last year and actually invested
another $1.4 million for Caught,
which I talked about earlier. So last year in the equity program, it was $5.4
million. This year, we've maintained the doubling of the $2 million equity to $4
million.
This
specific line that was $681,000 that is now $611,000 reflects a reduction
because there was attrition, basically, at the Film Development Corporation.
There was a retirement that took place and now is the responsibility of the film
commissioner, and the management position has been the responsibility of one
individual. So there are savings there that the Newfoundland and Labrador Film
Development Corporation could achieve through attrition.
MS. PERRY:
Okay, thank you, Minister.
Under
4.2.06, Historic Sites Development, the Purchased Services are expected to
decline by $189,600. What impact do you think this will have on our historic
sites?
MR. MITCHELMORE:
It won't have any impact on
historic sites. We had a multi-year plan for site repair and maintenance to do
work at the Point Amour Lighthouse. A significant amount of work was done in
Heart's Content and Mockbeggar. We had work done a Commissariat House and other
provincial historic sites that was earmarked and, each year, there was money
allocated.
This is
the sunsetting of a multi-year renovation project, we've recapitalized these
assets and we have a small amount of money this year to do site repairs and
maintenance at provincial historic sites, as required. One of the exciting
things with our provincial historic sites is the Heart's Content world UNESCO,
joint UNESCO bid and being shortlisted as part of a Canadian list is very
interesting. Then if Valentia can add that site to a short list, then we could
have a joint submission where the old world and the new world connect.
Being a
Provincial Historic Site since 1974, we have a very well-maintained property.
We've just recently reinvested. The 150th anniversary was in 2016 so we've
really helped them capitalize that asset. I recently toured it. There's going to
be a focus at that particular site on coding and discovery because that's where
the old world and the new world got all of its information. Eight words per
minute could basically be decoded at this site.
We have
great assets and we're working in partnership with the Government of Ireland to
advance this initiative.
MS. PERRY:
What site?
MR. MITCHELMORE:
Heart's Content.
MS. PERRY:
Heart's Content. Okay.
CHAIR:
Thank you, Ms. Perry.
Ms.
Rogers.
MS. ROGERS:
Yes, thank you very much,
Mr. Chair.
The
Colonial Building: Does that come under Historic Sites Development?
MR. MITCHELMORE:
The Colonial Building is within the Department of Tourism, Culture, Industry and
Innovation.
We have
a steering committee that is in place. There is project management that's being
undertaken with TW and The Rooms Corporation to ensure that the Colonial
Building is being restored. We had taken the media to provide an update on what
was happening inside the Colonial Building as the tenders were being moved
forward and advanced. We have a significant amount of the non-historical
finishes – that tender had been awarded and advanced.
We had
done a mock room when it came to looking at the cost of bringing it back to a
certain level in the 1800s. There was a $22.73-million budget that was at The
Rooms. And as funds are expended, based on tenders, that's where they would be
disbursed and paid out.
We're
fully committed to the Colonial Building restoration. I believe the fourth
tender package has gone out and we're working on the fifth and final tender to
complete the historical finishing for the building. It's taken a significant
amount longer than originally anticipated. It was something that was started by
the previous administration, but when you're dealing with any old historical
building you never know what you're going to find as you're starting to go into
the building.
What
was found at that time is that the roofs were really collapsing on themselves.
They had to be stabilized. That took some time and, then, as you're revealing
and finding different aspects. The exterior is fully restored. We're working
through that process and look forward to having the Colonial Building open for
public use, as it should be, in Newfoundland and Labrador.
If I
could, I need to make a correction for the Member – either Member – when they
asked about attrition targets and a value. I had misstated a number around
$380,000; the number is actually $483,600.
MS. ROGERS:
So back to the Colonial
Building. What is the anticipated budget for completion and an anticipated
ballpark for completion in terms of time?
MR. MITCHELMORE:
$22.73 million to complete
the Colonial Building. That's the budget that was allocated, that's the budget
that we're working within. We have to work through that tendering process so
that we ensure the building gets completed.
The
interpretation and the plan for its interior use, we had stated at our public
consultation at The Rooms that we would have further consultation around other
dialogue. There was a site plan that was developed around uses for the Colonial
Building and around the political history of the province, telling that story.
There are some really fascinating things, I believe, that could be on display
and how it could be used and how things could be purposed.
There's
been some discussion around a public library given that it's in the downtown.
But given a recent visit to the Halifax downtown public library, and seeing how
purpose built that was and that initiative, this particular historic building
would not be most appropriately used as a public library.
There
may be some element of which you could have some historical books or you could
have some space that could be used by the public, but the building itself would
not have the connectivity necessary, the electrical aspects there. There are
some limitations. If you go to the building and tour it you would really
understand.
We are
making the building accessible though. We are meeting those guidelines. We've
had to cut through particular walls to make sure that it is accessible for
wheelchair and mobility matters. We're certainly taking that into account.
MS. ROGERS:
So the $22.73 million, is
that for the whole project? What is budgeted this year? Again, what's your
targeted completion date?
MR. MITCHELMORE:
That is the global budget
that has been in existence for the Colonial Building: $22.73 million.
MS. ROGERS:
Yeah.
MR. MITCHELMORE:
There's been an amount that
has been expended. I believe there is still a certain amount that exists.
There's a challenge with releasing the specific amounts that would exist,
remaining that has been unpaid, while there are still ongoing tenders to be
called. If the amount is revealed that there is this much left in the budget and
there's only one tender, the likelihood that a company will go very close to
that particular amount could end up costing the taxpayers more in that process.
We want
it to be a very competitive process so that any funds that are available, we can
fully utilize that $22.73 million into the Colonial Building and ensure that
there is appropriate interpretation and experience at the Colonial Building when
it is complete.
MS. ROGERS:
So the money to complete it
is budgeted in this year somewhere?
MR. MITCHELMORE:
That amount is in The Rooms
Corporation. They have that in their bank account and they are project managing
it. They are cash flowing any funds associated with the Colonial Building, so it
is not showing up in the Estimates here.
As I
talked to earlier, there are commitments that have been made – for example, with
the former RDC for research and development projects – that would be multi-year.
There would be associated for spending this year that would not be in the
particular line-by-line items of the budget, but they are fully accounted for in
the Public Accounts.
MS. ROGERS:
So the money that's set
aside for the Colonial Building is not in the current budget for The Rooms.
MR. MITCHELMORE:
No.
MS. ROGERS:
I know I'm sounding like I'm
pushing you, but are we looking at two years? Are we looking at five years? Are
we looking at one year? What are we looking at?
MR. MITCHELMORE:
We're certainly working very
much with TW, we're working with The Rooms and we're working with our partners
in heritage as well, in the steering committee, to ensure that the Colonial
Building is advanced. We've seen significant progress on the interior.
We need
to get the next tender out. Once that tender goes out – that call – and gets
awarded, we would have a much better indication then as to a completion date, to
be able to update and advise the public as to when the Colonial Building will be
open.
We want
this building open as soon as possible. If the building could be open in 2019,
that would be very positive, given the fact that it would be a celebratory year
in terms of our place in history, of when we joined Canada. This is a very
significant building; it's a place of when we were self-government, when we were
our own country. There are a lot of stories about the Colonial Building and
things that we want to tell, but it's a bit too early at this stage to
predetermine and to give a date.
There
have been a number of years that have lapsed; this has been ongoing for a very
long time. It's a great asset to the people of the province. It has an important
story to tell and it needs public use. I'm working very closely with my team to
find ways to make sure that happens as expeditiously as possible. But we are
talking about an historical building and it has to be done right.
MS. ROGERS:
Okay. Thank you.
In
Special Celebrations and Events we see a reduction of $202,500. We're not
celebrating as much this year, I guess. Is that it?
Sorry,
I'm a little bit tired.
MR. MITCHELMORE:
No, the Special Celebrations
and Events are primarily focused on a four-year program of World War I and the
100th anniversary. Our biggest year would have been the 100th anniversary
commemorating Beaumont-Hamel. In the particular year, there's a $202,000
reduction because of scheduled events and the clueing up of the program that was
set through a previous budget decision that this is a four-year program. This is
where we would be sending the Regiment and others to do the Trail of the
Caribou, where youth can participate.
There
were a number of special events that happened. The Peace by Piece exhibit is one
by the Cabot Quilters' Guild. They did a fantastic job. There were, I believe, a
number of other commemorations that would have happened with theatre groups.
MS. ROGERS:
So what are we celebrating
this year with our $185,000, anything specific? I just don't want to miss it.
MR. MITCHELMORE:
We're doing the
Beaumont-Hamel and the Trail of the Caribou. We have our youth, our cultural
ambassadors that will go. There's a delegation. There are events for Gallipoli.
It ends in November of 2018, so this is not something that's going to be a full
budgetary year as well. That's why the amount is seeing a reduction.
We have
fully accounted for our commitments and what we plan to spend money for on the
special celebrations and commemorations. We've done a number of events. The
airport has a new exhibit that they've put focus in partners. Lots of things
have taken place over the last four years that we're very proud of and the
legacy of the Honour 100 initiative.
MS. ROGERS:
Thank you.
I
believe my time is up.
CHAIR:
Your time is up.
MS. ROGERS:
Thank you.
CHAIR:
Ms. Perry.
MS. PERRY:
Thank you, Mr. Chair, and
thank you, Ms. Rogers.
Which
line item contains the Cultural Events Fund?
MR. MITCHELMORE:
The Cultural Events Fund
would fall under the Arts section, Grants and Subsidies, 4.2.01.
MS. PERRY:
4.2.01. Okay.
Thank
you, Minister.
What is
the department's role with respect to Mistaken Point?
MR. MITCHELMORE:
The department provides
CEDP, Cultural Economic Development support funding, to Mistaken Point Cape Race
Heritage Inc. as we support heritage organizations throughout Newfoundland and
Labrador. There are more than 100 of them that we support and we have $880,000
in our budget for that.
We
provide Mistaken Point with $15,360 under that operational programming. We've
also supported Mistaken Point in the past with a concert series. We've done
opportunities management sessions with them. Our department played a very
critical role in helping with the dossier and providing support. I believe we've
provided support in the past when it came to the Interpretation Centre and
regional development investment to partner with the federal government to ensure
that the centre takes place.
Our
Provincial Tourism Product Development officers are available to provide advice
to any heritage organization or group. But when it comes to Mistaken Point – and
I need to make this very clear – Mistaken Point is a provincially owned reserve.
It is an ecological reserve that has UNESCO status that is owned and operated by
the Province of Newfoundland and Labrador.
The
Department of Fisheries and Land Resources has $400,000 in its budget. It hires
nine staff and four students. It also appropriates $26,100 rent to the
non-profit group because they operate at the Interpretation Centre. These
provincial staff provide all the tours and all the operational costs associated
with the tours. They also provide interpretation around Mistaken Point at the
centre.
This
non-profit group does very valuable work. I attended their annual general
meeting as Tourism Minister. I was asked to be their guest speaker. I spoke
there and commended the volunteers. They operate the gift shop there. Because
10,000 people come to this particular site – and the numbers have been
increasing – they have even more opportunity now to raise more revenue through
their gift shop sales. As well, they don't charge a fee at their Interpretation
Centre, they opt for a donation. And that's what they're charging: a donation.
It's by donation only.
There
are ample opportunities for this organization, like other heritage
organizations, to apply for students, wage subsidies, JCPs and other entities
that operate in that non-profit. We have, as I said, over 100 heritage
organizations that are in a very similar position.
This
group also operates the Myrick Wireless station which is at Cape Race. That
would have been the station that received the signal from the
Titanic, which also had
commemorations and received significant investment in the past for upgrades when
it comes to my department through our Regional Development Fund in partnership
with ACOA. This operation I had visited as well.
I'm
very pleased to see the federal government investing in road infrastructure to
the site and have done paving there to support the attractiveness. There is a
real ability to partner with groups. I want to say that the Myrick Wireless
station does charge a fee at admission. So there are opportunities of which our
Product Development officers can meet with groups to talk about pricing, to talk
about opportunities of how they can raise commercial revenue and how they can
look at pursuing other grants should they need to do so. We're more than happy
to meet with particular groups on this matter. Our staff have been engaged with
the Mistaken Point Cape Race Heritage society, as we have with many heritage
organizations throughout the province.
I was
at Sunny Cottage in your particular district this summer. We've made an
investment to do upgrades at Sunny Cottage, which was very positive to do
improvements to the widow's walk and to other necessary attractions, because
this is important.
These
are the types of things we either do through a project basis, or we provide them
with operational support through CEDP. We do that to a hundred different
organizations throughout the province. They are all worthy of receiving funding,
and our envelope is set at $880,000. Nobody has received a decrease in funding.
This
organization, the Cape Race organization that operates the interpretation centre
and the Myrick Wireless Station, have been operating with that level of funding
since 2013. In 2004, they only received $750 from the department. So there has
been an increase in their operational funding to support them. They've never
raised an issue, to my knowledge, in 2013, 2014 or 2015 about funding that is
required in terms of their operations.
We
always review any funding requests and if funds are available we look at those
options, but our CEDP program is allocated. We don't have additional funds to
allocate to this particular organization, nor would we have funds to allocate to
providing increases to other organizations currently under that plan.
MS. PERRY:
Okay. Thank you, Minister.
Can you
tell me if there's any specific marketing undertaken by your department for this
World Heritage Site?
MR. MITCHELMORE:
On our tourism website, actually, we have information specifically around key
assets, and we promote Mistaken Point. We promote through our itinerary planner.
We have
imagery that highlights Mistaken Point. There are some really nice stories that
have been done on our social media channels around Mistaken Point. We also reach
out through content. We want to have professional writers come here that are
going to tell stories about Mistaken Point and encourage more people to come and
visit that particular attraction.
Some of
the other things our department has done to support this particular area is that
since I've been minister there's been $652,000 that has gone into regional
development and investment projects in the Ferryland to Trepassey area in the
last two years that would support business and tourism development activity in
that region.
We've
been very active in wanting to see growth in the Irish Loop. I've met with and
visited the craft guild that is there. I've been engaged with a number of
businesses and operators on the Irish Loop. Seeing the Edge of the Avalon Inn,
touring that, being there dining and seeing the experience they have –
phenomenal. Great opportunity. There may be further opportunities to look at how
tours are done, how we can package, how we can partner with the private sector.
There
is lots of opportunity for Mistaken Point as a UNESCO Heritage Site. As I would
say to any organization, the Red Bay World UNESCO Heritage Site has seen growth
in numbers. It will take time to see the business development and all the
opportunities. Gros Morne National Park is I believe 40 years, or close to 40
years as a UNESCO Heritage Site and it has taken time for them to see and
realize all the opportunities that come. It's going to take time to get to where
we want to fully be able to realize all the potential of Mistaken Point, as we
have seen with other World UNESCO Heritage Sites.
I've
seen the benefit of a UNESCO Heritage Site, of L'Anse aux Meadows in my very own
district, and it's quite exciting. There are certainly ongoing conversations
regularly with the operator for investment, for reinvestment, and that certainly
is encouraged. We'll meet and work with any group or any organization, but when
it comes to the UNESCO Heritage Site itself, it is the responsibility of the
provincial government. We own the site and we will live up to our obligations
(inaudible).
CHAIR:
Thank you, Ms. Perry.
Ms.
Rogers.
MS. ROGERS:
Thank you very much.
Newfoundland and Labrador Film Development Corporation, 4.2.09. We have the
story on that. I saw it. That was caught, right?
CHAIR:
Yes.
MS. ROGERS:
The Arts and Culture
Centres, I can see the revenue from the feds plus a bump up in Property,
Furnishings and Equipment. Some of our Arts and Culture Centres – well, I know
for sure the one in St. John's is still kind of in rough shape.
Is
there anything budgeted there to help with that?
MR. MITCHELMORE:
The Arts and Culture Centres?
MS. ROGERS:
Mm-hmm.
MR. MITCHELMORE:
We were very excited that in – just last year, basically, Minister O'Regan and I
had announced joint federal-provincial funding to do upgrades to the St. John's
Arts and Culture Centre; replace flooring, replace seating.
The
tender is actually up on the government website for replacement of the seats at
the Arts and Culture Centre. There's been a lot of action taken to move forward
on all these matters, to purchase the equipment at the various centres – all
centres in Lab city; the Stephenville centre, I see the Member for Port au Port
here; the Arts and Culture Centre in Corner Brook, Grand Falls-Windsor, and
Gander. As well, we'll see upgrades to equipment that will help.
I
received very positive feedback on this particular –
MS. ROGERS:
So the work is still in the
process, then. Is that –?
MR. MITCHELMORE:
The work is in process.
MS. ROGERS:
Okay.
MR. MITCHELMORE:
We plan and it's our intent
to have the old chairs, in particular, replaced over summer. Because the
activity of the Arts and Culture Centre is – as a member of the film and
artistic community, you would certainly know that the best time, when it comes
to doing these types of renovations and repairs and cause least disruption,
would be during the summer months when most opera houses or cultural centres
have no activity.
In
doing so, we'll still be able to provide the services to the artistic community,
not have disruption to all the users of our Arts and Culture Centre from those
professionals to those that would be dance studios, the convocations and other
users of our ACCs. We're being very strategic as to when things get done, but as
we can do repairs, as we can purchase the supplies and equipment, we are doing
so.
All six
ACCs are seeing $1.6 million for audio and lighting. That happened last year,
and the installations are taking place.
I
talked to one producer recently who said this is going to save them money,
because currently they have to go out and buy the lighting or rent the lighting.
So by having that there, they said they can either increase their honorariums or
their payment to their producers, or even lead to a better break-even or profit.
So
these are all initiatives and means to help improve venues for the people of the
province. The artistic community is very important, the cultural community. It's
5,000 jobs. It's a significant contributor to GDP, and the balance that's
remaining there will go towards the Barrett access – the Barbara Barrett Theatre
and getting better access there. And that's an important issue as well that has
been raised.
MS. ROGERS:
Okay, thank you very much.
Park
Operations, we see a $1.155 million reduction in the Parks' budget. How will
that affect the operations of our parks?
MR. MITCHELMORE:
The reduction, primarily, if
you look at the Purchased Services line there's a significant reduction in that
amount, and there's a decrease of $907,000 and that's for the one-time cost to
repairs to the T'Railway due to the Thanksgiving rain event repairs.
MS. ROGERS:
Okay.
And
that was budgeted in '17-'18, was it?
MR. MITCHELMORE:
That was budgeted in
'17-'18. The work was tendered. There was a significant amount of work done. As
work was being completed, we were issuing public advisories. I really commend
the team at Parks and our Deputy Minister of Tourism and Culture for really
being on top of this issue, ensuring that tenders were getting out and that the
work was being done.
Recognizing that there are many users of the T'Railway in and around regions,
that there are activities planned; that there are people who walk the T'Railway;
there are people who use it for motorized activity, ATVs, snowmobiling through
the Federation. There's also commercial activity that happens on our T'Railway
and other residential that would use it for access to cottages or various other
means for transportation. It's a major piece of infrastructure that we have to
maintain, and when weather events happen it can certainly have a big impact.
Just like the weather event at Marble Mountain.
MS. ROGERS:
Okay, well I tell you I'm an
avid user of the T'Railways and it's so great to see the staff in our parks who
are so very, very proud of our parks and they're real provincial treasures.
I
believe I'm done there, Mr. Chair. I think I've asked everything I could
possibly ask.
MR. MITCHELMORE:
I will say that I visited a number of parks throughout the province and
certainly some of the parks had recognized that you are a user and an advocate
supporter of the parks.
MS. ROGERS:
I sure am.
MR. MITCHELMORE:
And that's good to see that
you're investing your dollars and experiences at our provincial infrastructure,
like our parks. And our staff certainly do great work and they're truly
dedicated and I appreciate that.
MS. ROGERS:
And I have a tiny, 1978,
13-foot Boler trailer.
OFFICIAL:
Do you?
MS. ROGERS:
I do. We're selling it. Are
you interested?
OFFICIAL:
(Inaudible.)
MS. ROGERS:
It's big enough to have a
cocktail party in.
MR. CHAIR:
Ms. Perry, anything further
from you?
MS. PERRY:
I would just like to say
thank you to the minister and all his staff for taking time here with us tonight
and I, too, am all done.
MS. ROGERS:
I also, Mr. Chair, would
like to clue up – I've finished with my questions, but I would like to say thank
you to the staff for all the expertise you bring to your job and the wonderful
passion and innovation and creativity, thank you. It's been great to hear some
of the good-news stories and on we go. Thank you so much.
Thank
you, Minister, for giving us so much information, for being willing to engage so
comprehensively in this and we're in good shape.
MR. MITCHELMORE:
Thank you both for asking
all the questions, getting more information. Feel free to reach out to the
department or my staff. They're very knowledgeable. They understand the issues,
their branches and work very closely together. We're a very strong team that has
gone through a lot of transformation.
I would
not have the knowledge I have to be able to answer the questions without their
constant briefing, information, work and dialogue that we have on an ongoing
basis. They're doing very commendable things for the people of province. We have
a lot of initiatives that we're undertaking that can benefit all areas of
Newfoundland and Labrador and we want to be able to continue that good work and
those initiatives. We value your input and suggestions as well. Feel free to
connect with us for those further discussions that you had asked for.
We'll
provide the content that you requested as expeditiously as possible and get that
to you so that you have that information. I should be able to have those binders
delivered, I would think, tomorrow to your offices. Given that we have just gone
through a lot of scheduling this week as to how we would have these Estimates, I
appreciate that through outreach that both offices wanted to continue to have
the Estimates this evening to discuss the important matters of the Department of
TCII.
I thank
the Chair for your ample work, and look forward to ongoing discussions and the
questions that you'll raise based on the Estimates.
Thank
you.
MR. CHAIR:
Thank you, Minister.
Can I
ask the Clerk to recall the first subhead, please?
CLERK:
1.1.01.
CHAIR:
Shall 1.1.01 carry?
All
those in favour?
SOME HON. MEMBERS:
Aye.
CHAIR:
All those against?
Carried.
On
motion, subhead 1.1.01 carried.
CLERK:
1.2.01 through 4.3.02
inclusive.
CHAIR:
1.2.01 through 4.3.02
inclusive.
Shall
the subheads carry?
All
those in favour?
SOME HON. MEMBERS:
Aye.
CHAIR:
All those against?
Carried.
On
motion, subheads 1.2.01 through 4.3.02 carried.
CLERK:
The total.
CHAIR:
Shall the total carry?
All
those in favour?
SOME HON. MEMBERS:
Aye.
CHAIR:
All those against?
Carried.
On
motion, Department of Tourism, Culture, Industry and Innovation, total heads,
carried.
CHAIR:
Shall I report the Estimates
of the Department of Tourism, Culture, Industry and Innovation carried without
amendment?
All
those in favour?
SOME HON. MEMBERS:
Aye.
CHAIR:
All those against?
Carried.
On
motion, Estimates of the Department of Tourism, Culture, Industry and Innovation
carried without amendment.
CHAIR:
We just need to approve the
minutes. I need a mover of the minutes for April 24?
MR. FINN:
So moved.
CHAIR:
So moved by Mr. Finn.
All
those in favour?
SOME HON. MEMBERS:
Aye.
CHAIR:
All those against?
Carried.
On
motion, minutes adopted as circulated.
CHAIR:
This is the last department
that Resource will be meeting with. I certainly want to thank the Committee.
Minister, to you and your department this evening, some great answers,
interesting to hear; I appreciate your staff being here.
Thank
you again to the Committee and thank you to Sandra for doing a great job with us
tonight.
I would
ask for a mover to adjourn.
MS. PERRY:
So moved.
CHAIR:
So moved by Ms. Tracey
Perry.
Thank
you very much.
On
motion, the Committee adjourned
sine die.