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Atlantic Canada Opportunities Agencies
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Section III – Supplementary Information
Organizational Information
Organizational Structure
More information on people in charge and the organizational structure of ACOA may be found at http://www.acoa-apeca.gc.ca/e/about/people.shtml.
Accountability
The Minister of the Atlantic Canada Opportunities Agency is responsible for the policies and programs designed to encourage economic development in Atlantic Canada and, particularly, to enhance the growth of earned incomes and employment opportunities. The Minister is also responsible for the Enterprise Cape Breton Corporation (ECBC).
The President of ACOA is located in Moncton, New Brunswick. The President is also the Chair of the Atlantic Canada Opportunities Board, President and CEO of ECBC, and Chair of ECBC's Board of Directors.
While ECBC and ACOA have a close working relationship, ECBC is a separate entity. It is a Crown corporation that reports separately to Parliament.
Atlantic Canada Opportunities Board
Members of the Atlantic Canada Opportunities Board provide direction and support through expert advice to the President and Minister on a broad spectrum of Agency strategy and policy matters. This board includes the President of ACOA as Chair, and seven other members who are successful entrepreneurs, business professionals and community leaders from each of the four Atlantic provinces. The Governor in Council appoints board members on the recommendation of the Minister.
Agency Organization
Twenty years ago, ACOA's mandate and organizational structure were determined following consultations with Atlantic Canadians across the region. The establishment of a federal organization charged with regional economic development in Atlantic Canada was announced on June 6, 1987. The Agency has 36 regional and field offices in cities and towns across the four Atlantic provinces. Consequently, ACOA's funding and policy decisions are made by and for Atlantic Canadians.
The President of ACOA is responsible for the administration of the Agency's operations and its employees. Located in Moncton, New Brunswick, ACOA's head office is home to the President's Office, as well as the branches responsible for Policy and Programs, Finance and Corporate Services, Human Resources, Communications and Legal Services.
The Executive Vice-President is based in the Agency's head office and assists the President in the management of the Agency's operations and in the fulfillment of activities and responsibilities assigned to deputy heads.
The Senior Vice-President has corporate responsibility for program areas and policies, as well as delivery of the pan-Atlantic projects and initiatives. Regional vice-presidents located in each provincial capital are responsible for the delivery of ACOA programs. Based in Sydney, Nova Scotia, the Vice-President of ECBC is responsible for delivering ACOA's programs on Cape Breton Island. Through its Ottawa office, ACOA ensures that Atlantic Canada's interests are reflected in both the policies and programs developed by other departments and agencies of the federal government. This office, which reports to the Senior Vice-President, also works to ensure Atlantic Canadians are aware of and able to take advantage of the opportunities to provide services and products to the Government of Canada.
Key Responsibilities
- Senior Vice-President
- Policy and programs
- Regional level co-ordination of priorities and programs
- Delivery of pan-Atlantic agreements
- Advocacy and procurement
- Co-ordination of federal-provincial relations
- Vice-President, Finance and Corporate Services
- Finance and Administration
- Corporate Secretariat
- Corporate Planning and Performance Management
- Chief Information Office Directorate
- Ministerial Liaison Office
- Audit (administrative relationship)
- Vice-presidents working in each of the Atlantic provinces
- Federal-provincial development strategy
- Delivery of services and programs at provincial and local levels
- Liaison with provinces, business community and other stakeholders
- Tourism Atlantic (Vice-President, Prince Edward Island)
Agency links to the Government of Canada's outcome areas
|
Strategic Outcome
|
Budgetary |
Total Main Estimates |
Adjustments (Planned Spending not in the Main Estimates) |
Total Planned Spending |
|
|
Operating |
Grants and Contributions |
||||
|
Competitive and sustainable Atlantic enterprises, with emphasis on those of small and medium size |
|
|
|
|
|
|
53.0 |
152.8 |
205.8 |
2.8 |
208.6 |
|
Dynamic and sustainable communities for Atlantic Canada |
|
|
|
|
|
|
20.9 |
79.9 |
100.8 |
0.1 |
100.9 |
|
0.3 |
40.2 |
40.5 |
0.0 |
40.5 |
|
1.6 |
3.5 |
5.1 |
0.0 |
5.1 |
|
Policies and programs that strengthen the Atlantic economy |
|
|
|
|
|
|
4.9 |
2.8 |
7.7 |
0.0 |
7.7 |
|
4.1 |
0.0 |
4.1 |
0.0 |
4.1 |
|
2.3 |
0.0 |
2.3 |
0.0 |
2.3 |
|
Total |
87.1 |
279.2 |
366.3 |
2.9 |
369.2 |
All program activities contribute to the achievement of the Government of Canada's "Strong Economic Growth" outcome area.
Tables and Templates
Table 1: Agency Planned Spending and Full-time Equivalents
|
($ millions) |
Forecast Spending 2006-2007 |
Planned Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
|
Fostering the development of institutions and enterprises, with emphasis on those of small and medium size |
281.0 |
205.8 |
214.9 |
211.5 |
|
Access to business information |
2.8 |
0.0 |
0.0 |
0.0 |
|
Fostering the economic development of Atlantic communities |
42.8 |
100.8 |
95.8 |
95.7 |
|
Special adjustment measures |
24.5 |
40.5 |
0.0 |
0.0 |
|
Infrastructure programming |
13.9 |
5.1 |
1.0 |
1.0 |
|
Policy |
11.0 |
7.7 |
7.5 |
7.4 |
|
Advocacy |
4.1 |
4.1 |
4.1 |
4.1 |
|
Co-ordination |
1.8 |
2.3 |
2.3 |
2.3 |
|
Total Main Estimates |
381.7 |
366.3 |
325.6 |
322.0 |
|
Adjustments: |
|
|
|
|
|
Procurement savings |
(0.7) |
0.0 |
0.0 |
0.0 |
|
Spending restraint |
(0.7) |
0.0 |
0.0 |
0.0 |
|
Collective bargaining agreements |
0.5 |
0.0 |
0.0 |
0.0 |
|
Canada Business Service Centres |
0.0 |
2.6 |
2.6 |
0.0 |
|
Internal audit |
0.3 |
0.3 |
0.0 |
0.0 |
|
Supplementary Estimates |
|
|
|
|
|
Funding for projects that improve the quality of the environment and contribute to the national goals of clean air and water (Infrastructure Canada Program) |
7.0 |
0.0 |
0.0 |
0.0 |
|
Operating budget carry forward |
3.9 |
0.0 |
0.0 |
0.0 |
|
Transfer from Treasury Board Secretariat – to provide more effective, responsive and integrated development and delivery of federal programs and services in regions through Federal Regional Councils |
0.4 |
0.0 |
0.0 |
0.0 |
|
Transfer from Office of Infrastructure Canada – for the Canada Strategic Infrastructure Fund relating to investments in public infrastructure projects designed to improve the quality of life in both urban and rural communities |
0.1 |
0.0 |
0.0 |
0.0 |
|
Transfer to Transport Canada – to provide financial support to maintain the Saint John / Digby ferry service |
(1.0) |
0.0 |
0.0 |
0.0 |
|
Total Adjustments |
9.8 |
2.9 |
2.6 |
0.0 |
|
Total Planned Spending |
391.5 |
369.2 |
328.2 |
322.0 |
|
Less: Non-respendable revenue |
58.0 |
57.0 |
57.0 |
57.0 |
|
Plus: Cost of services received without charge |
6.2 |
6.6 |
6.6 |
6.6 |
|
Total Agency Spending |
339.7 |
318.8 |
277.8 |
271.6 |
|
Full-time Equivalents |
713 |
757 |
757 |
725 |
Forecast Spending 2006-2007
- The Agency's total authorities are $391.5 million, consisting of Main Estimates of $381.7 million, augmented by: $9.0 million through Supplementary Estimates and $0.8 million approved by Treasury Board due to settlements under collective bargaining agreements and incremental funding for internal audit.
- Adjustments of $9.0 million through Supplementary Estimates included $7 million in funding for projects under the Infrastructure Canada Program, $3.9 million under the operating budget carry forward, $0.4 million in additional support for Federal Regional Councils, $0.1 million for the Canada Strategic Infrastructure Fund, minus a transfer of $1 million to Transport Canada for the Saint John / Digby ferry service and offsets totalling $1.4 million related to procurement savings and reduction in the size of the ministry (as the Minister of ACOA is also the Minister of Foreign Affairs and International Trade Canada).
Planned Spending 2007-2008
Planned spending in 2007-2008 decreases by $22.3 million from 2006-2007, of which
- $17.2 million is in transfer payments:
- a reduction of $17.8 million in requirements through the winding down of the Infrastructure Canada Program (replaced by the Municipal Rural Infrastructure Fund with funding and expenditures reported by Infrastructure Canada),
- a reduction of $6.3 million from the government-wide Expenditure Review Committee;
- an increase of $5.7 million due to adjustments in collections from repayable contributions; and
- an increase of $1.2 million arising from other minor programming adjustments.
- $5.1 million is in operating expenditures:
- a reduction of $0.7 million from the government-wide Expenditure Review Committee;
- a reduction of $0.2 million in the cost of employee benefit plans;
- a reduction of $3.9 million in costs of operations funded through the operating budget carry forward; and
- other adjustments of $0.3 million.
The change in FTEs from 2006-2007 to 2007-2008 is primarily due to the conversion of contracted resources.
Planned Spending 2008-2009
Planned spending in 2008-2009 decreases by $41.0 million from 2007-2008, primarily due to the sunsetting of $40.5 million in requirements for the Saint John Shipyard Adjustment Initiative.
Planned Spending 2009-2010
Planned spending in 2009-2010 decreases by $6.2 million from 2008-2009, due to:
- a reduction of $3.9 million from funds made available for programming, as a result of excess collections from repayable contributions;
- a reduction of $2.6 million and 32 FTEs from the sunsetting of funding for the Canada Business Service Centres; which is offset by
- an increase of $0.3 million from other minor adjustments.
Table 2: Voted and Statutory Items
|
Vote |
|
2007-2008 Main Estimates |
2006-2007 Main Estimates |
|
1 |
Operating expenditures |
79.1 |
82.8 |
|
5 |
Grants and contributions |
279.2 |
290.4 |
|
(S) |
Contributions to employee benefit plans |
8.0 |
8.5 |
|
|
Total |
366.3 |
381.7 |
Table 3: Services Received Without Charge
|
Accommodations, provided by Public Works and Government Services Canada |
3.2 |
|
Contributions covering the employer's share of employees' insurance premiums and expenditures paid by the Treasury Board of Canada Secretariat (excluding revolving funds) |
3.1 |
|
Salaries and associated expenditures of legal services, provided by Justice Canada |
0.3 |
|
Total |
6.6 |
Table 4: Sources of Non-respendable Revenue
|
Forecast Revenue 2006-2007 |
Planned Revenue 2007-2008 |
Planned Revenue 2008-2009 |
Planned Revenue 2009-2010 |
|
|
Fostering the development of institutions and enterprises, with emphasis on those of small and medium size |
||||
|
Repayable contributions |
56.0 |
55.0 |
55.0 |
55.0 |
|
All other |
2.0 |
2.0 |
2.0 |
2.0 |
|
Total |
58.0 |
57.0 |
57.0 |
57.0 |
More information on non-respendable revenue may be found at http://www.acoa-apeca.gc.ca/e/financial/repayable/index.shtml.
Table 5: Resource Requirements by Branch
*Includes the Minister's and President's Offices, Human Resources, Finance and Corporate Services, Legal Services, Communications, and Policy and Programs.
Budgets are allocated proportionally across provinces, but cash flow requirements for major projects will result in budget variances from year to year.
Table 6: Transfer Payments Programs
|
1) Transfer Payment Program: |
|
|
Atlantic Innovation Fund – Voted |
|
|
2) Start Date: May 10, 2001 |
3) End Date: March 31, 2011 |
|
4) Description of Transfer Payment Program: |
|
|
The Atlantic Innovation Fund (AIF) focuses on increasing research and development linked to economic development and commercialization objectives in areas that are of strategic importance to the region, particularly those that support the growth of strategic sectors/clusters. The AIF emphasizes building an Atlantic Canadian system of innovation, including components that bridge the gap between research institutions and the marketplace, and encouraging synergies among the various components of this system through partnerships, alliances and networks. The AIF also supports research and development projects that focus on the areas of natural sciences, applied sciences, as well as in social sciences, humanities, arts and culture, where these are linked explicitly to the development of technology-based products, processes or services or their commercialization, thereby strengthening the region's system of innovation. More information on the AIF can be found at http://www.acoa-apeca.gc.ca/e/financial/aif/index.shtml. |
|
|
5) Strategic Outcomes: |
|
| Competitive and sustainable Atlantic enterprise, with emphasis on those of small and medium size. | |
|
6) Expected Results: |
|
|
The AIF supports strengthened innovation and commercialization capacity in Atlantic Canada. Immediate results include the following. Support Climate
Participation
|
|
|
7) |
8) |
9) |
10) |
|
|
11) Program Activity: Fostering the development of institutions and enterprises, with emphasis on those of small and medium size |
||||
|
12) Total Grants |
0.0 |
0.0 |
0.0 |
0.0 |
|
12) Total Contributions |
61.8 |
65.0 |
68.0 |
68.0 |
|
12) Total Other Types of Transfer Payments |
0.0 |
0.0 |
0.0 |
0.0 |
|
13) Total for Program Activity |
61.8 |
65.0 |
68.0 |
68.0 |
|
14) Planned Audits and Evaluations: |
||||
|
Audit of monitoring activities during fiscal year 2009-2010. Audit of Agency grants and contributions payment system during fiscal year 2009-2010. Summative evaluation scheduled for fiscal year 2009-2010. |
||||
|
1) Transfer Payment Program: |
|||||
|
Business Development Program – Voted |
|||||
|
2) Start Date: |
3) End Date: |
||||
|
July 25, 1995 |
March 31, 2010 |
||||
|
4) Description of Transfer Payment Program: |
|||||
|
The Business Development Program (BDP) provides repayable financial assistance to small and medium-sized enterprises (SMEs) to enable them to invest in projects related to innovation, skills development and trade activities, and to support certain capital costs for establishment of new SMEs, and expansion and modernization of existing SMEs. Through its Business Support element, the BDP provides financial assistance to not-for-profit organizations, associations and institutions for activities that indirectly support economic development, entrepreneurship, tourism, trade, innovation, community economic development, and regional economic development in general. More information on the BDP can be found at http://www.acoa-apeca.gc.ca/e/financial/business.shtml. |
|||||
|
5) Strategic Outcomes: |
|||||
| Competitive and sustainable Atlantic enterprises, with emphasis on those of small and medium size. Dynamic and sustainable communities for Atlantic Canada. Policies and programs that strengthen the Atlantic economy. |
|||||
|
6) Expected Results: |
|||||
|
BDP activities support ACOA's mandate to:
|
|||||
|
7) |
8) |
9) |
10) |
||
|
11) Program Activity: Fostering the development of institutions and enterprises, with emphasis on those of small and medium size |
|||||
|
12) Total Grants |
1.0 |
1.0 |
1.0 |
1.0 |
|
|
12) Total Contributions |
|
|
|
|
|
|
– Regular programming |
89.7 |
64.0 |
72.9 |
70.0 |
|
|
– Programming under the Atlantic Investment Partnership |
18.6 |
22.8 |
19.4 |
19.0 |
|
|
12) Total Other Types of Transfer Payments |
0.0 |
0.0 |
0.0 |
0.0 |
|
|
13) Total for Program Activity |
109.3 |
87.8 |
93.3 |
90.0 |
|
|
11) Program Activity: Fostering the economic development of Atlantic communities |
||||
|
12) Total Grants |
1.0 |
1.0 |
1.0 |
1.0 |
|
12) Total Contributions |
21.0 |
24.0 |
19.0 |
19.0 |
|
12) Total Other Types of Transfer Payments |
0.0 |
0.0 |
0.0 |
0.0 |
|
13) Total for Program Activity |
22.0 |
25.0 |
20.0 |
20.0 |
|
11) Program Activity: Policy |
||||
|
12) Total Grants |
0.0 |
0.0 |
0.0 |
0.0 |
|
12) Total Contributions |
1.0 |
2.0 |
1.7 |
1.7 |
|
12) Total Other Types of Transfer Payments |
0.0 |
0.0 |
0.0 |
0.0 |
|
13) Total for Program Activity |
5.0 |
2.0 |
1.7 |
1.7 |
|
14) Planned Audits and Evaluations: |
||||
|
The following audits, planned for 2007-2008 through 2009-2010, will address the delivery of the BDP:
Summative evaluation scheduled for fiscal year 2008-2009. |
||||
|
1) Transfer Payment Program: |
|||||
|
Community Futures Program – Voted |
|||||
|
2) Start Date: |
3) End Date: |
||||
|
May 18, 1995 |
October 2, 2010 |
||||
|
4) Description of Transfer Payment Program: |
|||||
|
Provides financial and technical assistance to SMEs in rural areas, and is delivered through the 41 Community Business Development Corporations (CBDCs) across the Atlantic region. More information on these services provided through the CBDCs can be found on ACOA's website at http://www.acoa-apeca.gc.ca/e/financial/community.shtml. |
|||||
|
5) Strategic Outcomes: |
|||||
|
|||||
|
6) Expected Results: |
|||||
|
Assisting selected communities in the development of their economies and supporting the growth of small businesses, the Community Futures short-term results are:
|
|||||
|
7) |
8) |
9) |
10) |
||
|
11) Program Activity: Fostering the economic development of Atlantic communities |
|||||
|
12) Total Grants |
0.0 |
0.0 |
0.0 |
0.0 |
|
|
12) Total Contributions |
13.8 |
12.6 |
12.7 |
12.7 |
|
|
12) Total Other Types of Transfer Payments |
0.0 |
0.0 |
0.0 |
0.0 |
|
|
13) Total for Program Activity |
13.8 |
12.6 |
12.7 |
12.7 |
|
|
14) Planned Audits and Evaluations: |
|||||
|
Audit of monitoring activities scheduled for fiscal year 2009-2010. Summative evaluation scheduled for fiscal year 2007-2008. |
|||||
|
1) Transfer Payment Program: |
|||||
|
Innovative Communities Fund – Voted |
|||||
|
2) Start Date: |
3) End Date: |
||||
|
April 1, 2005 |
March 31, 2010 |
||||
|
4) Description of Transfer Payment Program: |
|||||
|
Working with communities at various stages in economic development, this program supports non-commercial/non-profit strategic initiatives that target the economic development needs of communities and stimulate economic development. The Innovative Communities Fund (ICF) invests in strategic projects that build the economies of Atlantic Canada's communities. Working in collaboration with Atlantic communities and stakeholders, the ICF builds on the strengths of communities and provides the tools needed to identify opportunities available for their sustainable economic growth. More information can be found at http://www.acoa-apeca.gc.ca/e/financial/aip/community.shtml. |
|||||
|
5) Strategic Outcomes: |
|||||
|
|||||
|
6) Expected Results: |
|||||
|
The ICF targets both developmental and long-term program outcomes. Short-term outcomes aimed at the economic development needs of rural communities, are:
In the longer term, the expected results are:
|
|||||
|
7) |
8) |
9) |
10) |
||
|
11) Program Activity: Fostering the economic development of Atlantic communities |
|||||
|
12) Total Grants |
0.0 |
0.0 |
0.0 |
0.0 |
|
|
12) Total Contributions |
35.8 |
42.3 |
42.0 |
41.7 |
|
|
12) Total Other Types of Transfer Payments |
0.0 |
0.0 |
0.0 |
0.0 |
|
|
13) Total for Program Activity |
35.8 |
42.3 |
42.0 |
41.7 |
|
|
14) Planned Audits and Evaluations: |
|||||
|
The following audits planned for 2007-2008 through 2009-2010 will address the delivery of the ICF:
|
|||||
Saint John Shipyard Adjustment Initiative
|
1) Transfer Payment Program: |
|||||
|
Saint John Shipyard Adjustment Initiative – Voted |
|||||
|
2) Start Date: |
3) End Date: |
||||
|
May 28, 2003 |
May 31, 2008 |
||||
|
4) Description of Transfer Payment Program: |
|||||
|
To ensure closure of the shipyard operations and redevelopment of the site for other economic development use. |
|||||
|
5) Strategic Outcomes: |
|||||
|
|||||
|
6) Expected Results: |
|||||
|
To respond to the lack of manufacturing activities and its economic impact on the province of New Brunswick, the Saint John Shipyard Adjustment Initiative's short-term results are:
|
|||||
|
7) |
8) |
9) |
10) |
||
|
11) Program Activity: Special Adjustment Measures |
|||||
|
12) - Total Grants |
0.0 |
0.0 |
0.0 |
0.0 |
|
|
12) - Total Contributions |
13.0 |
40.2 |
0.0 |
0.0 |
|
|
12) - Total Other Types of Transfer Payments |
0.0 |
0.0 |
0.0 |
0.0 |
|
|
13) Total for Program Activity |
13.0 |
40.2 |
0.0 |
0.0 |
|
|
14) Planned Audits and Evaluations: |
|||||
|
Summative evaluation of the Industrial Development Program scheduled for fiscal year 2007-2008. Summative evaluation of the Sustainable Resource Policy scheduled for fiscal year 2007-2008. |
|||||
Information templates have been completed regarding each transfer payment program where total transfer payments will exceed $5 million in 2007-2008.
1. Atlantic Innovation Fund
2. Business Development Program
3. Community Futures Program
4. Innovative Communities Fund
5. Saint John Shipyard Adjustment Initiative
Further information on these projects can be found at http://www.tbs-sct.gc.ca/est-pre/20072008/p3a-eng.asp.
Table 7: Horizontal Initiatives
|
1. Horizontal Initiative: |
2. Lead Department: |
||
|
Atlantic Canada Tourism Partnership |
Atlantic Canada Opportunities Agency (ACOA) |
||
|
3. Start Date: |
4. End Date: |
5. Total Federal Funding: |
|
|
April 1, 2006 |
March 31, 2009 |
$9.95 million |
|
|
6. Description: |
|||
|
Tourism offers significant opportunities for economic growth and social development in Atlantic Canada. The sector is significantly more important to the economic prosperity of Atlantic Canada than it is in other Canadian jurisdictions. Visitor spending injects $3.075 billion into the regional economy, employs over 110,000 Atlantic Canadians and represents 5.5% of the region's GDP, compared with 2.5% nationally. For the last 15 years, ACOA has worked with provincial and industry partners to maximize the economic benefits of this sector. The Atlantic Canada Tourism Partnership (ACTP) was established in 1991 to promote the entire Atlantic region as a tourism destination in targeted markets. The ACTP is a nine-member, pan-Atlantic partnership comprising ACOA, the four provincial tourism industry associations and the Atlantic provincial government departments responsible for tourism. To continue making inroads in key markets, and to continue to bolster the region's tourism industry, ACTP launched its fourth consecutive international tourism marketing initiative. This three-year project (fiscal years 2006-2007 to 2008-2009), valued at $19.95 million, supports integrated, research-driven consumer, trade and media relations campaigns to attract more visitors to Atlantic Canada from key markets in the United States, Europe and Japan. The ACTP initiatives are:
The cost-sharing for this partnership is 50% ($9.975 million) from ACOA, 30% ($5.985 million) from the Provinces, and 20% ($3.99 million) from the provincial industry associations. Contributions from ACOA and the Provinces are in the form of cash; contributions from industry associations include cash, in-kind and other cash investments in relation to partnership-related activities (e.g. trade registrations and trade partnerships). See the ACTP website at http://www.actp-ptca.ca/. |
|||
|
7. Shared Outcomes: |
|||
|
The goal of the ACTP exemplifies the strategic outcomes for ACOA's priority of increasing revenues, profits, investment and wages. The ACTP's outcomes aim to:
|
|||
|
8. Governance Structure: |
|||
|
The activities of the ACTP are managed by a management committee comprising the presidents of the four tourism industry associations, the four provincial deputy ministers responsible for tourism, and two representatives of ACOA. The management committee is responsible for the administration and management of the partnership agreement, approving work plans and budgets, program evaluation, and overseeing the work of its marketing committee. The marketing committee undertakes activities that are co-ordinated by federal, provincial and industry representatives, and is responsible for implementing ACTP initiatives. A secretariat (annual budget $300,000) oversees the day-to-day operations of the ACTP and is responsible for implementing a communications strategy, as well as annual and end-of-agreement evaluations of the partnership. |
|||
|
9. Partners involved in each program: |
|||
|
ACOA is the sole federal funding department. The ACTP partners with the Canadian Tourism Commission on international research and marketing initiatives, on an ad-hoc basis. Federal Departments/Agencies:
Provincial Governments: (30% of funding)
Private Sector Organizations: (20% of funding)
|
|||
|
10. Program Name: |
11. Total Federal Allocation: |
12. 2007-2008 Planned Spending: |
|
|
United States Marketing Program |
$8.3 million |
$2.77 million |
|
|
13. 2007-2008 Planned Results: |
|||
|
Return on Investment: measurable tourism revenues generated per partner dollar invested in integrated marketing/media campaigns |
$14 to $1 |
||
|
Number of visitor parties related to the marketing program |
30,000 |
||
|
Dollar amount of visitor spending on goods/services relate to the marketing program |
$38.78 million |
||
|
10. Program Name: |
11. Total Federal Allocation: |
12. 2007-2008 Planned Spending: |
|
|
Overseas Marketing Program |
$1.2 million |
$0.4 million |
|
|
13. 2007-2008 Planned Results: |
|||
|
Return on Investment: measurable tourism revenues generated per partner dollar invested in integrated marketing/media campaigns |
$6 to $1 |
||
|
Partnerships formed with Overseas Tour Wholesalers |
20 |
||
|
Dollar amount of visitor spending on goods/services resulting from the Overseas Tour Wholesaler partnerships |
$2.4 million |
||
|
14. Results to be Achieved by Non-federal Partners (if applicable): |
||
|
15. Contact Information: |
16. Approved by: |
17. Date Approved: |
|
Rob McCloskey, Director General, |
Rob McCloskey, Director General, |
December 20, 2006 |
|
1. Horizontal Initiative: |
2. Lead Department: |
|||||
|
International Business Development Program |
Atlantic Canada Opportunities Agency (ACOA) |
|||||
|
3. Start Date: |
4. End Date: |
5. Total Federal Funding: |
||||
|
April 11, 2005 |
March 31, 2010 |
$7.0 million |
||||
|
6. Description: |
||||||
|
The International Business Development Program (IBDP) involves four Atlantic provincial governments and three federal departments: ACOA, Foreign Affairs and International Trade Canada, and Industry Canada. The previous International Business Development Agreement (IBDA) was first signed in May 1994 for three years and $3 million, and was extended in March 1997 for a further three years and $2 million. A second extension, for $8 million, involved the seven partners in international business development for a further four years from 2000 to 2004. The new $10-million IBDP will continue the work of the partners until 2010. Funding for the agreement is shared 70/30 by the federal and provincial governments. The IBDP's mandate is: to undertake specific measures to optimize regional co-ordination on a pan-Atlantic scale and combine limited resources to co-ordinate trade-related activities. The commitment to this IBDP, with the increased funding allocation, attests to both the IBDA's positive results and its significance for the future of the region's international business development (see http://www.acoa-apeca.gc.ca/e/ibda/index.shtml). |
||||||
|
7. Shared Outcomes: |
||||||
|
The shared outcomes for the IBDP are as follows, and support ACOA's priority for trade:
Since the original IBDA commenced in 1994, the Agency and its partners have administered over 177 projects involving some 2,500 Atlantic Canadian companies. The IBDA assisted 172 companies to begin exporting, 313 exporters to increase their export sales, and 219 exporters to expand into new markets. |
||||||
|
8. Governance Structure: |
||||||
|
ACOA is the lead organization for this initiative and houses the secretariat responsible for administering the agreement. A management committee, comprising a representative from each of the partners, is responsible for the planning and management of the agreement's programs and the evaluation of projects. |
||||||
|
9. Partners involved in each program: |
||||||
|
Federal departments and agencies (70% funding)
Provincial governments (30% funding)
|
||||||
|
10. Program Name: |
11. Total Federal Allocation: |
12. 2007-2008 Planned Spending: |
||||
|
International Business Development Program |
$7.0 million |
$1.8 million |
||||
|
13. Planned Results: |
||||||
|
|
For the life of the agreement (2005-2006 through 2009-2010) |
2007-2008 |
||||
|
Increased number of new exporters |
40 companies |
8 companies |
||||
|
Existing exporters reporting sales to new markets |
75 companies |
20 companies |
||||
|
Existing exporters reporting increased sales to existing markets |
150 companies |
30 companies |
||||
|
14. Results to be Achieved by Non-federal Partners(if applicable): |
||||||
|
15. Contact Information: |
16. Approved by: |
17. Date Approved: |
||||
|
Serge Langis, Director General |
Michelle MacDonald |
January 10, 2007 |
||||
|
1. Horizontal Initiative: |
2. Lead Department: |
|||||||||||
|
Team Canada Atlantic |
Atlantic Canada Opportunities Agency (ACOA) |
|||||||||||
|
3. Start Date: |
4. End Date: |
5. Total Federal Funding: |
||||||||||
|
April 1999 |
July 2010 |
$11.14 million |
||||||||||
|
6. Description: |
||||||||||||
|
Team Canada Atlantic (TCA) is a partnership of ACOA and the four Atlantic Provinces, with support from Agriculture and Agri-Food Canada, Industry Canada, and Foreign Affairs and International Trade Canada. TCA is committed to strengthening the trade and investment relationship between Atlantic Canada and the United States. From 1999 to 2006, approximately $6.1 million has been spent on TCA missions; as of October 2006, mission participants reported actual sales of nearly $38 million. The core of the TCA approach is the trade mission, which enables small and medium-sized businesses from across Atlantic Canada to meet with potential buyers, agents, distributors and strategic partners in the United States. The mission format features a comprehensive program that equips private sector participants with the knowledge, contacts and advice they require to make the best of their international opportunities before, during and after their venture abroad. Missions also provide the Government of Canada and the Atlantic provincial governments with crucial opportunities to promote the region as a tremendous location for foreign investment. See the TCA website at http://www.teamcanadaatlantic.ca/. |
||||||||||||
|
7. Shared Outcomes: |
||||||||||||
|
The TCA trade missions are focused on small to medium-sized enterprises (SMEs) in Atlantic Canada and are intended to assist SMEs to increase exports and attract investments in key markets. The mission objectives are to:
As of October 2006, Team Canada Atlantic had completed 13 missions to United States markets, involving 450 companies and more than 3,150 business meetings, and resulting in nearly $38 million in actual sales. |
||||||||||||
|
8. Governance Structure: |
||||||||||||
|
A management committee, comprising senior officials of ACOA, Foreign Affairs and International Trade Canada and provincial governments, is the decision-making body that directs and oversees the co-ordination and implementation of the TCA missions. The TCA organizing committee is responsible for organizing the missions, and includes representation from the four provincial trade departments in Atlantic Canada, Foreign Affairs and International Trade Canada, Agriculture and Agri-Food Canada, and the Team Canada Atlantic Secretariat. The secretariat, housed at ACOA, is responsible for the overall co-ordination and implementation of the TCA missions. |
||||||||||||
|
9. Partners involved in each program: |
||||||||||||
|
||||||||||||
|
10. Program Name: |
11. Total Federal Allocation: |
12. 2007-2008 Planned Spending: |
||||||||||
|
Team Canada Atlantic |
|
|
||||||||||
|
13. 2007-2008 Planned Results: |
|||
|
SMEs that have increased export readiness |
40 |
||
|
New exporters |
5 |
||
|
Exporters developing new markets |
5 |
||
|
Forecasted export sales by SMEs |
$30 million |
||
|
14. Results to be Achieved by Non-federal Partners(if applicable): |
|||
|
15. Contact Information: |
16. Approved by: |
17. Date Approved: |
|
|
Serge Langis, Director General |
Michelle MacDonald |
January 10, 2007 |
|
Horizontal initiatives for which ACOA acts as the lead partner:
Atlantic Canada Tourism Partnership (ACTP)
http://www.actp-ptca.ca/
International Business Development Program (IBDP)
http://www.acoa-apeca.gc.ca/e/ibda/index.shtml
Team Canada Atlantic (TCA)
http://www.teamcanadaatlantic.ca/
Other horizontal initiatives for which ACOA acts as a partner:
Canadian Rural Partnership
http://rural.gc.ca/home_e.phtml
Team Canada Inc. (TCI)
http://www.pch.gc.ca/progs/ac-ca/progs/rc-tr/progs/canada-inc/index_e.cfm
Infrastructure Canada Program (ICP)
Canada Strategic Infrastructure Fund (CSIF)
Municipal Rural Infrastructure Fund (MRIF)
http://www.infrastructure.gc.ca/ip-pi/index_e.shtml
Enhanced Representation Initiative (ERI)
http://w01.international.gc.ca/minpub/Publication.aspx?isRedirect=True&publication_id=380348&Language=E
Canada Business Service Centres (CBSCs)
http://www.canadabusiness.ca/gol/cbec/site.nsf/en/index.html
Information on these (and all other) Government of Canada horizontal initiatives can be found on the Treasury Board of Canada Secretariat Horizontal Results Database at http://www.tbs-sct.gc.ca/rma/eppi-ibdrp/hrdb-rhbd/profil-eng.asp.
Table 8: Sustainable Development Strategy (SDS)
ACOA's Sustainable Development Strategy 2007-2010 - Moving Forward on Sustainable Development responds to feedback from both external and internal consultations to promote the use of innovative eco-efficiency tools, practices and technologies and to inform both the private sector and communities of the benefits of sustainable development.
ACOA impacts sustainable development through:
- policies and programs that inform and fund private sector businesses;
- support for research and development that leads to commercialization of new technology;
- support to communities through infrastructure program funding; and
- the efficiency of its internal operations.
ACOA's SDS 2007-2010 is available at: http://www.acoa-apeca.gc.ca/e/en/index.asp.
|
Federal SDS goals supported (link between Agency's SDS goal and federal SDS goals) |
Performance Measures from Agency's current SDS (Indicators) |
Agency's 2007-2008 Expected Results (Outcomes) |
|
Agency's SDS Goal: |
||
|
Goal 1 Water Goal 2 Clean Air Goal 3 Reduce greenhouse gas emissions Goal 4 Sustainable Communities Goal 5 Sustainable development and use of natural resources Goal 6 Strengthen federal governance and decision making to support sustainable development |
|
1.1 Increased awareness by SMEs of SD and its potential benefits to their organizations |
|
1.2 Increased awareness by stakeholders of the importance of their involvement in providing SD services to SMEs |
|
|
1.3 Improved access to SD government grograms and services |
|
|
1.4 SMEs implement/adopt SD practices and/or technologies |
|
|
Agency's SDS Goal: |
||
|
Goal 1 Water Goal 4 Sustainable Communities |
|
2.1 Awareness of opportunities for community sustainable development |
|
2.2 Improved, sustainable community infrastructure |
|
|
2.3 Sustained community partnerships/collaboration to explore/develop/capitalize on SD opportunities |
|
|
Agency's SDS Goal: |
||
|
Goal 3 Reduce greenhouse gas emissions Goal 5 Sustainable development and use of natural resources |
|
3.1 Provinces and other federal government departments/agencies are aware of ACOA's vision for SD in Atlantic Canada |
|
3.2 Coherent approach to achieving federal SD priorities by federal departments in Atlantic Canada |
|
|
Agency's SDS Goal: |
||
|
Goal 2 Clean Air Goal 3: Reduce greenhouse gas emissions Goal 5: Sustainable development and use of natural resources Goal 6 Strengthen federal governance and decision making to support sustainable development |
|
4.1 Staff are aware and knowledgeable of how they can and should contribute to ACOA's SDS and the importance of their contribution |
|
4.2 Staff are aware of the SD programs and services available to ACOA clients |
|
|
4.3 Increased senior management commitment to SD |
|
|
4.4 Emphasize green procurement |
|
|
4.5 Purchase of hybrid or fuel efficient vehicles |
|
|
4.6 Reduce amount of energy consumed in offices |
|
Table 9: Internal Audits and Evaluations
|
Name of Internal Audit or Evaluation |
Audit or Evaluation Type |
Status |
Expected Completion Date |
|
INTERNAL AUDITS: |
|||
|
2007-2008 |
|||
|
Trade – comprehensive audit |
Transfer Payment |
Planned |
June 2007 |
|
Tourism – comprehensive audit |
Transfer Payment |
Planned |
June 2007 |
|
Finance and Administration (New Brunswick region) – comprehensive audit |
Operations and maintenance |
Planned |
September 2007 |
|
Organizational Governance – comprehensive audit |
Organizational governance |
Planned |
August 2007 |
|
Chief Information Office Directorate: |
Information technology |
Planned |
December 2007 |
|
Grants and contributions payment system – reliability audit |
Transfer Payment |
Planned |
March 2008 |
|
Follow-up engagements |
Follow-up |
Planned |
December 2007 |
|
Selected government-wide sectoral, thematic or horizontal audits |
Horizontal audits |
Planned |
March 2008 |
|
Specialized projects – compliance audit |
Transfer Payment |
Planned |
March 2008 |
|
Municipal and Rural Infrastructure Fund – compliance audit |
Transfer Payment |
Planned |
June 2007 |
|
2008-2009 |
|||
|
Investment – comprehensive audit |
Transfer Payment |
Planned |
2008-2009 |
|
Financing continuum – comprehensive audit |
Transfer Payment |
Planned |
2008-2009 |
|
Finance and Administration (head office) – comprehensive audit |
Operations and maintenance |
Planned |
2008-2009 |
|
Integrated Risk Management – comprehensive audit |
Risk management |
Planned |
2008-2009 |
|
Chief Information Office Directorate: |
Information technology |
Planned |
2008-2009 |
|
Collection and Recovery |
Transfer Payment – systems |
Planned |
2008-2009 |
|
Grants and contributions payment system – reliability audit |
Transfer Payment – systems |
Planned |
2008-2009 |
|
Follow-up engagements |
Follow-up |
Planned |
2008-2009 |
|
Selected government-wide sectoral, thematic or horizontal audits |
Horizontal audits |
Planned |
2008-2009 |
|
Specialized projects – compliance audit |
Transfer Payment |
Planned |
2008-2009 |
|
Municipal Rural Infrastructure Fund – compliance audit |
Transfer Payment |
Planned |
2008-2009 |
|
Holistic Opinion on Governance, Risk Management and Internal Controls |
Governance |
Planned |
2008-2009 |
|
2009-2010 |
|||
|
Grants and contributions monitoring system – comprehensive audit |
Transfer Payment – systems |
Planned |
2009-2010 |
|
Municipal Rural Infrastructure Fund – compliance audit |
Transfer Payment |
Planned |
2009-2010 |
|
Selected government-wide sectoral, thematic or horizontal audits |
Horizontal audits |
Planned |
2009-2010 |
|
Specialized projects – compliance audit |
Transfer Payment |
Planned |
2009-2010 |
|
Grants and contributions payment system – comprehensive audit |
Transfer Payment – systems |
Planned |
2009-2010 |
|
Holistic Opinion on Governance, Risk Management and Internal Controls |
Governance |
Planned |
2009-2010 |
|
INTERNAL EVALUATIONS: |
|||
|
2007-2008 |
|||
|
Strategic Community Investment Fund |
Summative Evaluation |
Ongoing |
December 2007 |
|
Advocacy Evaluation |
Implementation Evaluation |
Ongoing |
March 2008 |
|
International Business Development Program (IBDP) |
Implementation Evaluation |
Planned |
March 2008 |
|
Saint John Shipyard (Industrial Development Program) |
Summative Evaluation |
Planned |
March 2008 |
|
Saint John Shipbuilding (Sustainable Resource Policy) |
Summative Evaluation |
Planned |
March 2008 |
|
Community Futures Program |
Summative Evaluation |
Planned |
December 2008 |
|
2008-2009 |
|||
|
Business Development Program |
Summative Evaluation |
Planned |
December 2009 |
|
2009-2010 |
|||
|
Infrastructure Canada Program |
Summative Evaluation |
Planned |
March 2010 |
|
Atlantic Trade and Investment Partnership |
Summative Evaluation |
Planned |
March 2010 |
|
Innovative Communities Fund |
Summative Evaluation |
Planned |
March 2010 |
|
Atlantic Policy Research Initiative |
Summative Evaluation |
Planned |
March 2010 |
|
Atlantic Innovation Fund |
Summative Evaluation |
Planned |
March 2010 |
|
International Business Development Program (IBDP) |
Summative Evaluation |
Planned |
March 2010 |
Internal Audit's main role is to provide strategically focused, objective and evidence based audits and reviews to management to aid in decision making and strategic management and, ultimately, to facilitate program improvement and organizational learning. Internal audit achieves this by bringing a systematic, disciplined approach to evaluate and improve the effectiveness of risk management, control and governance processes within the Agency. It also provides conclusions regarding the Agency's compliance with established federal government laws, regulations and rules.
The Agency expects to review its evaluation plan to take into account the new evaluation policy from the Treasury Board of Canada. Depending on the content of this new policy, the type and timing of evaluations planned for the coming years may be adjusted.
Formative evaluations are conducted mid cycle in the program (or policy or initiative) and examine the effectiveness of program implementation in order to facilitate improvements.
Summative evaluations are generally conducted toward the end of the program cycle and examine impacts to make conclusions about overall program effectiveness.
Implementation evaluations are expected to focus on implementation processes, management issues and program improvements. This evaluation type and the value for money assessment tool are new evaluation tools currently being developed by the Treasury Board of Canada Secretariat. ACOA intends to use the implementation evaluation in the case of Advocacy and IBDP.