2014-15 Departmental Performance Report
Section III, section IV and definitions
The financial highlights presented below 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’s accounting policies, which are based on Canadian public sector accounting standards.
The actual expenditures presented in section 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 (unaudited)
For the Year Ended March 31, 2015
|Financial Information||2014-15 Planned||2014-15 Actual||2013-14 Actual||Difference
|Net cost of operations before government funding and transfers||229,821,000||240,905,565||249,471,802||11,084,565||(8,566,237)|
Actual total expenses were $240.9 million in fiscal year 2014-15, a decrease of $8.6 million (3.4%) compared to the previous fiscal year. The decrease is mainly due to an accounting adjustment made every year with regard to conditionally repayable contributions. When payments are made on conditionally repayable contributions, the amounts are included in expenses until the conditions for repayment are met, at which time the Agency reduces its expenses and increases its accounts receivable. In 2014-15, the reduction was greater than in the previous fiscal year.
Of the total expenses of $240.9 million, $104.9 million (43.5%) was incurred under the Enterprise Development program, while $91.8 million (38.1%) was spent under the Community Development program.
Condensed Statement of Financial Position (unaudited)
As at March 31, 2015
(2014-15 minus 2013-14)
|Total net liabilities||62,673,714||68,606,899||(5,933,185)|
|Total net financial assets||57,421,930||63,852,361||(6,430,431)|
|Departmental net debt||5,251,784||4,754,538||497,264|
|Total non-financial assets||808,189||710,982||97,207|
Total net liabilities were $62.7 million at the end of the 2014-15 fiscal year, representing a decrease of $5.9 million (8.6%) from fiscal year 2013-14. The decrease is mostly attributable to a reduction in payables at year end.
Total net financial assets equalled $57.4 million at the end of the 2014-15 fiscal year, a decrease of $6.4 million (10.1%) from 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 lower than the previous fiscal year, the “Due from the Consolidated Revenue Fund” also decreased.
Total non-financial assets were $0.81 million at the end of the 2014-15 fiscal year, an increase of $0.1 million (13.7%) over the previous fiscal year’s total of $0.71 million.
ACOA’s complete 2014-15 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.
The supplementary information tables listed in the 2014-15 Departmental Performance Report are available on the ACOA website.
- Departmental Sustainable Development Strategy
- Details on Transfer Payment Programs of $5 Million or More
- Horizontal Initiatives
- Internal Audits and Evaluations
- 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 Canada 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 responsibility of the Minister of Finance.
Atlantic Canada Opportunities Agency
P.O. Box 6051
Moncton, New Brunswick E1C 9J8
644 Main Street
Moncton, New Brunswick E1C 1E2
General inquiries: 506-851-2271
Toll free (Canada and the United States): 1-800-561-7862
Secure Facsimile: 506-857-1301
Access to Information/Privacy: 506-851-2271
Any authority of Parliament to pay money out of the Consolidated Revenue Fund.
budgetary expenditures(dépenses budgétaires)
Includes operating and capital expenditures; transfer payments to other levels of government, organizations or individuals; and payments to Crown corporations.
Departmental Performance Report(rapport ministériel sur le rendement)
Reports on an appropriated organization’s actual accomplishments against the plans, priorities and expected results set out in the corresponding Report on Plans and Priorities. These reports are tabled in Parliament in the fall.
full-time equivalent (équivalent temps plein)
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 (résultats du gouvernement du Canada)
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 (Structure de la gestion, des ressources et des résultats)
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(dépenses non budgétaires)
Includes net outlays and receipts related to loans, investments and advances, which change the composition of the financial assets of the Government of Canada.
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 (indicateur de rendement)
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 (production de rapports sur le rendement)
The process of communicating evidence-based performance information. Performance reporting supports decision making, accountability and transparency.
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.
planned spending (dépenses prévues)
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 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).
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.
Program Alignment Architecture(architecture d’alignement des programmes)
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(rapport sur les plans et les priorités)
Provides information on the plans and expected performance of appropriated organizations over a three-year period. These reports are tabled in Parliament each spring.
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.
statutory expenditures (dépenses législatives)
Expenditures that Parliament has approved through legislation other than appropriation acts. The legislation sets out the purpose of the expenditures and the terms and conditions under which they may be made.
Strategic Outcome (résultat stratégique)
A long-term and enduring benefit to Canadians that is linked to the organization’s mandate, vision and core functions.
sunset program (programme temporisé)
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.
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.
A teletype or teletypewriter (TTY) is a special device that lets people who are deaf, hard of hearing, or speech-impaired use the telephone to communicate by typing messages back and forth to one another instead of talking and listening. A TTY is required at both ends of the conversation in order to communicate.
voted expenditures (dépenses votées)
Expenditures that Parliament approves annually through an Appropriation Act. The Vote wording becomes the governing conditions under which these expenditures may be made.
whole-of-government framework (cadre pangouvernemental)
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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