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Supplementary Information (Tables)
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:
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
Community Development
Objective: Provide for dynamic and sustainable communities for Atlantic Canada
Policy, Advocacy and Coordination
Objective: Provide for policies and programs that strengthen the Atlantic economy
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:
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).
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:
In the long term, expected results are:
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:
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.
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.
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.
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
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
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
Performance Measure | RPP | DPR |
---|---|---|
Target Status | ||
Presence of a green meeting guide. | No |
Strategies / Comments
8.10 As of April 1, 2011, each department will establish at least 3 SMART green procurement targets to reduce environmental impacts.
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
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
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
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.
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
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
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
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:
In addition to the above outcomes, the new extension will seek to
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)
Provincial governments (30% funding)
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
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:
Outputs
Outcomes
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 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:
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 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
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.
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 |
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 |