Summary of the Evaluation of the Canada Coal Transition Initiative (CCTI) and the CCTI - Infrastructure Fund

 

The Atlantic Canada Opportunities Agency’s (ACOA) Evaluation of the Canada Coal Transition Initiative (CCTI) and its related Infrastructure Fund (CCTI-IF) assessed the relevance, effectiveness and efficiency of the Agency’s delivery of the CCTI and CCTI-IF, which was delivered through the Business Development Program (BDP), the Innovative Communities Fund (ICF) and the Regional Economic Growth through Innovation (REGI) program between April 2018 and March 2023.

ACOA was mandated to deliver the CCTI and CCTI-IF to help 5 affected communities in Atlantic Canada cope with the impacts of the phase-out of all remaining coal-fired electricity generating stations: Belledune in New Brunswick, as well as Trenton, Point Aconi, Point Tupper and Lingan in Nova Scotia.

Conclusions:

• ACOA is focusing the CCTI and CCTI-IF on the unique needs of communities in New Brunswick and Nova Scotia.
• Investments are contributing to the economic diversification and capacity of affected communities, and align with Government of Canada priorities, including fighting climate change, Indigenous reconciliation and regional priorities such as tourism.
• The integration of the initiatives into existing ACOA programs was generally considered efficient, and the vast majority of clients were satisfied with the service they received.

In lieu of recommendations, the evaluation includes lessons learned and targeted opportunities for improvement (see below). As such, no management action plan is required.

Lessons Learned:

• Timing matters: Closer alignment of the launch of the CCTI and CCTI-IF initiatives with the anticipated timing of the transition in Atlantic Canada would have contributed to greater relevance and effectiveness of the initiatives by ensuring adequate promotion and planning efforts at the outset. There are opportunities for greater advocacy of Atlantic Canadian interests in the development and implementation of these types of short-term initiatives to ensure that their design and timing are relevant to the realities that exist in the region.
• Planning matters: The rapid implementation and lack of internal communication hindered the efficient allocation of resources and selection of projects and impacted the effectiveness of the initiatives. There is an opportunity for the Agency to improve planning around the allocation of resources and defining how performance will be measured at the outset of these types of short-term boutique initiatives and programs.

For more information, read the full report.