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2011-12
Report on Plans and Priorities



Atlantic Canada Opportunities Agency






Supplementary Information (Tables)






Table of Contents




Details of Transfer Payment Programs


Strategic Outcome:
A competitive Atlantic Canadian economy

Program Activity:
Enterprise Development; Community Development; and Policy, Advocacy and Coordination

Name of Transfer Payment Program:
Business Development Program – Voted

Start date:
July 25, 1995

End date:
Not applicable.  Based on evaluations of ACOA's program sub-activities, ministerial approval for continuation of this program will be sought prior to March 31, 2011.

Description:
Through its Business Development Program (BDP), ACOA works to create opportunities for economic growth in Atlantic Canada by helping small and medium-sized enterprises (SMEs) become more competitive, innovative and productive by working with communities to develop and diversify local economies and by championing the strengths of the region in partnership with Atlantic Canadians.

The objectives of the BDP are:

  • to improve the growth and competitiveness of Atlantic SMEs;
  • to provide for dynamic and sustainable communities in Atlantic Canada; and
  • to provide for policies and programs that strengthen the Atlantic economy.

Eligible commercial recipients include individuals, sole proprietorships, partnerships, co-operatives, a body corporate or a Crown corporation that carries on, or is about to carry on, for-profit activities in Atlantic Canada. This does not include a government or individual municipality.

Eligible non-commercial recipients include not-for-profit incorporated entities and may include a Crown corporation, a provincial government, a municipal government, a not-for-profit organization owned or controlled by a provincial or municipal government, local economic development associations or post-secondary educational institutions.

Expected results:
A performance measurement strategy (PMS) has been developed for the Agency, which includes performance indicators, expected results, methods for reporting on performance, evaluation criteria and evaluation plans to be used for determining the effectiveness of its program activities. The BDP focuses on improving SME growth and competitiveness through innovation, entrepreneurship, business skills development, trade, access to capital, business support and investments activities. The BDP also supports ACOA’s community mobilization sub-activity through some of its non-commercial projects.

Key results expected under the BDP include the following:

Enterprise Development
Objective: Improve growth and competitiveness of Atlantic SMEs

  • strengthened Atlantic Canadian innovation and commercialization capacity (measured by indicators such as the amount leveraged per dollar invested by ACOA in innovation projects).
  • more Atlantic Canadians with the motivation and skills required to successfully start, sustain or grow a business (measured by indicators such as the percentage of participants in entrepreneurship awareness and promotion activities, indicating that the activity increased their intent to start a business).
  • access for Atlantic Canadians to accurate, timely and relevant business information (measured by indicators such as the level of client satisfaction).
  • increased export capacity and sales for SMEs in Atlantic Canada (measured by indicators such as the export sales of ACOA-assisted firms).
  • increased flow of foreign direct investment into Atlantic Canada (measured by indicators such as the number of leads and number of deals).
  • SMEs have access to funding for expansion/modernization (measured by indicators such as the amount leveraged per dollar invested by ACOA in expansion/modernization projects for the domestic market).

Community Development
Objective: Provide for dynamic and sustainable communities for Atlantic Canada

  • improved community capacity to identify economic development needs and opportunities (measured by indicators such as the number of partners involved in planning).
  • Atlantic Canadian businesses have access to capital (measured by indicators such as the dollars leveraged on investments by other sources).
  • Atlantic Canadian businesses have access to information and counselling (measured by indicators such as the number of CBDC/Seed clients who have taken part in training or business counselling).
  • improved capacity to address economic and business development needs and opportunities (measured by indicators such as the dollars leveraged on investments).

Policy, Advocacy and Coordination
Objective: Provide for policies and programs that strengthen the Atlantic economy

  • well-informed policy decisions reflecting opportunities and challenges of the Atlantic region’s economy, while considering enterprise and community development potential (measured by indicators such as the extent to which policy analysis and research, economic analysis and engagement activities are useful and provide input into decision making with respect to Atlantic Canadian regional economic development).
($ millions)
   Forecast Spending
2010–11
Planned Spending
2011–12
Planned Spending
2012–13
Planned Spending
2013–14
Total contributions 130.4 105.2 111.6 110.2

Summary of the Three-Year Plan:
See ACOA’s website.


Strategic Outcome:
A competitive Atlantic Canadian economy

Program Activity:
Enterprise Development

Name of Transfer Payment Program:
Atlantic Innovation Fund – Voted

Start date:
May 10, 2001

End date:
not applicable

Description:
The objectives of the program are:

  • to increase activity in and to build capacity for innovation and research and development (R&D), which leads to technologies, products, processes or services that contribute to economic growth in Atlantic Canada;
  • to increase the capacity for commercialization of R&D outputs;
  • to strengthen the region’s innovation capacity by supporting research, development and commercialization partnerships and alliances among private-sector firms, universities, research institutions and other organizations in the Atlantic system of innovation, and to increase their critical mass; and
  • to maximize benefits from the national R&D programs.

Eligible recipients include commercial and non-commercial entities such as, but not limited to, universities, colleges, other post-secondary educational institutions, business associations, research institutions and private-sector firms.

Federal departments, including federal research laboratories and institutes, and provincial government departments, are not eligible recipients.

Expected results:
A performance measurement strategy has been developed for the Agency that includes performance indicators, expected results, methods for reporting on performance, evaluation criteria and evaluation plans to be used for determining the effectiveness of program activities.

The key result expected for the Innovation program sub-activity, which is largely supported by the AIF program, is strengthened Atlantic Canadian innovation and commercialization capacity (measured by indicators such as the number of meaningful partnerships and collaboration for technology development and commercialization, amount leveraged per dollar invested by ACOA in innovation projects, and revenues resulting from commercialization).

($ millions)
  Forecast Spending
2010–11
Planned Spending
2011–12
Planned Spending
2012–13
Planned Spending
2013–14
Total contributions 60.3 59.9 59.9 59.6

Summary of the Three-Year Plan:
See ACOA’s website.


Strategic Outcome:
A competitive Atlantic Canadian economy

Program Activity:
Community Development

Name of Transfer Payment Program:
Innovative Communities Fund – Voted

Start date:
April 1, 2005

End date:
not applicable

Description:
Working with communities at various stages of economic development, this program supports non-commercial/non-profit strategic initiatives that target the economic needs of communities and stimulate economic development. Working in collaboration with Atlantic communities and stakeholders, the Innovative Communities Fund (ICF) builds on the strengths of communities and provides the tools needed to identify opportunities available for their sustainable economic growth.

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:

  • community access to funding and/or expertise they require to develop proposals;
  • the development of partnerships; and
  • increased citizen engagement and buy-in.

In the long term, expected results are:

  • improved community economic development planning capacity;
  • improved project management capacity; and
  • the engagement of project partners.
($ millions)
   Forecast Spending
2010–11
Planned Spending
2011–12
Planned Spending
2012–13
Planned Spending
2013–14
Total contributions 30.8 42.3 40.0 40.0

Summary of the Three-Year Plan:
See ACOA’s website.



Strategic Outcome:
A competitive Atlantic Canadian economy

Program Activity:
Community Development

Name of Transfer Payment Program:
Community Futures Program – Voted

Start date:
May 18, 1995

End date:
not applicable

Description:
The purpose of this national program is to help communities develop and implement local solutions to local problems. The program provides financial support to Community Futures organizations (CFOs) that, in collaboration with other partners and stakeholders, can assess a community’s situation and develop strategies to meet its needs, provide support to SMEs and social enterprise, and undertake community economic development initiatives. The objective of the program is to further the ultimate objective of helping communities to successfully pursue
(a) economic stability, growth and job creation;
(b) diversified and competitive local rural economies; and
(c) sustainable communities. In Atlantic Canada, the program provides funding to 41 CFOs, known in the region as Community Business Development Corporations (CBDCs), that provide financial and technical assistance to SMEs in rural areas. More information on services provided through the CBDCs can be found on ACOA’s website.

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:

  • enhanced business development services (e.g. information, counselling, referrals, training);
  • improved access to capital and leveraged capital through loans, loan guarantees and equity investments to businesses;
  • strengthened community strategic plans and more effective implementation through projects, partnerships and other community economic development initiatives; and
  • enhanced marketing to increase awareness and use of Community Futures organizations.

In Atlantic Canada, the short-term expected results of the program, based on the role and responsibilities of the CBDCs, are to ensure that Atlantic Canadian businesses have access to capital, and business information and counselling.

($ millions)
   Forecast Spending
2010–11
Planned Spending
2011–12
Planned Spending
2012–13
Planned Spending
2013–14
Total contributions 12.6 12.6 12.6 12.6

Summary of the Three-Year Plan:
See ACOA’s website.


Strategic Outcome:
A competitive Atlantic Canadian economy

Program Activity:
Enterprise Development

Name of Transfer Payment Program:
Saint John Shipyard Adjustment Initiative – Voted

Start date:
May 29, 2003

End date:
May 31, 2011 (as amended)

Description:
Aims to address the impact of the lack of manufacturing activities at the site of the former Saint John shipyard and its economic impact on the province of New Brunswick. Eligible recipients may include Irving Shipbuilding Inc. or affiliates.

The federal government's objective is to ensure the closure of the Saint John shipyard site and its evolution into long-term economic development use. Therefore, prior to disbursement of any funds under the Saint John Shipyard Adjustment Initiative (SJSAI), Irving Shipbuilding Inc. (ISI) had to agree not to use (nor allow the use of) the site to construct, refit or renovate ships for 20 years. ACOA will not disburse any funds for capital expenditures until it has received satisfactory proof that impediments to alternate industrial or commercial activities on the site have been removed to the Minister's satisfaction. ISI must demonstrate that projects included under the SJSAI provide a net economic benefit to Canada, with no adverse competitive impact on existing firms.

Expected results:
Mitigate the impact of major economic downturns.

($ millions)
   Forecast Spending
2010–11
Planned Spending
2011–12
Planned Spending
2012–13
Planned Spending
2013–14
Total contributions 4.0 6.0 0.0 0.0

Summary of the Three-Year Plan:
See ACOA’s website.



Greening Government Operations

Surplus Electronic and Electrical Equipment Target


8.6 By March 31, 2014, each department will reuse or recycle all surplus electronic and electrical equipment (EEE) in an environmentally sound and secure manner.
Performance Measure RPP DPR
Target Status   
Existence of implementation plan for the disposal of all departmentally-generated EEE. No   
Total number of departmental locations with EEE implementation plan fully implemented, expressed as a percentage of all locations, by the end of the given fiscal year. FY 2011–12 N/A   
FY 2012–13     
FY 2013–14     

Strategies / Comments

  1. Implementation strategies: During 2011-2012, ACOA will develop an implementation plan for the disposal of the Agency’s surplus EEE, develop a definition of location for the purpose of this target, and set interim targets for the percentage of departmental locations having an EEE plan fully implemented in each fiscal year of the Federal Sustainable Development Strategy. The plan will be fully implemented at all locations by March 31, 2014. Of note, the plan will include the development of a tracking tool to report on the quantity of surplus EEE generated.

Printing Unit Reduction Target


8.7 By March 31, 2013, each department will achieve an 8:1 average ratio of office employees to printing units. Departments will apply target where building occupancy levels, security considerations, and space configuration allow.
Performance Measure RPP DPR
Target Status   
Ratio of departmental office employees to printing units in fiscal year 2010–11, where building occupancy levels, security considerations and space configuration allow. 3.6:1   
Ratio of departmental office employees to printing units at the end of the given fiscal year, where building occupancy levels, security considerations and space configuration allow. FY 2011–12 5:1   
FY 2012–13      
FY 2013–14      

Strategies / Comments

  1. Implementation strategies: In 2011-2012, ACOA will develop a consolidation strategy to reduce the number of printing units to an 8:1 ratio.
  2. For the purposes of this target, ACOA has defined printing units as follows: Network printers, desktop/stand-alone printers and multifunctional devices (networked and non-networked).
  3. Scope: Considerations include building occupancy levels, security and space configurations.
  4. Method used for determining the number of print units: The number of network printers was obtained through an Information Technology report. In addition to this number, a manual count was conducted to determine the number of non-network/standalone and multifunctional devices to arrive at the total number of print units for the Agency. 
  5. Method used for determining number of office employees: For the purposes of this target, the number of office employees was calculated by using Human Resources Dashboard data.
  6. Key considerations: The baseline and interim targets may be reassessed as new information on the number of employees and the scope, number and configuration of print units is further explored over fiscal year 2011-2012.

Paper Consumption Target


8.8 By March 31, 2014, each department will reduce internal paper consumption per office employee by 20%. Each department will establish a baseline between 2005–2006 and 2011–2012, and applicable scope.
Performance Measure RPP DPR
Target Status   
Number of sheets of internal office paper purchased or consumed per office employee in the baseline year selected, as per departmental scope. 4,835 sheets per office employee in 2009-2010   
Cumulative reduction (or increase) in paper consumption, expressed as a percentage, relative to baseline year selected. FY 2011–12 5%   
FY 2012–13      
FY 2013–14      

Strategies / Comments

  1. Baseline year: 2009-2010.
  2. Scope: Includes all paper types.
  3. Method used for determining the number of office employees: For the purposes of this target, the number of office employees was calculated by using Human Resources Dashboard data.
  4. Method used for determining paper consumption: Regional offices were asked to report their actual purchases to Head Office. Head Office then aggregated paper purchases for all regions and the head office to determine the overall count.
  5. Implementation strategies: In 2011-2012, ACOA will develop a strategy to reduce internal paper consumption per office employee by 20% from the baseline year of 2009-2010, by March 31, 2014.
  6. Key considerations: Certain assumptions on numbers of employees and amounts of paper purchased were made in determining the baseline. Further analysis will be conducted in 2011-2012, and numbers may be adjusted accordingly in future years.

Green Meetings Target


8.9 By March 31, 2012, each department will adopt a guide for greening meetings.
Performance Measure RPP DPR
Target Status   
Presence of a green meeting guide. No   

Strategies / Comments

  1. Implementation strategies: ACOA’s adoption of a guide for greening meetings will include drafting the guide, establishing a communications and implementation plan, and obtaining support and approval from senior management.

Green Procurement Targets

8.10 As of April 1, 2011, each department will establish at least 3 SMART green procurement targets to reduce environmental impacts.


By March 31, 2014, ACOA will reduce the number of printed telephone books received by 40%, relative to the baseline year 2010-11.
Performance Measure RPP DPR
Target Status   
Number of printed telephone books received in the baseline year (2010-2011). 678   
Progress against measure in the given fiscal year. 10%   

Strategies / Comments

  1. ACOA has ensured that this target meets SMART target requirements, including: specific, measurable, achievable, relevant and time-bound.
  2. Implementation strategies: ACOA will work with service providers to develop a plan to reduce the number of printed telephone books received, from the baseline level of 678, by 40% by March 31, 2014.
  3. Method of counting phone books: Telephone service providers will provide the number of books sent to the Agency for the given year.


By April 1, 2011, 83% of IT hardware purchases will be environmentally preferred models.
Performance Measure RPP DPR
Target Status   
Baseline percentage of IT hardware purchases that are environmentally preferred models. 83%   
Progress against measure in the given fiscal year. N/A   

Strategies / Comments

  1. ACOA has ensured that this target meets SMART target requirements, including: specific, measurable, achievable, relevant and time-bound.
  2. Definition of environmentally preferred model: Models purchased through the Public Works and Government Services Canada (PWGSC) Green Standing Offer
  3. During 2011-2012, ACOA will determine types of equipment to be included, establish a baseline of the dollar value of IT equipment purchases that are being made through the PWGSC Green Standing Offer, and report on progress.


By March 31, 2014, ACOA will reduce the number of printed agendas by 25%.
Performance Measure RPP DPR
Target Status   
Number of agendas ordered in baseline year (2009-2010) 336   
Progress against measure in the given fiscal year. 10%   

Strategies / Comments

  1. ACOA has ensured that this target meets SMART target requirements, including: specific, measurable, achievable, relevant and time-bound.
  2. Scope: This target refers to the physical agenda notebooks used to keep track of daily appointments. Reducing the number ordered, and encouraging the use of electronic calendars available as part of email software will have an impact on the amount of paper produced and consumed by the Agency.
  3. Method for determining the number of agendas ordered: Each regional office was asked to provide the total number of printed agendas in the baseline year of 2009-2010. Head Office then aggregated the number of agendas from all regions and Head Office to determine the overall count. The total number of agendas ordered in future years will be compared against this count.

8.11 As of April 1, 2011, each department will establish SMART targets for training, employee performance evaluations, and management processes and controls, as they pertain to procurement decision making.


Training for Select Employees.

By March 31, 2014, all designated employees and acquisition cardholders will have taken a recognized training course on green procurement offered by the Canada School of Public Service or any other federal government department.
Performance Measure RPP DPR
Target Status   
Percentage of acquisition cardholders who have green procurement training (baseline 2010-2011) 28%   
Percentage of designated employees who have green procurement training N/A   
Percentage of acquisition cardholders who have green procurement training at the end of the given fiscal year. 100%   
Percentage of designated employees who have green procurement training by the end of the given fiscal year. N/A   

Strategies / Comments

  1. ACOA has ensured that this target meets SMART target requirements, including: specific, measurable, achievable, relevant and time-bound.
  2. Scope:
    • Select employees: In addition to defining acquisition cardholders during 2011-2012 ACOA will define designated employees, determine groups and levels implicated and establish targets for these employees (i.e. material managers, procurement personnel)
    • Recognized training course: For acquisition cardholders, this will be achieved by means of an online course offered through the Government of Canada’s training website. For designated employees identified, the required training will be defined in 2011-2012.
  3. Scope of target for acquisition cardholders: All new cardholders will be required to take the course before receiving a card. Existing cardholders will be asked to take the course in order to retain their acquisition cards.
  4. Exclusions may include positions that are vacant.


Employee performance evaluations

By March 31, 2012, all identified managers and functional heads of procurement and material management will have environmental consideration clauses incorporated into their performance evaluations.
Performance Measure RPP DPR
Target Status   
Percentage of identified managers and functional heads with environmental consideration clauses incorporated into their performance evaluations in baseline year. N/A   
Progress against measure in the given fiscal year. N/A   

Strategies / Comments

  1. ACOA has ensured that this target meets SMART target requirements, including: specific, measurable, achievable, relevant and time-bound.
  2. In 2011-2012, ACOA will set a baseline and establish targets. This will include defining criteria to identify positions, determining the number of positions to target and developing and implementing environmental consideration clauses in the performance evaluation process.


Management processes and controls.

By March 31, 2014, a minimum of three management processes and controls will include environmental considerations.
Performance Measure RPP DPR
Target Status  
Number of management processes and controls that include environmental considerations in baseline year. N/A  
Number of management processes and controls that include environmental considerations at the end of the fiscal year. FY 2011–12 N/A   
FY 2012–13      
FY 2013–14      

Strategies / Comments

  1. ACOA has ensured that this target meets SMART target requirements, including: specific, measurable, achievable, relevant and time-bound.
  2. In fiscal year 2011-12, ACOA will develop an inventory of management processes and controls that could include environmental considerations and set interim target for number controls at the end of the fiscal year.



Horizontal Initiatives


Name of Horizontal Initiative:
International Business Development Agreement

Name of lead department:
Atlantic Canada Opportunities Agency

Lead department program activity:
Enterprise Development (program sub-activity: Trade)

Start date of the Horizontal Initiative:
April 1, 2011 (subject to approval)

End date of the Horizontal Initiative:
March 31, 2016

Total federal funding allocation (start to end date):
$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, Foreign Affairs and International Trade Canada, 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.” Since its launch, the agreement has been extended four times (in 1997, 2000, 2005 and 2010) for a total investment of $23 million; the latest extension sunsets March 31, 2011. Funding is cost-shared 70/30 by the federal (through ACOA) and provincial governments. The commitment to this agreement, 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.

More information can be found on the IBDA home page on ACOA’s website.  

Shared outcome:
The primary shared outcomes for the IBDA partners since the agreement’s inception have been:

  1. increased number of new exporters;
  2. existing exporters reporting sales to new markets; and
  3. existing exporters reporting increased sales to existing markets. Since 1994, the Agency and its partners have administered over 240 projects involving some 4,800 Atlantic Canadian companies. The IBDA helped 196 companies to begin exporting, 455 exporters to increase their export sales, and 315 exporters to expand into new markets.

In addition to the above outcomes, the new extension will seek to

  1. support universities and research establishments to expand their revenues from international commercialization;
  2. support clients sourcing new technologies or processes;
  3. support foreign direct investment; and
  4. support Canadian direct investment abroad.

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 planning and managing the agreement’s programs and the evaluation of projects.

Partners
Federal departments and agencies (70% funding)

  • ACOA (lead department)
  • Foreign Affairs and International Trade Canada (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.

Planning Highlights:
The IBDA will continue to build on its accomplishments to date, its extensive experience and lessons learned to further contribute to sustained growth in international business for the Atlantic region.

Through its four key elements, the IBDA will

  1. expose sectors and companies to export market opportunities and ensure that they are well prepared with the capability, knowledge and information required to develop international business;
  2. develop longer-term strategies and implementation plans for international business development and undertake research on companies’ needs and best practices;
  3. assist sectors and companies by obtaining market intelligence and contacts, identifying international market opportunities and applying this knowledge to trade development activities; and
  4. undertake business activities that support sector export development strategies and contribute to contacts, alliances and ultimately sales for both existing and new exporters.
Federal Partner: ACOA (lead department)
($ millions)
Federal Partner Program Activity Name of Program for Federal Partner Total Allocation (from Start to End Date) Planned Spending for
2011–12
Enterprise Development Business Development Program $7,000,000 $1,400,000

Expected Results, by program:

As of April 2011, the IBDA will adopt a new list of results indicators:

  • number of projects undertaken
  • value of contributions or funding extended

Outputs

  • number of clients who participated in promotional activities sessions
  • number of research and/or market intelligence reports completed
  • number of clients who participated in learning and skills development activities
  • number of matchmaking meetings
  • level of satisfaction among clients who used matchmaking services (%)
  • number of clients who participated in ACOA-assisted international events
  • level of satisfaction among clients who participated in international events (%)
  • volume of sales reported (average range)
  • number of foreign direct investment opportunities identified (FDI leads)

Outcomes

  • number of SMEs starting to export
  • number of SMEs exporting to new markets
  • number of SMEs increasing export sales to existing markets
  • number of occasions when clients sourced a more competitive product or service
  • number of SMEs, universities and research establishments expanding their revenues from international commercialization
  • number of clients who identified/adopted new technologies or processes
  • number of foreign direct investment transactions completed (deals closed), where ACOA’s support contributed to the project’s fruition
  • number of Canadian Direct Investment Abroad (CDIA) identified
  • assisted firm export sales differential (%)

Federal partner: Foreign Affairs and International Trade Canada
Federal Partner Program Activity Name of Program for Federal Partner Total Allocation (from Start to End Date) Planned Spending for
2011–12
International Commerce N/A $0 $0

Expected Results by program:  same as ACOA

Federal Partner: Industry Canada
Federal Partner Program Activity Name of Program for Federal Partner Total Allocation (from Start to End Date) Planned Spending for
2011–12
Internal Services N/A $0 $0

Expected Results by program:  same as ACOA

Total Allocation For All Federal Partners (from Start to End Date) Total Planned Spending for All Federal Partners for 2011–12
$7,000,000 $1,400,000

Results to be achieved by non–federal partners:  Same as federal partners.

Contact information:
Michel TĂȘtu
Director General, Trade and Investment
Atlantic Canada Opportunities Agency
P.O. Box 6051
Moncton, New Brunswick
E1C 9J8
Tel: 506-851-6496
E-mail: Michel.Tetu@acoa-apeca.gc.ca



Name of Horizontal Initiative:
Atlantic Canada Tourism Partnership

Name of lead department:
Atlantic Canada Opportunities Agency

Lead department program activity:
Community Development

Start date of the Horizontal Initiative:
April 1, 2009

End date of the Horizontal Initiative:
March 31, 2012

Total federal funding allocation (start to end date):
$9,975,000

Description of the Horizontal Initiative (including funding agreement):
The Atlantic Canada Tourism Partnership (ACTP) is a nine-member, pan-Atlantic marketing consortium comprised of the Atlantic Canada Opportunities Agency, the four provincial tourism industry associations, and the provincial departments responsible for tourism in Newfoundland and Labrador, Nova Scotia, New Brunswick and Prince Edward Island. ACTP is dedicated to promoting Atlantic Canada as a leading vacation destination in key American and European markets.

The 2009-2012 ACTP is a $19.95-million agreement that supports:

  • fully-integrated marketing strategies (consumer, trade and media relations) based on sound market research, economies of scale and commonality;
  • funding that is incremental to provincial marketing budgets;
  • the preservation of provincial brand equity;
  • marketing activities being dictated by the marketplace;
  • clear and responsive measurement systems of benefit to all four Atlantic Provinces; and
  • end-of-agreement project evaluations.

Additional information on the Atlantic Canada Tourism Partnership can be found on the ACTP website.

A memorandum of understanding for the renewal of the Atlantic Canada Tourism Partnership was signed on April 1, 2009. This initiative directly supports the Agency’s long-term strategic outcome.

Shared outcome:
The 2009-2012 ACTP is expected to generate $10 in incremental economic activity for every $1 invested in marketing. The three-year revenue target is $190 million in incremental revenues for small and medium-sized tourism enterprises in Atlantic Canada.

Governance structure:
The activities of the ACTP are managed by a ten-person management committee, consisting of the ACOA vice-president responsible for tourism and the director general of Tourism Atlantic, the four provincial deputy ministers responsible for tourism, and the four tourism industry association presidents (or their permanent designates). Decisions of this management committee are by consensus. Six members constitute a quorum, provided all four provinces are represented, with both government and industry present, as well as ACOA. A Canadian Tourism Commission representative sits as an ex-officio member of the management committee.

The management committee is responsible for the administration and management of the agreement, the allocation of annual budgets on a per-market basis, the approval of annual program work plans and budgets, and the evaluation of program activities. It oversees the work of a marketing committee, develops and oversees a communications policy, and provides program interpretation and dispute resolution.

Planning Highlights:
Each year (including 2011-2012) the marketing committee researches and prepares fully integrated consumer advertising, as well as travel trade and media relations marketing strategies, all for the management committee’s approval. These strategies will be implemented by program managers who report directly to the marketing committee.

Federal Partner: Atlantic Canada Opportunities Agency
($ millions)
Federal Partner Program Activity Name of Program for Federal Partner Total Allocation (from Start to End Date) Planned Spending for
2011–12
Community Development Atlantic Investment Partnership II Tourism $9,975,000 $3,325,000

Expected Results, by program:
$63.33 million in export revenues in each year of the partnership
$190 million in export revenues over the life of the partnership


Total Allocation For All Federal Partners (from Start to End Date) Total Planned Spending for All Federal Partners for 2011–12
$9,975,000 $3,325,000

Results to be achieved by non–federal partners:
$10 in tourism revenue for every $1 invested in marketing.

Contact information:
Rob McCloskey
Director General, Tourism Atlantic
Atlantic Canada Opportunities Agency
P.O. Box 40
Charlottetown, Prince Edward Island
C1A 7K2
Telephone: 902-626-2479
E-mail: Rob.McCloskey@acoa-apeca.gc.ca



Internal Audits and Evaluations Over Three Fiscal Years

(2011-2012, 2012-2013, 2013-2014)


Name of Internal Audit Internal Audit Type Status Expected Completion Date
2011-2012
Financial Management Control – Monitoring in Program Delivery Assurance Planned 2011-2012
Policy and Programs – Quality of Analysis Assurance Planned 2011-2012
Due Diligence – Atlantic Innovation Fund Assurance In progress 2011-2012
Financial Management Control – Non-Commercial Projects Assurance Planned 2011-2012
Governance – Corporate Business Planning Assurance Planned 2011-2012
Governance – Organizational Alignment and Accountability Assurance Planned 2011-2012
Financial Management Control – Compliance with the Financial Administration Act in Operations Assurance Planned 2011-2012
Governance – Effectiveness of Project Management Assurance Planned 2011-2012
Financial Management Control – Stewardship of Receivables Assurance Planned 2011-2012
Portfolio Coordination – External Portfolio Management Assurance Planned 2011-2012
Financial Management Control – Adequacy of Financial Reporting Assurance Planned 2011-2012
2012-2013
People Management – Performance and Productivity Assurance Planned 2012-2013
People Management – Occupational Health and Safety Assurance Planned 2012-2013
People Management – Diversity Assurance Planned 2012-2013
Citizen-Focused Service – Communications and Marketing Assurance Planned 2012-2013
Citizen-Focused Service – Meeting Service Standards Assurance Planned 2012-2013
Change Planning – Learning and Change Management Assurance Planned 2012-2013
Governance – Stewardship in Procurement Assurance Planned 2012-2013
Security Program – Adequacy of Security and Business Continuity Management Assurance Planned 2012-2013

Electronic Link to Internal Audit Plan:

The electronic link to the internal audit plan is not available at this time. The annual audit planning process is completed during the fourth quarter and the updated audit plan for 2011-2014 will be available following the President’s approval.

All upcoming Evaluations over the next three fiscal years


Name of Evaluation Program Activity Status Expected Completion Date
2011-2012
Business Skills Development Evaluation - Horizontal evaluation linked to both Enterprise Development and Community Development
- Components of the Business Development Program
Ongoing April 2011
Policy, Advocacy and Coordination Evaluation  - Policy, Advocacy and Coordination

- Components of the Business Development Program
Ongoing June 2011
Service Delivery Model Efficiency and Economy Evaluation - Internal Services Planned TBD
Repayable Contribution Management Evaluation - Internal Services Planned TBD
2012-2013
Evaluation of the Community Investment Program Sub-activity - Community Development
- Components of the Business Development Program and the Innovative Communities Fund
Planned TBD
Evaluation of the Community-based Business Development Program Sub-activity  - Components of the Business Development Program and the Community Futures Program Planned TBD
Evaluation of the Community Mobilization Program Sub-activity - Community Development
- Components of the Business Development Program
Planned TBD
2013-2014
Evaluation of the Innovation Program Sub-activity - Enterprise Development
- Components of the Business Development Program, the Atlantic Innovation Fund and the Productivity and Business Skills Initiative
Planned TBD
Evaluation of the Financing Continuum Program Sub-activity - Enterprise Development
- Components of the Business Development Program
Planned TBD



Sources of Non-Respendable Revenue


($ millions)
  Forecast
Revenue
2010–11
Planned
Revenue
2011–12
Planned
Revenue
2012–13
Planned
Revenue
2013–14
 Program Activity: Enterprise Development
Repayable contributions 47 45  45 45
All other 2 2  2 2
Total 49 47  47 47