ARCHIVED - Atlantic Canada Opportunities Agency

Atlantic Innovation Fund (AIF) - Voted

Start date:

May 10, 2001

End date:

March 31, 2011

Description of Transfer Payment Program:

The AIF focuses on increasing research and development linked to economic development and commercialization objectives in areas that are of strategic importance to the region, in particular, the growth of strategic sectors/clusters. The AIF emphasizes building Atlantic Canada's system of innovation, including components that bridge the gap between research institutions and the marketplace. It encourages synergies among the various components of this system through partnerships, alliances and networks. Furthermore, the AIF supports research and development projects that focus on the areas of natural sciences, applied sciences, and social sciences and humanities, where these are linked explicitly to the development of technology-based products, processes or services, or their commercialization, thereby strengthening the region's system of innovation.

More information on the AIF can be found at http://www.acoa-apeca.gc.ca/English/ImLookingFor/ProgramInformation/AtlanticInnovationFund/Pages/
AtlanticInnovationFund.aspx.

Strategic Outcome:

The AIF is linked to the strategic outcome "A competitive Atlantic Canadian economy."

Results Achieved:

ACOA's flagship innovation program, the Atlantic Innovation Fund, focuses on accelerating the development of the knowledge-based industry, and facilitating transition within traditional industries by increasing the region's capacity to carry out leading-edge research and development, contributing to the development of new technology-based economic activity in Atlantic Canada. Clients of the AIF include businesses and institutions such as universities and research institutes. One of the key accomplishments for 2008-2009 was the successful approval of 25 projects, accounting for over $53 million in ACOA assistance. ACOA's assistance of these projects leveraged an additional $52 million from other sources, such as universities and other research institutions, provincial governments, the private sector and national R&D programs.

The AIF facilitates the development of strategic sectors characterized by regional clusters of firms. Sixteen of the 25 approved projects in 2008-2009, accounting for more than $36 million in AIF funding, augment development of IT, life sciences/biotech, and oil and gas/oceans technology clusters and complement the National Research Council's Atlantic Cluster initiative.

ACOA encourages AIF project proponents to seek opportunities for collaboration in such areas as research and development, project management, marketing or commercialization, in order to help maximize the economic benefits and enhance the likelihood of commercialization success. In 2008-2009, there were 61 meaningful partnerships stemming from AIF - funded projects.

Given that the level of privately funded R&D in Atlantic Canada is well below the national average, the AIF has focused on increasing the level of participation by commercial entities in innovation activity. For example, over half (56%) of approved projects in 2008-2009 were from commercial proponents. In addition, 100% of institutional projects approved in 2008-2009 under Round VI had private sector partners (up from 92% in 2007-2008).

Comment on Variance:

Actual spending under the AIF was less than planned due to complex contribution agreements being negotiated and signed later than planned, following the approval of projects.

Audit completed or planned:

Audit of the G&C payment system is ongoing, with an expected completion date of December 2009.

Business Development Program (BDP) - Voted

Start date:

June 25, 1995

End date:

March 31, 2010

Description of Transfer Payment Program:

The BDP helps to set up, expand or modernize businesses, and focuses on small and medium-sized enterprises (SMEs).

Strategic Outcome:

The BDP is linked to the strategic outcome "A competitive Atlantic Canadian economy."

Results Achieved:

During 2008-2009, to improve productivity and preserve long-term prospect of employment, the BDP invested in 31 projects to establish new businesses and in 125 projects to help companies to expand and/or modernize their facilities. This program continues to focus on innovation, skills development and trade activities to enhance the business environment in Atlantic Canada. The program serves to fill gaps in the financing continuum for SMEs and entrepreneurs in Atlantic Canada.

Comments on Variances:

An additional $24.8 million was made available for the BDP during the year, mostly as a result of re-profiling of the collection of repayable contributions in prior years, as well as reduced requirements under the Atlantic Innovation Fund and Innovative Communities Fund. The additional financial resources for the BDP were used to accelerate payments for SME projects, easing cash flow challenges during the current economic downturn, and to fund increased demands on Community Development.

Audit completed or planned:

During the year, audits were completed on four components of the BDP: trade, investment, tourism and venture capital. The audits found that, in general, the Agency exercised due diligence in the delivery of these projects; however, all four audits recommended improvements to enhance delivery of the four components.

Audit of the G&C payment system is ongoing, with an expected completion date of December 2009.

Community Futures (CF) Program - Voted

Start date:

May 18, 1995

End date:

October 2, 2010

Description of Transfer Payment Program:

The Community Futures (CF) Program supports community economic development and builds the capacity of communities to realize their full sustainable potential. The program provides financial support to CF organizations (e.g. Community Business Development Corporations in Atlantic Canada) enabling them, in collaboration with other partners and stakeholders, to assess their situation and develop strategies to meet their needs. The CF Program also provides support to small and medium-sized enterprises (SMEs) and social enterprises for undertaking appropriate community economic development initiatives.

Strategic Outcome:

The CF Program is linked to the strategic outcome "A competitive Atlantic Canadian economy".

Results Achieved:

In 2008-2009, the 41 Community Business Development Corporations (CBDCs) approved 1,077 loans, which represent an investment of $48.5 million and 892 new jobs in rural communities. The CBDCs also provided 7,578 counselling sessions to clients throughout the Atlantic Canada.

A summative evaluation of the Community Futures Program concluded the following: that there is a continuing need for the CF Program, that Atlantic CBDC activities and objectives closely align with the national CF Program, and that the CF Program aligns well with ACOA’s priorities.

Comment on Variance:

The difference between planned spending and actual spending can be explained by normal program administration, having some project costs incurred later than expected.

Audit completed or planned:

Audit of the G&C payment system is ongoing, with an expected completion date of December 2009. Audit of Community Futures Program has an expected completion date of September 2009.

Innovative Communities Fund (ICF) - Voted

Start date:

April 1, 2005

End date:

March 31, 2010

Description of Transfer Payment Program:

The program is designed to make non-repayable contributions to support strategic initiatives that respond to the economic development needs of communities. To effectively address the wide range of challenges and opportunities of regions, communities and sectors, the ICF takes a comprehensive approach to working with communities at various stages along the economic development continuum, while ensuring sustainable economic outcomes.

The ICF has two distinct components. The first component, strategic community capacity, is designed to support non-commercial/non-profit strategic initiatives that target the economic development needs of rural communities. The second, proactive investments, is intended to stimulate transformative change. This component will support proactive identification and implementation of strategic opportunities with local partners. The program is designed to respond to the unique and varying needs of communities. The flexible approach will encourage clear links to sustainable economic development outcomes. A focus on outcomes will ensure that the program has the desired impact on Atlantic Canada’s economy.

Strategic Outcome:

The ICF is linked to the strategic outcome "A competitive Atlantic Canadian economy."

Results Achieved:

During fiscal year 2008-2009, 94 projects were approved under the ICF, of which 80 were funded under the strategic community capacity component and 14 under the proactive investment component. These 94 projects had total project costs of $119.4 million. With an ACOA contribution of $32.2 million, dollars leveraged amounted to $87.2 million.

Comment on Variance:

The difference between planned spending and actual spending can be explained by normal program administration, wherein some project costs were incurred later than expected because of unforeseen circumstances in the project.

Audit completed or planned:

Audit of the G&C payment system is ongoing, with an expected completion date of December 2009.

Atlantic Canada Tourism Partnership

Name of Lead Department

ACOA

Lead Department Program Activity

Enterprise Development

Start Date of the Horizontal Initiative

April 1, 2006

End Date of the Horizontal Initiative

March 31, 2009

Total Federal Funding Allocation (start to end date)

$9.95 million

Description of the Horizontal Initiative (including funding agreement)

Tourism offers significant opportunities for economic growth and social development in Atlantic Canada. The sector is important to the economic prosperity of Atlantic Canada. Visitor spending injects $3.29 billion into the regional economy. Tourism employs over 110,000 Atlantic Canadians and represents 5.5% of the region's GDP, compared with 2.3% nationally. The Atlantic Canada Tourism Partnership (ACTP) was established in 1991 to promote the Atlantic region as a tourism destination in targeted markets. The ACTP is a nine-member, pan-Atlantic partnership comprising ACOA, the four provincial tourism industry associations and the Atlantic provincial government departments responsible for tourism. For the past 18 years, ACOA has worked with provincial and industry partners to maximize the economic benefits of this sector.

To continue making inroads in key markets, and to continue to bolster the region's tourism industry, the ACTP launched its sixth consecutive multi-year international tourism marketing initiative. This three-year project (fiscal years 2006-2007 to 2008-2009), valued at $19.95 million, supports integrated, research-driven consumer, trade and media relations campaigns to attract more visitors to Atlantic Canada from key markets in the United States, Western Canada, Europe and Japan.

The ACTP initiatives are:

• United States Marketing Program - to effect greater tourism returns from the New England and mid-Atlantic markets of the United States, and the Alberta market in Canada, through integrated marketing techniques.
• Overseas Marketing Program - to pursue tourists from the United Kingdom, France, Germany and Japan markets through integrated marketing techniques.

The cost-sharing for this partnership is 50% ($9.975 million) from ACOA, 30% ($5.985 million) from the provinces, and 20% ($3.99 million) from the provincial industry associations. Contributions from ACOA and the provinces are in the form of cash; contributions from industry associations include cash, in-kind and other cash investments in partnership-related activities (e.g. trade registrations and trade partnerships). For further information, see the ACTP website at http://www.actp-ptca.ca/index.html.

Shared Outcomes

The goal of the ACTP is increased tourism-related visitation and revenues from targeted markets.

The ACTP's outcomes aim to:

• increase Atlantic Canada's competitiveness in targeted markets;
• promote regional co-operation (federal/provincial/industry);
• promote incremental marketing activities;
• achieve economies of scale in marketing;
• raise awareness of Atlantic Canada as a "top-of-mind" destination; and
• increase tourism arrivals and tourism revenues for the four Atlantic provinces.

Governance Structures

The activities of the ACTP are governed by a management committee comprising the presidents of the four tourism industry associations, the four provincial deputy ministers responsible for tourism, and two representatives of ACOA. The management committee is responsible for the administration and management of the partnership agreement, approving work plans and budgets, program evaluation, and overseeing the work of its marketing committee. The marketing committee undertakes activities that are coordinated by federal, provincial and industry representatives, and is responsible for implementing ACTP initiatives. A secretariat (annual budget $300,000) oversees the day-to-day operations of the ACTP and is responsible for implementing a communications strategy, as well as annual and end-of-agreement evaluations of the partnership.

Partners:

ACOA is the sole federal funding department. The ACTP partners with the Canadian Tourism Commission on international research and marketing initiatives, on an ad-hoc basis.

Federal departments/agencies:

• Atlantic Canada Opportunities Agency (50% of funding)
• Canadian Tourism Commission (may partner on marketing initiatives on an ad-hoc basis)

Provincial governments: (30% of funding):

• Province of New Brunswick - Business New Brunswick and the Department of Tourism and Parks
• Province of Nova Scotia - Department of Tourism and Culture
• Province of Prince Edward Island - Department of Tourism and Department of Agriculture, Fisheries and Aquaculture
• Province of Newfoundland and Labrador - Department of Tourism, Culture and Recreation

Private sector organizations: (20% of funding):

• Hospitality Newfoundland and Labrador
• Tourism Industry Association of Nova Scotia
• Tourism Industry Association of New Brunswick
• Tourism Industry Association of Prince Edward Island

Comments on Variances

The consumer and trade marketing campaigns outperformed expectations.

Results to be Achieved by Non-federal Partners (if applicable)

Not applicable.

Contact information

Rob McCloskey
Director General, Tourism Atlantic
Atlantic Canada Opportunities Agency
P.O. Box 40
Charlottetown, P.E.I. C1A 7K2
Telephone: 902-626-2479
Email: rob.mccloskey@acoa-apeca.gc.ca

International Business Development Program (supporting the International Business Development Agreement)

Name of Lead Department

ACOA

Lead Department Program Activity

Enterprise Development

Start Date of the Horizontal Initiative

April 11, 2005

End Date of the Horizontal Initiative

March 31, 2010

Total Federal Funding Allocation

$7.0 million

Description of the Horizontal Initiative (including funding agreement)

In May 1994, ACOA entered into an agreement (Canada/Atlantic Provinces Agreement on International Business Development, also known as IBDA) with the four Atlantic provinces, the Department of Foreign Affairs and International Trade, and Industry Canada to "undertake specific measures to optimize regional coordination on a pan-Atlantic scale and combine limited resources to coordinate trade-related activities." With an initial investment in 1994 of $3 million for three years, the agreement was extended in 1997 for an additional $2 million and three years, and, in 2000, for $8 million and four years. Funding was cost-shared 70/30 by the federal (ACOA) and provincial governments.

In 2005, with $7 million from its International Business Development Program (IBDP), ACOA entered a new agreement with its federal and provincial partners to continue the work done in previous years. The commitment to this new IBDA, with the increased funding allocation, attests to both the IBDA's positive results and its significance for the future of the region's international business development

Shared Outcome

The shared outcomes for the IBDA partners support ACOA's trade priority, and are:

• increased number of new exporters;
• existing exporters reporting sales to new markets; and
• existing exporters reporting increased sales to existing markets.

Since the original IBDA commenced in 1994, the Agency and its partners have administered over 230 projects involving some 4,000 Atlantic Canadian companies. The IBDA assisted 193 companies to begin exporting, 406 exporters to increase their export sales, and 279 exporters to expand into new markets.

Governance Structure

ACOA is the lead organization for this initiative and houses the secretariat responsible for administering the agreement. A management committee, comprising a representative from each of the partners, is responsible for the planning and management of the agreement's programs and the evaluation of projects.

Partners

Federal government (70% funding)

• ACOA (lead department)
• Department of Foreign Affairs and International Trade - non-funding partner
• Industry Canada - non-funding partner

Provincial governments (30% funding)

• Business New Brunswick
• Nova Scotia Business Inc.
• Newfoundland and Labrador Department of Innovation, Trade and Rural Development
• Prince Edward Island Business Development Inc.

Comments on Variances

Projects were more successful than planned.

Results to be achieved by non-federal partners (if applicable)

Not applicable.

Contact information

Michel Têtu
Director General, Trade and Investment
Atlantic Canada Opportunities Agency
P.O. Box 6051
Moncton, N.B. E1C 9J8
Telephone: 506-851-6496

Team Canada Atlantic

Name of Lead Department

ACOA

Lead Department Program Activity

Enterprise Development

Start Date of the Horizontal Initiative

April 1999

End Date of the Horizontal Initiative

March 31, 2010

Total Federal Funding Allocation

$11.27 million

Description of the Horizontal Initiative (including funding agreement)

Team Canada Atlantic (TCA) is a partnership of ACOA and the four Atlantic provinces, with support from Agriculture and Agri-Food Canada, Industry Canada, Foreign Affairs and International Trade Canada, and Enterprise Cape Breton Corporation.

At the core of the TCA approach is the trade mission, which enables small and medium-sized businesses from across Atlantic Canada to meet with potential buyers, agents, distributors and strategic partners in the United States. The mission format features a comprehensive program that equips private sector participants with the knowledge, contacts and advice they require to make the best of their international opportunities before, during and after their ventures abroad. Missions also provide the Government of Canada and the Atlantic provincial governments with crucial opportunities to promote the region as a tremendous location for foreign investment. For further information, see the TCA website at www.teamcanadaatlantic.com.

Shared Outcome

The objectives of the TCA trade missions are:

• to increase export-readiness for Atlantic Canadian small and medium-sized enterprises (SMEs);
• to develop new partnerships/alliances between Atlantic Canadian SMEs and companies in target markets;
• to increase export sales of Atlantic Canadian SMEs to new and established markets; and
• to raise awareness in these markets of Atlantic Canada as a profitable business location.

As of March 2009, Team Canada Atlantic had completed 15 missions to United States markets, involving 590 companies and more than 3,906 business meetings, and resulting in more than $49 million in actual sales.

Governance Structure

A management committee, comprising senior officials of ACOA, Foreign Affairs and International Trade Canada, and provincial governments is the decision-making body that directs and oversees the coordination and implementation of the TCA missions. The TCA organizing committee is responsible for organizing the missions, and includes representation from the four provincial trade departments in Atlantic Canada, Foreign Affairs and International Trade Canada, Agriculture and Agri-Food Canada, and the Team Canada Atlantic Secretariat. The secretariat, housed at ACOA, is responsible for the overall coordination and implementation of the TCA missions.

Partners

• ACOA
• Foreign Affairs and International Trade Canada - non-funding partner
• Agriculture and Agri-Food Canada (AAFC) - $7,000/mission

Comments on Variances

The increase in recruitment efforts by ACOA and provincial officials contributed to the increase in the number of exporters developing new markets.

Results to be Achieved by Non-federal Partners (if applicable)

As Team Canada Atlantic is a federal-provincial initiative, the targeted results are the same for all partners.

Contact information:

Michel Têtu
Director General, Trade and Investment
Atlantic Canada Opportunities Agency
P.O. Box 6051
Moncton, N.B. E1C 9J8
Telephone: 506-851-6496

1. Water – Clean and secure water for people, marine and freshwater ecosystems
   1. Infrastructure funding (water treatment plants and sewage infrastructure)
   2. Specific project funding (productivity improvements)
   3. Awareness building
2. Clean air – Clean air for people to breathe, and for ecosystems to function well
   1. Purchase of hybrid and fuel efficient vehicles
   2. Specific project funding (productivity improvements, Canadian Environmental Assessment Agency)
3. Reduce greenhouse gas emissions – Not directly applicable
    
4. Sustainable Communities – Communities enjoy a prosperous economy, a vibrant and equitable society, and a healthy environment for current and future generations
   1. All community development outcomes
   2. Infrastructure funding
5. Sustainable development and use of natural resources
   To meet this federal goal, ACOA has undertaken various activities. Examples include:
   1. Awareness building activities
   2. Specific project funding activities
   3. Internal activities and outcomes
   4. Enterprise Development activities and outcomes
   5. Community Development activities and outcomes
6. Strengthen federal governance and decision making to support sustainable development
   1. Internal integrated operational plans include SD considerations
   2. Senior management is committed to SD

2.    ACOA's Sustainable Development Strategy (SDS) Goal

Internal: Training, information sessions and other awareness building activities.
    Expected results

• Awareness building: Employees are aware or knowledgeable about how they can and should contribute to ACOA’s SD priorities and of the importance of their contributions; staff is aware of the full range of SD programs and services available to ACOA clients.
• Practices: Increased senior management commitment to SD; internal work plans to include SD considerations; integration of SD practices into daily activities by staff; increase in green procurement; purchase of hybrid or fuel efficient vehicles; reduction amount of energy consumed by ACOA offices.

Policy, Advocacy and Coordination: Research, policy development and advocacy.
    Expected results

• Awareness building: Provinces and other federal government departments and agencies are aware of ACOA’s SD priorities.
• Partnerships: Coherent approach to achieving federal SD priorities in Atlantic Canada by federal departments.

Enterprise Development: Training, information sessions and other awareness building activities, project screening and funding.
    Expected results

• Awareness building: Increased awareness among SMEs of SD and its potential benefits to their firms; increased awareness among stakeholders of the importance of their involvement in providing SD services to SMEs.
• Access: Improved access to government programs and services that contribute to SD.
• Practices: SMEs implement and adopt SD practices and/or technologies.

Community Development: Training, information sessions and other awareness building activities, project screening and funding.
    Expected results

• Awareness building: Awareness of opportunities for community sustainable development.
• Partnerships: Sustained community partnerships; collaboration to explore, develop and capitalize on SD opportunities.
• Practices: Communities implement SD initiatives and practices; improved sustainable community infrastructure.

3.    Supporting Performance Measures:

Internal: Develop and deliver workshops and training sessions for all staff; develop a communications plan to promote SD awareness; provide SD information and tips to staff; establish regional and Head Office SD committees; include SD activities in program activity work plans; enforce mandatory use of remanufactured toner cartridges; create an identification method through the financial system to capture the purchase of green products; establish inventory of items currently being purchased; look for more eco-friendly products; provide inventory list (including eco-friendly alternatives) to all procurement staff; replacement or new vehicles to use alternative-fuel; evaluate energy consumption of all ACOA equipment; conduct energy audit of ACOA Head Office and regional offices; purchase energy-efficient equipment when replacing existing equipment.

Policy, Advocacy and Coordination: Develop and deliver presentations to Regional Federal Councils; provide ACOA SDS information to provincial partners and stakeholders throughout Atlantic Canada; facilitate the establishment of an SD sub-committee of Regional Federal Councils.

Enterprise Development: Deliver sessions in partnership with other government departments (OGDs) and non-government organizations, share best SD practices/findings through sessions; fund SD reviews/audits of SMEs; deliver awareness sessions; encourage stakeholders to promote SD practices to their clients; partner with OGDs to deliver information sessions on national SD-related programs available; ACOA staff to work with these SMEs to implement SD practices/initiatives.

Community Development: Deliver a series of information sessions; coordinate the delivery of the infrastructure programs in Atlantic Canada; ACOA staff to work with community stakeholders on collaborations in community development planning and implementation.

Summary of initiatives to incorporate environmental performance considerations in procurement decision-making processes:

New line objects were created in the Agency’s integrated finance and procurement system for fiscal year 2008-2009 to identify all procurement of green and environmentally friendly products. This has created a baseline of information to analyze trends and monitor progress.

All procurement personnel have attended courses that include information on the Green Procurement Policy and the application of its principles throughout the procurement process. All staff performing procurement have completed the online course on Green Procurement Policy offered by the Canada School of Public Service.

Green procurement commitments have been included in the performance evaluation of the head of materiel management. A section on green procurement consideration has been included in the operational plan.

Results achieved:

Use of the new line object codes has provided a baseline database for monitoring progress and analyzing trends over the years.

Training provided procurement personnel with the knowledge and awareness to apply green procurement considerations in their work. This increased knowledge will lead to improved tracking of green procurement and purchasing.

Contributions to facilitate government-wide implementation of green procurement:

Not Applicable

Are these green procurement targets the same as those identified in the department's Sustainable Development Strategy report in this DPR?

Summary of green procurement targets:

1. Increased use of remanufactured toner cartridges.
   Toner cartridges are purchased using standing offers for remanufactured or virgin toner cartridges. With the increased orders for remanufactured toner cartridges, manufacturers will be producing and perfecting their products to minimize the negative impact these products have on the equipment. Having a good product will increase efficiency of the equipment, save resources, and increase cost savings.

2. Increased volume of existing supplies being substituted by green products.
   Most goods are purchased through the mandatory standing offers established by Public Works and Government Services Canada. More standing offers have been established, thereby increasing the choices of green products and savings. Increased use of green products and practices has a direct positive impact on the environment.

3. The purchase of energy- efficient equipment when replacing existing equipment.
   All equipment is purchased through standing offers for products that have already qualified products as energy efficient. Re-evaluating needs (instead of replacing existing equipment) and consolidating options have contributed to a decrease in the quantity of equipment being replaced. With the increased use of multi-functional equipment, energy use will decrease, air quality will improve, efficiency of resources will increase, and cost savings will be realized.

Results achieved:

Training provided to procurement personnel has increased their knowledge, and will lead to improved tracking of green procurement and purchasing.

Increased use of government issued standing offers will result in cost savings and contribute to the overall commitment to greening government operations.

Increased use of multi-functional units and energy-efficient equipment will result in reduced energy use, improved air quality, increased efficiency of resources, and cost savings.

With baseline information created, results achieved will be easier to monitor and compare over the years.