2013-14 Departmental Performance Report - section III and section IV
Section III: Supplementary Information
The financial highlights presented in this section are drawn from the Agency’s financial statements and provide an overview of the Agency’s financial position and operations. The unaudited financial statements are prepared in accordance with the Government of Canada’s accounting policies, which are based on Canadian public sector accounting standards (a hyperlink to the complete financial statements can be found at the end of this section).
The actual expenditures presented in sections I and II of this document were prepared on a cash basis, while the financial highlights that follow were prepared on an accrual basis. Tables reconciling these two accounting methods are presented in the Notes to the Agency’s financial statements (note 3).
Condensed Statement of Operations and Departmental Net Financial Position (Unaudited):
For the Year Ended March 31, 2014
|Net cost of operations before government funding and transfers||248,732,000||249,471,802||239,907,575||739,802||9,564,227|
|Departmental net financial position||(3,979,000)||(4,043,556)||(4,830,224)||(64,556)||786,668|
Actual total expenses was $249.5 million in fiscal year 2013-14, an increase of $9.6 million (4%) compared to the previous year. The increase is mainly due to an accounting adjustment made every year regarding conditionally repayable contributions. When payments are made on conditionally repayable contributions, the amounts are included in expenses until conditions for repayment are met, at which time the Agency reduces its expenses and increases its accounts receivable. In 2013-14, the reduction was lower than in the previous fiscal year.
Of the total expenses of $249.5 million, $112.3 million (45.0%) was incurred under the Enterprise Development program, while $95.4 million (38.2%) was spent in the Community Development program.
Condensed Statement of Financial Position (Unaudited):
As at March 31, 2014
(2013-14 minus 2012-13)
|Total net liabilities||68,606,899||65,489,666||3,117,233|
|Total net financial assets||63,852,361||59,926,573||3,925,788|
|Departmental net debt||4,754,538||5,563,093||(808,555)|
|Total non-financial assets||710,982||732,869||(21,887)|
|Departmental net financial position||(4,043,556)||(4,830,224)||786,668|
Total net liabilities were $68.6 million at the end of the 2013-14 fiscal year, representing an increase of $3.1 million (4.8%) from fiscal year 2012-13. This increase is mostly attributable to a rise in payables at year end, offset by a reduction in employee future benefits following changes in 2012-13 regarding the accumulation of severance benefits.
Total net financial assets equalled $63.9 million at the end of the 2013-14 fiscal year, an increase of $3.9 million (6.5%) over the previous year. The assets primarily consist of the “Due from the Consolidated Revenue Fund” ($63.6 million), which is used to discharge the Agency’s liabilities. Given that the Agency’s liabilities were higher than the previous fiscal year, the “Due from the Consolidated Revenue Fund” also increased. Total nonfinancial assets were $0.71 million at the end of the 2013-14 fiscal year, a decrease of $0.02 million (3%) over the previous fiscal year’s total of $0.73 million.
ACOA’s complete 2013-14 financial statements, which include the Statement of Management Responsibility Including Internal Control Over Financial Reporting and its annex, can be found on the Agency’s website.
Supplementary information tables can be found on ACOA’s website:
- Departmental Sustainable Development Strategy
- Details on Transfer Payment Programs
- Evaluations and Internal Audits
- Horizontal Initiatives
- Responses to Parliamentary Committees and External Audits
- User Fees
The tax system can be used to achieve public policy objectives through the application of special measures such as low tax rates, exemptions, deductions, deferrals and credits. The Department of Finance publishes cost estimates and projections for these measures annually in the Tax Expenditures and Evaluations publication. The tax measures presented in the Tax Expenditures and Evaluations publication are the sole responsibility of the Minister of Finance.
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appropriation Any authority of Parliament to pay money out of the Consolidated Revenue Fund.
budgetary expenditures Include operating and capital expenditures; transfer payments to other levels of government, organizations or individuals; and payments to Crown corporations.
Departmental Performance Report Reports on an appropriated organization’s actual accomplishments against the plans, priorities and expected results set out in the corresponding Reports on Plans and Priorities. These reports are tabled in Parliament in the fall.
full-time equivalent Is a measure of the extent to which an employee represents a full person-year charge against a departmental budget. Full-time equivalents are calculated as a ratio of assigned hours of work to scheduled hours of work. Scheduled hours of work are set out in collective agreements.
Government of Canada outcomes A set of 16 high-level objectives defined for the government as a whole, grouped in four spending areas: economic affairs, social affairs, international affairs and government affairs.
Management, Resources and Results Structure A comprehensive framework that consists of an organization’s inventory of programs, resources, results, performance indicators and governance information. Programs and results are depicted in their hierarchical relationship to each other and to the Strategic Outcome(s) to which they contribute. The Management, Resources and Results Structure is developed from the Program Alignment Architecture.
non-budgetary expenditures Include net outlays and receipts related to loans, investments and advances, which change the composition of the financial assets of the Government of Canada.
performance What an organization did with its resources to achieve its results, how well those results compare to what the organization intended to achieve and how well lessons learned have been identified.
performance indicator A qualitative or quantitative means of measuring an output or outcome, with the intention of gauging the performance of an organization, program, policy or initiative respecting expected results.
performance reporting The process of communicating evidence-based performance information. Performance reporting supports decision making, accountability and transparency.
planned spending For Reports on Plans and Priorities (RPPs) and Departmental Performance Reports (DPRs), planned spending refers to those amounts that receive Treasury Board approval by February 1. Therefore, planned spending may include amounts incremental to planned expenditures presented in the Main Estimates. A department is expected to be aware of the authorities that it has sought and received. The determination of planned spending is a departmental responsibility, and departments must be able to defend the expenditure and accrual numbers presented in their RPPs and DPRs.
plans The articulation of strategic choices, which provides information on how an organization intends to achieve its priorities and associated results. Generally a plan will explain the logic behind the strategies chosen and tend to focus on actions that lead up to the expected result.
priorities Plans or projects that an organization has chosen to focus and report on during the planning period. Priorities represent the things that are most important or what must be done first to support the achievement of the desired Strategic Outcome(s).
program A group of related resource inputs and activities that are managed to meet specific needs and to achieve intended results and that are treated as a budgetary unit.
results An external consequence attributed, in part, to an organization, policy, program or initiative. Results are not within the control of a single organization, policy, program or initiative; instead they are within the area of the organization’s influence.
Program Alignment Architecture A structured inventory of an organization’s programs depicting the hierarchical relationship between programs and the Strategic Outcome(s) to which they contribute.
Report on Plans and Priorities Provides information on the plans and expected performance of appropriated organizations over a three-year period. These reports are tabled in Parliament each spring.
Strategic Outcome A long-term and enduring benefit to Canadians that is linked to the organization’s mandate, vision and core functions.
sunset program A time-limited program that does not have an ongoing funding and policy authority. When the program is set to expire, a decision must be made whether to continue the program. In the case of a renewal, the decision specifies the scope, funding level and duration.
target A measurable performance or success level that an organization, program or initiative plans to achieve within a specified time period. Targets can be either quantitative or qualitative.
whole-of-government framework Maps the financial contributions of federal organizations receiving appropriations by aligning their Programs to a set of 16 government-wide, high-level outcome areas, grouped under four spending areas.
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