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2007-08
Departmental Performance Report



Atlantic Canada Opportunities Agency






Supplementary Information (Tables)






Table of Contents




Table:  Sources of Non-Respendable Revenue


 

2005-2006
($ millions)
Actual

2006-2007
($ millions)
Actual

2007-2008 ($ millions)

Main
Estimates

Planned
Revenue

Total
Authorities

Actual

Fostering the development of institutions and enterprises, with emphasis on those of small and medium size

- Repayable Contributions

59.5

57.3

55.0

55.0

56.2

56.2

- All Other(1)

7.8

8.2

2.0

2.0

5.3

5.3

Total

67.3

65.5

57.0

57.0

61.5

61.5


(1)     All Other revenue includes refunds of prior years’ expenditures, return on investment from direct loans, services fees, proceeds from the disposal of Crown assets, interest revenues and other miscellaneous revenues.




1)  Transfer Payment Program:

Atlantic Innovation Fund (AIF) – Voted

2)  Start Date:

3)  End Date:

May 10, 2001

March 31, 2010

4)  Description of Transfer Payment Program:

The 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 Atlantic Canada’s system of innovation, including components that bridge the gap between research institutions and the marketplace. It also encourages synergies among the various components of this system through partnerships, alliances and networks.

The AIF supports research and development projects that focus on the areas of natural sciences, applied sciences, and social sciences and humanities, where these are linked explicitly to the development of technology-based products, processes or services, or their commercialization, thereby strengthening the region’s system of innovation.

More information on the AIF can be found at http://www.acoa-apeca.gc.ca/e/financial/aif/index.shtml.

5)  Strategic Outcomes:

The AIF is linked to the strategic outcome, Competitive and sustainable Atlantic enterprises, with emphasis on those of small and medium size.

6)  Results Achieved:

The AIF focuses on accelerating the development of the knowledge‑based industry and facilitating transition within traditional industries by increasing the region’s capacity to carry out leading-edge research and development, thereby contributing to the development of new technology-based economic activity in Atlantic Canada. Clients of the AIF include businesses and institutions such as universities and research institutes. One of the key accomplishments for 2007-2008 was the successful approval of 31 R&D projects for over $80 million in ACOA assistance (29 projects under AIF Round V and 2 projects under the AIF Strategic Initiative process). As a result of these projects, the Agency was able to leverage an additional $83 million from other sources, including the private sector, universities and other research institutions, provincial governments, and national programs.

The AIF facilitates the development of strategic sectors characterized by regional clusters of firms.  Under AIF Round V, 21 of the 29 approved projects, accounting for more than $45 million in AIF funding, will augment development of the IT, life sciences/biotech, and oil and gas/oceans technology clusters and complement the National Research Council’s Atlantic Cluster initiative.

ACOA encourages AIF project proponents to seek opportunities for collaboration in such areas as research and development, project management, marketing or commercialization expertise in order to help maximize the economic benefits and enhance the likelihood of commercialization success. In 2007-2008, there were over 100 meaningful partnerships on AIF-funded projects.

Given that the level of privately funded R&D in Atlantic Canada is well below the national average, the AIF has focused on increasing the level of participation by commercial entities in innovation activity. For example, the percentage of approved projects from commercial proponents was 55% in 2007-2008, while over 90% of approved institutional projects had private sector partners (up from 85% in 2006-2007).



 


Program Activity

($ millions)

7)  2005‑2006
Actual Spending

8)  2006‑2007
Actual Spending

2007‑2008

9)
Planned Spending

10)
Total Authorities

11)
Actual Spending

12)
Variance (9‑11)

13)  Fostering the development of institutions and enterprises, with emphasis on those of small and medium size

- Total Grants

0.0

0.0

0.0

0.0

0.0

0.0

- Total Contributions

43.6

59.3

65.0

57.0

57.0

8.0

- Total Other Types of TPs

 

 

 

 

 

 

14)  Total for PA

43.6

59.3

65.0

57.0

57.0

8.0

15)  Total for Transfer Payment Program

43.6

59.3

65.0

57.0

57.0

8.0

16)  Comment(s) on Variance(s):

Actual spending under the AIF was less than planned due to complex contribution agreements being negotiated and signed later than planned following the approval of projects.

17)  Significant audit and evaluation findings and URL(s) to last audit and/or evaluation:  If an evaluation or audit is planned, but has not yet occurred, indicate when it will be completed.

An Impact Evaluation of Innovation, which includes the Atlantic Innovation Fund (AIF) and the Business Development Program (BDP), is under way and the final report will be completed in May 2009. An internal audit of the Atlantic Innovation Fund was concluded in March 2007. The audit results show that the Agency has exercised due diligence in the delivery of the program, and has substantially complied with the terms and conditions of the program and with the Treasury Board Policy on Transfer Payments. More information can be found at http://www.acoa-apeca.gc.ca/e/library/audit.shtml.




1)  Transfer Payment Program:

Business Development Program (BDP) – Voted

2)  Start Date:

3)  End Date:

June 25, 1995

March 31, 2010

4)  Description of Transfer Payment Program:

The program helps set up, expand or modernize businesses, and focuses on small and medium-sized enterprises (SMEs). More information on the BDP can be found at http://www.acoa-apeca.gc.ca/e/financial/business.shtml.

5)  Strategic Outcomes:

The BDP is linked to the following 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)  Results Achieved:

During 2007-2008, the BDP invested in 32 new business establishments and in 125 projects to help companies expand and/or modernize their facilities, thereby improving their productivity and preserving long-term prospect of employment.  This important program continues to focus on innovation, skills development and trade activities.  This results in enhancing the business environment in Atlantic Canada.  The program serves to fill gaps in the financing continuum for SMEs and entrepreneurs in Atlantic Canada.

Program Activity

($ millions)

7)  2005‑2006
Actual Spending

8)  2006‑2007
Actual Spending

2007‑2008

9)
Planned Spending

10)
Total Authorities

11)
Actual Spending

12)
Variance (9‑11)

13)  Fostering the development of institutions and enterprises, with emphasis on those of small and medium size

- Total Grants

0.4

0.2

1.0

0.2

0.2

0.8

- Total Contributions – BDP Regular

127.8

89.8

64.0

76.5

76.5

(12.5)

- Total Contributions – AIP (Trade, Investment, EBSD*)

29.3

22.2

21.0

20.8

20.8

2.0

- Total Other Types of TPs

0.0

0.0

0.0

0.0

0.0

0.0

14)  Total for PA

157.5

112.2

86.0

97.5

97.5

(11.5)

13)  Fostering the economic development of Atlantic communities

- Total Grants

0.2

0.6

1.0

0.3

0.3

0.7

- Total Contributions

25.3

25.3

24.0

21.3

21.3

2.7

- Total Contributions – AIP (Trade, Investment, EBSD*)

0.0

0.0

0.0

0.1

0.1

(0.1)

- Total Other Types of TPs

0.0

0.0

0.0

0.0

0.0

0.0

14)  Total for PA

25.5

25.9

25.0

21.7

21.7

3.3

13)  Policy

- Total Grants

0.0

0.0

0.0

0.0

0.0

0.0

- Total Contributions

0.7

0.6

2.0

0.4

0.4

1.6

- Total Other Types of TPs

0.0

0.0

0.0

0.0

0.0

0.0

14)  Total for PA

0.7

0.6

2.0

0.4

0.4

1.6

13)  Advocacy

- Total Grants

0.0

0.0

0.0

0.0

0.0

0.0

- Total Contributions

0.0

0.0

0.0

0.1

0.1

(0.1)

- Total Other Types of TPs

0.0

0.0

0.0

0.0

0.0

0.0

14)  Total for PA

0.0

0.0

0.0

0.1

0.1

(0.1)

15)  Total for Transfer Payment Program

183.7

138.7

113.0

119.7

119.7

(6.7)

* EBSD = Entrepreneurship and Business Skills Development

16)  Comment(s) on Variance(s):

Spending levels for the BDP were adjusted upwards by $6.7 million, from $113.0 million to $119.7 million to meet increased programming requirements for innovation projects and entrepreneurship and business skills development projects under the activity, Fostering the development of institutions and enterprises. The increase of $11.5 million in this activity and the $0.1 million under Advocacy were funded from decreased requirements of $8 million from the Atlantic Innovation Fund and lower than anticipated costs of $3.3 million and $1.6 million respectively under the activities, Fostering the economic development of Atlantic communities, and Policy.

17)  Significant audit and evaluation findings (including URL(s) to last audit and/or evaluation). If an evaluation or audit is planned, but has not yet occurred, indicate when it will be completed.

Components of the BDP are being evaluated under both an Impact Evaluation of Innovation and an Impact Evaluation of Community Investment/Community Development Resources to be completed by the end of May 2009. An internal audit of the BDP was concluded in November 2006. The audit results show that the Agency has exercised due diligence in the delivery of the program, and has substantially complied with the terms and conditions of the program and with the Treasury Board Policy on Transfer Payments.  An internal audit of the Entrepreneurship and Business Skills Development area of the BDP was concluded in 2008.  The audit results show that on an overall basis, the Agency exercised due diligence in the delivery of the Entrepreneurship and Business Skills Development elements of the BDP.  More information can be found at http://www.acoa-apeca.gc.ca/e/library/audit/bdp_qaa.shtml and at http://www.acoa-apeca.gc.ca/e/library/audit/ebsd.shtml.




1)  Transfer Payment Program:

Community Futures Program (CF) – Voted

2)  Start Date:

3)  End Date:

May 18, 1995

October 2, 2010

4)  Description of Transfer Payment Program:

Community Futures is a program that supports community economic development and builds the capacity of communities to realize their full sustainable potential. The program provides financial support to CF organizations (e.g. Community Business Development Corporations in Atlantic Canada) that, in collaboration with other partners and stakeholders, can assess their situation and develop strategies to meet their needs. It also provides support to small and medium-sized enterprises (SMEs) and social enterprises, and for undertaking appropriate community economic development initiatives.

5)  Strategic Outcomes:

The program is linked to the strategic outcome: Dynamic and sustainable communities for Atlantic Canada.

6)  Results Achieved:

In 2007-2008, ACOA invested $12.6 million through the CF program to support operational costs of the 41 Community Business Development Corporations (CBDCs) and to their provincial and Atlantic associations to assist in their work of filling the gap in providing access to capital and counselling for rural SMEs in Atlantic Canada.

This support allowed the CBDCs to provide over 7,600 counselling sessions to clients throughout the Atlantic region. The CBDCs also provided 1,050 loans for a total investment of $48.1 million in rural communities and leveraged an additional $37 million from other sources.

Additionally, the CF financial assistance allowed the CBDCs and their provincial and Atlantic Canadian associations to become active partners in the economic development within their communities by participating in the planning process and delivering important activities and programs. The Agency’s support provided the opportunities for the CBDCs to be active members of the many provincial, regional and pan-Canadian networks that work together in their communities with key industry leaders and all levels of governments to provide advice, direction and share best practices in order to ultimately develop and support community development of SMEs within the region. This has resulted in a better understanding of the issues and challenges that can be addressed and a more strategic focus on projects that will overcome challenges within rural communities.

Program Activity

($ millions)

7)  2005‑2006
Actual Spending

8)  2006‑2007
Actual Spending

2007-2008

9)
Planned Spending

10)
Total Authorities

11)
Actual Spending

12)
Variance (9‑11)

13)  Fostering the economic development of Atlantic communities

- Total Grants

0.0

0.0

0.0

0.0

0.0

0.0

- Total Contributions

11.4

14.2

12.6

13.7

13.7

(1.1)

- Total Other Types of TPs

0.0

0.0

0.0

0.0

0.0

0.0

14)  Total for PA

11.4

14.2

12.6

13.7

13.7

(1.1)

15)  Total for Transfer Payment Program

11.4

14.2

12.6

13.7

13.7

(1.1)


16)  Comment(s) on Variance(s):

The increased expenditures related to an infusion of additional investment capital in order to address a community adjustment issue (i.e. allowing the community of Digby through a not for profit organization to acquire ownership of a critical piece of infrastructure related to the fisheries sector.)

17)  Significant audit and evaluation findings and URL(s) to last audit and/or evaluation. If an evaluation or audit is planned, but has not yet occurred, indicate when it will be completed.

A follow-up audit of the CF Program is planned for 2008-2009. The previous audit was concluded in 2005 and indicated that the Agency has exercised due diligence in the delivery of the program.  More information can be found at http://www.acoa-apeca.gc.ca/e/library/audit/cfs.shtml. A Pan-Canadian Community Futures Program Impact Evaluation is underway and includes individual Regional Development Agencies (RDAs) evaluations. The Pan-Canadian Community Futures Impact Evaluation Roll-Up Report due date is November 2008.  The previous Community Futures Program Formative Evaluations were completed in fiscal year 2002-2003 by the RDAs. They addressed issues with respect to program rationale, success and cost-effectiveness, and pointed to the need to improve the measurement and management of performance. The roll-up report found the CF Program to be relevant and concluded that there was continuing need for the program.




1)  Transfer Payment Program:

Innovative Communities Fund (ICF) – Voted

2)  Start Date:

3)  End Date:

April 1, 2005

March 31, 2010

4)  Description of Transfer Payment Program:

The program is designed to make a non-repayable contribution in support of strategic initiatives that respond to the economic development needs of communities. To effectively address the wide range of challenges and opportunities of regions, communities and sectors, the ICF takes a comprehensive approach to working with communities at various stages along the economic development continuum, while ensuring sustainable economic outcomes.

There are two distinct components of the ICF. The first (strategic community capacity) is designed to support non‑commercial/non‑profit strategic initiatives that target the economic development needs of rural communities. The second component (proactive investments) is intended to stimulate transformative change. This component will support proactive identification and implementation of strategic opportunities with local partners. The program is designed to respond to the unique and varying needs of communities, and within this flexible approach there will be clear links to sustainable economic development outcomes. This focus on outcomes will ensure the program has the desired impact on the Atlantic region’s economy.

5)  Strategic Outcomes:

The ICF is linked to the strategic outcome, Dynamic and sustainable communities for Atlantic Canada.

6)  Results Achieved:

During 2007-2008, the ICF committed a total of $52.4 million to 150 projects across the region. In 2008-2009, ACOA will conduct an impact evaluation of the Community Investment sub-activity, which includes the ICF.

Program Activity

($ millions)

7)  2005‑2006
Actual Spending

8)  2006‑2007
Actual Spending

2007‑2008

9)
Planned Spending

10)
Total Authorities

11)
Actual Spending

12)
Variance (9‑11)

13)  Fostering the economic development of Atlantic communities

- Total Grants

0.0

0.0

0.0

0.0

0.0

0.0

- Total Contributions

7.9

38.8

42.3

46.9

46.9

(4.6)

- Total Other Types of TPs

0.0

0.0

0.0

0.0

0.0

0.0

14)  Total for PA

7.9

38.8

42.3

46.9

46.9

(4.6)

15)  Total for Transfer Payment Program

7.9

38.8

42.3

46.9

46.9

(4.6)

16)  Comment(s) on Variance(s):

Actual spending under the ICF was higher than planned due increased take-up under the program.

17) Significant audit and evaluation findings and URL(s) to last audit and/or evaluation. If an evaluation or audit is planned, but has not yet occurred, indicate when it will be completed.

An Impact Evaluation of Community Investment/Community Development Resources Impact, which includes the ICF and the BDP, is underway and the final report is to be completed in May 2009. An audit of the program was completed in 2007 and indicated that the Agency exercised due diligence in the delivery of Community Development programming, including the ICF.  More information can be found at http://www.acoa-apeca.gc.ca/e/library/audit/ced.shtml.




1)  Transfer Payment Program:

Infrastructure Canada Program (ICP) – Voted
Canada-Newfoundland and Labrador Agreement
Canada-Prince Edward Island Agreement
Canada-Nova Scotia Agreement
Canada-New Brunswick Agreement

2)  Start Date:

3)  End Date:

December 12, 2000

March 31, 2009

4)  Description of Transfer Payment Program:

The Infrastructure Canada program is a federal-provincial/territorial cost-shared initiative that improves urban and rural municipal infrastructure in Canada. Program objectives include improving Canadians’ quality of life through investments that enhance the quality of the environment, support long-term economic growth, improve community infrastructure, and build 21st century infrastructure.

5)  Strategic Outcomes:

The program is linked to the strategic outcome, Dynamic and sustainable communities for Atlantic Canada.

6)  Results Achieved:

Since agreements were signed with the four Atlantic Provinces, from 2000 to 2006, over $180 million of federal funds has been committed to close to 700 approved projects under the ICP. The program’s first priority is green municipal infrastructure (i.e. projects that improve the quality of the environment and contribute to Canada's goal of clean air and clean water). ACOA is well ahead of target on green objectives, with 91% of federal funds having been directed to projects in this category.

Program Activity

($ millions)

7)  2005‑2006
Actual Spending

8)  2006‑2007
Actual Spending

2007‑2008

9)
Planned Spending

10)
Total Authorities

11)
Actual Spending

12)
Variance (9‑11)

Canada-Newfoundland and Labrador Agreement
13)  Infrastructure Programming

- Total Grants

0.0

0.0

0.0

0.0

0.0

0.0

- Total Contributions

11.4

8.6

0.9

2.9

2.9

(2.0)

- Total Other Types of TPs

0.0

0.0

0.0

0.0

0.0

0.0

14)  Total for PA

11.4

8.6

0.9

2.9

2.9

(2.0)

Canada-Prince Edward Island Agreement
13)  Infrastructure Programming

- Total Grants

0.0

0.0

0.0

0.0

0.0

0.0

- Total Contributions

1.2

0.4

0.0

0.0

0.0

(0.0)

- Total Other Types of TPs

0.0

0.0

0.0

0.0

0.0

0.0

14)  Total for PA

1.2

0.4

0.0

0.0

0.0

(0.0)

Canada-Nova Scotia Agreement
13)  Infrastructure Programming

- Total Grants

0.0

0.0

0.0

0.0

0.0

0.0

- Total Contributions

10.6

9.2

2.1

5.9

5.9

(3.8)

- Total Other Types of TPs

0.0

0.0

0.0

0.0

0.0

0.0

14)  Total for PA

10.6

9.2

2.1

5.9

5.9

(3.8)

Canada-New Brunswick Agreement
13)  Infrastructure Programming

- Total Grants

0.0

0.0

0.0

0.0

0.0

0.0

- Total Contributions

5.9

1.6

0.5

0.7

0.7

(0.2)

- Total Other Types of TPs

0.0

0.0

0.0

0.0

0.0

0.0

14)  Total for PA

5.9

1.6

0.5

0.7

0.7

(0.2)

15)  Total for Transfer Payment Program

29.1

19.8

3.5

9.5

9.5

(6.0)

16)  Comment(s) on Variance(s):

Actual spending in 2007-2008 was higher than planned due to carry forward of commitments from previous years as projects under the ICP are finalized with the winding down of the program.

17) Significant audit and evaluation findings and URL(s) to last audit and/or evaluation:

An audit of the program will be completed in 2008-2009.  A management audit of the Infrastructure Canada Program in 2005-2006 was positive, with no substantial issues noted. More information can be found at http://www.acoa-apeca.gc.ca/e/library/audit/icp.shtml.




1)  Transfer Payment Program:

Saint John Shipyard Adjustment Initiative (SJSAI) – Voted

2)  Start Date:

3)  End Date:

May 28, 2003

May 31, 2010

4)  Description of Transfer Payment Program:

The Saint John Shipyard Adjustment Initiative was approved with the objective of addressing overcapacity at the Saint John shipyard, which was a recurring problem for the industry. The SJSAI funding is designed to address the lack of manufacturing activities at the former shipyard site and the impact of the shipyard’s closure on New Brunswick’s economy.

5)  Strategic Outcomes:

The initiative is linked to the strategic outcome, Dynamic and sustainable communities for Atlantic Canada.

6)  Results Achieved:

In 2007-2008, ACOA continued to deliver the SJSAI. This initiative was designed to ensure the transition from the closure of shipyard operations in Saint John, New Brunswick, to redevelopment of the site for other economic development use, through $55 million in total available funding.

In the past year, this initiative has seen the conclusion of the former shipyard’s refurbishment into a green industrial park that is now poised to accept tenants.  In this regard, it is one of the few North American examples of the successful transformation of a former shipyard site. 

The first project approved under the Shipyard Redevelopment Program (SRP) included a feasibility study to identify the best use for the former shipyard site as well as site improvements, in order to remove impediments for future development. The total provisionally repayable contribution for this project is $9.95 million and was fully disbursed by the end of fiscal 2007-2008.

The SRP led to an initial application under the SJSAI’s Industrial Diversification Program (IDP) to assist in the establishment of a gypsum wallboard manufacturing facility on the former shipyard site. This project was allocated $35 million in provisionally repayable funding and was completed during fiscal 2007-2008. This plant employs 56 people with a monthly forecasted volume of 12-18 million square feet. The site’s owner, The Irving Group, is currently evaluating several proposals to utilize the balance of the SJSAI; these include additional manufacturing facilities that will create synergies with the wallboard plant.

Program Activity

($ millions)

7)   2005‑2006
Actual Spending

8)  2006‑2007
Actual Spending

2007‑2008

9)
Planned Spending

10)
Total Authorities

11)
Actual Spending

12)
Variance (9‑11)

13)  Special Adjustment Measures

- Total Grants

0.0

0.0

0.0

0.0

0.0

0.0

- Total Contributions

1.1

13.0

40.2

29.5

29.5

10.7

- Total Other Types of TPs

0.0

0.0

0.0

0.0

0.0

0.0

14)  Total for PA

1.1

13.0

40.2

29.5

29.5

10.7

15)  Total for Transfer Payment Program

1.1

13.0

40.2

29.5

29.5

10.7

16)  Comment(s) on Variance(s):

Actual spending was less than planned due to extension of the program beyond original timelines.

17)  Significant audit and evaluation findings and URL(s) to last audit and/or evaluation:

An evaluation of the SJSAI will be conducted at a future time, once the initiative is completed. An internal audit was concluded in March 2006. The audit results show that the Agency has exercised due diligence in the delivery of the program, has complied with the terms and conditions of the program and with the Treasury Board Policy on Transfer Payments.
More information can be found at
http://www.acoa-apeca.gc.ca/e/library/audit/sjsai.shtml.


 



Horizontal Initiatives

Atlantic Canada Tourism Partnership (ACTP)

International Business Development Program (IBDP)

Team Canada Atlantic (TCA)

 

Atlantic Canada Tourism Partnership (ACTP)


1.  Name of Horizontal Initiative

2.  Name of Lead Department

Atlantic Canada Tourism Partnership (ACTP)

ACOA

3.  Start Date of Horizontal Initiative

4.  End Date of Horizontal Initiative

5.  Total Federal Funding Allocation

April 1, 2006

March 31, 2009

$9.95 million

6.  Description of Horizontal Initiative

Tourism offers significant opportunities for economic growth and social development in Atlantic Canada. The sector is far more important to the economic prosperity of Atlantic Canada than it is in other Canadian jurisdictions. Visitor spending injects $3.24 billion into the regional economy. Tourism employs over 110,000 Atlantic Canadians and represents 5.5% of the region’s GDP, compared with 2.5% nationally. For the past 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, the 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:
          United States Marketing Initiative – to effect greater tourism returns from the New England market; and
          Overseas Marketing Initiative – to pursue the United Kingdom, German and Japanese markets through integrated marketing techniques.

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

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 coordinated 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:
          Atlantic Canada Opportunities Agency (50% of funding)
          Canadian Tourism Commission (may partner on marketing initiatives on an ad‑hoc basis)

Provincial Governments: (30% of funding)
          Province of New Brunswick – Business New Brunswick and the Department of Tourism and Parks
          Province of Nova Scotia – Department of Tourism and Culture
          Province of Prince Edward Island – Department of Tourism and Department of Agriculture, Fisheries and Aquaculture
          Province of Newfoundland and Labrador – Department of Tourism, Culture and Recreation

Private Sector Organizations: (20% of funding)
          Hospitality Newfoundland and Labrador
          Tourism Industry Association of Nova Scotia
          Tourism Industry Association of New Brunswick
          Tourism Industry Association of Prince Edward Island

10.  Name of Program

11.  Total Allocation

12.  Planned Spending for 2007-2008

13.  Actual Spending for 2007-2008

United States Marketing Initiative

$8.30 million

$2.77 million

$2.76 million

Results for 2007‑2008

14. Expected Results for 2007-2008

15.  Results Achieved in 2007-2008

Return on Investment (ROI): measurable tourism revenues generated per partner dollar invested in integrated marketing/media campaigns

$14 to $1

$19.45 to $1

Number of visitor parties related to the marketing program

30,000

55,385

Dollar amount of visitor spending on goods/services relate to the marketing program

$38.78 million

$82.9
million

16.  Comments on Variances

The ACTP developed an Internet conversion model to assess the impact of travellers who download tourism information directly from the Internet, rather than request literature through traditional means. The inclusion of these inquiries into its conversion research enabled the ACTP to measure the incremental impact of the Internet on media‑generated information requests, party visits and related visitor spending/revenues.  Consumer media campaigns generated $82.1 million in incremental revenues for tourism SMEs in Atlantic Canada, and a ROI of $26.52 to $1.00.  US Tour Wholesaler Partnerships generated an additional $900,000 in revenues, and an ROI of $10.17.  The inclusion of several non‑ROI generating activities (e.g. travel trade shows, media relations program, consumer website development research) resulted in an overall ROI of $19.45.

10.  Name of Program

 

11.  Total Allocation

12.  Planned Spending for 2007-2008

13.  Actual Spending for 2007-2008

Overseas Marketing Initiative

$1.2 million

$0.4 million

$0.4 million

Results 2007‑2008

14. Expected Results for 2007-2008

15.  Results Achieved in 2007-2008

Return on Investment: measurable tourism revenues generated per partner dollar invested in integrated marketing/media campaigns

$6 to $1

$4.74 to $1

Partnerships formed with Overseas Tour Wholesalers

20

14

Dollar amount of visitor spending on goods/services resulting from the Overseas Tour Wholesaler partnerships

$2.4 million

$3.7 million

16.  Comments on Variances

The ACTP refocused its European Tour Wholesaler Partnership (ETWP) program on those partnerships having the greatest potential to generate the highest return. The number of partnerships was reduced from 20 (target) to 14 (achieved). These generated $3.7 million in incremental revenues for tourism SMEs in Atlantic Canada, and an ETWP-ROI of $15.58 to $1.00. The ACTP also invested in several non‑ROI‑generating activities (e.g. travel trade shows, media relations program, consumer website development, research). These investments resulted in an overall ROI of $4.74, versus the $6.00 target.

17.  Results to be Achieved by Non-federal Partners (if applicable)

N/A

18.  Contact Information

Rob McCloskey, Director General,
Tourism Atlantic
Atlantic Canada Opportunities Agency
Telephone:  902-626-2479
E-mail: rob.mccloskey@acoa-apeca.gc.ca


 

International Business Development Program (IBDP)


1.  Name of Horizontal Initiative

2.  Name of Lead Department

International Business Development Program
(also/formerly known as International Business Development Agreement)

ACOA

3.  Start Date
of the Horizontal Initiative

4.  End Date
of the Horizontal Initiative

5.  Total Federal Funding Allocation

April 11, 2005

March 31, 2010

$7.0 million

6.  Description of the Horizontal Initiative

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 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/e/ibda/index.shtml).

7.  Shared Outcomes

The shared outcomes for the IBDP partners are as follows, and support ACOA’s priority for trade:
       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 200 projects involving some 3,500 Atlantic Canadian companies. The IBDA assisted 182 companies to begin exporting, 380 exporters to increase their export sales, and 259 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.  Federal Partners involved in each program

Federal departments and agencies (70% funding)
          ACOA (lead department)
          Foreign Affairs and International Trade Canada – non‑funding partner
          Industry Canada – non‑funding partner

Provincial governments (30% funding)
          Business New Brunswick
          Nova Scotia Business Inc.
          Newfoundland and Labrador Department of Innovation, Trade and Rural Development
          Prince Edward Island Business Development Inc.

 

10.  Name of Programs

11.  Total Allocation

12.  Planned Spending
for 2007-2008

13.  Actual Spending
for 2007-2008

International Business Development Program (IBDP)

$7.0 million

$1.8 million

$2.1 million

Results for 2007‑2008

14. Expected Results for the Life of the Agreement (2005‑2006 through 2009‑2010)

15.  Results Achieved in
2007‑2008

Increase the number of new exporters

40 companies

5

Existing exporters reporting sales to new markets

75 companies

17

Existing exporters reporting increased sales to existing markets

150 companies

33

16.  Comments on Variances

Expected results are for the lifetime of the agreement, and data collection continues for two years after the term of the agreement. The target date to fully achieve these expected results is 2012.

17.  Results to be Achieved by Non-federal Partners (if applicable)

N/A

18.  Contact Information

Michel TÍtu, Director General,
Trade and Investment
Atlantic Canada Opportunities Agency
Telephone: 506-851-6496
E-mail: michel.tetu@acoa-apeca.gc.ca


 

Team Canada Atlantic (TCA)


1.  Name of Horizontal Initiative

2.  Name of Lead Department

Team Canada Atlantic

ACOA

3.  Start Date
of the Horizontal Initiative

4.  End Date
of the Horizontal Initiative

5.  Total Federal Funding Allocation

April 1999

March 31, 2010

$11.14 million

6.  Description of the Horizontal Initiative

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 2008, approximately $6.5 million was spent on TCA missions; as of June 2008, mission participants reported actual sales of nearly $45 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 ventures 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:
          increase export‑readiness for 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 June 2008, Team Canada Atlantic had completed 14 missions to United States markets, involving 531 companies and more than 3,665 business meetings, and resulting in more than $44 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 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, 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 coordination and implementation of the TCA missions.

9.  Federal Partners involved in each program

          ACOA
          Foreign Affairs and International Trade Canada – non‑funding partner
          Agriculture and Agri‑Food Canada (AAFC) – $7,000/mission

10.  Name of Programs

11.  Total Allocation

12.  Planned Spending
for 2007-2008

13.  Actual Spending
for 2007-2008

Team Canada Atlantic

ACOA    $11.14 million

AAFC     $132,000

ACOA    $356,000 (G&C)
            $  75,000 (O&M)
AAFC     $    7,000

ACOA $337,829 (G&C)
ACOA $73,000 (O&M)
AAFC $7,000

Results for 2007‑2008

14. Expected Results for 2007-2008

15. Results Achieved in 2007-2008

SMEs that have increased export‑readiness

40

41

New exporters

5

8

Exporters developing new markets

5

16

Forecasted export sales by SMEs

$30 million

$15 million

16.  Comments on Variances

 

17.  Results to be Achieved by Non-federal Partners (if applicable)

N/A

18.  Contact Information

Michel TÍtu, Director General,
Trade and Investment
Atlantic Canada Opportunities Agency
Telephone: 506-851-6496
E-mail: michel.tetu@acoa-apeca.gc.ca




Table: Sustainable Development Strategy

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 Sustainable Development Strategy 2007-2010 is available at: http://www.acoa-apeca.gc.ca/e.


ACOA’s SDS Goals: To raise awareness of the benefits of sustainable development and sustainable communities; to assist SMEs to identify ways to become more eco-efficient; and to ensure that SMEs and communities are aware of the federal funding programs available to help them. The long-term target is to have more competitive, resource-efficient and sustainable businesses and communities in the region.

Federal SD Goal(s): Water; Clean air; Reduced greenhouse gas emissions; Sustainable communities; Sustainable development and use of natural resources; Strengthened federal governance and decision-making to support sustainable development.

Agency’s SDS Goal:
Priority 1 – Support to Business

Department’s Expected Results for 2007-2008

Supporting Performance Measures

Achieved SDS Departmental Results for 2007-2008

1.1 Increased awareness by SMEs of SD and its potential benefits to their organization.

     # of sessions given
     # of SMEs attending sessions
     # of SMEs receiving SD reviews/audits

Ten Sustainable Development Workshops have been held throughout Atlantic Canada, with 180 participants. These workshops were funded by ACOA and provided by the Eco-Efficiency Centre.

In Nova Scotia, ACOA is one of the funding partners in the Eco-Efficiency Business Assistance Program, which is aimed at SMEs within the manufacturing and processing sector with less than 500 employees. It is designed to increase awareness of pollution prevention and eco-efficiency and to stimulate implementation of cost-efficient opportunities related to environmental issues. To date, the program has consulted with 46 companies and identified annual savings in excess of $4.4 million. Furthermore, the program has 23 consultants from nine firms now registered to conduct assessments under the program.

In New Brunswick, ACOA has supported a pilot project in partnership with Enterprise Fredericton called the Sustainable Business Initiative (SBI).  This initiative will encourage SMEs to adopt environmentally friendly practices by stimulating the integration of eco-efficiency and pollution prevention initiatives into their daily operations. Ten SMEs received sustainable development reviews/audits under this initiative. By implementing the recommendations of expert consultants, the SMEs will reduce their costs of production and thereby improve both their productivity and competitiveness. 

In Newfoundland and Labrador, the Agency has provided funding to the Newfoundland Environmental Industries Association to carry out activities that create awareness of sustainable development.

The Agency continues to promote and recognize SMEs in its funding determination, where the entrepreneurs will be undertaking projects that have a positive sustainable component.

1.2 Increased awareness by stakeholders of the importance of their involvement in providing SD services to SMEs

         # of information sessions with stakeholders

Information sessions for stakeholders will be held in 2008-2009.

1.3 Improved access to SD government programs and services

         # of information sessions
         # of federal partners who participate in sessions

Information sessions for project officers on government programs and services will be held in 2008-2009.

1.4 SMEs implement/adopt SD practices and /or technologies

         # of SMEs (ACOA clients) undertaking sustainable development practices in their operations
         # of SMEs adopting/developing new technologies

This initiative is ongoing as ACOA will follow up with SMEs that have participated in the workshops and the SBI in order to measure the adoption of SD practices and/or technologies.

Agency’s SDS Goal:
Priority 2 – Support to Communities

2.1 Awareness of opportunities for community sustainable development

         # of information sessions

Information sessions for community development partners will be held in the coming year.

2.2 Improved, sustainable community infrastructure

         # of green infrastructure projects

The Agency has implemented the Municipal Rural Infrastructure Fund (MRIF) and Canadian Strategic Infrastructure Fund (CSIF) programs on behalf of Infrastructure Canada. A total of 56 projects were approved under the MRIF and three under the CSIF.  Investments in green infrastructure will continue with the new suite of programs contained under the Building Canada Fund. These agreements will apply significant amounts of funding, in conjunction with provincial and municipal partners, to green infrastructure projects.

2.3 Sustained community partnerships/collaboration to explore/develop/capitalize on SD opportunities

         # of collaborations in community development planning and implementation
         $ leveraged on community development projects/investments

Collaboration in community development planning and implementation is ongoing.

 

Agency’s SDS Goal:
Priority 3 – Awareness and Capacity Building

3.1 Provinces and other federal government departments/
agencies are aware of ACOA’s vision for SD in Atlantic Canada

         # of presentations delivered/documents provided or presented

No progress to date.

3.2 Coherent approach to achieving federal SD priorities by federal departments in Atlantic Canada

         # of partnerships established through sub-committees

No progress to date.

Agency’s SDS Goal:
Priority 4 – Setting an Example

4.1  Staff are aware/
knowledgeable of how they can/should contribute to ACOA’s SDS and the importance of their contribution

         # of workshops/training sessions offered
         Communications plan established
         # of SD communications products developed and distributed
         # of visits to ACOA’s SD intranet site
         # of incremental SD practices
         # of SD committees established

Ten information sessions have been held throughout the Atlantic provinces. These include presentations of Al Gore’s An Inconvenient Truth, the film Crude Awakenings, sessions on Sustainability and Atlantic Canadian Businesses, sessions on backyard composting, energy consumption and an Efficiency New Brunswick information session. ACOA’s Head Office in Moncton, New Brunswick, held an Environmental Fair as part of an awareness activity. In Newfoundland and Labrador, ACOA is piloting a project to measure the environmental footprint of individual staff members. This is ongoing, as a survey has been developed and results will be available in 2008-2009. The establishment of a communications plan for the Agency is ongoing. Regional Sustainable Development Committees have been re-established and are active in implementing activities to increase staff awareness.

4.2 Staff are aware of the SD programs and services available to ACOA clients

         # of information sessions held
         # of staff attending sessions

Information sessions to staff on SD programs and services available to ACOA clients has yet to be accomplished.

4.3 Increased senior management commitment to SD

         The corporate work plan and all regional work plans contain SD activities
         Human and financial resources allocated to SD

SD has been incorporated into the annual planning cycle and the Agency’s program activity workplans include a SD consideration. 

4.4 Emphasize green procurement

         % of remanufactured cartridges purchased
         # of existing supplies replaced by green products
         # of energy efficient equipment purchased

In New Brunsiwck, ACOA’s offices are piloting a project for the Agency in the procurement of remanufactured toners for printers and photocopiers. All office equipment purchased during this period has been energy efficient. The procurement officers have participated in the mandatory training from the Canada School of public Service (CSPS) that features content on the Government of Canada’s Policy on Green Procurement. Office practice is to purchase green products when they are available. Identification methods have been developed to capture the purchase of green products

4.5  Purchase of hybrid or fuel efficient vehicles

         % of hybrid and energy efficient vehicles of total fleet

Hybrid vehicles comprise 63% of the Agency’s fleet.  All replacement vehicles or new vehicles purchased have been hybrids or alternative fuel vehicles.  The target of 75% has yet to be achieved.

4.6  Reduce amount of energy consumed in offices

         # of landlords with whom negotiations have been initiated
         # and types of energy reduction measures implemented

In order to reduce the amount of energy consumed in the offices all the IT equipment purchased are identified as “Green Products” Standing Offer. 

 




Table: Response to Parliamentary Committees and External Audits

Responses to Parliamentary Committees

No recommendations were received for 2007-2008.

Response to the Auditor General (including the Commissioner of the Environment and Sustainable Development).

The Auditor General of Canada did not report on the activities of ACOA in 2007-2008.

The Commissioner of the Environment and Sustainable Development did not report on the activities of ACOA in 2007-2008.

External Audits

Officer of the Commissioner of Official Languages – 2007-2008 Annual Report.

http://www.ocol-clo.gc.ca/html/ar_ra_2007_08_e.php

 



Table: Internal Audits (2007-2008)


Name of Audit

Audit Type

Status

Completion Date
(actual or expected completion date)

Entrepreneurship and Business Skills Development

Transfer payment

Completed

December 2007

Community Economic Development – Community Development Resources

Transfer payment

Ongoing

October 2008

Data Integrity

IM/IT

Ongoing

October 2008

Infrastructure Canada Program and Municipal and Rural Infrastructure Fund

Transfer payment

Ongoing

November 2008

Tourism

Transfer payment

Ongoing

September 2008

Trade

Transfer payment

Ongoing

September 2008

Investment

Transfer payment

Ongoing

September 2008

Expense Management Tool Controls

Financial Management Controls

Ongoing

August 2008


The audit of Entrepreneurship and Business Skills Development concluded that, on an overall basis, ACOA exercises due diligence in the delivery of Entrepreneurship and Business Skills program activities.  Recommendations were made to improve some of the current processes, as follows:

  • Overall, the audit concluded that projects met eligibility requirements, the projects were properly assessed against evaluation criteria, and that information critical to project decisions was consistently and accurately documented.  Recommendations were made to improve certain elements of the assessment process to ensure consistent documentation of applicant and project eligibility.
  • The payments system was examined and solid management processes were found to be in place.
  • Project monitoring and evaluation of project benefits were examined and the audit noted some areas in which performance could be improved.  Recommendations were made to improve the monitoring process and emphasize the importance of formally documenting project achievements.

Further information on audit reports and, where applicable, their corresponding Management Action Plans is available on ACOA’s website at http://www.acoa-apeca.gc.ca/e/library/index.shtml.

Table: Evaluations (2007-2008)

The following is the status of Evaluation projects as scheduled for the year 2007-2008 in the Report on Plans and Priorities.


1.        Name of Evaluation

2.        Program Activity

3.        Evaluation Type

4.        Status

5.        Completion Date

6.        Electronic Link to Report

Strategic Community Investment Fund (SCIF)

Community Development

Impact

Final Report Near Approval (not yet published on website)

N/A

N/A

Advocacy Evaluation

Policy, Advocacy, Coordination

Impact

Rescheduled to be included in 2009-2010 Impact Evaluation of Policy, Advocacy and Coordination

N/A

N/A

International Business Development Program (IBDP)

Enterprise Development

Implementation

Cancelled (see below)

N/A

N/A

Saint John Shipyard Adjustment Initiative (SJSAI)

Community Development

Impact

Rescheduled to 2010/2011 at end (see below)

N/A

N/A

Community Futures (CF) Program

Community Development

Impact

Ongoing

September 2009

N/A

7.        Electronic Link to Evaluation Plan


International Business Development Program (IBDP):
         The planned formative evaluation on the IBDP was cancelled due to the fact that the program is 14 years of age and has been evaluated on several occasions.  A discussion paper was developed and accepted by program officials.  The IBDP will be evaluated during the Trade and Investment evaluation in 2009-2010.

Saint John Shipyard Adjustment Initiative:
         The program has been extended to 2010 and will be evaluated upon its completion.