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Supplementary Information (Tables)
1) Strategic Outcome: | |||||||||||||||||||||
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A competitive Atlantic Canadian economy | |||||||||||||||||||||
2) Program Activity | |||||||||||||||||||||
Enterprise Development | |||||||||||||||||||||
3) Transfer Payment Program: | |||||||||||||||||||||
Atlantic Innovation Fund – voted | |||||||||||||||||||||
4) Start Date: | 5) End Date: | ||||||||||||||||||||
May 10, 2001 | March 31, 2010 | ||||||||||||||||||||
6) Description of Transfer Payment Program: | |||||||||||||||||||||
The Atlantic Innovation Fund (AIF) focuses on increasing research and development linked to economic development and commercialization objectives in areas that are of strategic importance to the region, particularly those that support the growth of strategic sectors/clusters. The AIF emphasizes building an Atlantic Canadian system of innovation, including components that bridge the gap between research institutions and the marketplace, and encouraging synergies among the various components of this system through partnerships, alliances and networks. The AIF also supports research and development projects that focus on the areas of natural and applied sciences, as well as in social sciences, humanities, arts and culture, 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/e/financial/aif/index.shtml. |
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7) Expected Results: | |||||||||||||||||||||
The AIF supports strengthened innovation and commercialization capacity in Atlantic Canada. Immediate results include the following: Support Climate
Participation
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14) Planned Evaluations: | |||||||||||||||||||||
An innovation impact evaluation is currently being conducted to examine the relevance, success and cost-effectiveness of the Innovation program sub-activities, which include the Atlantic Innovation Fund, the innovation component of the Business Development Program, and the Productivity and Business Skills Initiative. The final report targeted date is June 2009. |
1) Strategic Outcome: | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
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A competitive Atlantic Canadian economy | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
2) Program Activity | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Enterprise Development; Community Development; Policy, Advocacy and Coordination | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
3) Transfer Payment Program: | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Business Development Program – voted | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
4) Start Date: | 5) End Date: | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
July 25, 1995 | March 31, 2010 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
6) Description of Transfer Payment Program: | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
The Business Development Program (BDP) provides repayable financial assistance to small and medium-sized enterprises (SMEs), to enable them to invest in projects related to innovation, skills development, and trade activities, and to support certain capital costs for establishment of new SMEs and expansion and modernization of existing ones. Through its business support
element, the BDP provides financial assistance to not-for-profit organizations, associations and institutions for activities that support economic development, entrepreneurship, tourism, trade, innovation, community economic development, and regional economic development in general. More information on the BDP can be found at http://www.acoa-apeca.gc.ca/e/financial/business.shtml. |
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7) Expected Results: | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
BDP activities support ACOA’s mandate to:
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14) Planned Evaluations: | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
The following evaluations are based on the 2008-2009 ACOA Program Activities Architecture (PAA). 1. An impact evaluation is currently being conducted to examine the relevance, success and cost-effectiveness of the Innovation program sub-activity, which includes the Atlantic Innovation Fund, the innovation component of the Business Development Program, and the Productivity and Business Skills Initiative. The final report targeted date is June 2009. 2. An impact evaluation is being conducted to examine the relevance, success and cost-effectiveness of the following program sub-activities: Community Investment; Community Development Resources; Official Languages Minority Communities; and Aboriginal Communities, which includes the Innovative Communities Fund and the Business Development Program. The final report targeted date is June 2009. 3. An impact evaluation of the Financing Continuum program sub-activity is being conducted to examine its relevance and performance (i.e., effectiveness, efficiency, economy), which includes the Business Development Program element. The final report targeted date is July 2009. 4. An impact evaluation of the Trade and Investment program sub-activities will be conducted in fiscal year 2009-2010 to examine their relevance and performance (i.e., effectiveness, efficiency, economy), which includes the Business Development Program, the Atlantic Trade and Investment Partnership, and the International Business Development Program. 5. An impact evaluation of the Entrepreneurship and Business Skills Development program sub-activity will be conducted in fiscal year 2009-2010 to examine its relevance and performance (i.e., effectiveness, efficiency, economy), which includes the Business Development Program, the Woman in Business Initiative, and the Young Entrepreneur Development Initiative. 6. An impact evaluation of the Policy, Advocacy and Coordination program sub-activities will be conducted in fiscal year 2009-2010 to examine their relevance and performance (i.e., effectiveness, efficiency, economy), which includes the Business Development Program and the Atlantic Policy Research Initiative. |
1) Strategic Outcome: | |||||||||||||||||||||
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A competitive Atlantic Canadian economy | |||||||||||||||||||||
2) Program Activity | |||||||||||||||||||||
Community Development | |||||||||||||||||||||
3) Transfer Payment Program: | |||||||||||||||||||||
Community Futures Program – voted | |||||||||||||||||||||
4) Start Date: | 5) End Date: | ||||||||||||||||||||
May 18, 1995 | October 2, 2010 | ||||||||||||||||||||
6) Description of Transfer Payment Program: | |||||||||||||||||||||
Provides financial and technical assistance to SMEs in rural areas, and is delivered through the 41 Community Business Development Corporations (CBDCs) across the Atlantic region. More information on these services provided through the CBDCs can be found on ACOA’s website athttp://www.acoa-apeca.gc.ca/English/IWantTo/StartABusiness/Pages/GetHelpFinancing.aspx | |||||||||||||||||||||
7) Expected Results: | |||||||||||||||||||||
Assisting selected communities in the development of their economies and supporting the growth of small businesses, the Community Futures Program’s short term results are:
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14) Planned Evaluations: | |||||||||||||||||||||
An impact evaluation of the Community Futures Program is being conducted across Canada, and in the four agencies administering the program (Western Economic Diversification, Federal Economic Development Initiative for Northern Ontario [FedNor through Industry Canada], Canada Economic Development for Regions in Quebec, and ACOA) to examine relevance, design and delivery, success, cost-effectiveness, and alternatives. The ACOA final evaluation report targeted date is the end of January 2009. The pan-Canadian final evaluation report targeted date is March 2009. |
1) Strategic Outcome: | |||||||||||||||||||||
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A competitive Atlantic Canadian economy | |||||||||||||||||||||
2) Program Activity | |||||||||||||||||||||
Community Development | |||||||||||||||||||||
3) Transfer Payment Program: | |||||||||||||||||||||
Innovative Communities Fund – voted | |||||||||||||||||||||
4) Start Date: | 5) End Date: | ||||||||||||||||||||
April 1, 2005 | March 31, 2010 | ||||||||||||||||||||
6) Description of Transfer Payment Program: | |||||||||||||||||||||
Working with communities at various stages of economic development, this program supports non-commercial/non-profit strategic initiatives that target the economic development needs of communities and stimulate economic development. Working in collaboration with Atlantic communities and stakeholders, the ICF builds on the strengths of communities and provides the tools
needed to identify opportunities available for their sustainable economic growth. More information can be found at http://www.acoa-apeca.gc.ca/English/publications/FactSheetsAndBrochures/Pages/Innovative _Communities_Fund.aspx . |
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7) Expected Results: | |||||||||||||||||||||
The ICF targets both developmental and long-term program outcomes. Short-term outcomes aimed at the economic development needs of rural communities are:
In the longer term, the expected results are:
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14) Planned Evaluations: | |||||||||||||||||||||
An impact evaluation is being conducted to examine the relevance, success and cost-effectiveness of the program sub-activities: Community Investment; Community Development Resources; Official Languages Minority Communities; and Aboriginal Communities, which includes the Innovative Communities Fund and the Business Development Program. The final report targeted date is June 2009. |
1) Strategic Outcome: | |||||||||||||||||||||
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A competitive Atlantic Canadian economy | |||||||||||||||||||||
2) Program Activity | |||||||||||||||||||||
Enterprise Development | |||||||||||||||||||||
3) Transfer Payment Program: | |||||||||||||||||||||
Saint John Shipyard Adjustment Initiative – voted | |||||||||||||||||||||
4) Start Date: | 5) End Date: | ||||||||||||||||||||
May 29, 2003 | May 31, 2010 | ||||||||||||||||||||
6) Description of Transfer Payment Program: | |||||||||||||||||||||
To facilitate closure of the shipyard operations and redevelopment of the site for other economic development use. | |||||||||||||||||||||
7) Expected Results: | |||||||||||||||||||||
To respond to the lack of manufacturing activities and its economic impact on the province of New Brunswick, the Saint John Shipyard Adjustment Initiative short-term results are:
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14) Planned Evaluations: | |||||||||||||||||||||
An evaluation of the Saint John Shipyard Adjustment Initiative, which includes the Shipyard Redevelopment Program and the Industrial Diversification Program is planned for fiscal year 2010-2011. |
1 |
How is ACOA planning to meet the objectives of the Policy on Green Procurement? ACOA has established green procurement targets, which have been included in the Agency’s 2007-2010 Sustainable Development Strategy (SDS). The Agency’s internal procurement policy is being updated to reflect the green procurement requirements; staff occupying procurement positions have the necessary training to support the objectives of the strategy; and benchmarks will be established to monitor progress. |
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2 | Has ACOA established green procurement targets? Yes |
3 |
Describe the green procurement targets that have been set by your department and indicate the associated benefits anticipated. Three targets have been set in ACOA’s 2007-2010 SDS initiative. Anticipated benefits are as follows: 1. Increased use of remanufactured toner cartridges. This will reduce energy consumption in manufacturing and reduce wastage of cartridge shells. 2. Increased volume of existing supplies being substituted by green products in the workplace. The increased use of recycled products will help reduce pollution, and using environmentally-friendly products reduces the impact on the environment. 3. The purchase of energy-efficient replacement equipment will help reduce energy consumption. Buying hybrid vehicles for fleet replacement will help reduce the Agency’s ecological footprint. |
ACOA’s Sustainable Development Strategy 2007-2010 - Moving Forward on Sustainable Development responds to feedback from both external and internal consultations to promote the use of innovative eco-efficiency tools, practices and technologies, and to inform both the private sector and communities of the benefits of sustainable development (SD).
ACOA impacts sustainable development through:
ACOA’s SDS 2007‑2010 is available at: http://www.acoa-apeca.gc.ca/English/Accountability/AuditsAndEvaluations/Pages/
ReviewofSustainableDevelopmentStrategy.aspx
Federal SDS Goals Supported (link between Agency’s SDS goal and federal SDS goals) | Performance Measures from Agency’s Current SDS (Indicators) | Agency’s 2009-2010 Expected Results (Outcomes) |
Agency’s SDS Goal: Priority 1 – Support to Business |
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Goal 1: Clean water Goal 2: Clean air Goal 3: Reduce greenhouse gas emissions Goal 4: Sustainable communities Goal 5: Sustainable development and use of natural resources Goal 6: Strengthen federal governance and decision-making to support sustainable development |
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1.1 Increased awareness by SMEs of SD and its potential benefits to their organizations |
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1.2 Increased awareness by stakeholders of the importance of their involvement in providing SD services to SMEs | |
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1.3 Improved access to SD government programs and services | |
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1.4 SMEs implement/adopt SD practices and/or technologies | |
Agency’s SDS Goal: Priority 2 – Support to Communities |
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Goal 1: Clean water Goal 4: Sustainable communities |
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2.1 Awareness of opportunities for community sustainable development |
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2.2 Improved, sustainable community infrastructure | |
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2.3 Sustained community partnerships/collaboration to explore/develop/capitalize on SD opportunities | |
Agency’s SDS Goal: Priority 3 – Awareness and Capacity Building |
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Goal 3: Reduce greenhouse gas emissions Goal 5: Sustainable development and use of natural resources |
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3.1 Provinces and other federal government departments/agencies are aware of ACOA’s vision for SD in Atlantic Canada |
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3.2 Coherent approach to achieving federal SD priorities by federal departments in Atlantic Canada | |
Agency’s SDS Goal: Priority 4 – Setting an Example |
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Goal 2: Clean air Goal 3: Reduce greenhouse gas emissions Goal 5: Sustainable development and use of natural resources Goal 6: Strengthen federal governance and decision-making to support sustainable development |
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4.1 Staff become aware and knowledgeable of how they can and should contribute to ACOA’s SDS, and of the importance of their contribution |
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4.2 Staff awareness of the SD programs and services available to ACOA clients | |
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4.3 Increased senior management commitment to SD | |
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4.4 Emphasis on green procurement | |
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4.5 Hybrid or fuel-efficient vehicles are purchased | |
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4.6 Reduction of energy consumed in offices |
1. Horizontal Initiative: | 2. Lead Department: | |
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International Business Development Program | Atlantic Canada Opportunities Agency (ACOA) | |
3. Lead Department Program Activity: | ||
Enterprise Development (program sub activity: Trade) | ||
4. Start Date: | 5. End Date: | 6. Total Federal Funding: |
April 11, 2005 | March 31, 2010 | $7.0 million |
7. Description: | ||
The International Business Development Program (IBDP) involves four Atlantic provincial governments and three federal departments: ACOA, Foreign Affairs and International Trade Canada, and Industry Canada. The previous International Business Development Agreement (IBDA) was first signed in May 1994 for three years and $3 million. It was extended in March 1997 for a
further three years and $2 million. A second extension, for $8 million, involved the seven partners in international business development for a further four years from 2000 to 2004. The $10‑million IBDP will continue the work of the partners until 2010. Funding for the agreement is shared 70/30 by ACOA and provincial governments. The IBDP’s mandate is to undertake specific measures to optimize regional coordination on a pan‑Atlantic scale, and combine limited resources to coordinate trade‑related activities. The commitment to this IBDP, 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. see http://www.acoa-apeca.gc.ca/English/ibda/Pages/HomePage.aspx |
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8. Shared Outcomes: | ||
The shared outcomes for the IBDP support ACOA’s priority for trade and are as follows.
Since the original IBDA commenced in 1994, the Agency and its partners have administered over 207 projects involving some 3,500 Atlantic Canadian companies. The IBDA has assisted 182 companies to begin exporting; 380 exporters to increase their export sales; and 259 exporters to expand into new markets. |
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9. 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. | ||
10. Partners involved in each program: | ||
Federal departments and agencies (70% funding)
Provincial governments (30% funding)
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12. Program Name: | 13. Total Federal Allocation: | 14. 2009-2010 Planned Spending: |
International Business Development Program | $7.0 million | $1.1 million |
15. Expected Results: | ||
For the life of the agreement (2005-2006 through 2009-2010) | 2009-2010 | |
Increased number of new exporters | 40 companies | 8 |
Existing exporters reporting sales to new markets | 75 companies | 15 |
Existing exporters reporting increased sales to existing markets | 150 companies | 30 |
16. Results to be Achieved by Non-federal Partners (if applicable): | ||
Same as above. | ||
17. Contact Information: | ||
Michel Têtu Director General, Trade and Investment ACOA 644 Main Street, Moncton NB 506-851-6496 Michel.Têtu@acoa-apeca.gc.ca |
1. Horizontal Initiative: | 2. Lead Department: | |
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Team Canada Atlantic | Atlantic Canada Opportunities Agency (ACOA) | |
3. Lead Department Program Activity: | ||
Enterprise Development (program sub-activity: Trade) | ||
4. Start Date: | 5. End Date: | 6. Total Federal Funding: |
April 1999 | July 2010 | $11.14 million |
7. Description: | ||
Team Canada Atlantic (TCA) is a partnership of ACOA and the four Atlantic provinces, with support from Agriculture and Agri-Food Canada (AAFC), Industry Canada (IC), Foreign Affairs and International Trade Canada (FAITC), and Enterprise Cape Breton Corporation (ECBC). 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 (especially 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 an attractive location for foreign investment. The initiative also helps commercialize technology and raise the region’s visibility. See the TCA website at http://www.teamcanadaatlantic.ca/. |
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8. Shared Outcomes: | ||
The TCA trade missions are focused on small to medium-sized enterprises (SMEs) in Atlantic Canada, and are intended to assist SMEs to increase exports and attract investments in key markets. The mission objectives are to:
As of November 2008, Team Canada Atlantic had completed 14 missions to United States markets, involving 530 companies and more than 3,665 business meetings, and resulting in excess of $45 million in actual sales. |
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9. Governance Structure: | ||
A management committee, comprising senior officials of ACOA, FAITC 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, FAITC, AAFC, and the Team Canada Atlantic Secretariat. The secretariat, housed at ACOA, is responsible for the overall coordination and implementation of the TCA missions. | ||
10. Partners involved in each program: | ||
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12. Program Name: | 13. Total Federal Allocation: | 14. 2009-2010 Planned Spending: |
Team Canada Atlantic |
ACOA $11.14 million AAFC $132,000 |
ACOA $ 0 (G&C) $10,000 (O&M) AAFC $ 0 |
15. 2009-2010 Expected Results: | ||
SMEs that have increased export-readiness | No expected results, as there will be a moratorium on Team Canada Atlantic trade missions for the 2009-2010 fiscal year. | |
New exporters | ||
Exporters developing new markets | ||
Forecasted export sales by SMEs | ||
16. Results to be Achieved by Non-federal Partners (if applicable): | ||
There are no expected results for 2009-2010; there will be a moratorium on Team Canada Atlantic trade missions for the 2009-2010 fiscal year. The federal partners involved (AAFC and FAITC) will be included in discussions on the renewal of the initiative. The only costs that will be disbursed are for one and two-year-out surveys. | ||
17. Contact Information: | ||
Michel Têtu Director General, Trade and Investment ACOA 644 Main Street, Moncton NB 506-851-6496 Michel.Têtu@acoa-apeca.gc.ca |
1. Name of Internal Audit | 2. Internal Audit Type | 3. Status | 4. Expected Completion Date |
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Governance structure and strategic direction communications | Governance – Assurance | Planned | 2009-2010 |
Governance bodies – information for decision making | Governance – Assurance | Planned | 2009-2010 |
Integrity and ethics of management action | Assurance | Planned | 2011-2012 |
Policy and programs | Assurance | Planned | 2009-2010 |
Human resources planning, recruitment, hiring and promotion | Assurance | Planned | 2009-2010 |
Human resources training, performance evaluation, feedback and policies | Assurance | Planned | 2009-2010 |
Citizen-focused service | Assurance | Planned | 2011-2012 |
Risk management | Assurance | Planned | 2009-2010 |
Stewardship – planning and budgeting | Assurance | Planned | 2010-2011 |
Stewardship – IM/IT | IM/IT – Assurance | Planned | 2008-2009 / 2009-2010 |
Stewardship – financial management policies | Assurance | Planned | 2010-2011 |
Stewardship – asset management | Assurance | Planned | 2011-2012 |
Stewardship – transaction processing | Assurance | Planned | 2011-2012 |
Stewardship – monitoring | Assurance | Planned | 2011-2012 |
Stewardship – reporting | Assurance | Planned | 2011-2012 |
Accountability | Assurance | Planned | 2011-2012 |
Learning, innovation and change management | Assurance | Planned | 2010-2011 |
Results and performance | Assurance | Planned | 2009-2010 |
Program Activity Architecture – eligibility | Transfer Payment Programs – Assurance | Ongoing | 2009-2010 |
Program Activity Architecture – due diligence; supported decision making | Transfer Payment Programs – Assurance | Planned | 2009-2010 |
Program Activity Architecture – payment system for transfer payment programs | Transfer Payment Programs – Assurance | Ongoing | 2009-2010 |
Program Activity Architecture – monitoring for benefits and continued financial viability | Transfer Payment Programs – Assurance | Planned | 2010-2011 |
Program Activity Architecture – Policy, Advocacy and Coordination | Program Activity – Assurance | Planned | 2010-2011 |
Quality of program and policy analysis | Program Activity – Assurance | Planned | 2010-2011 |
Public communications and outreach | Internal Services – Assurance | Planned | 2011-2012 |
Community Business Development Corporations and Community Futures Program | Transfer Payment Programs – Assurance | Ongoing | 2009-2010 |
Selected government-wide sectoral, thematic or horizontal audits | Assurance | Planned | Annually |
Support an annual opinion on departmental risk management, control, and governance processes. | Governance – Assurance | Planned | 2010-2011 |
1. Name of Evaluation | 2. Program Type (Program Activity) |
3. Status | 4. Expected Completion Date |
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Innovation (BDP/PBSI/AIF) - impact evaluation | Enterprise Development | Planning phase | June 2009 |
Community investment and community development resources (ICF/BDP/REDOs) - impact evaluation | Community Development | Planning phase | June 2009 |
Financing Continuum (BDP/tourism commercial) - impact evaluation | Enterprise Development | Planning phase | July 2009 |
Trade and Investment (BDP/ATIP/IBDP) - impact evaluation | Enterprise Development | To begin planning phase April 2009 | March 2010 |
Entrepreneurship and Business Skills Development (BDP/WBI/YEDI) - impact evaluation | Enterprise Development | To begin planning phase January 2009 | October 2009 |
Policy/Advocacy/Coordination (BDP/APRI) - impact evaluation | Policy, Advocacy and Coordination | To begin planning phase January 2009 | October 2009 |
5. Electronic link to evaluation plan: http://www.acoa-apeca.gc.ca/English/Accountability/AuditsAndEvaluations/Pages/Evaluations.aspx?ProgramID |
($ millions) | |||||
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Program Activity | Source of Non-respendable Revenue | Forecast Revenue 2008-2009 |
Planned Revenue 2009-2010 |
Planned Revenue 2010-2011 |
Planned Revenue 2011-2012 |
Enterprise Development | Repayable contributions | 52.0 | 52.0 | 52.0 | 52.0 |
All other | 2.0 | 2.0 | 2.0 | 2.0 | |
Total | 54.0 | 54.0 | 54.0 | 54.0 |