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Section 2: Analysis of Program Activities by Strategic Outcome
2.1 Strategic Outcome - A competitive Atlantic Canadian economy
| Indicator: | Five-year Target: (2008-2009 to 2012-2013) |
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| Performance Measurement Strategy: Measuring the impact on income and employment in Atlantic Canada is a long-term, multi-dimensional undertaking. Thus, the Agency will report results every five years, based on analysis of data from Statistics Canada and internal systems, using econometric modelling. This indicator is currently under revision and could be adjusted at a later date. | |
ACOA aims to achieve a competitive Atlantic economy for the long-term benefit of Atlantic Canadians. A competitive region will produce higher levels of income for its citizens, and will grow faster over the medium to long run. By having a competitive Atlantic Canadian economy, opportunities for economic development in the region are increased, specifically through the growth of earned incomes and employment opportunities for Atlantic Canadians.
Competitiveness is the set of institutions, policies, and factors that determine the capacity of firms to sell their products globally. Productivity is an important determinant of competitiveness, and according to the Organisation for Economic Co‑operation and Development (OECD) productivity is the most important source of long‑term prosperity for a region. Productivity, defined as the efficiency with which resources are used in the economy, is a key measure of how well small and medium-sized enterprises (SMEs) in Atlantic Canada are performing when compared to those in other regions of the country and elsewhere around the world. Competitiveness and productivity are critical factors that allow companies and communities to adapt to changing market conditions.
Consequently, ACOA focuses its efforts on improving competitiveness in three key areas: productivity, international trade, and infrastructure support. To increase the performance of Atlantic SMEs, the Agency targets key productivity drivers, including innovation, the acquisition of technology and equipment, business skills development, and access to capital for firms and communities. ACOA also focuses on trade and investment to increase export capabilities and encourage international trade, and plays a strategic role in supporting community infrastructure required for economic development. By focusing on the three pillars of competitiveness, the Agency, along with its many partners, is able to link its regional economic development priorities to its goal of a competitive Atlantic economy.
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The three program activities – Enterprise Development; Community Development; and Policy, Advocacy and Coordination – combine to tackle the Agency’s strategic outcome of a competitive Atlantic economy. By emphasizing productivity, the Agency’s various activities and programs are directed at helping Atlantic Canada prosper and compete on a global scale.
2.1.1 Program Activity: Enterprise Development
| A competitive Atlantic Canadian economy (1.0) | Enterprise Development (1.1) |
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| Expected Results: Improved growth and competitiveness of Atlantic SMEs | |
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| Indicators: | Annual Targets: (2009-2010) |
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| Performance Measurement Strategy: Analysis of data from Statistics Canada and internal systems data. The analysis is carried out by comparing “ACOA clients” to “comparable firms” - those that are of similar age, size, sector and geographic region, but have not received a direct monetary contribution from the Agency. | |
| Financial Resources[9] ($ millions) | Human Resources (FTEs) | |||||
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| 2009-2010 | 2010-2011 | 2011-2012 | 2009-2010 | 2010-2011 | 2011-2012 | |
| 200.7 | 157.6 | 157.5 [10] | 206 | 206 | 206 | |
Program Activity Summary
Considering the current economic downturn, ACOA will continue to bolster its competitiveness agenda by working in partnership with Atlantic Canadian enterprises, stakeholders, industry and institutions to improve the growth and productivity of Atlantic Canada’s economy, leading to increased competitiveness, earned incomes and job creation.
ACOA works to improve the region’s capacity for economic growth through a variety of strategically-focused mechanisms, including assisting enterprises (with particular emphasis on small and medium-sized ones) to help them start, expand or modernize their businesses, and establish and expand their export activities; partnering with universities and other institutions to increase the region’s research and development capacity, commercialization and productivity; and promoting and participating in the region’s transition to the knowledge economy.
Planning Highlights
In 2009 2010, the Agency will use its resources and programs to bring increased focus to improving productivity of Atlantic Canadian companies. Areas such as research and development, acquiring advanced technologies, and investing in the development of entrepreneurial business skills training and managerial skills will continue to be actively promoted and supported.
An area of economic potential rests with the pursuit of commercialization opportunities within ACOA’s portfolio. The Agency will implement actions designed to improve the commercialization of the innovative technologies that are being developed by its clients.
In the areas of trade and investment, ACOA will align its efforts with the Government of Canada’s Global Commerce Strategy and the related Americas Strategy, and engage in activities that capitalize to a greater extent on emerging markets, such as India. The Agency will encourage the development of the Atlantic Gateway, as this presents a strategically important initiative for long-term economic expansion throughout region.
Benefits for Canadians
ACOA strives to apply its limited resources to areas that offer the greatest potential impacts. Given the mandate of the Agency, ACOA focuses on Atlantic enterprises that are of small and medium size, because they have proven to have the most significant and sustained impact on job creation in Atlantic Canada[11]. By adopting a balanced rural/urban approach in helping SMEs to become more innovative, productive and competitive, the Agency assists all regions of Atlantic Canada to become stronger, thereby facilitating their increased contributions to the national economy.
2.1.2 Program Activity: Community Development
| A competitive Atlantic Canadian economy(1.0) | Community Development (1.2) |
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| Expected Results: Dynamic and sustainable communities for Atlantic Canada | |
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| Indicators: | Annual Targets: (2009-2010) |
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| Performance Measurement Strategy: Analysis of CBDC report data, internal systems data, and evaluation reports when available | |
| Financial Resources ($ millions) | Human Resources[12] (FTEs) | |||||
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| 2009-2010 | 2010-2011 | 2011-2012 | 2009-2010 | 2010-2011 | 2011-2012 | |
| 91.6 | 88.8 | 88.1 | 96 | 81 | 81 | |
Program Activity Summary
The Atlantic economy is built on the region’s many geographic, linguistic and cultural communities. From small remote villages to larger urban centres, the opportunities and challenges vary significantly. ACOA recognizes the importance of these communities in an economic development framework, and supports their efforts to assume full responsibility for their own economic development. ACOA believes that effective community development is a bottom-up process, and that many communities require help to develop the tools, resources and initiatives that support individual and unique strategic development. This kind of development requires a flexible approach, based on the particular realities of the communities being targeted. Working in close co-operation with communities and community-led organizations involved in economic development planning and mobilization efforts, ACOA provides strategic funding that enables communities to strengthen their economic base and increase prosperity for their citizens.
ACOA uses its various programs, in particular the Business Development Program, Innovative Communities Fund, and the Community Futures Program, to stimulate community economies. In addition, ACOA works with Infrastructure Canada, and the provinces to oversee/ensure the flow of federal funds allocated to each region through the various federal/provincial infrastructure funding streams. These programs serve to provide significant economic stimulus, while at the same time ensuring the maintenance of quality public infrastructure and services, which are essential building blocks to the future economic well-being of communities. These investments are a key in laying a foundation for addressing the region’s productivity and competitiveness issues.
Planning Highlights
In 2009-2010, ACOA will continue to pursue strategies that support opportunities of the region’s rural and urban areas, by investing in initiatives that provide solid value for investment, while at the same time addressing local, community-based priorities. ACOA will accomplish this working directly with communities, as well as through a network of community development organizations including Community Business Development Corporations (CBDCs), Regional Economic Development Organizations (REDOs), the Aboriginal Business Services Network, and others.
In the current uncertain economic climate, the availability of access to capital to stimulate the economy is of concern. In response, ACOA will continue its work with the 41 CBDCs across Atlantic Canada that provide important access to capital to small businesses in rural communities. In addition, ACOA plans to work closely with federal and provincial partners and municipalities to ensure that infrastructure investments deliver maximum benefits to the region in a timely fashion.
A series of measures announced in Budget 2009 will be pivotal in helping Atlantic Canada face the global economic challenges and position the region for future prosperity, including support for struggling industries, accelerated investments in the region’s infrastructure, and various measures to aid small business. ACOA has existing programming tools and well-established delivery networks which will assist with implementation of new initiatives.
Benefits for Canadians
ACOA aims to help communities build their capacity and confidence in order to identify and coordinate the implementation of priorities for economic development in their region. Through collaboration with other stakeholders, these efforts strive to create and capitalize on economic opportunities to build self-sustaining, economically viable communities. As well, strategic infrastructure that supports community development and economic growth can be a catalyst for a community to grow and prosper.
Recently completed independent evaluations[13] of ACOA community development programming confirm that this type of assistance contributes to the capacity and readiness of communities to develop and carry out community economic development initiatives. These reviews also conclude that programming is relevant to the needs of communities across Atlantic Canada. ACOA believes that, through its community-based initiatives, it is providing appropriate and targeted responses to the unique and challenging economic circumstances throughout Atlantic Canada.
The outlook for the Atlantic economy is highly uncertain, and depends crucially on developments in the global economy and international financial markets. The key downside risks to the economic outlook are external, and stem from the possibility of a more severe downturn in the U.S. economy and protracted weakness in emerging-market economies. Overall, Budget 2009 includes a number of important measures that will help create the conditions for Atlantic Canadian families, businesses and communities to weather this global recession.
2.1.3 Program Activity: Policy, Advocacy and Coordination
| A competitive Atlantic Canadian economy(1.0) | Policy, Advocacy and Coordination (1.3) |
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| Expected Results: Policies and programs that strengthen the Atlantic economy. | |
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| Indicator: | Annual Target: (2009-2010) |
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| Performance Measurement Strategy: Analysis of information from ACOA’s Policy Network and key informant surveys, evaluations and qualitative reviews, as well as indicators from the federal government’s budget speech, Speech from the Throne, and decisions by central agencies | |
| Financial Resources ($ millions) | Human Resources (FTEs) | |||||
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| 2009-2010 | 2010-2011 | 2011-2012 | 2009-2010 | 2010-2011 | 2011-2012 | |
| 11.1 | 11.1 | 11.1 | 99 | 99 | 99 | |
Program Activity Summary
ACOA’s Policy, Advocacy and Coordination (PAC) program activity is central to identifying and effectively responding to opportunities and challenges facing the regional economy. PAC provides intelligence, analysis and well‑grounded advice on a broad range of issues and topics, and informs and supports decision‑making by the Agency and the minister. PAC helps carry the Agency’s agenda forward, and ensure that ACOA remains relevant and responsive to the opportunities and challenges in Atlantic Canada. PAC offers strategic, researched policy positions that reflect the region’s potential; influences national policies and programs that affect Atlantic Canada’s development and interests; and coordinates other policies and programs within the region to form integrated approaches to development.
Planning Highlights
In 2009‑2010 ACOA will develop policy advice and research, provide economic and fiscal analyses, and engage stakeholders. The Agency’s policy and research work will focus on the Atlantic Gateway and international trade; skills development; regional productivity and competitiveness; natural resources; and rural/urban issues. ACOA will continue to prepare and distribute regular reports on the region’s economic situation. The Agency will continue to support Canada’s lead representative on the Organisation for Economic Co-operation and Development’s Territorial Development Policy Committee, and will engage with the private sector and academia through entities such as the Atlantic Canada Opportunities Board, Atlantica, and Metropolis. In addition, the policy function will offer support and analysis throughout the process that will be required to renew ACOA’s programs by March 2010, and other strategic activities that could occur during the fiscal year, as well as pursuing its collaborative work with provincial and federal partners in the Atlantic Population Strategy.
ACOA will continue efforts to ensure that Atlantic Canada’s needs are reflected in federal policies, programs and regulations. The Agency’s advocacy function aims to advance Atlantic interests in national policy and program development so that government initiatives are responsive to the needs of the region. A core consideration for ACOA advocacy activities in 2009-2010 will be to seek out ways federal initiatives can assist Atlantic Canada in facing the current global economic challenges. The advocacy focus will be on accelerated infrastructure and the Atlantic Gateway; aerospace and defence industries’ bolstering of the Atlantic Canada economy through federal IRB policy advocacy; federal facilitation of Atlantic Canada’s energy potential; as well as increased emphasis on the future commercialization needs of Atlantic Canadian businesses in federal science and technology investments.
ACOA will play its coordination role in federal‑provincial initiatives by participating in the Senior Officials Committee and the Regional Officials Committee for the Atlantic Gateway . The Agency will collaborate with the provinces on issues such as tourism, skills development, climate change, and renewable energy. The Regional Federal Councils will address an array of topics relevant to the region, including Public Service Renewal, official languages, and emergency and risk management. ACOA will also work collaboratively with other regional development agencies to ensure a coordinated approach to regional development issues such as innovation, infrastructure, community development, skills development, trade, immigration, and sustainable development.
Benefits for Canadians
The PAC program activity assists the Agency in aligning itself with federal government priorities. PAC efforts in areas relating to the Atlantic Gateway, human capital development, urban and rural issues, the competitiveness of businesses, and the overall economic expansion of the region will benefit Atlantic Canadians, as well as the country as a whole. Through PAC, ACOA continues its collaborative efforts with other government partners and various stakeholders to ensure the Agency has an approach that corresponds to opportunities and challenges facing businesses in the region.
During the upcoming year, ACOA will ensure that government initiatives are responsive to the challenges and opportunities of the Atlantic Canadian economy. ACOA will continue its PAC procurement advocacy efforts that over the past five years have helped secure over $1.5 billion in industrial and regional benefit commitments for Atlantic Canadian firms, and have helped contribute to a strong and thriving aerospace and defence industry in the region. ACOA will also advocate for the interests of Atlantic Canada in other key horizontal or sectoral files to make government initiatives more responsive to the needs of Atlantic Canadians.
In 2009-2010, ACOA’s PAC program activity will assist the region in facing challenges affecting Atlantic Canada’s overall economic vitality. Demographic trends and an increasingly uncertain economy will drive ACOA and its partners to move forward on initiatives related to promoting Atlantic Canada as a business destination, the attraction of new businesses, and the undertaking of new research.
2.1.4 Internal Services
| Financial Resources ($ millions) | Human Resources (FTEs) | |||||
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| 2009-2010 | 2010-2011 | 2011-2012 | 2009-2010 | 2010-2011 | 2011-2012 | |
| 34.9 | 34.8 | 34.7 | 314 | 314 | 314 | |
Program Activity Summary
Internal Services are groups of related activities and resources that are administered to support the needs of programs and other corporate obligations of an organization. These groups are management and oversight services, communications services, legal services, human resources management services, financial management services, information management services, information technology services, real property services, materiel services, acquisition services, and travel and other administrative services. Internal Services includes only those activities and resources that apply across an organization, and not those provided specifically to a program.
