ARCHIVED - Atlantic Canada Opportunities Agency - Supplementary Tables

Name of Transfer Payment Program:  Atlantic Innovation Fund (AIF) – Voted

Start date:  May 10, 2001

End date:  Ongoing

Fiscal Year for Terms & Conditions:  2009-10

Strategic Outcome:  A competitive Atlantic Canadian economy

Program Activity:  Enterprise Development

Description:  The AIF focuses on research and development (R&D) projects in the areas of natural and applied sciences, social sciences, humanities, arts and culture, where these are explicitly linked to the development and commercialization of technology-based products, processes or services.

Contributions to not-for-profit organizations are non-repayable. Contributions to for-profit businesses to fund R&D projects that involve the commercialization of a product, process, technology or service are repayable, either conditionally or unconditionally.

Expected results:  Key expected results are listed below.

• increase activity in and build capacity for innovation and R&D, which leads to technologies, products, processes or services that contribute to economic growth in Atlantic Canada (measured by indicators such as the dollar amount invested in AIF R&D projects);
• increase the capacity for commercialization of R&D outputs (measured by indicators such as the dollar amount invested in commercialization projects and revenues resulting from commercialization);
• 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 (measured by indicators such as the number of partnerships for technology development and commercialization created); and
• maximize benefits from national R&D programs (measured by calculating funds invested in AIF projects by other national programs).

	($ millions)
	Forecast Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14	Planned Spending 2014-15
Total Contributions	54.3	59.9	59.6	59.9

Fiscal Year of Last Completed Evaluation:  2009-10

Decision following the Results of Last Evaluation (Continuation, Amendment, Termination, Pending, or N/A):  Continuation

Fiscal Year of Planned Completion of Next Evaluation:  2013-14

General Targeted Recipient Group:  Eligible recipients include commercial and non-commercial entities such as (but not limited to) private-sector firms, business associations, research institutions, universities, colleges, and other post-secondary educational institutions. Federal departments (including federal research laboratories and institutes) and provincial government departments are not eligible recipients.

Initiatives to Engage Applicants and Recipients:  It is part of the AIF process to engage potential applicants via technical sessions outlining the AIF program requirements and frequently asked questions. ACOA engages proponents and recipients on a regular basis, either one-on-one or via industry associations.

Name of Transfer Payment Program:  Business Development Program (BDP) – Voted

Start date:  July 25, 1995

End date:  Ongoing

Fiscal Year for Terms & Conditions:  2010-11

Strategic Outcome:  A competitive Atlantic Canadian economy

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

Description:  Through the 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. The Agency also works with communities to develop and diversify local economies, and champions 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;
• provide for dynamic and sustainable communities in Atlantic Canada; and
• provide for policies and programs that strengthen the Atlantic economy.

Contributions to not-for-profit organizations are generally non-repayable, but are conditionally repayable if a project results in what would normally be considered a commercial activity.

In general, contributions to for-profit businesses are repayable, either conditionally or unconditionally. Under some of the BDP’s elements, non-repayable contributions to for-profit businesses may be permitted.

Expected results:  Key expected results under the three program activities are outlined below.

Enterprise Development – Improve growth and competitiveness of Atlantic SMEs through:

• strengthened Atlantic Canadian innovation and commercialization capacity (measured by indicators such as the amount leveraged per dollar invested by ACOA in innovation projects);
• enhanced Atlantic Canadian SMEs productivity and growth capacity (measured by indicators such as the percentage of participants in business skills building activities indicating that the activity improved their business skills);
• increased export activity by SMEs in Atlantic Canada (measured by indicators such as the export sales of ACOA-assisted firms versus that of comparable firms); and
• expanded foreign direct investment opportunities in Atlantic Canada (measured by indicators such as the number of foreign direct investment transactions completed where ACOA’s human or financial support contributed to bring the project to fruition).

Community Development – Provide for dynamic and sustainable communities for Atlantic Canada through:

• improved community capacity to identify economic development needs and opportunities (measured by indicators such as the presence of regionally based strategic plans, updated and current); and
• improved capacity to address economic and business development needs and opportunities (measured by indicators such as the amount leveraged per dollar invested by ACOA’s Community Investment projects).

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

• well-informed policy decisions reflecting opportunities and challenges within 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).

Enterprise Development	($ millions)
	Forecast Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14	Planned Spending 2014-15
Total Grants	0.0	1.0	1.0	1.0
Total Contributions	89.7	87.9	88.7	88.7
Total	89.7	88.9	89.7	89.7

Community Development	($ millions)
	Forecast Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14	Planned Spending 2014-15
Total Grants	0.3	1.0	1.0	1.0
Total Contributions	32.8	16.5	12.7	12.7
Total	33.1	17.5	13.7	13.7

Policy, Advocacy and Coordination	($ millions)
	Forecast Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14	Planned Spending 2014-15
Total Contributions	0.3	0.5	0.5	0.5

Total Transfer Payments	123.1	106.9	103.9	103.9

Fiscal Year of Last Completed Evaluation:  2010-11

Decision following the Results of Last Evaluation (Continuation, Amendment, Termination, Pending, or N/A):  Continuation

Fiscal Year of Planned Completion of Next Evaluation:  2015-16

General Targeted Recipient Group:  Eligible commercial recipients include individuals, sole proprietorships, partnerships, co-operatives, corporate bodies, or Crown corporations that carry out (or are about to carry out) for-profit activities in Atlantic Canada. This does not include a government or individual municipality.

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

Initiatives to Engage Applicants and Recipients:  ACOA’s Transfer Payment Programs (including the BDP) are designed, delivered and managed in such a way that they remain citizen- and client-focused, relevant to the applicants’ and recipients’ needs, and achieve the expected results for which they are designed. Engaging key stakeholders in discussions for the creation or the review of ACOA’s programming is part of the Agency’s operations. To ensure the ongoing relevance of programming, the Agency solicits feedback from clients and stakeholders on an ongoing basis, whether through information sharing or consultations and collaborations.

In ensuring that the BDP’s elements (business establishment and expansion, innovation, skills development and trade activities) are designed for continuous improvement to support expected outcomes, ACOA will continue to engage the following stakeholders:

• the business sector;
• community-based economic development organizations and volunteer groups;
• universities and colleges;
• research institutes; and
• other levels of government, and First Nations communities.

Additionally, BDP information is continuously shared with applicants and recipients through ACOA’s website and outreach events in communities across Atlantic Canada.

In 2010-11, the Agency consulted its applicants and clients through a satisfaction survey. The survey provided information to the Agency on the importance of various service features and on priorities for improvement. Action will be undertaken to address the priorities for improvement with regard to the BDP.

Name of Transfer Payment Program:  Community Futures (CF) – Voted

Start date:  May 18, 1995

End date:  Ongoing

Fiscal Year for Terms & Conditions:  2009-10

Strategic Outcome:  A competitive Atlantic Canadian economy

Program Activity:  Community Development

Description:  The CF program’s purpose is to help communities develop and implement local solutions to local problems. It provides non-repayable contributions to CF organizations (CFOs), also known in Atlantic Canada as Community Business Development Corporations (CBDCs). The CBDCs collaborate with partners and stakeholders to assess their situation and develop strategies to meet their needs. They provide financial and technical support to social and small and medium-sized enterprises (SMEs) in rural areas. CBDCs manage over 6,700 loans to rural businesses, totalling over $223 million in investments. Since April 1, 2011, the CBDCs have modernized their suite of loans products with offerings that now include products for Youth, First-Time Entrepreneur, General Business, Innovation and Social Enterprise. More information on services provided through the CBDCs can be found on ACOA’s website.

Expected results:  The ultimate outcomes under the CF program are listed below.

• Economic stability, growth and job creation (measured by employment growth variance within CFO regions)
• Diversified and competitive local rural economies (measured by the percentage of businesses funded by industry and the percentage of employed persons working in various industry sectors)
• Economically sustainable communities (measured by the survival rate variance of rural businesses)

	($ millions)
	Forecast Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14	Planned Spending 2014-15
Total Contributions	12.4	12.6	12.6	12.6

Fiscal Year of Last Completed Evaluation:  2009-10

Decision following the Results of Last Evaluation (Continuation, Amendment, Termination, Pending, or N/A):  Continuation

Fiscal Year of Planned Completion of Next Evaluation:  2014-15

General Targeted Recipient Group:  Eligible recipients under the CF program are CFOs (being legally incorporated non-profit organizations authorized by the minister responsible for the CF program to constitute a community for participation under the CF program), as well as any special-purpose, provincial, regional or national association of CFOs. This includes incorporated non-profit entities approved by the minister responsible for the CF program to pool investment resources of existing CFOs.

Initiatives to Engage Applicants and Recipients:  The Agency will continue to engage with and align its support to the CBDC network as part of the implementation of the Community Futures of Tomorrow (CFoT) concept. This will maximize all resources available, including the funds provided by the CF program. To this end, a CFoT Oversight Committee was established to oversee the implementation of the CFoT model. With a view to maintaining the long-term viability of the CF program, the committee acts as a governance body by ensuring that the model’s objectives are being managed collaboratively among individual CBDCs, the Atlantic Association of CBDCs, and ACOA. As part of ACOA’s due diligence processes and its accountability to Parliament, the Agency has a responsibility to ensure that appropriate governance practices are in place with respect to organizations to which it provides operational support. ACOA will be leading a collaborative process with the CBDC network to establish a common governance framework and the establishment of appropriate minimum standards. Governance improvements will centre around the following priority areas: 1) strengthened conflict-of-interest provisions so they apply to both employees and volunteer board members; 2) appropriate measures to ensure adequate board rotation; 3) transparency and open processes for board appointments; and 4) composition of CBDC boards that include representation from local economic stakeholders.

ACOA will continue to work with the other federal regional development agencies, the Community Futures Network of Canada (CFNC) and the Atlantic CBDCs to increase integrity, consistency and the collection of performance results and will implement the CF program performance measurement strategy. In collaboration with other federal government departments responsible for the management of the program, ACOA will present the initial performance results in 2012-13 and will continue to engage the CFNC in refining the collection and use of performance information needed by all stakeholders, including the CBDCs.

Name of Transfer Payment Program:  Innovative Communities Fund (ICF) – Voted

Start date:  April 1, 2005

End date:  Ongoing

Fiscal Year for Terms & Conditions:  2009-10

Strategic Outcome:  A competitive Atlantic Canadian economy

Program Activity:  Community Development

Description:  The ICF is designed to make non-repayable contributions to strategic projects that build the economies of Atlantic Canada's communities. The ICF focuses on investments that lead to long-term employment and economic capacity building in rural communities. Urban initiatives that stimulate the competitiveness and vitality of rural communities may also be considered on a selective basis. The ICF was originally a five-year program that started on April 1, 2005, and Budget 2010 confirmed the Government of Canada’s ongoing support for the ICF.

The program has two distinct components: Strategic Community Capacity is designed to support non-commercial and non-profit strategic initiatives that target the economic development needs of rural communities, and Proactive Investments is intended to stimulate transformative change. The latter component supports the proactive identification and implementation of strategic opportunities with local partners.

Expected results:  The ICF focuses on investments that lead to long-term employment and economic capacity building in rural communities. Key expected results under three of ACOA’s program sub-activities are:

• Community Mobilization – improved community capacity to identify economic development needs and opportunities (measured by the presence of current regionally-based strategic plans and the number of partners involved in planning);
• Community Investment – improved capacity to address economic and business development needs and opportunities (measured by the dollars leveraged on investments and the number of collaborators on projects); and
• Community-based Business Development – Atlantic Canadian businesses have access to capital, business information and counselling (measured by the dollars leveraged on investment by other sources).

	($ millions)
	Forecast Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14	Planned Spending 2014-15
Total Contributions	35.8	45.0	42.0	40.0

Fiscal Year of Last Completed Evaluation:  2009-10

Decision following the Results of Last Evaluation (Continuation, Amendment, Termination, Pending, or N/A):  Continuation

Fiscal Year of Planned Completion of Next Evaluation:  2014-15

General Targeted Recipient Group:  Eligible recipients for the ICF include non-commercial or not-for-profit organizations such as those listed below.

• local development associations
• municipalities and their agencies
• business or technology institutes
• industry/sector associations
• economic development associations
• local co-operatives
• universities
• educational institutions

Federal and provincial government departments are not eligible.

Initiatives to Engage Applicants and Recipients:  Clients have a strong understanding of ICF benefits and ACOA works proactively with partners to identify strategic community projects. Every ACOA regional office works toward higher impact investments – either through an investment strategy document or by collaborating with their provincial government on priority sectors or by undertaking policy research to identify the prominent sectors in their region.

In 2010-11, the Agency consulted its applicants and clients through a satisfaction survey. The survey provided information to the Agency on the importance of various service features and on priorities for improvement. Action will be undertaken to address the priorities for improvement with regard to the ICF.

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.		Yes (by March 31, 2012)
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	33%
	FY 2013-14	100%

Strategies / Comments

1. Implementation strategies: An implementation plan is being developed for the disposal of the Agency’s surplus EEE and is on track to be completed by March 31, 2012. The plan will be fully implemented at all locations by March 31, 2014. 
2. Scope: During 2012-13, ACOA will implement the EEE disposal plan in 33% of departmental locations. 
3. Definition of Location: For the purposes of EEE disposal, the locations are defined as the Agency’s regional offices (located in each of the four Atlantic provinces), the office in the National Capital Region, and the head office in Moncton. Total locations: 6. 
4. In addition, the Agency will develop a tracking tool to report on the quantity of surplus EEE generated. 

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 configurations 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 configurations 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 configurations allow.	FY 2011-12	5:1
	FY 2012-13	8:1
	FY 2013-14	Not applicable

Strategies / Comments

1. Implementation Strategies: During 2012-13, ACOA will implement the printing device 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 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/stand-alone and multifunctional devices in order to arrive at the total number of printing 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 data from an executive dashboard - number of office employees = 577.¹
6. Key Consideration: Anticipated fluctuations in total number of office employees may necessitate the recalibration of the method used to calculate the ratio. Further analysis will be conducted in 2012-13 and the numbers may be adjusted accordingly in future years. 

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 FY 2009-10
Cumulative reduction (or increase) in paper consumption, expressed as a percentage, relative to baseline year selected.	FY 2011-12	5% (4,593 sheets)
	FY 2012-13	10% (4,351 sheets)
	FY 2013-14	20% (3,868 sheets)

Strategies / Comments

1. Baseline year: 2009-10 
2. Scope: Includes all paper types (multi-use paper for office-related operations within the Agency [i.e. 8.5x11, 8.5x14, and 11x17 stock]). 
3. 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 data from an executive dashboard: number of office employees = 577.²
4. Method used for determining paper consumption: Regional offices were asked to report to head office their actual purchases of paper. Head office then aggregated paper purchases from the regional and head offices to determine the overall count. 
5. Implementation Strategies: In 2012-13, ACOA will implement a strategy to reduce internal paper consumption per office employee to 20% less than the baseline year (2009-10) by March 31, 2014. 
6. Key Consideration: Anticipated fluctuations in total number of office employees may necessitate the recalibration of the method used to calculate the ratio. Further analysis will be conducted in 2012-13 and numbers may be adjusted accordingly in future years. 

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.	Yes (by March 31, 2012)

Strategies / Comments

1. A green meeting guide is being developed and is on track to be implemented by March 31, 2012. 
2. 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. 

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 (2010-11).	678
Progress against measure in the given fiscal year.	40% (407)

Strategies / Comments

1. ACOA has ensured that this target meets SMART target requirements.
   (i.e. Specific, Measurable, Achievable, Relevant and Time-bound)  
2. Implementation Strategies: In 2012-13, ACOA will work with telephone service providers to maintain a 40% reduction in the number of printed telephone books relative to the baseline year of 2010-11. 
3. Method of counting number of phone books: Telephone service provider to provide number of copies sent to Agency in the given year. 

As of 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 in the baseline year (2010-11)	83%
Progress against measure in the given fiscal year.	83%

Strategies / Comments

1. ACOA has ensured that this target meets SMART target requirements.
   (i.e. Specific, Measurable, Achievable, Relevant and Time-bound) 
2. Definition of Environmentally Preferred: Models purchased through Public Works and Government Services Canada’s Green Standing Offer. 
3. During 2012-13, 83% of IT hardware purchases will continue to be environmentally preferred models. 

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 (2009-10)	336
Progress against measure in the given fiscal year.	20% (202)

Strategies / Comments

1. ACOA has ensured that this target meets SMART target requirements.
   (i.e. Specific, Measurable, Achievable, Relevant and Time-bound) 
2. During 2012-13 ACOA will reduce the number of printed agendas ordered by a further 10%, achieving a cumulative reduction of 20% relative to the baseline year of 2009-10. By March 31, 2014, ACOA will achieve a 25% reduction against the baseline year of 2009-10. 
3. 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 commonly available as part of e-mail programs will have an impact on the amount of paper that is consumed. 
4. Method for determining number of booklets ordered: Each regional office was asked to provide the total number of printed agenda booklets in the baseline year of 2009-10. ACOA’s head office then aggregated the number of printed agenda booklets from all regions and head office to determine the overall count. This will be compared to the total number ordered in future years. 

Training for Select Employees.

By March 31, 2014, all designated employees and acquisition card holders 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 card holders who have green procurement training (Baseline 2010-11)	28%
Percentage of designated employees who have completed green procurement training (Baseline 2011-12)	N/A (not required until March 31, 2012)
Percentage of acquisition card holders who have completed green procurement training at the end of the given fiscal year.	100%
Percentage of designated employees who have successfully completed green procurement training by the end of the given fiscal year.	90%

Strategies / Comments

1. ACOA has ensured that this target meets SMART target requirements.
   (i.e. Specific, Measurable, Achievable, Relevant and Time-bound) 
2. Scope:
   Select Employees: In addition to acquisition card holders, 90% of designated employees will have completed green procurement training.
   Recognized training course: For acquisition card holders, this will be achieved by means of an online course offered through the Government of Canada’s training website. 
3. Scope of target for acquisition card holders: All new cardholders will be required to take the course before receiving a card. 

Exclusions may include positions that are vacant.

Employee performance evaluations for managers and functional heads of procurement and materiel management.

As of March 31, 2012, all identified managers and functional heads 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 (2011-12)	N/A (not required until March 31, 2012)
Progress against measure in the given fiscal year.	90%

Strategies / Comments

1. ACOA has ensured that this target meets SMART target requirements.
   (i.e. Specific, Measurable, Achievable, Relevant and Time-bound) 
2. In 2012-13 and subsequent years, ACOA will ensure that identified positions have environmental consideration clauses incorporated into their performance evaluations. 

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 (2011-12)		N/A (not required until March 31, 2012)
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	1
	FY 2013-14	3

Strategies / Comments

1. ACOA has ensured that this target meets SMART target requirements.
   (i.e. Specific, Measurable, Achievable, Relevant and Time-bound) 
2. In fiscal year 2012-13, ACOA will implement environmental considerations in at least one management process and control, and will implement three by March 31, 2014. 

Name of Horizontal Initiative: International Business Development Agreement (IBDA)

Name of Lead Department: Atlantic Canada Opportunities Agency (ACOA)

Lead Department Program Activity: Enterprise Development (program sub-activity: International Business Development)

Start Date of the Horizontal Initiative: April 1, 2011

End Date of the Horizontal Initiative: March 31, 2016

Total Federal Funding Allocation (start to end date): $7,000,000

Description of the Horizontal Initiative (including funding agreement): In May 1994, ACOA entered into an agreement (the Canada/Atlantic Provinces Agreement on International Business Development, also known as the 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 five times (in 1997, 2000, 2005, 2010 and 2011) for a total investment of $34 million. 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.

The IBDA supports ACOA’s International Business Development (IBD) program sub-activity by coordinating efforts of federal, provincial and private-sector organizations in pursuing international business opportunities. This aligns well with Canada’s Global Commerce Strategy, which aims to strengthen the country’s position in international markets, and reinforces Canada’s image internationally as a preferred business partner and premier investment destination.

More information can be found on the IBDA website.

Shared Outcomes: The primary shared outcomes for the IBDA partners since the agreement’s inception are listed below.

• Increased number of new exporters
• Existing exporters reporting sales to new markets
• Existing exporters reporting increased sales to existing markets

Since 1994, the Agency and its partners have administered over 255 projects involving over 5,000 Atlantic Canadian companies. The IBDA has helped 198 companies to begin exporting, 459 exporters to increase their export sales, and 333 exporters to expand into new markets. In addition to the above outcomes, this new extension will:

• assist exporters in targeting emerging markets such as Brazil, India and China;
• support universities and research establishments to expand their revenues from international commercialization;
• support clients to source new technologies or processes;
• support foreign direct investment; and
• 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 of each partner, is responsible for planning and managing the agreement’s programs and the evaluation of projects.

Partners include:

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, Business and Rural Development
• Prince Edward Island Department of Innovation and Advanced Learning

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

• 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;
• develop longer term strategies and implementation plans for international business development and undertake research on companies’ needs and best practices;
• assist sectors and companies by obtaining market intelligence and contacts, identifying international market opportunities and applying this knowledge to trade development activities; and
• undertake business activities that support sector export development strategies and contribute to contacts, alliances and ultimately sales for both existing and new exporters.

The agreement is administered by a management committee made up of all seven partners: ACOA, Foreign Affairs and International Trade Canada, Industry Canada and the four Atlantic Provinces. The committee’s responsibilities include approving all projects, establishing procedures and guidelines, monitoring the budget, and reporting results to the appropriate government levels. A secretariat, housed at ACOA’s head office, oversees day-to-day operations.

Funding is sourced from ACOA’s Business Development Program (70%) and the provincial governments (30%), with New Brunswick providing 11%; Nova Scotia, 11%; Newfoundland and Labrador, 5%; and Prince Edward Island, 3%.

Federal Partner: ACOA (lead department)

Federal Partner Program Activity (PA)	Names of Programs for Federal Partner	($ millions)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Enterprise Development	Business Development Program – International Business Development Agreement	7.0	1.4

Expected Results, by Program: In April 2011, the IBDA adopted the results indicators listed below.

• Number of projects undertaken
• Value of contributions or funding extended

Outputs include:

• 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
• Percentage of clients satisfied with matchmaking services
• Number of clients who participated in ACOA-assisted international events
• Percentage of clients satisfied with participation in international events
• Volume (average range) of sales reported
• Number of foreign direct investment opportunities identified (FDI leads)

Outcomes include:

• 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 Investments Abroad (CDIA)

Federal Partner: Foreign Affairs and International Trade Canada

Federal Partner Program Activity (PA)	Names of Programs for Federal Partner	($ millions)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
International Commerce	N/A	0	0

Expected Results, by Program: Same as ACOA

Federal Partner: Industry Canada

Federal Partner Program Activity (PA)	Names of Programs for Federal Partner	($ millions)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
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 2012-13
$7,000,000	$1,400,000

Results to be Achieved by Non-federal Partners: Same as ACOA

Contact Information:
Michel Têtu
Director General, International Business Development
Atlantic Canada Opportunities Agency
P.O. Box 6051
Moncton, New Brunswick
E1C 9J8
Tel: 506-851-6496
Email: Michel.Tetu@acoa-apeca.gc.ca

Name of Horizontal Initiative: Atlantic Canada Tourism Partnership (ACTP)

Name of Lead Department: Atlantic Canada Opportunities Agency (ACOA)

Lead Department Program Activity: Community Development

Start Date of the Horizontal Initiative: April 2012 (tentative)

End Date of the Horizontal Initiative: March 31, 2015

Total Federal Funding Allocation (start to end date): Approval is pending.

Description of the Horizontal Initiative (including funding agreement): In 1994, ACOA entered into a three-year international tourism marketing agreement (the Atlantic Canada Tourism Partnership) with 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. The agreement was renewed in 1997, 2000, 2003, 2006 and 2009 for consecutive three-year terms.

The ACTP is dedicated to promoting Atlantic Canada as a leading vacation destination in priority markets in the mid-Atlantic and New England regions of the United States and in the United Kingdom. It enables the four Atlantic provinces to penetrate markets that are inaccessible individually; generates marketing economies and efficiencies at the consumer, travel trade and media-relations levels; and creates significant opportunities for regional tourism synergies.

Since its inception, the ACTP’s international marketing efforts have generated more than $654 million in export revenues for tourism SMEs in Atlantic Canada. Its efficiencies are demonstrated by a return-on-investment of almost $15 for every $1 invested in marketing.

The 2012-15 ACTP is a $19.95-million agreement that supports:

• fully-integrated consumer, trade and media relations marketing strategies 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.

Funding of the partnership is shared as follows: ACOA $9,975,000 (50%), Provinces $6,585,000 (33%) and industry $3,390,000 (17%).

Additional information can be found on the ACTP website.

Shared Outcomes: ACTP directly supports the Federal Tourism Strategy’s strategic priority of “increasing awareness of Canada as a premier tourist destination” and ACOA’s Growth Strategy for Tourism. It exemplifies the strategic outcomes for ACOA's priority of increasing revenues, profits, investments and wages. The ACTP’s outcomes aim to:

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

Governance Structure: The activities of the ACTP are managed by a ten-person management committee, consisting of the ACOA vice-president responsible for tourism, 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). Management committee decisions are made by consensus. Six members constitute a quorum, provided that all four provinces are represented, with both government and industry present, and ACOA.

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.

At the national level, the Canadian Tourism Commission (CTC) is the lead organization in marketing Canada to the world. Collaborations with the CTC in markets of common interest advance the competitiveness and economic benefits derived from tourism, both regionally and nationally. To achieve greater coherence supporting Canada’s Federal Tourism Strategy and the long-term growth and competitiveness of Canada’s tourism industry, a senior representative from the CTC sits ex-officio on the management committee.

Planning Highlights: The 2012-15 ACTP maintains an international focus by continuing to pursue priority markets in the mid-Atlantic and New England regions of the United States and in the United Kingdom. Each year the marketing committee researches and prepares fully integrated consumer advertising, as well as travel trade and media relations strategies, all for the management committee’s approval. These strategies are implemented by program managers who report directly to the marketing committee.

In the U.S., the ACTP will expand its efforts by building on and enhancing the brand equity of provincial and industry partners in priority lifestyle markets in the mid-Atlantic and New England regions. Overseas, a regional Atlantic Canada brand will be delivered into developmental markets in the U.K.

Marketing budgets will be expended against fully integrated marketing activities in targeted U.S. and U.K. markets. This may include special events in concert with traditional and non-traditional consumer, trade, media relations and digital marketing strategies (e.g. social media, pay-per-click). In order to maximize efficiencies, the ACTP’s marketing activities in all market segments use tactics common to all four Atlantic provinces. All advertising and promotional materials include a mechanism that provides prospective travellers with access to information on all four provinces as a means of promoting the tourism products and experiences available throughout Atlantic Canada.

Federal Partner: Atlantic Canada Opportunities Agency

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	($ millions)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Community Development	Atlantic Investment Partnership II Tourism	9.975	3.325

Expected Results, by Program: The 2012-15 ACTP is expected to generate $10 in incremental economic activity for every $1 invested in marketing. The ACTP’s marketing activities are expected to generate $41.67 million in export revenues in each year of the partnership. The three-year revenue target is $125.01 million in incremental revenues for small and medium-sized tourism enterprises in Atlantic Canada.

Total Allocation For All Federal Partners (from Start to End Date)	Total Planned Spending for All Federal Partners for 2012-13
$9,975,000	$3,325,000

Results to be Achieved by Non-federal Partners: Tourism revenue of $10 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
Email: Rob.Mccloskey@acoa-apeca.gc.ca