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Supplementary Information (Tables)
Name of Transfer Payment Program: Atlantic Innovation Fund (AIF) – Voted
Start date: May 10, 2001
End date: Ongoing
Fiscal Year for Terms & Conditions: 2009-10
Strategic Outcome: A competitive Atlantic Canadian economy
Program Activity: Enterprise Development
Description: The AIF focuses on research and development (R&D) projects in the areas of natural and applied sciences, social sciences, humanities, arts and culture, where these are explicitly linked to the development and commercialization of technology-based products, processes or services.
Contributions to not-for-profit organizations are non-repayable. Contributions to for-profit businesses to fund R&D projects that involve the commercialization of a product, process, technology or service are repayable, either conditionally or unconditionally.
Expected results: Key expected results are listed below.
($ millions) | ||||
---|---|---|---|---|
Forecast Spending 2011-12 |
Planned Spending 2012-13 |
Planned Spending 2013-14 |
Planned Spending 2014-15 |
|
Total Contributions | 54.3 | 59.9 | 59.6 | 59.9 |
Fiscal Year of Last Completed Evaluation: 2009-10
Decision following the Results of Last Evaluation (Continuation, Amendment, Termination, Pending, or N/A): Continuation
Fiscal Year of Planned Completion of Next Evaluation: 2013-14
General Targeted Recipient Group: Eligible recipients include commercial and non-commercial entities such as (but not limited to) private-sector firms, business associations, research institutions, universities, colleges, and other post-secondary educational institutions. Federal departments (including federal research laboratories and institutes) and provincial government departments are not eligible recipients.
Initiatives to Engage Applicants and Recipients: It is part of the AIF process to engage potential applicants via technical sessions outlining the AIF program requirements and frequently asked questions. ACOA engages proponents and recipients on a regular basis, either one-on-one or via industry associations.
Name of Transfer Payment Program: Business Development Program (BDP) – Voted
Start date: July 25, 1995
End date: Ongoing
Fiscal Year for Terms & Conditions: 2010-11
Strategic Outcome: A competitive Atlantic Canadian economy
Program Activity: Enterprise Development; Community Development; Policy, Advocacy and Coordination
Description: Through the BDP, ACOA works to create opportunities for economic growth in Atlantic Canada by helping small and medium-sized enterprises (SMEs) become more competitive, innovative and productive. The Agency also works with communities to develop and diversify local economies, and champions the strengths of the region in partnership with Atlantic Canadians.
The objectives of the BDP are to:
Contributions to not-for-profit organizations are generally non-repayable, but are conditionally repayable if a project results in what would normally be considered a commercial activity.
In general, contributions to for-profit businesses are repayable, either conditionally or unconditionally. Under some of the BDP’s elements, non-repayable contributions to for-profit businesses may be permitted.
Expected results: Key expected results under the three program activities are outlined below.
Enterprise Development – Improve growth and competitiveness of Atlantic SMEs through:
Community Development – Provide for dynamic and sustainable communities for Atlantic Canada through:
Policy, Advocacy and Coordination – Provide for policies and programs that strengthen the Atlantic economy through:
Enterprise Development | ($ millions) | |||
---|---|---|---|---|
Forecast Spending 2011-12 |
Planned Spending 2012-13 |
Planned Spending 2013-14 |
Planned Spending 2014-15 |
|
Total Grants | 0.0 | 1.0 | 1.0 | 1.0 |
Total Contributions | 89.7 | 87.9 | 88.7 | 88.7 |
Total | 89.7 | 88.9 | 89.7 | 89.7 |
Community Development | ($ millions) | |||
---|---|---|---|---|
Forecast Spending 2011-12 |
Planned Spending 2012-13 |
Planned Spending 2013-14 |
Planned Spending 2014-15 |
|
Total Grants | 0.3 | 1.0 | 1.0 | 1.0 |
Total Contributions | 32.8 | 16.5 | 12.7 | 12.7 |
Total | 33.1 | 17.5 | 13.7 | 13.7 |
Policy, Advocacy and Coordination | ($ millions) | |||
---|---|---|---|---|
Forecast Spending 2011-12 |
Planned Spending 2012-13 |
Planned Spending 2013-14 |
Planned Spending 2014-15 |
|
Total Contributions | 0.3 | 0.5 | 0.5 | 0.5 |
Total Transfer Payments | 123.1 | 106.9 | 103.9 | 103.9 |
---|
Fiscal Year of Last Completed Evaluation: 2010-11
Decision following the Results of Last Evaluation (Continuation, Amendment, Termination, Pending, or N/A): Continuation
Fiscal Year of Planned Completion of Next Evaluation: 2015-16
General Targeted Recipient Group: Eligible commercial recipients include individuals, sole proprietorships, partnerships, co-operatives, corporate bodies, or Crown corporations that carry out (or are about to carry out) for-profit activities in Atlantic Canada. This does not include a government or individual municipality.
Eligible non-commercial recipients are not-for-profit incorporated entities and may include Crown corporations, provincial governments, municipal governments, not-for-profit organizations owned or controlled by a provincial or municipal government, local economic development associations, or post-secondary educational institutions.
Initiatives to Engage Applicants and Recipients: ACOA’s Transfer Payment Programs (including the BDP) are designed, delivered and managed in such a way that they remain citizen- and client-focused, relevant to the applicants’ and recipients’ needs, and achieve the expected results for which they are designed. Engaging key stakeholders in discussions for the creation or the review of ACOA’s programming is part of the Agency’s operations. To ensure the ongoing relevance of programming, the Agency solicits feedback from clients and stakeholders on an ongoing basis, whether through information sharing or consultations and collaborations.
In ensuring that the BDP’s elements (business establishment and expansion, innovation, skills development and trade activities) are designed for continuous improvement to support expected outcomes, ACOA will continue to engage the following stakeholders:
Additionally, BDP information is continuously shared with applicants and recipients through ACOA’s website and outreach events in communities across Atlantic Canada.
In 2010-11, the Agency consulted its applicants and clients through a satisfaction survey. The survey provided information to the Agency on the importance of various service features and on priorities for improvement. Action will be undertaken to address the priorities for improvement with regard to the BDP.
Name of Transfer Payment Program: Community Futures (CF) – Voted
Start date: May 18, 1995
End date: Ongoing
Fiscal Year for Terms & Conditions: 2009-10
Strategic Outcome: A competitive Atlantic Canadian economy
Program Activity: Community Development
Description: The CF program’s purpose is to help communities develop and implement local solutions to local problems. It provides non-repayable contributions to CF organizations (CFOs), also known in Atlantic Canada as Community Business Development Corporations (CBDCs). The CBDCs collaborate with partners and stakeholders to assess their situation and develop strategies to meet their needs. They provide financial and technical support to social and small and medium-sized enterprises (SMEs) in rural areas. CBDCs manage over 6,700 loans to rural businesses, totalling over $223 million in investments. Since April 1, 2011, the CBDCs have modernized their suite of loans products with offerings that now include products for Youth, First-Time Entrepreneur, General Business, Innovation and Social Enterprise. More information on services provided through the CBDCs can be found on ACOA’s website.
Expected results: The ultimate outcomes under the CF program are listed below.
($ millions) | ||||
---|---|---|---|---|
Forecast Spending 2011-12 |
Planned Spending 2012-13 |
Planned Spending 2013-14 |
Planned Spending 2014-15 |
|
Total Contributions | 12.4 | 12.6 | 12.6 | 12.6 |
Fiscal Year of Last Completed Evaluation: 2009-10
Decision following the Results of Last Evaluation (Continuation, Amendment, Termination, Pending, or N/A): Continuation
Fiscal Year of Planned Completion of Next Evaluation: 2014-15
General Targeted Recipient Group: Eligible recipients under the CF program are CFOs (being legally incorporated non-profit organizations authorized by the minister responsible for the CF program to constitute a community for participation under the CF program), as well as any special-purpose, provincial, regional or national association of CFOs. This includes incorporated non-profit entities approved by the minister responsible for the CF program to pool investment resources of existing CFOs.
Initiatives to Engage Applicants and Recipients: The Agency will continue to engage with and align its support to the CBDC network as part of the implementation of the Community Futures of Tomorrow (CFoT) concept. This will maximize all resources available, including the funds provided by the CF program. To this end, a CFoT Oversight Committee was established to oversee the implementation of the CFoT model. With a view to maintaining the long-term viability of the CF program, the committee acts as a governance body by ensuring that the model’s objectives are being managed collaboratively among individual CBDCs, the Atlantic Association of CBDCs, and ACOA. As part of ACOA’s due diligence processes and its accountability to Parliament, the Agency has a responsibility to ensure that appropriate governance practices are in place with respect to organizations to which it provides operational support. ACOA will be leading a collaborative process with the CBDC network to establish a common governance framework and the establishment of appropriate minimum standards. Governance improvements will centre around the following priority areas: 1) strengthened conflict-of-interest provisions so they apply to both employees and volunteer board members; 2) appropriate measures to ensure adequate board rotation; 3) transparency and open processes for board appointments; and 4) composition of CBDC boards that include representation from local economic stakeholders.
ACOA will continue to work with the other federal regional development agencies, the Community Futures Network of Canada (CFNC) and the Atlantic CBDCs to increase integrity, consistency and the collection of performance results and will implement the CF program performance measurement strategy. In collaboration with other federal government departments responsible for the management of the program, ACOA will present the initial performance results in 2012-13 and will continue to engage the CFNC in refining the collection and use of performance information needed by all stakeholders, including the CBDCs.
Name of Transfer Payment Program: Innovative Communities Fund (ICF) – Voted
Start date: April 1, 2005
End date: Ongoing
Fiscal Year for Terms & Conditions: 2009-10
Strategic Outcome: A competitive Atlantic Canadian economy
Program Activity: Community Development
Description: The ICF is designed to make non-repayable contributions to strategic projects that build the economies of Atlantic Canada's communities. The ICF focuses on investments that lead to long-term employment and economic capacity building in rural communities. Urban initiatives that stimulate the competitiveness and vitality of rural communities may also be considered on a selective basis. The ICF was originally a five-year program that started on April 1, 2005, and Budget 2010 confirmed the Government of Canada’s ongoing support for the ICF.
The program has two distinct components: Strategic Community Capacity is designed to support non-commercial and non-profit strategic initiatives that target the economic development needs of rural communities, and Proactive Investments is intended to stimulate transformative change. The latter component supports the proactive identification and implementation of strategic opportunities with local partners.
Expected results: The ICF focuses on investments that lead to long-term employment and economic capacity building in rural communities. Key expected results under three of ACOA’s program sub-activities are:
($ millions) | ||||
---|---|---|---|---|
Forecast Spending 2011-12 |
Planned Spending 2012-13 |
Planned Spending 2013-14 |
Planned Spending 2014-15 |
|
Total Contributions | 35.8 | 45.0 | 42.0 | 40.0 |
Fiscal Year of Last Completed Evaluation: 2009-10
Decision following the Results of Last Evaluation (Continuation, Amendment, Termination, Pending, or N/A): Continuation
Fiscal Year of Planned Completion of Next Evaluation: 2014-15
General Targeted Recipient Group: Eligible recipients for the ICF include non-commercial or not-for-profit organizations such as those listed below.
Federal and provincial government departments are not eligible.
Initiatives to Engage Applicants and Recipients: Clients have a strong understanding of ICF benefits and ACOA works proactively with partners to identify strategic community projects. Every ACOA regional office works toward higher impact investments – either through an investment strategy document or by collaborating with their provincial government on priority sectors or by undertaking policy research to identify the prominent sectors in their region.
In 2010-11, the Agency consulted its applicants and clients through a satisfaction survey. The survey provided information to the Agency on the importance of various service features and on priorities for improvement. Action will be undertaken to address the priorities for improvement with regard to the ICF.
Disclosure of TPPs under $5 million
Type of TP:
G = Grants
C = Contributions
Name of TPP | Main Objective | End Date | Type | Forecast Spending 2012-13 |
Fiscal Year of Last Completed Evaluation | General Targeted Recipient Group |
---|---|---|---|---|---|---|
Atlantic Policy Research Initiative (APRI) – Voted | APRI is the primary funding instrument by which ACOA supports policy research. | Ongoing | C | $0.7 million | 2009-10 | Incorporated not-for-profit organizations or associations; post-secondary educational institutions; research institutions; provincial or municipal governments, or agencies thereof, or legal entities owned or controlled by a government or agency. For-profit entities engaged in activities to broaden the body of knowledge on economic development and for which the benefits accrue broadly rather than solely to the recipient. |
The GGO supplementary table applies to departments and agencies bound by the Federal Sustainable Development Act, the Policy on Green Procurement, or the Policy Framework for Offsetting Greenhouse Gas Emissions from Major International Events.
Please note:
Performance Measure | RPP | DPR | |
---|---|---|---|
Target Status | |||
Existence of implementation plan for the disposal of all departmentally generated EEE. | Yes (by March 31, 2012) | ||
Total number of departmental locations with EEE implementation plan fully implemented, expressed as a percentage of all locations, by the end of the given fiscal year. | FY 2011-12 | N/A | |
FY 2012-13 | 33% | ||
FY 2013-14 | 100% |
Strategies / Comments
Performance Measure | RPP | DPR | |
---|---|---|---|
Target Status | |||
Ratio of departmental office employees to printing units in fiscal year 2010-11, where building occupancy levels, security considerations and space configurations allow. | 3.6:1 | ||
Ratio of departmental office employees to printing units at the end of the given fiscal year, where building occupancy levels, security considerations and space configurations allow. | FY 2011-12 | 5:1 | |
FY 2012-13 | 8:1 | ||
FY 2013-14 | Not applicable |
Strategies / Comments
Performance Measure | RPP | DPR | |
---|---|---|---|
Target Status | |||
Number of sheets of internal office paper purchased or consumed per office employee in the baseline year selected, as per departmental scope. | 4,835 sheets FY 2009-10 |
||
Cumulative reduction (or increase) in paper consumption, expressed as a percentage, relative to baseline year selected. | FY 2011-12 | 5% (4,593 sheets) |
|
FY 2012-13 | 10% (4,351 sheets) |
||
FY 2013-14 | 20% (3,868 sheets) |
Strategies / Comments
Performance Measure | RPP | DPR |
---|---|---|
Target Status | ||
Presence of a green meeting guide. | Yes (by March 31, 2012) |
Strategies / Comments
As of April 1, 2011, each department will establish at least 3 SMART green procurement targets to reduce environmental impacts.
Performance Measure | RPP | DPR |
---|---|---|
Target Status | ||
Number of printed telephone books received in the baseline year (2010-11). | 678 | |
Progress against measure in the given fiscal year. | 40% (407) |
Strategies / Comments
Performance Measure | RPP | DPR |
---|---|---|
Target Status | ||
Baseline percentage of IT hardware purchases that are environmentally preferred models in the baseline year (2010-11) | 83% | |
Progress against measure in the given fiscal year. | 83% |
Strategies / Comments
Performance Measure | RPP | DPR |
---|---|---|
Target Status | ||
Number of agendas ordered in baseline year (2009-10) |
336 | |
Progress against measure in the given fiscal year. | 20% (202) |
Strategies / Comments
As of April 1, 2011, each department will establish SMART targets for training, employee performance evaluations, and management processes and controls, as they pertain to procurement decision-making.
Performance Measure | RPP | DPR |
---|---|---|
Target Status | ||
Percentage of acquisition card holders who have green procurement training (Baseline 2010-11) | 28% | |
Percentage of designated employees who have completed green procurement training (Baseline 2011-12) | N/A (not required until March 31, 2012) | |
Percentage of acquisition card holders who have completed green procurement training at the end of the given fiscal year. | 100% | |
Percentage of designated employees who have successfully completed green procurement training by the end of the given fiscal year. | 90% |
Strategies / Comments
Exclusions may include positions that are vacant.
Performance Measure | RPP | DPR |
---|---|---|
Target Status | ||
Percentage of identified managers and functional heads with environmental consideration clauses incorporated into their performance evaluations in baseline year (2011-12) | N/A (not required until March 31, 2012) | |
Progress against measure in the given fiscal year. | 90% |
Strategies / Comments
Performance Measure | RPP | DPR | |
---|---|---|---|
Target Status | |||
Number of management processes and controls that include environmental considerations in baseline year (2011-12) | N/A (not required until March 31, 2012) | ||
Number of management processes and controls that include environmental considerations at the end of the fiscal year. | FY 2011-12 | N/A | |
FY 2012-13 | 1 | ||
FY 2013-14 | 3 |
Strategies / Comments
Notes:
Name of Horizontal Initiative: International Business Development Agreement (IBDA)
Name of Lead Department: Atlantic Canada Opportunities Agency (ACOA)
Lead Department Program Activity: Enterprise Development (program sub-activity: International Business Development)
Start Date of the Horizontal Initiative: April 1, 2011
End Date of the Horizontal Initiative: March 31, 2016
Total Federal Funding Allocation (start to end date): $7,000,000
Description of the Horizontal Initiative (including funding agreement): In May 1994, ACOA entered into an agreement (the Canada/Atlantic Provinces Agreement on International Business Development, also known as the IBDA) with the four Atlantic Provinces, Foreign Affairs and International Trade Canada, and Industry Canada to “undertake specific measures to optimize regional coordination on a pan-Atlantic scale and combine limited resources to coordinate trade-related activities.” Since its launch, the agreement has been extended five times (in 1997, 2000, 2005, 2010 and 2011) for a total investment of $34 million. Funding is cost-shared 70/30 by the federal (through ACOA) and provincial governments. The commitment to this agreement, 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.
The IBDA supports ACOA’s International Business Development (IBD) program sub-activity by coordinating efforts of federal, provincial and private-sector organizations in pursuing international business opportunities. This aligns well with Canada’s Global Commerce Strategy, which aims to strengthen the country’s position in international markets, and reinforces Canada’s image internationally as a preferred business partner and premier investment destination.
More information can be found on the IBDA website.
Shared Outcomes: The primary shared outcomes for the IBDA partners since the agreement’s inception are listed below.
Since 1994, the Agency and its partners have administered over 255 projects involving over 5,000 Atlantic Canadian companies. The IBDA has helped 198 companies to begin exporting, 459 exporters to increase their export sales, and 333 exporters to expand into new markets. In addition to the above outcomes, this new extension will:
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 of each partner, is responsible for planning and managing the agreement’s programs and the evaluation of projects.
Partners include:
Federal departments and agencies (70% funding)
Provincial governments (30% funding)
Planning Highlights: The IBDA will continue to build on its accomplishments to date, its extensive experience and lessons learned to contribute further to sustained growth in international business for the Atlantic region. Through its four key elements, the IBDA will:
The agreement is administered by a management committee made up of all seven partners: ACOA, Foreign Affairs and International Trade Canada, Industry Canada and the four Atlantic Provinces. The committee’s responsibilities include approving all projects, establishing procedures and guidelines, monitoring the budget, and reporting results to the appropriate government levels. A secretariat, housed at ACOA’s head office, oversees day-to-day operations.
Funding is sourced from ACOA’s Business Development Program (70%) and the provincial governments (30%), with New Brunswick providing 11%; Nova Scotia, 11%; Newfoundland and Labrador, 5%; and Prince Edward Island, 3%.
Federal Partner: ACOA (lead department)
Federal Partner Program Activity (PA) | Names of Programs for Federal Partner | ($ millions) | |
---|---|---|---|
Total Allocation (from Start to End Date) | Planned Spending for 2012-13 |
||
Enterprise Development | Business Development Program – International Business Development Agreement | 7.0 | 1.4 |
Expected Results, by Program: In April 2011, the IBDA adopted the results indicators listed below.
Outputs include:
Outcomes include:
Federal Partner: Foreign Affairs and International Trade Canada
Federal Partner Program Activity (PA) | Names of Programs for Federal Partner | ($ millions) | |
---|---|---|---|
Total Allocation (from Start to End Date) | Planned Spending for 2012-13 |
||
International Commerce | N/A | 0 | 0 |
Expected Results, by Program: Same as ACOA
Federal Partner: Industry Canada
Federal Partner Program Activity (PA) | Names of Programs for Federal Partner | ($ millions) | |
---|---|---|---|
Total Allocation (from Start to End Date) | Planned Spending for 2012-13 |
||
Internal Services | N/A | 0 | 0 |
Expected Results, by Program: Same as ACOA
Total Allocation For All Federal Partners (from Start to End Date) | Total Planned Spending for All Federal Partners for 2012-13 |
---|---|
$7,000,000 | $1,400,000 |
Results to be Achieved by Non-federal Partners: Same as ACOA
Contact Information:
Michel Têtu
Director General, International Business Development
Atlantic Canada Opportunities Agency
P.O. Box 6051
Moncton, New Brunswick
E1C 9J8
Tel: 506-851-6496
Email: Michel.Tetu@acoa-apeca.gc.ca
Name of Horizontal Initiative: Atlantic Canada Tourism Partnership (ACTP)
Name of Lead Department: Atlantic Canada Opportunities Agency (ACOA)
Lead Department Program Activity: Community Development
Start Date of the Horizontal Initiative: April 2012 (tentative)
End Date of the Horizontal Initiative: March 31, 2015
Total Federal Funding Allocation (start to end date): Approval is pending.
Description of the Horizontal Initiative (including funding agreement): In 1994, ACOA entered into a three-year international tourism marketing agreement (the Atlantic Canada Tourism Partnership) with the four provincial tourism industry associations and the provincial departments responsible for tourism in Newfoundland and Labrador, Nova Scotia, New Brunswick and Prince Edward Island. The agreement was renewed in 1997, 2000, 2003, 2006 and 2009 for consecutive three-year terms.
The ACTP is dedicated to promoting Atlantic Canada as a leading vacation destination in priority markets in the mid-Atlantic and New England regions of the United States and in the United Kingdom. It enables the four Atlantic provinces to penetrate markets that are inaccessible individually; generates marketing economies and efficiencies at the consumer, travel trade and media-relations levels; and creates significant opportunities for regional tourism synergies.
Since its inception, the ACTP’s international marketing efforts have generated more than $654 million in export revenues for tourism SMEs in Atlantic Canada. Its efficiencies are demonstrated by a return-on-investment of almost $15 for every $1 invested in marketing.
The 2012-15 ACTP is a $19.95-million agreement that supports:
Funding of the partnership is shared as follows: ACOA $9,975,000 (50%), Provinces $6,585,000 (33%) and industry $3,390,000 (17%).
Additional information can be found on the ACTP website.
Shared Outcomes: ACTP directly supports the Federal Tourism Strategy’s strategic priority of “increasing awareness of Canada as a premier tourist destination” and ACOA’s Growth Strategy for Tourism. It exemplifies the strategic outcomes for ACOA's priority of increasing revenues, profits, investments and wages. The ACTP’s outcomes aim to:
Governance Structure: The activities of the ACTP are managed by a ten-person management committee, consisting of the ACOA vice-president responsible for tourism, the director general of Tourism Atlantic, the four provincial deputy ministers responsible for tourism, and the four tourism industry association presidents (or their permanent designates). Management committee decisions are made by consensus. Six members constitute a quorum, provided that all four provinces are represented, with both government and industry present, and ACOA.
The management committee is responsible for the administration and management of the agreement, the allocation of annual budgets on a per-market basis, the approval of annual program work plans and budgets, and the evaluation of program activities. It oversees the work of a marketing committee, develops and oversees a communications policy, and provides program interpretation and dispute resolution.
At the national level, the Canadian Tourism Commission (CTC) is the lead organization in marketing Canada to the world. Collaborations with the CTC in markets of common interest advance the competitiveness and economic benefits derived from tourism, both regionally and nationally. To achieve greater coherence supporting Canada’s Federal Tourism Strategy and the long-term growth and competitiveness of Canada’s tourism industry, a senior representative from the CTC sits ex-officio on the management committee.
Planning Highlights: The 2012-15 ACTP maintains an international focus by continuing to pursue priority markets in the mid-Atlantic and New England regions of the United States and in the United Kingdom. Each year the marketing committee researches and prepares fully integrated consumer advertising, as well as travel trade and media relations strategies, all for the management committee’s approval. These strategies are implemented by program managers who report directly to the marketing committee.
In the U.S., the ACTP will expand its efforts by building on and enhancing the brand equity of provincial and industry partners in priority lifestyle markets in the mid-Atlantic and New England regions. Overseas, a regional Atlantic Canada brand will be delivered into developmental markets in the U.K.
Marketing budgets will be expended against fully integrated marketing activities in targeted U.S. and U.K. markets. This may include special events in concert with traditional and non-traditional consumer, trade, media relations and digital marketing strategies (e.g. social media, pay-per-click). In order to maximize efficiencies, the ACTP’s marketing activities in all market segments use tactics common to all four Atlantic provinces. All advertising and promotional materials include a mechanism that provides prospective travellers with access to information on all four provinces as a means of promoting the tourism products and experiences available throughout Atlantic Canada.
Federal Partner: Atlantic Canada Opportunities Agency
Federal Partner Program Activity (PA) | Names of Programs for Federal Partners | ($ millions) | |
---|---|---|---|
Total Allocation (from Start to End Date) | Planned Spending for 2012-13 |
||
Community Development | Atlantic Investment Partnership II Tourism | 9.975 | 3.325 |
Expected Results, by Program: The 2012-15 ACTP is expected to generate $10 in incremental economic activity for every $1 invested in marketing. The ACTP’s marketing activities are expected to generate $41.67 million in export revenues in each year of the partnership. The three-year revenue target is $125.01 million in incremental revenues for small and medium-sized tourism enterprises in Atlantic Canada.
Total Allocation For All Federal Partners (from Start to End Date) | Total Planned Spending for All Federal Partners for 2012-13 |
---|---|
$9,975,000 | $3,325,000 |
Results to be Achieved by Non-federal Partners: Tourism revenue of $10 for every $1 invested in marketing.
Contact Information:
Rob McCloskey
Director General, Tourism Atlantic
Atlantic Canada Opportunities Agency
P.O. Box 40
Charlottetown, Prince Edward Island
C1A 7K2
Telephone: 902-626-2479
Email: Rob.Mccloskey@acoa-apeca.gc.ca
Program Activity | ($ millions) | |||
---|---|---|---|---|
Forecast Revenue 2011-12 |
Planned Revenue 2012-13 |
Planned Revenue 2013-14 |
Planned Revenue 2014-15 |
|
Enterprise Development | ||||
Repayable contributions | 47.2 | 46.0 | 46.6 | 47.1 |
All Other | 10.2 | 10.4 | 10.3 | 10.2 |
Total | 57.4 | 56.4 | 56.9 | 57.3 |
Name of Internal Audit | Internal Audit Type | Status | Expected Completion Date |
---|---|---|---|
Atlantic Innovation Fund – Monitoring of Commercial and Non-commercial Projects | Transfer payment | Planned | 2012-13 |
Community Futures | Transfer payment | Planned | 2012-13 |
Financial Statement Presentation and Supporting Policies | Financial management controls | Planned | 2012-13 |
Management of Unconditionally Repayable Contributions | Transfer payment | Planned | 2012-13 |
Performance Management Framework (Horizontal Audit) | Performance measurement | Planned | 2012-13 |
Internal Control Framework | Financial management controls | Planned | 2012-13 |
Planning, Budgeting and Forecasting (grants and contributions, operating and maintenance) | Financial management controls | Planned | 2012-13 |
Post-payment Verification | Transfer payment | Planned | 2012-13 |
Business Development Program – Monitoring of Commercial Projects | Transfer payment | Planned | 2012-13 |
International Business Development | Horizontal initiative | Planned | 2013-14 |
Productivity and Business Skills Initiative | Transfer payment | Planned | 2013-14 |
Information Management – Record Keeping | Information management | Planned | 2013-14 |
Regional Economic Development Organizations | Community transfer payment | Planned | 2013-14 |
Year-end Spending | Financial management controls | Planned | 2013-14 |
Electronic Link to Internal Audit Plan: Not available
ICF - Innovative Communities Fund
BDP - Business Development Program
CF - Community Futures
AIF - Atlantic Innovation Fund
Name of Evaluation | Program Activity | Status | Expected Completion Date |
---|---|---|---|
Evaluability Assessment of Program Sub-activities under Enterprise Development | Enterprise Development | Carried over from 2011-12 | 2012-13 |
Evaluation of Community Investment (ICF/BDP) | Community Development | Planned | 2012-13 |
Evaluation of Community-based Business Development (BDP/CF/ICF) | Community Development | Planned | 2012-13 |
Evaluation of Innovation and Commercialization (AIF/BDP) | Enterprise Development | Planned | 2013-14 |
Evaluation of Community Mobilization (BDP/ICF) | Community Development | Planned | 2013-14 |
Meta-evaluation of Tourism | Enterprise Development, Community Development | Planned | 2014-15 |
Evaluation of Productivity and Growth (BDP) | Enterprise Development | Planned | 2014-15 |
Evaluation of International Business Development (BDP) | Enterprise Development | Planned | 2014-15 |
Evaluation of Atlantic Policy Research Initiative (APRI) | Policy, Advocacy and Coordination | Planned | 2014-15 |
External Assessment of Evaluation Function | Internal Services | Planned | 2014-15 |
Electronic link to evaluation plan: Not available