ARCHIVED - RPP 2006-2007
Atlantic Canada Opportunities Agency

• Previous Page
• Table of Contents
• Next Page

This page has been archived.

Section III – Supplementary Information

Organizational Information

More information on people in charge and the organizational structure of ACOA may be found at: http://www.acoa-apeca.gc.ca/e/about/people.shtml.

Accountability

The Minister of the Atlantic Canada Opportunities Agency, the Honourable Peter MacKay, is responsible for the policies and programs designed to encourage economic development in Atlantic Canada and, particularly, to enhance the growth of earned incomes and employment opportunities.  The Minister is also responsible for the Enterprise Cape Breton Corporation (ECBC) and the Cape Breton Growth Fund Corporation (CBGF).

The President of ACOA, Ms. Monique Collette, is located in Moncton, New Brunswick.  The President is also the Chair of the Agency's Atlantic Canada Opportunities Board, President and CEO of ECBC, and Chair of ECBC's Board of Directors.

While ECBC and ACOA have a close working relationship, ECBC is a separate entity.  It is a Crown corporation that reports separately to Parliament.

Atlantic Canada Opportunities Board

Atlantic Canada Opportunities Board members provide direction and support through expert advice to the President and Minister on a broad spectrum of Agency strategy and policy matters.  This board includes the ACOA President as chair, and seven other members who are successful entrepreneurs, business professionals and community leaders from each of the four Atlantic provinces.  The Governor in Council appoints board members on the recommendation of the Minister.

Agency Organization

ACOA's mandate and organizational structure were determined following consultations with Atlantic Canadians across the region.  The result was – for the first time – a federal organization charged with regional economic development in Atlantic Canada being headquartered in the region.  The Agency has 36 regional and field offices in cities and towns across the four Atlantic provinces.  Consequently, ACOA's funding and policy decisions are made by and for Atlantic Canadians.

The President of ACOA is responsible for the administration of the Agency's operations and its employees.  Located in Moncton, New Brunswick, ACOA's Head Office is home to the President's Office, as well as the branches responsible for Policy and Programs, Finance and Corporate Services, Human Resources, Communications and Legal Services.  The Executive Vice-President has corporate responsibility for program areas and policies, as well as delivery of the pan-Atlantic projects and initiatives.

Regional vice-presidents located in each provincial capital are responsible for the delivery of ACOA programs.  Based in Sydney, Nova Scotia, the Vice-President of ECBC is responsible for delivering ACOA's programs on Cape Breton Island.  Through its Ottawa office, ACOA ensures that Atlantic Canada's interests are reflected in both the policies and programs developed by other departments and agencies of the federal government.  This office, which reports to the Executive Vice-President, also works to ensure Atlantic Canadians are aware of and able to take advantage of the opportunities to provide services and sell products to the Government of Canada.

Key Responsibilities

• Executive Vice-President
  • Policy and Programs
  • Regional level co-ordination of priorities and programs
  • Delivery of pan-Atlantic agreements
  • Policy research
  • Advocacy and procurement
  • Co-ordination of federal-provincial relations
• Vice-President, Finance and Corporate Services
  • Finance and Administration
  • Corporate Secretariat
  • Corporate Planning and Performance Management
  • Business Intelligence and Chief Information Office Directorate
  • Audit and Evaluation Secretariat
  • Ministerial Liaison Office
  • Audit (administrative relationship)
• Vice-presidents working in each of the Atlantic provinces
  • Federal-provincial development strategy
  • Delivery of services and programs at provincial and local levels
  • Liaison with provinces, business community and other stakeholders
  • Tourism Atlantic (Vice-President, Prince Edward Island)

Tables and Templates

Table 1: Agency Planned Spending and Full-time Equivalents

($ millions)	Forecast Spending 2005-2006	Planned Spending 2006-2007	Planned Spending 2007-2008	Planned Spending 2008-2009
Fostering SME development and regional economic capacity building	264.1	280.9	262.7	260.1
Access to business information	2.8	2.8	0.0	0.0
Community economic development	75.9	42.8	44.6	44.8
Special adjustment measures	26.2	24.5	24.5	0.0
Infrastructure programming	52.2	13.9	0.9	0.9
Policy research	11.0	11.0	10.9	10.9
Advocacy	3.9	4.0	4.0	4.0
Co-ordination	1.8	1.8	1.8	1.8
Total Main Estimates	437.9	381.7	349.4	322.5
Adjustments:
Procurement savings
Fostering SME development and regional economic capacity building	0.0	(0.7)	0.0	0.0
Reduced cost of the new Ministry – smaller Cabinet	0.0	(0.7)	(0.7)	(0.7)
Governor General Special Warrants
Additional funding to support community economic development in rural and disadvantaged urban areas (Community Futures Program)	0.2	0.0	0.0	0.0
Additional resources to meet official language objectives in the Federal Public Service related to: information exchange, regional bilingualism needs, learning and language retention, bilingual networks and service delivery (Official Languages Innovation Program)	0.5	0.0	0.0	0.0
Funding for the Municipal Rural Infrastructure Fund that will invest in public infrastructure projects designed to improve the quality of life in both urban and rural communities	0.4	0.0	0.0	0.0
Funding related to government advertising programs	0.2	0.0	0.0	0.0
Collective bargaining agreements	4.5	0.0	0.0	0.0
Funding for activities that are essential to the implementation of the Public Service Modernization Act	0.1	0.0	0.0	0.0
Operating budget carry forward	3.2	0.0	0.0	0.0
Other
Treasury Board Vote 10	0.1	0.0	0.0	0.0
Employee Benefit Plan	0.6	0.0	0.0	0.0
Total Adjustments	9.8	(1.4)	(0.7)	(0.7)
Total Planned Spending	447.7	380.4	348.7	321.8
Less: non-respendable revenue	67.3	57.0	57.0	57.0
Plus: cost of services received without charge	7.6	6.8	6.8	6.8
Total Agency Spending	388.0	330.2	298.5	271.8
Full-time Equivalents	678	612	592	592

In 2005 2006:

• The Agency's total authorities were $447.7 million, consisting of Main Estimates of $437.9 million, augmented by: $9.1 million through Governor General Special Warrants, $0.1 million in other Treasury Board approved authorities, and $0.6 million in adjustments to the cost of employee benefit plans.
• Actual expenditures of $418.7 million resulted in a lapse of $29.0 million. This lapse comprises $23.8 million in grants and contributions (including $1.9 million in frozen allotments). The lapse also includes $12.6 million under the Infrastructure Canada Program that the Agency expects to re profile to 2006 2007 or later years, depending on the requirements of the program (which expires March 31, 2009). The balance of the lapse ($5.2 million) is in operating expenditures, of which $3.9 million is eligible for the operating budget carry forward provisions.
• During the year, the Agency received authority for new funding totalling $62.9 million, including $46 million announced in Budget 2006 for innovation, $12.8 million for community economic development under the Strategic Community Investment Fund, $3.1 million for incremental funding under the Community Futures Program and $1.0 million for the government's Ocean Action Plan.
• The Agency set aside $58.5 million in frozen allotments due to approval received for reprofiling of grants and contributions funds: $24.5 million from the Atlantic Innovation Fund, $21.0 million from the Saint John Shipyard Adjustment Initiative and $13.0 million from the Infrastructure Canada Program. In addition, the Agency set aside $6.3 million as a frozen allotment as part of the expenditure reduction exercise. The new funding approved was offset against the frozen allotments, with a balance of $1.9 million remaining frozen.

Planned spending in 2006 2007 shows a decrease of $66.7 million from 2005 2006, a large part of which ($38.3 million) is due to the winding down of the Infrastructure Canada Program (replaced by the Municipal Rural Infrastructure Fund, with funding and expenditures reported by Infrastructure Canada). The balance of the decrease is primarily in the Community Economic Development program activity (in the Strategic Community Investment Fund), which saw increased requirements as approved projects matured and cash flows were reprofiled to 2005 2006 in anticipation of the winding up of the program.

Planned spending in 2007 2008 shows a decrease of $31.7 million (from $380.4 million in 2006 2007 to $348.7 million in 2007 2008). The decrease is due to a $13 million reduction for the Infrastructure Canada Program as the program winds down, a decrease of $7 million in adjustments to planned spending arising from Expenditure Review Committee reductions, and a decrease of $9.9 million due to adjustments arising from the timing of collections from repayable contributions. Other minor adjustments account for the remaining $1.8 million.

Planned spending in 2008 2009 shows a decrease of $26.9 million (from $348.7 million in 2007 2008 to $321.8 million in 2007 2008). The decrease is due to a $24.5 million reduction for the Saint John Shipyard Adjustment Initiative as the program winds down. Other minor adjustments account for the remaining $2.4 million.

Table 2:  Resources by Program Activity

Program Activity	Budgetary		Total Main Estimates	Total Planned Spending
	Operating	Grants and Contributions
Fostering SME development and regional economic capacity building	65.9	215.0	280.9	279.6
Access to business information	2.8	0	2.8	2.8
Community economic development	10.8	32.0	42.8	42.8
Special adjustment measures	0	24.5	24.5	24.5
Infrastructure programming	0.9	13.0	13.9	13.9
Policy research	5.1	5.9	11.0	11.0
Advocacy	4.0	0	4.0	4.0
Co-ordination	1.8	0	1.8	1.8
Total	91.3	290.4	381.7	380.4

Table 3:  Voted and Statutory Items

Vote		2005-2006 Main Estimates	2006-2007 Main Estimates
1	Operating expenditures	78.8	82.8
5	Grants and contributions	350.1	290.4
(S)	Minister of Atlantic Canada Opportunities Agency - Salary and motor car allowance	0.1	0
(S)	Contributions to employee benefit plans	8.9	8.5
	Total	437.9	381.7

The $56.1 million decline (mains over mains) can be attributed to reduced funding for community economic development and infrastructure programming, offset by growth in fostering SME development and regional economic capacity building.

Table 4:  Services Received Without Charge

Accommodations, provided by Public Works and Government Services Canada (PWGSC)	3.4
Employer's contribution to employees' insured benefits plans and expenditures, paid by Treasury Board Secretariat (TBS)	3.4
Salaries and associated expenditures of legal services, provided by the Department of Justice Canada	0
Total	6.8

Table 5:  Sources of Non-respendable Revenue

	Forecast Revenue 2005-2006	Planned Revenue 2006-2007	Planned Revenue 2007-2008	Planned Revenue 2008-2009
Fostering SME Development and Regional Economic Capacity Building
Repayable contributions	59.5	55.0	55.0	55.0
All other	7.8	2.0	2.0	2.0
Total Non-respendable Revenue	67.3	57.0	57.0	57.0

More information on non-respendable revenue may be found at:

http://www.acoa-apeca.gc.ca/e/financial/repayable/index.shtml

Table 6: Resource Requirement by Branch

 

Newfoundland and Labrador	67.6	0.6	13.0	---	3.2	0.6	0.6	0.3	85.9
Prince Edward Island	33.4	0.4	3.6	---	1.2	0.2	0.1	0.2	39.1
New Brunswick	66.4	0.8	11.0	24.5	3.7	0.4	0.3	0.3	107.4
Nova Scotia	77.4	1.0	9.0	---	5.8	0.6	0.2	0.3	94.3
Corporate*	34.8	---	6.2	---	---	9.2	2.8	0.7	53.7
Total	279.6	2.8	42.8	24.5	13.9	11.0	4.0	1.8	380.4

*    Includes the Minister's and President's Offices, Human Resources, Finance and Corporate Services, Legal Services, Communications, and Policy and Programs.

Table 7: Transfer Payments Programs

Information templates have been completed regarding each transfer payment program where total transfer payments will exceed $5 million in 2006-2007.

1. Business Development Program
2. Atlantic Innovation Fund
3. Community Futures Program
4. Innovative Communities Fund
5. Saint John Shipyard Adjustment Initiative
6. Infrastructure Canada Program

These templates can be found at http://www.tbs-sct.gc.ca/est-pre/20062007/p3a-eng.asp

Table 8:  Horizontal Initiatives

ACOA will act as the lead partner on:

1. International Business Development Program (IBDP)
   http://www.acoa-apeca.gc.ca/e/ibda/index.shtml
    
2. Team Canada Atlantic (TCA)
   http://www.teamcanadaatlantic.ca/

ACOA will act as a partner on:

1. Rural Development/Canadian Rural Partnership
   http://www.rural.gc.ca/iwg_e.phtml
    
2. Team Canada Inc. (TCI)
   http://www.pch.gc.ca/progs/ac-ca/progs/rc-tr/progs/canada-inc/index_e.cfm
   
   
3. Infrastructure Canada Program (ICP)
   http://www.infrastructure.gc.ca/icp/index_e.shtml?menu3
    
4. Canada Strategic Infrastructure Fund (CSIF)
   http://www.infrastructure.gc.ca/csif/index_e.shtml
    
5. Municipal Rural Infrastructure Fund (MRIF)
   http://www.infrastructure.gc.ca/mrif-fimr/index_e.shtml?menu3
    
6. U.S. Enhanced Representation Initiative (ERI)
   http://w01.international.gc.ca/minpub/Publication.aspx?isRedirect=True&publication_id=380348&Language=E
    
7. Canada Business Service Centres (CBSCs)
   http://canadabusiness.gc.ca/gol/cbec/site.nsf/en/index.html
    
8. Canadian Agriculture and Food International (CAFI) Program
   http://www.agr.gc.ca/int/cafi-picaa/index_e.php?page=intro
    
9. Aboriginal economic development

ACOA's detailed report on these horizontal initiatives can be found on the Agency's website at:  http://www.acoa-apeca.gc.ca/e/library/reports/rpp2006/index.shtml.

Information on all Government of Canada horizontal initiatives can be found on the Treasury Board of Canada's website at:

http://www.tbs-sct.gc.ca/rma/eppi-ibdrp/hrdb-rhbd/profil-eng.asp.

Table 9:  Sustainable Development Strategies

ACOA's Sustainable Development Strategy (SDS) III continues to focus on initiatives that contribute to sustainable businesses and communities in Atlantic Canada.

Points to address	Agency Input
1.   How does your department plan to incorporate SD principles and values into your mission, vision, policy and day-to-day operations?	ACOA will be working to integrate SD into its operational planning process for 2006-2007 to make it more visible to staff and facilitate performance measurement. Monitoring of commitments and initiatives will be done on a regular basis. Awareness training to all staff is planned for May 2006 to reinforce the principles and values of SD in the Agency.
2.   What goals, objectives and targets from your most recent SDS will you be focusing on this coming year?  How will you measure your success?	The target for the reporting period will be to complete most of the outstanding commitments under SDS III. ACOA will work with other federal departments to hold one workshop on national environmental programs.  Information sessions will form part of the consultations process in preparing SDS IV.  Success will be measured in the number of participants who attend the sessions and hear the message. ACOA will investigate the cap and trade emissions policies in the southeastern U.S. and the New York Energy Smart Program to build policy capacity in this region, and identify opportunities for Atlantic Canada in this key market and lessons learned that could be applicable.  The success will be measured in the compilation of valuable information on economic and achievable energy management in this region. A pilot project in New Brunswick will be undertaken to determine the feasibility of encouraging New Brunswick SMEs to permanently integrate pollution prevention (P2) and eco-efficiency (E2) practices into the management of their operations in order to improve their productivity and economic sustainability.  This program is expected to reduce client operating costs, and thereby increase their long-term viability and their competitiveness.  Success will be measured by the number of companies who participate in the pilot project. With respect to internal operations, ACOA will purchase at least one additional alternative fuel vehicle; provide awareness training to all staff,and at least one procurement officer at Head Office and each regional office will complete the online course, entitled Guide to Buying Green.  The Agency will purchase recycled toner cartridges,recycled paper and green products.The Agency's success will be measured by the increase in alternative fuel vehicles, more knowledge in green procurement,and an increase in purchasing green products.
3.   Identify any sustainable development tools, such as strategic environment assessments or environmental management systems, that will be applied over the next year.	ACOA established an environmental management system (EMS) in 2000 and revised it in 2003.  The main section of the EMS is the action plan which records progress against the commitments made under the sustainable development strategy.During the 2006-2007 fiscal year, ACOA will put the EMS on its intranet site to make it more easily accessible to staff.

For the most recent detailed report on ACOA's progress in its sustainable development strategy, refer to the ACOA website at:
http://www.acoa-apeca.gc.ca/e/library/reports/performance2005/sustainable.shtml

Table 10:  Internal Audits and Evaluations

Internal Audits and Evaluations
Internal Audits: This list represents approximately 80% of ACOA's audit workload.  The remaining 20% will include audits and other engagements expected to be received during each fiscal year (e.g. from Treasury Board, the Auditor General, ACOA's Review/Audit Committee, and from other sources such as ACOA's regional offices).
Name of Audit	Estimated Start/Completion
2006-2007
Innovation – comprehensive audit	Apr. 2006	Jun 2006
Finance/Administration (Nova Scotia Region) – comprehensive audit	May 2006	Jun 2006
Finance/Administration (Newfoundland and Labrador Region) – comprehensive audit	May 2006	Jun 2006
Community Economic Development – comprehensive audit	Jul 2006	Sep. 2006
Operational and Financial Planning and Reporting – comprehensive audit	Aug. 2006	Dec. 2006
Access to Information (CBSCs) – comprehensive audit	Oct. 2006	Dec. 2006
Entrepreneurship and Business Skills Development – comprehensive audit	Jan. 2006	Mar. 2007
Appointment Delegation and Accountability Instrument and Public Service Employment Act  – compliance audit	Jan. 2007	Mar. 2007
Grants and contributions payment system – reliability audit	Apr. 2006	Mar. 2007
Follow-up engagements	Apr. 2006	Mar. 2007
Selected government-wide sectoral, thematic or horizontal audits	Apr. 2006	Mar. 2007
Specialized projects – compliance audit	Jan. 2007	Mar. 2007
Infrastructure Canada Program – compliance audit	Mar. 2006	Jun 2006
2007-2008
Trade – comprehensive audit
Tourism – comprehensive audit
Finance and Administration (New Brunswick region) – comprehensive audit
Finance and Administration (PEI region) – comprehensive audit
Organizational governance – comprehensive audit
IT high-risk areas – comprehensive audit
Grants and contributions payment system – reliability audit
Follow-up engagements
Selected government-wide sectoral, thematic or horizontal audits
Specialized projects – compliance audit
Infrastructure Canada Program – compliance audit
2008-2009
Investment – comprehensive audit
Other support to SMEs – comprehensive audit
Finance and Administration, Head Office – comprehensive audit
Integrated risk management – comprehensive audit
IT – areas of control not previously covered in 2007-2008 engagement  – comprehensive audit
Collection and recovery – comprehensive audit
Grants and contributions payment system –  reliability audit
Follow-up engagements
Selected government-wide sectoral, thematic or horizontal audits
Specialized projects – compliance audit
Infrastructure Canada Program – compliance audit

Internal Audits and Evaluations
Internal Evaluations:
Name of Evaluation	Estimated Start/Completion
2006-2007
Strategic Community Investment Fund – summative evaluation	Feb. 2006	Mar. 2007
International Business Development Program – formative evaluation	Sep.2006	Mar. 2007
Advocacy (aerospace and defence)	June 2006	Feb. 2007
Canada/Newfoundland Comprehensive Economic Development Agreement  – summative evaluation	May 2005	Jun 2006 tp
2007-2008
Saint John Shipbuilding (Industrial Development Program) – summative evaluation
Saint John Shipbuilding (Sustainable Resource Policy) – summative evaluation
Community Futures Program – summative evaluation
2008-2009
Business Development Program – summative evaluation

There are two main types of evaluations: formative and summative.

Formative evaluations are conducted mid-cycle in the program (or policy or initiative) and examine the effectiveness of program implementation in order to facilitate improvements.

Summative evaluations are generally conducted toward the end of the program cycle and examine impacts to make conclusions about overall program effectiveness.

Note:  A number of umbrella results-based management and accountability frameworks (RMAFs) will be undertaken in an effort to adopt a more strategic and risk-based approach to performance measurement and evaluation.  These RMAFs will facilitate program-readiness for upcoming evaluations.

• Previous Page
• Table of Contents
• Next Page