2016-17 Report on Plans and Priorities
Section III, Section IV, and Definitions
Section III: Supplementary Information
The Future-Oriented Condensed Statement of Operations provides a general overview of ACOA’s operations. The forecast of financial information on expenses and revenues is prepared on an accrual accounting basis to strengthen accountability and to improve transparency and financial management.
Because the Future-Oriented Condensed Statement of Operations is prepared on an accrual accounting basis, and the forecast and planned spending amounts presented in other sections of the Report on Plans and Priorities are prepared on an expenditure basis, amounts may differ.
A more detailed Future-Oriented Statement of Operations and associated notes (including a reconciliation of the net cost of operations to the requested authorities) is available on the Agency’s website.
Future-Oriented Condensed Statement of Operations
for the Year Ended March 31 (dollars)
(2016-17 Planned Results
2015-16 Forecast Results)
|Net cost of operations before government funding and transfers||224,251,230||242,448,204||18,196,974|
Total planned expenses for fiscal year 2016-17 are $242.5 million, an increase of $18.2 million compared to the 2015-16 forecast results. The projected increase is mainly attributable to new funding for the CIP 150, and increased funding from higher collections on repayable contributions. Of the planned expenses, $103.0 million, (42.5%) will be spent in the Enterprise Development program, $99.5 million (41%) in the Community Development program, and $12.4 million (5.1%) in the Policy, Advocacy and Coordination program. Internal Services represents $27.6 million (11.4%) of planned expenses. The planned expenses do not include unconditionally repayable contribution transfer payments, which are estimated to be $62.0 million. These are classified as assets.
Total revenues represent a gain on the disposal of tangible capital assets.
The following supplementary information can be found on the Agency’s website:
- Departmental Sustainable Development Strategy
- Details on Transfer Payment Programs of $5 Million or More
- Disclosure of Transfer Payment Programs Under $5 Million
- Upcoming Internal Audits and Evaluations Over the Next Three Fiscal Years
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 each year in the Tax Expenditures and Evaluations publication. The tax measures presented in that 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.
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.
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.
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.
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.
The process of communicating evidence‑based performance information. Performance reporting supports decision making, accountability and transparency.
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.
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.
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 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
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.
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.
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.
A long‑term and enduring benefit to Canadians that is linked to the organization’s mandate, vision and core functions.
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 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.
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.
Expenditures that Parliament approves annually through an appropriation act. The Vote wording becomes the governing conditions under which these expenditures may be made.
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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