Treasury Board of Canada Secretariat
Symbol of the Government of Canada

 

ARCHIVED - Atlantic Canada Opportunities Agency

Warning This page has been archived.

Archived Content

Information identified as archived on the Web is for reference, research or recordkeeping purposes. It has not been altered or updated after the date of archiving. Web pages that are archived on the Web are not subject to the Government of Canada Web Standards. As per the Communications Policy of the Government of Canada, you can request alternate formats on the "Contact Us" page.





2009-10
Report on Plans and Priorities



Atlantic Canada Opportunities Agency





Supplementary Information (Tables)





Table of Contents




Table: Details of Transfer Payments Programs


1) Strategic Outcome:
A competitive Atlantic Canadian economy
2) Program Activity
Enterprise Development
3) Transfer Payment Program:
Atlantic Innovation Fund – voted
4) Start Date: 5) End Date:
May 10, 2001 March 31, 2010
6) 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 and 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.
7) Expected Results:
The AIF supports strengthened innovation and commercialization capacity in Atlantic Canada. Immediate results include the following:

Support Climate

  • Institutions encourage applied research with commercialization intent or with a focus on resulting products.
  • Institutions manage intellectual property in ways that support commercialization.
  • Meaningful partnerships and alliances are created between institutions, or between institutions and private sector (Atlantic, national, international).
  • Proponents in institutions and firms develop sound project management practices.

Participation

  • Proposals received reflect the ACOA sectoral priorities for Atlantic Canada.
  • Appropriate leveraging from other sources.
  • Increased research and development activity.
  • Increased private sector participation in research and development (Atlantic-based and others).

  ($ millions)
  8)
Forecast
Spending
2008-2009		 9)
Planned
Spending
2009-2010		 10)
Planned
Spending
2010-2011		 11)
Planned
Spending
2011-2012
12) Total Contributions 64.1 69.8 38.0 38.0
13) Total 64.1 69.8 38.0 38.0

14) Planned Evaluations:
An innovation impact evaluation is currently being conducted to examine the relevance, success and cost-effectiveness of the Innovation program sub-activities, which include the Atlantic Innovation Fund, the innovation component of the Business Development Program, and the Productivity and Business Skills Initiative. The final report targeted date is June 2009.


1) Strategic Outcome:
A competitive Atlantic Canadian economy
2) Program Activity
Enterprise Development; Community Development; Policy, Advocacy and Coordination
3) Transfer Payment Program:
Business Development Program – voted
4) Start Date: 5) End Date:
July 25, 1995 March 31, 2010
6) 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 ones. Through its business support element, the BDP provides financial assistance to not-for-profit organizations, associations and institutions for activities that 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.
7) Expected Results:
BDP activities support ACOA’s mandate to:
  • increase the number of successful businesses;
  • increase the successful expansion and modernization of SMEs; and
  • enhance the business environment in Atlantic Canada.

  ($ millions)
  8)
Forecast
Spending
2008-2009		 9)
Planned
Spending
2009-2010		 10)
Planned
Spending
2010-2011		 11)
Planned
Spending
2011-2012
Program Activity: Enterprise Development        
12) Total Grants 0.4 1.0 1.0 1.0
12) Total Contributions 95.6 90.1 89.2 89.2
13) Total 96.0 91.1 90.2 90.2
Program Activity: Community Development        
12) Total Grants 0.3 1.0 1.0 1.0
12) Total Contributions 20.9 20.5 23.0 22.5
13) Total 21.2 21.5 24.0 23.5
Program Activity: Policy, Advocacy and Coordination        
12) Total Contributions 0.3 0.5 0.5 0.5
13) Total 0.3 0.5 0.5 0.5
Total of all Program Activities        
12) Total Grants 0.7 2.0 2.0 2.0
12) Total Contributions 116.8 111.1 112.7 112.2
13) Total 117.5 113.1 114.7 114.2

14) Planned Evaluations:
The following evaluations are based on the 2008-2009 ACOA Program Activities Architecture (PAA).

1. An impact evaluation is currently being conducted to examine the relevance, success and cost-effectiveness of the Innovation program sub-activity, which includes the Atlantic Innovation Fund, the innovation component of the Business Development Program, and the Productivity and Business Skills Initiative. The final report targeted date is June 2009.

2. An impact evaluation is being conducted to examine the relevance, success and cost-effectiveness of the following program sub-activities: Community Investment; Community Development Resources; Official Languages Minority Communities; and Aboriginal Communities, which includes the Innovative Communities Fund and the Business Development Program. The final report targeted date is June 2009.

3. An impact evaluation of the Financing Continuum program sub-activity is being conducted to examine its relevance and performance (i.e., effectiveness, efficiency, economy), which includes the Business Development Program element. The final report targeted date is July 2009.

4. An impact evaluation of the Trade and Investment program sub-activities will be conducted in fiscal year 2009-2010 to examine their relevance and performance (i.e., effectiveness, efficiency, economy), which includes the Business Development Program, the Atlantic Trade and Investment Partnership, and the International Business Development Program.

5. An impact evaluation of the Entrepreneurship and Business Skills Development program sub-activity will be conducted in fiscal year 2009-2010 to examine its relevance and performance (i.e., effectiveness, efficiency, economy), which includes the Business Development Program, the Woman in Business Initiative, and the Young Entrepreneur Development Initiative.

6. An impact evaluation of the Policy, Advocacy and Coordination program sub-activities will be conducted in fiscal year 2009-2010 to examine their relevance and performance (i.e., effectiveness, efficiency, economy), which includes the Business Development Program and the Atlantic Policy Research Initiative.


1) Strategic Outcome:
A competitive Atlantic Canadian economy
2) Program Activity
Community Development
3) Transfer Payment Program:
Community Futures Program – voted
4) Start Date: 5) End Date:
May 18, 1995 October 2, 2010
6) 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 athttp://www.acoa-apeca.gc.ca/English/IWantTo/StartABusiness/Pages/GetHelpFinancing.aspx
7) Expected Results:
Assisting selected communities in the development of their economies and supporting the growth of small businesses, the Community Futures Program’s short term results are:
  • enhanced marketing to increase awareness and use of Community Futures organizations;
  • enhanced business development services (e.g. information, counselling, referrals, training);
  • improved access to capital and leveraged capital through loans, loan guarantees and equity investments to businesses; and
  • strengthened community strategic plans and more effective implementation through projects, partnerships and other community economic development initiatives.

  ($ millions)
  8)
Forecast
Spending
2008-2009		 9)
Planned
Spending
2009-2010		 10)
Planned
Spending
2010-2011		 11)
Planned
Spending
2011-2012
12) Total Contributions 12.3 13.1 11.0 11.0
13) Total 12.3 13.1 11.0 11.0

14) Planned Evaluations:
An impact evaluation of the Community Futures Program is being conducted across Canada, and in the four agencies administering the program (Western Economic Diversification, Federal Economic Development Initiative for Northern Ontario [FedNor through Industry Canada], Canada Economic Development for Regions in Quebec, and ACOA) to examine relevance, design and delivery, success, cost-effectiveness, and alternatives. The ACOA final evaluation report targeted date is the end of January 2009. The pan-Canadian final evaluation report targeted date is March 2009.


1) Strategic Outcome:
A competitive Atlantic Canadian economy
2) Program Activity
Community Development
3) Transfer Payment Program:
Innovative Communities Fund – voted
4) Start Date: 5) End Date:
April 1, 2005 March 31, 2010
6) Description of Transfer Payment Program:
Working with communities at various stages of economic development, this program supports non-commercial/non-profit strategic initiatives that target the economic development needs of communities and stimulate economic development. 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/English/publications/FactSheetsAndBrochures/Pages/Innovative
_Communities_Fund.aspx .
7) 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:
  • communities access the funding and/or expertise they require to develop the proposals;
  • partnerships developed; and
  • increased citizen engagement and buy-in.

In the longer term, the expected results are:

  • improved community economic development planning capacity;
  • improved project management capacity; and
  • engagement of project partners.

  ($ millions)
  8)
Forecast
Spending
2008-2009		 9)
Planned
Spending
2009-2010		 10)
Planned
Spending
2010-2011		 11)
Planned
Spending
2011-2012
12) Total Contributions 49.1 43.6 42.3 42.3
13) Total 49.1 43.6 42.3 42.3

14) Planned Evaluations:
An impact evaluation is being conducted to examine the relevance, success and cost-effectiveness of the program sub-activities: Community Investment; Community Development Resources; Official Languages Minority Communities; and Aboriginal Communities, which includes the Innovative Communities Fund and the Business Development Program. The final report targeted date is June 2009.


1) Strategic Outcome:
A competitive Atlantic Canadian economy
2) Program Activity
Enterprise Development
3) Transfer Payment Program:
Saint John Shipyard Adjustment Initiative – voted
4) Start Date: 5) End Date:
May 29, 2003 May 31, 2010
6) Description of Transfer Payment Program:
To facilitate closure of the shipyard operations and redevelopment of the site for other economic development use.
7) 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 short-term results are:
  • demonstration that redevelopment of site is financially feasible;
  • application for assistance for site redevelopment; and
  • site improvements.

  ($ millions)
  8)
Forecast
Spending
2008-2009		 9)
Planned
Spending
2009-2010		 10)
Planned
Spending
2010-2011		 11)
Planned
Spending
2011-2012
12) Total Contributions 0.0 10.0 0.0 0.0
13) Total 0.0 10.0 0.0 0.0

14) Planned Evaluations:
An evaluation of the Saint John Shipyard Adjustment Initiative, which includes the Shipyard Redevelopment Program and the Industrial Diversification Program is planned for fiscal year 2010-2011.



Table: Green Procurement


1 How is ACOA planning to meet the objectives of the Policy on Green Procurement?

ACOA has established green procurement targets, which have been included in the Agency’s 2007-2010 Sustainable Development Strategy (SDS). The Agency’s internal procurement policy is being updated to reflect the green procurement requirements; staff occupying procurement positions have the necessary training to support the objectives of the strategy; and benchmarks will be established to monitor progress.
2 Has ACOA established green procurement targets? Yes
3 Describe the green procurement targets that have been set by your department and indicate the associated benefits anticipated.

Three targets have been set in ACOA’s 2007-2010 SDS initiative. Anticipated benefits are as follows:

1. Increased use of remanufactured toner cartridges. This will reduce energy consumption in manufacturing and reduce wastage of cartridge shells.

2. Increased volume of existing supplies being substituted by green products in the workplace. The increased use of recycled products will help reduce pollution, and using environmentally-friendly products reduces the impact on the environment.

3. The purchase of energy-efficient replacement equipment will help reduce energy consumption. Buying hybrid vehicles for fleet replacement will help reduce the Agency’s ecological footprint.



Table: 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 (SD).

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/English/Accountability/AuditsAndEvaluations/Pages/
ReviewofSustainableDevelopmentStrategy.aspx


Federal SDS Goals Supported (link between Agency’s SDS goal and federal SDS goals) Performance Measures from Agency’s Current SDS (Indicators) Agency’s 2009-2010 Expected Results (Outcomes)
Agency’s SDS Goal:
Priority 1 – Support to Business
Goal 1: Clean 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
  • number of sessions given
  • number of SMEs attending sessions
  • of SMEs receiving SD reviews/audits
 1.1 Increased awareness by SMEs of SD and its potential benefits to their organizations
  • number of information sessions with stakeholders
 1.2 Increased awareness by stakeholders of the importance of their involvement in providing SD services to SMEs
  • number of information sessions
  • number of federal partners who participate in sessions
 1.3 Improved access to SD government programs and services
  • number of SMEs (ACOA clients) undertaking sustainable development practices in their operations
  • number of SMEs adopting/developing new technologies
 1.4 SMEs implement/adopt SD practices and/or technologies
Agency’s SDS Goal:
Priority 2 – Support to Communities
Goal 1: Clean water

Goal 4: Sustainable communities
  • number of information sessions
 2.1 Awareness of opportunities for community sustainable development
  • number of green infrastructure projects
 2.2 Improved, sustainable community infrastructure
  • number of collaborations in community development planning and implementation
  • dollars leveraged on community development projects/investments
 2.3 Sustained community partnerships/collaboration to explore/develop/capitalize on SD opportunities
Agency’s SDS Goal:
Priority 3 – Awareness and Capacity Building
Goal 3: Reduce greenhouse gas emissions

Goal 5: Sustainable development and use of natural resources
  • number of presentations delivered/documents provided or presented
 3.1 Provinces and other federal government departments/agencies are aware of ACOA’s vision for SD in Atlantic Canada
  • number of partnerships established through sub-committees
 3.2 Coherent approach to achieving federal SD priorities by federal departments in Atlantic Canada
Agency’s SDS Goal:
Priority 4 – Setting an Example
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
  • number of workshops/training sessions offered
  • communications plan established
  • number of SD communications products developed and distributed
  • number of visits to ACOA’s SD intranet site
  • number of incremental SD practices
  • number of SD committees established
 4.1 Staff become aware and knowledgeable of how they can and should contribute to ACOA’s SDS, and of the importance of their contribution
  • number of information sessions held
  • number of staff attending sessions
 4.2 Staff awareness of the SD programs and services available to ACOA clients
  • the corporate work plan and all regional work plans contain SD activities
  • human and financial resources allocated to SD
 4.3 Increased senior management commitment to SD
  • percentage of remanufactured cartridges purchased
  • number of existing supplies replaced by green products
  • number of energy efficient equipment purchased
 4.4 Emphasis on green procurement
  • percentage of hybrid and energy efficient vehicles of total fleet
 4.5 Hybrid or fuel-efficient vehicles are purchased
  • number of landlords with whom negotiations have been initiated
  • number and types of energy reduction measures implemented
 4.6 Reduction of energy consumed in offices



Table: Horizontal Initiatives


1. Horizontal Initiative: 2. Lead Department:
International Business Development Program Atlantic Canada Opportunities Agency (ACOA)
3. Lead Department Program Activity:
Enterprise Development (program sub activity: Trade)
4. Start Date: 5. End Date: 6. Total Federal Funding:
April 11, 2005 March 31, 2010 $7.0 million
7. 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. It 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 $10‑million IBDP will continue the work of the partners until 2010. Funding for the agreement is shared 70/30 by ACOA and provincial governments. The IBDP’s mandate is to undertake specific measures to optimize regional coordination on a pan‑Atlantic scale, and combine limited resources to coordinate 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/English/ibda/Pages/HomePage.aspx  
8. Shared Outcomes:
The shared outcomes for the IBDP support ACOA’s priority for trade and are as follows.
  • increased number of new exporters;
  • existing exporters reporting sales to new markets; and
  • existing exporters reporting increased sales to existing markets.

Since the original IBDA commenced in 1994, the Agency and its partners have administered over 207 projects involving some 3,500 Atlantic Canadian companies. The IBDA has assisted 182 companies to begin exporting; 380 exporters to increase their export sales; and 259 exporters to expand into new markets.
9. 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.
10. Partners involved in each program:
Federal departments and agencies (70% funding)
  • ACOA (lead department - 70% funding)
  • Foreign Affairs and International Trade Canada – non-funding partner
  • Industry Canada – non-funding partner

Provincial governments (30% funding)

  • Business New Brunswick
  • Nova Scotia Business Inc.
  • Newfoundland and Labrador Department of Innovation, Trade and Rural Development
  • Prince Edward Island Business Development Inc.
12. Program Name: 13. Total Federal Allocation: 14. 2009-2010 Planned Spending:
International Business Development Program $7.0 million $1.1 million
15. Expected Results:
  For the life of the agreement (2005-2006 through 2009-2010) 2009-2010
Increased number of new exporters 40 companies 8
Existing exporters reporting sales to new markets 75 companies 15
Existing exporters reporting increased sales to existing markets 150 companies 30
16. Results to be Achieved by Non-federal Partners (if applicable):
Same as above.
17. Contact Information:
Michel Têtu
Director General, Trade and Investment
ACOA
644 Main Street, Moncton NB
506-851-6496
Michel.Têtu@acoa-apeca.gc.ca


1. Horizontal Initiative: 2. Lead Department:
Team Canada Atlantic Atlantic Canada Opportunities Agency (ACOA)
3. Lead Department Program Activity:
Enterprise Development (program sub-activity: Trade)
4. Start Date: 5. End Date: 6. Total Federal Funding:
April 1999 July 2010 $11.14 million
7. Description:
Team Canada Atlantic (TCA) is a partnership of ACOA and the four Atlantic provinces, with support from Agriculture and Agri-Food Canada (AAFC), Industry Canada (IC), Foreign Affairs and International Trade Canada (FAITC), and Enterprise Cape Breton Corporation (ECBC).

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 (especially before, during and after their ventures abroad). Missions also provide the Government of Canada and the Atlantic provincial governments with crucial opportunities to promote the region as an attractive location for foreign investment. The initiative also helps commercialize technology and raise the region’s visibility. See the TCA website at http://www.teamcanadaatlantic.ca/.
8. 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:
  • increase export readiness of Atlantic Canadian SMEs;
  • develop new partnerships/alliances between Atlantic Canadian SMEs and companies in target markets; and
  • increase Atlantic Canadian SME export sales to new and established markets, as well as raise awareness of Atlantic Canada in these markets.

As of November 2008, Team Canada Atlantic had completed 14 missions to United States markets, involving 530 companies and more than 3,665 business meetings, and resulting in excess of $45 million in actual sales.
9. Governance Structure:
A management committee, comprising senior officials of ACOA, FAITC and provincial governments, is the decision-making body that directs and oversees the coordination 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, FAITC, AAFC, and the Team Canada Atlantic Secretariat. The secretariat, housed at ACOA, is responsible for the overall coordination and implementation of the TCA missions.
10. Partners involved in each program:
  • ACOA
  • Foreign Affairs and International Trade Canada (FAITC) – non-funding partner
  • Agriculture and Agri-Food Canada (AAFC) – $6,000/mission
12. Program Name: 13. Total Federal Allocation: 14. 2009-2010 Planned Spending:
Team Canada Atlantic ACOA $11.14 million

AAFC $132,000

 ACOA $ 0 (G&C)
          $10,000 (O&M)
AAFC  $ 0
15. 2009-2010 Expected Results:
SMEs that have increased export-readiness No expected results, as there will be a moratorium on Team Canada Atlantic trade missions for the 2009-2010 fiscal year.
New exporters
Exporters developing new markets
Forecasted export sales by SMEs
16. Results to be Achieved by Non-federal Partners (if applicable):
There are no expected results for 2009-2010; there will be a moratorium on Team Canada Atlantic trade missions for the 2009-2010 fiscal year. The federal partners involved (AAFC and FAITC) will be included in discussions on the renewal of the initiative. The only costs that will be disbursed are for one and two-year-out surveys.
17. Contact Information:
Michel Têtu
Director General, Trade and Investment
ACOA
644 Main Street, Moncton NB
506-851-6496
Michel.Têtu@acoa-apeca.gc.ca



Table: Internal Audits


1. Name of Internal Audit 2. Internal Audit Type 3. Status 4. Expected Completion Date
Governance structure and strategic direction communications Governance – Assurance Planned 2009-2010
Governance bodies – information for decision making Governance – Assurance Planned 2009-2010
Integrity and ethics of management action Assurance Planned 2011-2012
Policy and programs Assurance Planned 2009-2010
Human resources planning, recruitment, hiring and promotion Assurance Planned 2009-2010
Human resources training, performance evaluation, feedback and policies Assurance Planned 2009-2010
Citizen-focused service Assurance Planned 2011-2012
Risk management Assurance Planned 2009-2010
Stewardship – planning and budgeting Assurance Planned 2010-2011
Stewardship – IM/IT IM/IT – Assurance Planned 2008-2009 / 2009-2010
Stewardship – financial management policies Assurance Planned 2010-2011
Stewardship – asset management Assurance Planned 2011-2012
Stewardship – transaction processing Assurance Planned 2011-2012
Stewardship – monitoring Assurance Planned 2011-2012
Stewardship – reporting Assurance Planned 2011-2012
Accountability Assurance Planned 2011-2012
Learning, innovation and change management Assurance Planned 2010-2011
Results and performance Assurance Planned 2009-2010
Program Activity Architecture – eligibility Transfer Payment Programs – Assurance Ongoing 2009-2010
Program Activity Architecture – due diligence; supported decision making Transfer Payment Programs – Assurance Planned 2009-2010
Program Activity Architecture – payment system for transfer payment programs Transfer Payment Programs – Assurance Ongoing 2009-2010
Program Activity Architecture – monitoring for benefits and continued financial viability Transfer Payment Programs – Assurance Planned 2010-2011
Program Activity Architecture – Policy, Advocacy and Coordination Program Activity – Assurance Planned 2010-2011
Quality of program and policy analysis Program Activity – Assurance Planned 2010-2011
Public communications and outreach Internal Services – Assurance Planned 2011-2012
Community Business Development Corporations and Community Futures Program Transfer Payment Programs – Assurance Ongoing 2009-2010
Selected government-wide sectoral, thematic or horizontal audits Assurance Planned Annually
Support an annual opinion on departmental risk management, control, and governance processes. Governance – Assurance Planned 2010-2011



Table: Evaluations


1. Name of Evaluation 2. Program Type
(Program Activity)		 3. Status 4. Expected Completion Date
Innovation (BDP/PBSI/AIF) - impact evaluation Enterprise Development Planning phase June 2009
Community investment and community development resources (ICF/BDP/REDOs) - impact evaluation Community Development Planning phase June 2009
Financing Continuum (BDP/tourism commercial) - impact evaluation Enterprise Development Planning phase July 2009
Trade and Investment (BDP/ATIP/IBDP) - impact evaluation Enterprise Development To begin planning phase April 2009 March 2010
Entrepreneurship and Business Skills Development (BDP/WBI/YEDI) - impact evaluation Enterprise Development To begin planning phase January 2009 October 2009
Policy/Advocacy/Coordination (BDP/APRI) - impact evaluation Policy, Advocacy and Coordination To begin planning phase January 2009 October 2009
5. Electronic link to evaluation plan:
http://www.acoa-apeca.gc.ca/English/Accountability/AuditsAndEvaluations/Pages/Evaluations.aspx?ProgramID



Table: Sources of Respendable and Non-respendable Revenue


Non-respendable Revenue
  ($ millions)
Program Activity Source of Non-respendable Revenue Forecast Revenue
2008-2009		 Planned Revenue
2009-2010		 Planned Revenue
2010-2011		 Planned Revenue
2011-2012
Enterprise Development Repayable contributions 52.0 52.0 52.0 52.0
All other 2.0 2.0 2.0 2.0
Total 54.0 54.0 54.0 54.0