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Supplementary Information (Tables)
Program Activity | 2008-09 Actual ($ millions) |
2009-10 Actual ($ millions) |
2010-11 ($ millions) | |
---|---|---|---|---|
Planned Revenue |
Actual | |||
Enterprise Development | ||||
Repayable Contributions | 54.0 | 47.4 | 48.0 | 52.0 |
All Other | 10.5 | 13.3 | 2.0 | 9.5 |
Total Non-Respendable Revenue | 64.5 | 60.7 | 50.0 | 61.5 |
User Fee: Fees for processing access requests made under the Access to Information Act
Fee Type: Other Products and Services
Fee-setting Authority: Access to Information Regulations
Date Last Modified: 1992
Performance Standards: Response is to be provided within 30 days of the receipt of the request. Pursuant to section 9 of the Act, the response time may be extended and notice of an extension is to be provided within 30 days of receipt of the request. Further details on the Access to Information Act can be found on the Department of Justice website.
Performance Results: The 30-day standard was met 90% of the time. The overall response standard (including extensions) was met 52% of the time. The delays beyond the standard were due to the third-party notification process and outside the control of the Agency.
2010-11 ($ thousands) | Planning Years ($ thousands) | ||||
---|---|---|---|---|---|
Forecast Revenue | Actual Revenue | Full Cost | Fiscal Year | Forecast Revenue | Estimated Full Cost |
0.1 | 0.1 | 316.9 | 2011-12 | 0.1 | 316.9 |
2012-13 | 0.1 | 316.9 | |||
2013-14 | 0.1 | 316.9 |
Other Information: ACOA’s practice is to collect only the application fee and to waive other applicable fees, in the public interest.
External Fee | Service Standard | Performance Results | Stakeholder Consultation |
---|---|---|---|
Fees charged for processing access requests filed under the Access to Information Act | Response is to be provided within 30 days of receipt of the request. Pursuant to section 9 of the Act, the response time may be extended and notice of an extension is to be provided within 30 days of receipt of the request. Further details on the Access to Information Act can be found on the Department of Justice website |
The 30-day standard was met 90% of the time. The overall response standard (including extensions) was met 52% of the time. The delays beyond the standard were due to the third-party notification process and outside the control of the Agency. | The service standard is established by the Act and the Access to Information Regulations. Consultations with stakeholders were undertaken by the Department of Justice and the Treasury Board of Canada Secretariat regarding amendments made in 1986 and 1993. |
Other Information: ACOA’s practice is to collect only the application fee and to waive other applicable fees, in the public interest.
Name of Transfer Payment Program: Atlantic Innovation Fund – Voted
Start Date: May 10, 2001
End Date: Ongoing
Description:
The Atlantic Innovation Fund (AIF) focuses on increasing research and development linked to economic growth and commercialization objectives in areas that are of strategic importance to the region, in particular, the growth of strategic sectors/clusters. The AIF emphasizes building Atlantic Canada’s system of innovation, including components that bridge the gap between research
institutions and the marketplace. It encourages synergies among the various components of this system through partnerships, alliances and networks. Furthermore, the AIF supports research and development projects that focus on the areas of natural sciences, applied sciences, and social sciences and humanities, where these are linked explicitly to the development of technology-based products,
processes or services or their commercialization, thereby strengthening the region’s system of innovation. More information on the AIF can be found on ACOA's website.
Strategic Outcome: A competitive Atlantic Canadian economy
Results Achieved:
ACOA focuses on accelerating the development of the knowledge-based economy and on facilitating transition within traditional industries. The Agency uses the AIF to increase the region’s capacity to carry out leading-edge research and development and to contribute to the development of new technology-based economic activity in Atlantic Canada. In 2010-11, there were 27 projects approved
under the AIF, accounting for over $69 million in ACOA assistance toward projects valued at $116.4 million.
The AIF facilitates the development of strategic sectors characterized by regional clusters of firms. Twenty-one of 27 approved projects in 2010-11, accounting for $49.3 million in AIF funding, augmented development of the IT, life sciences-biotechnology, and oil and gas-oceans technology clusters, and complement the National Research Council’s Atlantic Cluster initiative.
ACOA encourages prospective stakeholders, including universities, colleges, research organizations and private-sector firms, to take an active role in seeking opportunities for partnerships/collaboration. In 2010-11, there were 77 meaningful partnerships stemming from AIF-funded projects.
Furthermore, ACOA continued to support Springboard Atlantic Inc., which combines the research and commercialization strengths of its 19 university and college members to create a pan-Atlantic network. Springboard Atlantic Inc. supports the commercialization of Atlantic Canadian research through the transfer of knowledge and technology to the private sector. This network has been instrumental in facilitating public-private partnerships nationally, internationally and throughout Atlantic Canada.
2008-09 Actual Spending |
2009-10 Actual Spending |
2010-11 Planned Spending |
2010-11 Total Authorities |
2010-11 Actual Spending |
Variance | |
---|---|---|---|---|---|---|
Total Contributions | 58.1 | 57.6 | 38.1 | 57.1 | 55.7 | (17.6) |
Comment on Variance:
Planned spending for 2010-11 was affected by the timing of the approval of ongoing funding for AIF of $19 million (which was approved only on August 3, 2010 – TB #835763). It was excluded from the Main Estimates and, therefore, was not part of the planned spending reported in the 2010-11 Report on Plans and Priorities.
Audit Completed or Planned:
Evaluation Completed or Planned:
Following the introduction of the Program Activity Architecture (PAA), the Agency began to conduct evaluations at the program sub-activity level starting in fiscal year 2009-10. In addition to direct program spending, program sub-activity evaluations include the assessment of transfer payment programs. The next planned evaluation of the Innovation program sub-activity (which includes the AIF)
is 2013-14.
Name of Transfer Payment Program: Business Development Program – Voted
Start Date: July 25, 1995
End Date: Ongoing
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.
Strategic Outcome: A competitive Atlantic Canadian economy
Results Achieved:
During 2010-11, to improve productivity and preserve long-term employment prospects, the BDP invested in 27 projects to establish new businesses, 146 projects to help companies expand and/or modernize their facilities, and 64 innovation projects. This program continues to focus on innovation, skills development and trade activities to enhance the business environment in Atlantic Canada. The
program serves to fill gaps in the financing continuum for SMEs and entrepreneurs in Atlantic Canada.
The BDP also invested more than $25 million in community development projects in 2010-11. These projects improved community capacity to identify economic development needs and opportunities, ensured that Atlantic Canada businesses had access to capital as well as business information and counselling, and improved community capacity to address economic and business development needs and opportunities. More information on the BDP can be found on ACOA's website.
2008-09 Actual Spending |
2009-10 Actual Spending |
2010-11 Planned Spending |
2010-11 Total Authorities |
2010-11 Actual Spending |
Variance | |
---|---|---|---|---|---|---|
Total Grants | 0.2 | 0.1 | 0.1 | 1.0 | 0.2 | (0.1) |
Total Contributions | 99.9 | 105.7 | 87.5 | 92.9 | 108.6 | (21.1) |
Total Program Activity | 100.1 | 105.8 | 87.6 | 93.9 | 108.8 | (21.2) |
2008-09 Actual Spending |
2009-10 Actual Spending |
2010-11 Planned Spending |
2010-11 Total Authorities |
2010-11 Actual Spending |
Variance | |
---|---|---|---|---|---|---|
Total Grants | 0.5 | 0.3 | 0.1 | 1.0 | 0.4 | (0.3) |
Total Contributions | 23.3 | 42.3 | 28.5 | 23.9 | 39.6 | (11.1) |
Total Program Activity | 23.8 | 42.6 | 28.6 | 24.9 | 40.0 | (11.4) |
2008-09 Actual Spending |
2009-10 Actual Spending |
2010-11 Planned Spending |
2010-11 Total Authorities |
2010-11 Actual Spending |
Variance | |
---|---|---|---|---|---|---|
Total Grants | 0.0 | 0.0 | 0.0 | 0.0 | 0.1 | (0.1) |
Total Contributions | 0.6 | 0.7 | 0.5 | 0.5 | 0.6 | (0.1) |
Total Program Activity | 0.6 | 0.7 | 0.5 | 0.5 | 0.7 | (0.2) |
Total for TPP | 124.5 | 149.1 | 116.7 | 119.9 | 149.5 | (32.8) |
Comments on Variances:
An additional $32.8 million was made available for the BDP during the year due to an increased demand for programming. This provided funding to SMEs facing challenges during the current economic downturn and for the funding of initiatives in communities.
Audit Completed or Planned:
Evaluation Completed or Planned:
Following the introduction of the Program Activity Architecture (PAA), the Agency began to conduct evaluations at the program sub-activity level starting in fiscal year 2009-10. In addition to direct program spending, program sub-activity evaluations include the assessment of transfer payment programs. Evaluations completed or in progress related to the Business Development Program
include:
Name of Transfer Payment Program: Community Futures Program – Voted
Start Date: May 18, 1995
End Date: Ongoing (renewed on an ongoing basis as of October 2011)
Description:
The Community Futures (CF) Program supports community economic development and builds the capacity of communities to realize their full sustainable potential. The program provides financial support to CF organizations (i.e. Community Business Development Corporations in Atlantic Canada), enabling them, in collaboration with other partners and stakeholders, to assess their respective situation
and develop strategies to meet their needs. The CF Program also provides support to small and medium-sized enterprises and social enterprises for undertaking appropriate community economic development initiatives.
Strategic Outcome: A competitive Atlantic Canadian economy
Results Achieved:
In 2010-11, Community Business Development Corporations (CBDCs) continued to achieve sustainable solutions for their economic need by approving 1,121 loans that represent an investment of $52.5 million and 954 new jobs in rural communities in the Atlantic region. The CBDCs also provided 7,844 counselling sessions to clients throughout the region. The Agency provides other support by using
various funding programs to respond to the need for building community economic development capacity and identifying opportunities, which includes regional strategic planning.
2008-09 Actual Spending |
2009-10 Actual Spending |
2010-11 Planned Spending |
2010-11 Total Authorities |
2010-11 Actual Spending |
Variance | |
---|---|---|---|---|---|---|
Total Contributions | 12.4 | 13.0 | 11.0 | 12.6 | 12.9 | (1.9) |
Comment on Variance:
The variance between planned spending and actual spending occurred because the incremental funding for the CF Treasury Board Submission was approved in September 2010, which affected the normal budgeting cycle. Additional funding was subsequently received.
Audit Completed or Planned:
Evaluation Completed or Planned:
Following the introduction of the Program Activity Architecture (PAA), the Agency began to conduct evaluations at the program sub-activity level starting in fiscal year 2009-10. In addition to direct program spending, program sub-activity evaluations include the assessment of transfer payment programs. The next planned evaluation of the Community-based Business Development program
sub-activity (which includes the Community Futures Program) is 2012-13. This evaluation is expected to be completed before June 2014.
Name of Transfer Payment Program: Innovative Communities Fund – Voted
Start Date: April 1, 2005
End Date: Ongoing (renewed as an ongoing program in March 2010)
Description:
The program is designed to support strategic initiatives that respond to the economic development needs of communities through non-repayable contributions. To effectively address the wide range of challenges and opportunities of regions, communities and sectors, the Innovative Communities Fund (ICF) takes a comprehensive approach to working with communities at various stages along the
economic development continuum while ensuring sustainable economic outcomes.
The ICF has three distinct components. The first component, Strategic Community Capacity (SC), is designed to support non-commercial, non-profit strategic initiatives that target the economic development needs of rural communities. The second, Proactive Investments (PI), is intended to stimulate transformative change. This component supports proactive identification and implementation of strategic opportunities with local partners. The third component, the Community Adjustment Fund (CAF), was a two-year funding initiative ending March 31, 2011, that was part of Canada’s Economic Action Plan (CEAP). CAF was put in place by the Government of Canada to provide economic stimulus to mitigate the short-term impacts of the economic downturn; it created employment opportunities and addressed transitional and adjustment challenges in restructuring communities. In Atlantic Canada, ACOA delivered CAF using its existing Innovative Communities Fund (ICF) and Business Development Program.
Strategic Outcome: A competitive Atlantic Canadian economy
Results Achieved:
During fiscal year 2010-11, 159 projects were approved under the ICF, of which 142 were funded under the SC component, 17 under the PI component. Another 20 projects were funded under the CAF component. The 159 projects approved under the original ICF (SC and PI components) had total project costs of $119.4 million, with an ACOA contribution of $45.5 million and dollars leveraged amounting to
$73.9 million. The 20 CAF projects had total project costs of $8.1 million, with an ACOA contribution of $3.8 million and dollars leveraged amounting to $4.3 million.
In 2010-11, ACOA continued to work in partnership with communities and stakeholders in strategic investments that focused on infrastructure, capacity building at the community level, and business-sector development. Strategic investments reflect economic development plans and priorities that are elaborated and implemented by communities. The ICF exceeded its annual target for partnership, with a total of 495 collaborators for 308 approved projects.
2008-09 Actual Spending |
2009-10 Actual Spending |
2010-11 Planned Spending |
2010-11 Total Authorities |
2010-11 Actual Spending |
Variance | |
---|---|---|---|---|---|---|
Total Contributions | 48.9 | 73.4 | 87.8 | 92.8 | 72.8 | 15.0 |
Comment on Variance:
The variance can be explained by the timing of the program’s renewal and ACOA’s focus on the delivery of initiatives under Canada’s Economic Action Plan, such as the Community Adjustment Fund and Recreational Infrastructure Canada program.
Audit Completed or Planned:
Evaluation Completed or Planned:
Following the introduction of the Program Activity Architecture (PAA), the Agency began to conduct evaluations at the program sub-activity level starting in fiscal year 2009-10. In addition to direct program spending, program sub-activity evaluations include the assessment of transfer payment programs. The next planned evaluation of the Community Investment program sub-activity (which
includes the ICF) is 2012-13.
Name of Transfer Payment Program: Recreational Infrastructure Canada – Voted
Start Date: April 1, 2009
End Date: October 31, 2011
Description:
The Recreational Infrastructure Canada (RInC) program provided $500 million nationally for projects to assist in the rehabilitation of recreational facilities across Canada. The initial end date for the RInC program was March 31, 2011. An extension to the program was announced on December 2, 2010, with a new end date of October 31, 2011.
Through RInC, the Government of Canada committed to support upgrades and repairs of existing recreational assets, including new construction that adds to or replaces existing recreational infrastructure assets or capacity. The program was designed to provide a timely, targeted stimulus to the economy and to help mitigate the impacts of the global economic recession by increasing the total volume of construction activity related to recreational infrastructure. Through the rehabilitation of recreational infrastructure, this program also encouraged participation in physical activity and community building.
Strategic Outcome: A competitive Atlantic Canadian economy
Results Achieved: ACOA has fully committed its RInC allocation by investing $34.2 million in 230 approved projects across Atlantic Canada. During fiscal year 2010-11, seven projects were approved under RInC, with total projects costs of $1.6 million and dollars leveraged amounting to $1.2 million. Since the beginning of the RInC program, 188 projects were successfully completed by March 31, 2011, and 49 were proposed to be extended to October 31, 2011.
2008-09 Actual Spending |
2009-10 Actual Spending |
2010-11 Planned Spending |
2010-11 Total Authorities |
2010-11 Actual Spending |
Variance | |
---|---|---|---|---|---|---|
Total Contributions | 0.0 | 11.3 | 22.4 | 24.0 | 19.4 | 3.0 |
Comment on Variance:
The discrepancy is due to a number of factors, many of which were beyond ACOA’s control, including severe weather conditions and consequent delays to construction schedules. Forty-nine projects were proposed for an extension to October 31, 2011, as per the conditions announced by the Prime Minister in December 2010.
Audit Completed or Planned:
Evaluation Completed or Planned:
Not applicable. There is no evaluation planned for this transfer payment program.
Name of Transfer Payment Program: Saint John Shipyard Adjustment Initiative – Voted
Start Date: May 29, 2003
End Date: May 31, 2011
Description:
The initiative aims to address the economic impact of the lack of manufacturing activities at the site of the former Saint John shipbuilding yard in the province of New Brunswick.
Strategic Outcome: A competitive Atlantic Canadian economy
Results Achieved:
On June 16, 2010, the Minister of ACOA agreed to make changes to the Saint John Shipyard Adjustment Initiative (SJSAI). These modifications allowed for the extension of the project approval date to May 31, 2011, and for project contract payments to be made beyond this date.
On March 4, 2011, the Minister approved a $6.1-million project for Atlantic Wallboard Limited Partnership to install natural gypsum rock crushing equipment at its plant in Saint John. A total of $3 million was committed for the 2010-11 fiscal year, in addition to $3.1 million that will flow in 2011-12.
2008-09 Actual Spending |
2009-10 Actual Spending |
2010-11 Planned Spending |
2010-11 Total Authorities |
2010-11 Actual Spending |
Variance | |
---|---|---|---|---|---|---|
Total Contributions | 0.0 | 0.0 | 10.0 | 10.0 | 3.0 | 7.0 |
Comment on Variance:
The client did not proceed with the project, which was expected to flow $10 million during fiscal 2010-11. A replacement project was not approved until late in the year, and only $3 million of the approved project funds were expended during the year. The balance of this project and the remaining initiative funds are expected to flow during 2011-12, with two projects currently under
review.
Audit Completed or Planned: None
Evaluation Completed or Planned:
Not applicable. There is no evaluation planned for this transfer payment program.
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:
April 1, 2009
End Date:
March 31, 2012
Total Federal Funding Allocation (from start date to end date):
$9,975,000
Description of the Horizontal Initiative (including funding agreement):
The ACTP is a nine-member, pan-Atlantic marketing consortium comprising ACOA, 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 ACTP is dedicated to promoting Atlantic Canada as a leading vacation destination in key American, European and Pacific
markets.
The 2009-12 ACTP is a $19.95-million agreement that supports:
Additional information can be found on the ACTP website.
A memorandum of understanding for the renewal of the ACTP was signed on April 1, 2009. This initiative directly supports the Agency’s strategic outcome.
Shared Outcomes:
The goal of the ACTP exemplifies the Agency’s priority to increase revenues, profits, investments and wages. It aims to:
The 2009-12 ACTP is expected to generate $10 in incremental economic activity for every $1 invested in marketing. The three-year revenue target (2009-10 through 2011-12) 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:
Decisions taken by this management committee require a consensus of members. Six members constitute a quorum, provided all four provinces are represented by both government and industry present, as well as ACOA. A representative of the Canadian Tourism Commission sits as an ex officio member of the management committee.
The management committee is responsible for the administration and management of the agreement, allocation of annual budgets on a per-market basis, approval of the program’s annual work plans and budgets, and evaluations of its activities. It oversees the work of a marketing committee, develops and oversees a communications policy, and provides program interpretation and dispute resolution.
Performance Highlights:
During fiscal year 2010-11, the ACTP generated $45.3 million in export revenues for small and medium-sized tourism enterprises in Atlantic Canada. With a return on investment (ROI) of $10.86 for every $1.00 invested in marketing, the partnership surpassed its ROI target of 10 to 1. The ACTP also generated $2.7 million in media buying efficiencies and leveraged $456,072 from its joint
marketing agreement with tour operators based in the United States and the United Kingdom.
Federal Partner | Federal Partner Program Activity | Name of Program for Federal Partner | Total Allocation (from Start to End Date) | 2010-11 ($ millions) | |||
---|---|---|---|---|---|---|---|
Planned Spending | Actual Spending | Expected Results | Results Achieved | ||||
ACOA | Community Development | Atlantic Canada Tourism Partnership | $9.975 million | 3.325 | 3.591 | Export revenues: 55.2 | 45.3 |
Comments on Variances:
Spending - The variance in planned spending is due to reduced advertising expenditures of $0.266 million in fiscal year 2009-10 following a cautious approach to the ACTP’s developmental markets in the mid-Atlantic region of the United States. This amount was reallocated to fiscal year 2010-11, increasing ACOA’s investment from $3.325 million to $3.591 million.
Results - The variance of $9.9 million less revenues generated by the ACTP in 2010-11 was the result of reduced advertising expenditures, a weak U.S. economy and the ACTP’s new focus on development markets in the mid-Atlantic region of the United States.
Results to be achieved by non-federal partners:
The ACTP enables industry and the four Atlantic provincial governments to pool their resources in order to increase their visibility in priority markets; in most cases, this exposure would not be accessible to them individually. The ACTP facilitates the following: relationship building and a collaborative partnership with the Canadian Tourism Commission; joint marketing partnerships with tour
wholesalers/operators; marketing efficiencies (e.g. media buys, media relations); research efficiencies that support marketing strategies and tactics; familiarization tours that provide travel writers and tour operators with first-hand information on (and exposure to) the region’s tourism assets; and support to Atlantic Canada Showcase, a venue that allows small and medium-sized
enterprises in the tourism industry to interact with tour wholesalers and tour operators.
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 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: Trade)
Start Date:
April 1, 2005
End Date:
March 31, 2011
Total Federal Funding Allocation (from start date to end date):
$8.4 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) 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.” 1 With an initial launch in 1994, the agreement was extended in 1997, 2000, 2005 and 2010, for a total investment of $25 million over the course of 17 years. Funding is cost-shared 70-30 between the federal and provincial governments.
In April 2011, ACOA renewed the agreement with its partners for another five years (2011-16) with a budget of $10 million ($7 million ACOA, $3 million provinces). The commitment to this IBDA, with the increased funding allocation, attests to both the agreement’s positive results and its significance for the future of the region’s international business development.
More information can be found on the IBDA website.
Shared Outcomes:
The shared outcomes for the IBDA partners support ACOA’s Trade program sub-activity and are (1) increased number of new exporters, (2) existing exporters reporting sales to new markets, and (3) existing exporters reporting increased sales to existing markets.
Between 2005 and 2010, the Agency and its partners administered over 90 projects. Clients surveyed to date have reported the following results: 23 companies started exporting; 135 exporters increased sales in existing markets; and 107 exporters expanded into new markets.
Governance Structure:
ACOA is the lead organization for this initiative and houses the secretariat responsible for administering the agreement. A management committee comprised of a representative from each of the partners is responsible for the planning and management of the agreement’s strategic elements and the evaluation of projects.
Partners
Federal government (70% funding)
Provincial governments (30% funding)
Performance Highlights:
During 2010-11, the Agency and its partners approved 16 projects. The coordination of the projects on a pan-Atlantic basis provided an opportunity to streamline the funding and application approach and to simplify the administration of the projects by consolidating all the services in one office and creating a central point of control. A client survey demonstrates that 2 companies began
exporting, 28 exporters increased their exporter sales in existing markets, and 26 exporters expanded into new markets.
Federal Partner | Federal Partner Program Activity | Name of Program for Federal Partner | Total Allocation (from Start to End Date) | 2010-11 ($ millions) | |||
---|---|---|---|---|---|---|---|
Planned Spending | Actual Spending | Expected Results | Results Achieved | ||||
ACOA | Enterprise Development | International Business Development Agreement | $8.4 million | 1.4 | 0.6 | New exporters: 8 | 2 |
Existing exporters reporting sales to new markets: 20 | 26 | ||||||
Companies reporting increased sales to existing markets: 30 | 28 |
Comments on Variances:
Spending - In addition to not having received the number of proposals projected, claims for eight projects, valued at $400,000, were not paid before April 1, 2011.
Results - Proposals received over the reporting period were mostly from existing exporters rather than non-exporters.
Results to be achieved by non-federal partners:
Same as federal partners.
Contact information:
Michel Têtu
Director General, Trade and Investment
Atlantic Canada Opportunities Agency
P.O. Box 6051
Moncton, New Brunswick
E1C 9J8
Telephone: 506-851-6496
E-mail: Michel.Tetu@acoa-apeca.gc.ca
[1] Canada-Atlantic Provinces Agreement on International Business Development (April 1, 2005).
Activity | Target as % (as reported in 2010–11 RPP) | Actual Results as % | Description/Comments |
---|---|---|---|
Training for Procurement and Materiel Management Staff | 75% | 73% | Significant turnover in staff has occurred since the establishment of these targets. New employees are in the process of completing the required training. ACOA undertook an exercise to widen the scope of the training by identifying positions with responsibility for procurement. These positions fall into the category of functional specialists, and the employees will attend mandatory training related to green procurement practices. |
Training for Acquisition Cardholders | 75% | 88% | 88% of new acquisition cardholders completed the training course and provided their proof of completion before receiving their acquisition credit cards. All existing cardholders will be required to complete the training before their expired cards are replaced. |
Performance Evaluations | 100% | 100% | All functional specialists have an objective included in their employee performance assessment to ensure that environmental considerations are taken into account when undertaking procurement activities. |
Procurement Processes and Controls | Contracting documents and internal acquisition credit-card policies were reviewed and updated to integrate environmental considerations into procurement activities and mandatory training requirements for all cardholders. The Agency continues to review procurement processes and controls to ensure that policies are updated so as to reflect the latest information on green procurement practices and to include it in all aspects of the decision-making process. |
Good/Service | Target as % (as reported in 2010–11 RPP) | Actual Results as % | Description/Comments |
---|---|---|---|
Printers | 95% | 100% | 100% of printers purchased and photocopiers leased were acquired through Standing Offer Agreements. |
Photocopiers | 100% | 100% | All photocopiers were leased through green consolidated procurement instruments. |
Consumable/Asset | Target as % Reduction or # per FTE | Actual Results as % Reduction or # per FTE | Description/Comments |
---|---|---|---|
Printers | To decrease ACOA’s existing ratio (one printer per five employees in 2008-09), wherever operationally applicable. | A 7% reduction was achieved. A method of counting FTEs and printers is being developed to ensure consistent and accurate reporting in future. |
A review exercise of printers and photocopiers (including scanners and fax machines) resulted in the reduction of 14 printers and the adoption of multifunctional devices. This will increase efficiencies in energy consumption, in physical assets and in financial savings. |
Responses to Parliamentary Committees |
---|
The Atlantic Canada Opportunities Agency (ACOA) appeared before three Parliamentary committees in 2010-11. On April 14, 2010, Mr. Robert Smith, Director General, Community Development, and Mr. Kent Estabrooks, Director General, Finance and Administration, appeared before the Senate Standing Committee on National Finance. ACOA was one of five regional development agencies to appear before the committee to discuss funding appropriation under the Main Estimates. The regional development agencies specifically discussed the administration of the Community Futures Program within their respective region of Canada. Mr. Smith and Mr. Estabrooks provided the members with an understanding of how the program is administered in Atlantic Canada and explained the role played by Community Business Development Corporations in delivering funding under this program. On March 2, 2011, Mr. Andrew Noseworthy, Senior Advisor (Energy), appeared before the Senate Standing Committee on Energy, the Environment and Natural Resources. Mr. Noseworthy provided the members with an understanding of how ACOA is structured and its role in supporting economic development in Atlantic Canada. He explained ACOA’s role as a facilitator in the Atlantic Energy Gateway and the Atlantic Canada Energy Office. In response to a member’s question, Mr. Noseworthy discussed the Atlantic Innovation Fund and gave examples of projects that have received funding under this program. On March 10, 2011, Mr. Kent Estabrooks, Acting Vice-President, Finance and Corporate Services, and Mr. Peter Hogan, Acting Vice-President, Nova Scotia, appeared before the Senate Standing Committee on Industry, Science and Technology. ACOA, Industry Canada and the Federal Economic Development Agency for Southern Ontario were present at this meeting to provide clarification and to answer questions related to Supplementary Estimates (C). Mr. Estabrooks outlined that the Agency is continuing to focus on finding internal efficiencies to function within its budgetary envelope without affecting program delivery. Mr. Hogan outlined how ACOA collaborates with the Atlantic provincial governments and local organizations to foster economic development. He also explained that the Agency’s priorities continue to focus on innovation, productivity, community development and trade. Mr. Estabrooks noted the stringent due diligence process used by the Agency to evaluate all project proposals. No recommendations were received from committees during the 2010-11 fiscal year. |
Responses to the Auditor General (including to the Commissioner of the Environment and Sustainable Development) |
The October 2010 report of the Office of the Auditor General's (OAG) first audit of Canada’s Economic Action Plan (CEAP) included initiatives delivered by ACOA (i.e. the Community Adjustment Fund and Recreational Infrastructure Canada program). While the audit resulted in a number of recommendations relating to timeliness, compliance
with eligibility and legal requirements, assessing and responding to risks, and reporting to Parliament, ACOA was not specifically mentioned in any of these recommendations; therefore, ACOA was not required to provide a response. The complete report is available on the Office of the Auditor General
website. The OAG’s second audit of the CEAP, including the Community Adjustment Fund delivered by ACOA, is in progress at the national level. The report, which will focus on how stimulus money was spent, is to be tabled in the fall of 2011. |
External Audits: (Note: These refer to other external audits conducted by the Public Service Commission of Canada or the Office of the Commissioner of Official Languages.) |
Public Service Commission of Canada (PSC) Audit The PSC undertook an audit of the staffing function in November 2009, with the final report released in the fall of 2010 and available on the PSC website. A management action plan was developed and includes the implementation of a monitoring framework for staffing, with increased emphasis on defining roles and responsibilities in the staffing function, as well as efforts in providing training and an increased focus on non-advertised staffing processes. The monitoring framework for staffing, which specifically includes measures to report findings to senior management, was approved in March 2011 and will be implemented in 2011-12. Office of the Commissioner of Official Languages (OCOL) – in progress The Agency is one of several departments participating in a report card exercise being conducted by the OCOL. The exercise began in November 2010 and the results will be included in the OCOL’s 2010-11 annual report, to be published in the fall of 2011. ACOA was selected to participate in this report card exercise because of the important role it plays with respect to Part VII of the Official Languages Act, particularly in the area of grants and contributions. The Agency expects the results will be positive as it continues its commitment to serve clients in the official language of their choice and to enhance the vitality of the official languages minority communities. These objectives remain a priority for the Agency. Canadian Human Rights Commission (CHRC) – in progress In February 2011, the CHRC indicated that it would conduct an audit of its employment equity policies and practices, as well as assess the extent of compliance with relevant acts and regulations. Results will be available in the fall of 2011. With the completion of the self-identification campaign for Agency employees and the renewal of its employment equity action plan in March 2011, the Agency is well-positioned to meet most of the requirements of this audit. |
Name of Internal Audit | Internal Audit Type | Status | Completion Date |
---|---|---|---|
Follow-up on the 2006-2007 Audit of Community Development | Community investment | Completed | November 2010 |
Management of Information Technology Security Compliance 1 | Information management | Completed | January 2011 |
Follow-up on the 2006-2007 Audit of the Business Development Program | Transfer payment | Completed | February 2011 |
Due Diligence in the Business Development Program 2 | Transfer payment | Completed | February 2011 |
Classification 3 | Human resources | Completed | March 2011 |
Advance Management 4 | Transfer payment | Completed | March 2011 |
Corporate Risk Management | Risk management | Completed | March 2011 |
Post-Payment Verification 5 | Transfer payment | Completed | July 2011 |
Due Diligence in the Delivery of the Economic Action Plan (RInC and CAF) 6 | Transfer payment | Completed | July 2011 |
Values and Ethics Practices 7 | Organizational governance | Completed | July 2011 |
Due Diligence in the Atlantic Investment Fund | Transfer payment | In Progress | December 2011 |
Audit of Information Management Control Framework (Horizontal Audit) 8 | Information technology | In Progress | March 2012 |
[1] This engagement was added after the closing of the last planning and priorities cycle.
[2] This audit was originally planned for completion in 2011-12 and was titled: "Non-Commercial Projects."
[3] Formerly called "Employment and Workplace Practices and Labour Relations."
[4] This engagement was added after the closing of the last plans and priorities cycle.
[5] This engagement was added after the closing of the last plans and priorities cycle.
[6] This engagement was added after the closing of the last plans and priorities cycle.
[7] Formerly called "Agency-wide Integrity and Ethics."
[8] This horizontal audit replaces two information technology audits formerly planned for completion in 2010-11: "Leadership and Accountability for Organizational Outcomes" and "Integration into Organizational Governance." The planned audit was replaced by a horizontal audit occurring in the same time
frame.
Name of Evaluation | Program Activity | Status | Completion Date |
---|---|---|---|
Financing Continuum Program Sub-Activity | Enterprise Development | Completed | September 2010 |
Trade and Investment Program Sub-Activity | Enterprise Development | Completed | September 2010 |
Entrepreneurship and Business Skills Development Program Sub-Activity | Enterprise Development | Completed | September 2010 |
Business Skills Development | Enterprise Development/ Community Development | Completed | June 2011 |
Policy, Advocacy and Coordination | Policy Advocacy and Coordination | In Progress | October 2011 |