MAY 2010
Federal institution:
Atlantic Canada Opportunities Agency
644 Main Street
Post Office Box 6051
Moncton, New Brunswick
E1C 9J8
Website:
http://www.acoa-apeca.gc.ca
Ministers responsible:
The Honourable Keith Ashfield, P.C., M.P.
Senior officials and managers responsible for implementation of section 41 of OLA:
President Monique Collette
Executive Vice-President Paul J. LeBlanc
OL ADM Committee Hermel Vienneau
OL Champion Denise Frenette
Manager Kurt Inder
General mandate of Atlantic Canada Opportunities Agency:
“To increase opportunity for economic development in Atlantic Canada and, more particularly, to enhance the growth of earned incomes and employment opportunities in that region.”
National coordinator responsible for implementation of section 41:
Ghislaine Savoie
Community Development Officer
506-851-7953
ghislaine.savoie@acoa-apeca.gc.ca
Regional coordinators:
Marie Thibeault
Account Manager
506-452-3999
Marie.thibeault@acoa-apeca.gc.ca
Stéphane Cyr
Account Manager
902-742-0809
Stephane.cyr@acoa-apeca.gc.ca
Geoffrey Allen
Development Officer
902-566-7430
Geoffrey.allen@acoa-apeca.gc.ca
Wayne Quilty
Manager, ACOA Field Operations
709-637-4478
Wayne.quilty@acoa-apeca.gc.ca
Summary of the main progress made by the Atlantic Canada Opportunities Agency in 2009–2010
Awareness
Through the leadership of the Agency’s champion, senior management is aware of the progress made by the Agency in the implementation of the Official Languages Act (OLA) and the Economic Development Initiative (EDI) under the Roadmap for Canada’s Linguistic Duality.
Similarly, the employees understand their responsibilities regarding section 41 of the Official Languages Act and the Official Language Minority Communities (OLMCs), through formal communication of new initiatives such as the Roadmap for Canada Linguistic Duality and the EDI. ACOA, through its Official Languages section 41 committee, focuses awareness activities at regular meetings with account managers throughout the region.
Linguistic duality is also promoted to employees through various means, such as subscriptions to French publications, French Wednesdays, and themed coffee breaks featuring guests (including some representatives of OLMCs).
Consultations
The Official Languages section 41 committee and account managers throughout the Agency continue to hold regular consultations with, and make presentations to, various OLMC economic development groups in Atlantic Canada. These discussions address the EDI as well as regular Agency programming. The Agency’s presence on the ground facilitates the discussion of possible projects. Furthermore, employees participate in OLMC activities and annual general meetings, which enables them to better understand the needs of the OLMCs. The Agency is proud of its working committee with the four Atlantic Canadian co-ordinating groups on economic development and employability, which are also called Réseaux de développement économique et d’employabilité (RDÉEs). Rightly, this committee is promoted as a best practice amongst other federal institutions.
Communications
The Agency uses its website to communicate with OLMC groups, promote its programs, services and initiatives, and publish all of its news releases in francophone media. Consequently, the OLMCs have access to information on ACOA program and activities and are aware of the Agency’s efforts to enhance the vitality of their respective communities.
Coordination and liaison
The Agency participates in various interdepartmental and OLMC working groups led, in Atlantic Canada, primarily by Canadian Heritage. During 2009-2010, the Agency participated in a federal and OLMC working group to establish a revised work plan for the Federal and OLMC Exchange Table.
The Agency is also very much involved with other federal institutions through its active role with the Regional Federal Council. Throughout the Atlantic region, various activities were organized, including roundtables with OLMCs and a Reflexion Day on the 40th anniversary of OLA.
The Agency also benefits from the best practices shared by other federal institutions through its active participation on the National OL section 41 Coordinators Committee, the National Committee on Economic Development and Employability, and with Industry Canada and the other regional development agencies on the implementation of the Roadmap for Canada Linguistic Duality and the EDI.
Funding and program delivery
The Agency provided $13,845,539 in funding for OLMC projects. This funding enabled the OLMCs to undertake community projects such as enhanced marketing initiatives for the Centre “Le Goéland” in Prince Edward Island; an addition to the Acadian museum in Pubnico, Nova Scotia; Internet training in international sales and marketing in northern New Brunswick and a research and development study on Canada’s regional economies with the Canadian Institute for Research on Public Policy and Public Administration at Université de Moncton.
Accountability
As part of its improvement process, the Agency is reassessing its internal official languages policy to reflect ongoing changes in its priorities. It is also revising its guidelines and developing tools to support the full integration of the OLA in its program and activities.
Through the EDI, the Agency has approved six projects geared toward the development of OLMCs, representing a total investment of $2.1 million. Some of these projects include the development of the “Acadian Experience” in designated tourism clusters in Atlantic Canada, the translation of promotional materials for small and meidum-sized businesses, strengthening the capabilities of Acadian and francophone youth in Atlantic Canada to become champions of community economic development in their respective provinces.
The New Brunswick Francophone Immigration project has also been launched and OLMCs are actively participating in planning sessions for the future establishment of new rural immigration centres.
Detailed report on results
A. AWARENESS
(In-house activities)
[Training, information, orientation, awareness, communication and other activities carried out in-house in order to educate employees and/or senior managers of the federal institution about linguistic duality and the priorities of OLMCs; senior manager performance contracts and recognition programs; consideration of the viewpoints of OLMCs in research, studies and investigations carried out in-house.]
Expected result:
Creation of lasting changes in federal institution organizational culture; employees and management are aware of and understand their responsibilities regarding section 41 of the Official Languages Act and OLMCs.
Activities carried out to achieve the expected result.
What activities were carried out during the reporting year? What was done?
Head Office:
- Performance contract. Periodic consultations with senior management on Official Languages (OL) issues and the implementation of projects under the Economic Development Initiative (EDI).
- Integration of OL objectives in the President’s and Vice-President’s performance agreements.
- Progress meetings with OL Champion ensure that steps are taken to facilitate full integration of the OLA’s section 41 at the Agency.
- The national OL coordinator continued to facilitate the work of the network of regional coordinators.
- Communication of the EDI strategy to all employees.
New Brunswick
- Provided training to employees and account managers on the application of the Official Languages Act.
- Provided information to Agency employees and management on the application of the OLA and the priorities of the OLMCs.
- Promote learning through articles on OLMCs during weekly “French Wednesdays” and occasional “Pause-café” sessions.
- Promote and maintain the francophone section of regional intranet sites.
- Subscribe and distribute French magazines and newspapers to employees.
- Promotion of the EDI program.
Newfoundland and Labrador
- Provided information to Agency employees and management on the application of the OLA as well as the priorities of the OLMCs.
- Subscribed to French magazines and newspapers and distributed these to Agency employees.
Nova Scotia
- Regular discussions are held with Agency’s employees with regard to their obligations under the OLA.
- Presentations on OLA and EDI are made to Community Economic Development staff during their weekly conference calls and monthly meetings.
- Promotion and maintenance of the francophone section of the region’s intranet site.
- Coordination and dissemination of French Wednesday/Mercredi en français
- OL updates with ACOA Nova Scotia Vice- President and management staff.
Prince Edward Island
- French coffee breaks are held on a regular basis
- Language training and various language maintenance and other activities are provided to staff.
Outputs
What products or services came from the activities carried out during the reporting year?
Head Office:
- Two meetings with senior management to discuss implementation of EDI.
- Specific objectives related to the implementation of the EDI and the full integration of OL in the delivery of the Agency’s programs.
- Regular meetings with OL committee and the Agency’s Executive Committee.
- Three meetings and three conference calls with regional OL coordinators.
- E-mail and article on the intranet site.
- Periodic meetings with staff include information and progress on the EDI.
New Brunswick:
- Four themed presentations were made to the account managers, manager and account assistants in Community Development.
- Periodic meetings with ACOA managers and account managers working in Community Economic Development to discuss OLMC priority files and proposals submitted to ACOA
- Presentation to the designated bilingual Community Business Development Corporations (CBDCs) and their association.
- Weekly e-mails sent out on Wednesdays to promote use of French in the workplace.
- Promotion of various success stories.
- French print media available to staff.
- Periodic meetings with ACOA managers and account managers on the EDI.
Newfoundland Labrador:
- Held 12 meetings with individual ACOA account managers and managers to discuss OLMC priority files and proposals submitted to ACOA.
- Subscription to two French language newspapers, one from Newfoundland and Labrador and one from Saint Pierre-et- Miquelon, which were made available to ACOA employees.
- Added links to francophone media, such as community radio stations, on the Agency’s intranet site.
Nova Scotia:
- Regular discussions.
- Updates are provided either on a weekly or monthly basis.
- Maintenance of the section entitled « French Quarter/Le Quartier français ».
- Promotion of « Mercredi en français »
- Quarterly updates on matters of interest related to the development of OLMCs.
Prince Edward Island:
- Visiting guests, some from OLMCs, share information with employees.
- French meetings, coffee breaks, French language mentoring via other federal departments and online courses were offered to staff.
Progress made in achieving the expected result.
What has changed as a result of the activities carried out during the reporting year?
Head Office:
- Senior management demonstrates a strong commitment to the overall integration of section 41 throughout the Agency and to progress with the implementation of the EDI.
- OL issues and related progress are regularly reported and discussed with senior management.
- The OL Champion and senior management are strongly committed to the revision of the Agency’s OL Policy and the Management Accountability Framework.
- Continued discussions on the development of projects, which resulted in some 30 EDI proposals from the OLMCs.
- Employee and/or senior managers are aware of the progress of the EDI.
New Brunswick:
- The employees and account managers are aware of Section 41 of the OLA and its application on the Agency’s programs and are cognizant of the needs of the OLMC.
- The designated bilingual CBDCs and association of CBDCs have a better understanding of Parts IV and VII of the OLA, and are able to promote the EDI program.
- There is an increase in the continuous use of both official languages in the workplace.
- Twelve awards have been given to staff who have held bilingual meetings, thereby contributing to the enhancement of linguistic duality in the workplace.
- There is an increase in the continuous use of both official languages in the workplace.
- This initiative has increased employee awareness of activities and events available in the francophone communities and their relation to the community development priorities.
- Account managers met with potential OLMCs to develop projects under the EDI.
Newfoundland and Labrador:
- Staff is more aware of priority files and initiatives being put forward for consideration by OLMC clients.
- The Agency’s staff has increased awareness of activities and events in the Francophone communities and their connection to Agency’s priorities.
Nova Scotia:
- The account managers are fully aware of the provisions of section 41 of the OLA and are able to link the OLMC needs with the Agency’s various programs.
- The account managers understand the objectives of the OLA and the EDI.
- The creation of a committee engaged in developing the articles for “Mercredi en français” for the months of June, July and August has increased the awareness and promotion of the OL culture.
- There is an increase in the continuous use of both official languages in the workplace.
- These meetings lead to a more coordinated approach for OLMC needs, projects and activities.
Prince Edward Island:
- Cultural learning and awareness of OLMCs’ needs contribute to the knowledge of employees.
- These activities contribute to the enhanced promotion of linguistic duality in the office.
B. CONSULTATIONS
(Sharing of ideas and information with OLMCs)
[Activities (e.g. committees, discussions and meetings) through which the federal institution consults the OLMCs and interacts with them to identify their needs and priorities or to understand potential impacts on their development; activities (e.g. round tables and working groups) to explore possibilities for cooperation within the existing mandate of the federal institution or as part of developing a new program or new policy; participation in consultations with OLMCs coordinated by other government bodies; consultation of OLMCs by regional offices to determine their concerns and needs.]
Expected result:
Creation of lasting relationships between the federal institution and OLMCs; federal institution and OLMCs understand each other's needs and mandates.
Activities carried out to achieve the expected result.
What activities were carried out during the reporting year? What was done?
- The national and/or regional coordinators participated in annual and other meetings of the OLMCs’ representative organizations* in each region (*see attached appendix A).
- Agency staff met with the Réseau de development économique et d’employabilité (RDÉE) and its affiliate organizations, to identify needs and understand potential development opportunities of the OLMCs.
- In collaboration with the CBDCs, attended or organized annual meetings to discuss possible joint activities and to understand the needs and priorities of the OLMCs organizations.
- ACOA’s Nova Scotia office worked with Acadian and francophone tourism industry stakeholders.
Outputs
What products or services came from the activities carried out during the reporting year?
- Periodic group and individual consultations with various OLMC groups that led to the development of specific proposals from OLMCs and input into the Agency’s programs.
- Regional coordinators gave presentations on the EDI to various OLMCs.
- Participation in OLMC partner annual general meetings.
- Participation in official languages tri-partite forum (Nova Scotia)
- Participation in a series of public networking sessions hosted by the Centre d'aide en affaires et en entrepreneuriat (CAAE) in Nova Scotia.
- Four meetings were held by the RDÉE/ACOA Committee.
- Meetings with OLMCs.
- Meetings with stakeholders such as the Acadian Shores Steering Committee, La Société Promotion Grand Pré, and Le Village historique acadien de la Nouvelle Écosse.
Progress made in achieving the expected result What has changed as a result of the activities carried out during the reporting year?
- A continuous dialogue with the OLMCs has contributed to improved understanding of the programs offered by the Agency.
- Increased the degree of understanding of respective needs, mandates and priority files of the OLMC groups and of the Agency’s mandate.
- Agency participation in annual general meetings and other events allows the staff to remain current and provide strategic input to the OLMC planning, priorities and approach to service delivery.
- ACOA’s Nova Scotia office participated in three roundtable discussions regarding the Agency’s programming with OLMCs.
- Agency staff made two presentations, to approximately 50 business owners/community stakeholders, regarding the Agency’s programming. In doing so, ACOA fostered greater awareness of the resources available to the Acadian and francophone community.
- The ACOA/RDÉE committee has renewed its engagement for the two organizations to work together and is in the process of updating the joint action plan. This reflects the Agency’s commitment to consult and collaborate with the OLMCs.
- OLMCs are informed and provided opportunities to enquire about the activities of the CBDCs.
- These meetings have fostered the development and promotion of the Acadian tourism product through various projects with the Agency and federal stakeholders.
C. COMMUNICATIONS
(Transmission of information to OLMCs)
[External communications activities to inform OLMCs about the activities, programs and policies of the federal institution and to promote the bilingual character of Canada; inclusion of OLMCs in all information and distribution lists; use of the federal institution's Web site to communicate with OLMCs.]
Expected result:
OLMC culture reflects a broad understanding of the federal institution's mandate; OLMCs receive up-to-date and relevant information about the federal institution's programs and services (P&S).
Activities carried out to achieve the expected result.
What activities were carried out during the reporting year? What was done?
Head Office:
- Publication of the Agency's programs, priorities and initiatives.
- Advertisements and promotional material were made available in both official languages by designated CBDCs.
- The Agency, through its regional offices, ensured that internal and external communications reflected the needs of the OLMCs through the use of various media.
New Brunswick:
- Presentations, advertisement, exhibits, forums, media relations, consultations and public opinion research are available to OLMCs.
- Sessions were given to OLMCs on the services offered by the Canada Business New Brunswick office.
- Newfoundland and Labrador
- Publication of information in local French media.
Newfoundland and Labrador:
- Publication of information in local French media.
Nova Scotia:
- Ongoing communication with Le Courier de la Nouvelle-Écosse and other francophone media.
Prince Edward Island:
- Information on Agency programs and news releases are printed in local francophone media.
Outputs
What products or services came from the activities carried out during the reporting year?
Head Office:
- Information is available on the website and in local media.
- Continuous use of provincial francophone media such as Le Courrier de la Nouvelle-Écosse, l’Acadie Nouvelle, Le Gaboteur (Terre Neuve et Labrador), et La Voix Acadienne (l’IPÉ).
- The OLMCs can access all information regarding the CBDCs’ programs and services in both official languages.
New Brunswick:
- Various information sessions were given.
- News releases and articles were published.
- The Canada Business Centre participated in seven bilingual tradeshows and published 11 French newsletters.
Newfoundland and Labrador:
- All 77 news releases were issued in the local French newspaper Le Gaboteur.
Nova Scotia:
- Coverage of Agency events and announcement in francophone media.
Prince Edward Island:
- Advertisements relating to the Building Canada Fund and the Atlantic InnovationAdvertisements relating to the Building Canada Fund and the Atlantic Innovation Fund were placed in francophone newspaper La Voix Acadienne.
Progress made in achieving the expected result What has changed as a result of the activities carried out during the reporting year?
Head Office:
- All programs are available on the website simultaneously in both official languages; therefore, the OLMCs have access to information concerning all of our funding programs and initiatives.
- OLMCs are aware of Agency’s news releases through their local media.
- The CBDCs coordinated their annual Atlantic television advertisement campaign through both English and French media in Atlantic Canada.
- OLMCs are on the CBDCs distribution list and receive information on local activities.
New Brunswick:
- Sixteen presentations were made to OLMC groups.
- OLMCs are better informed of the Agency’s events and activities in New Brunswick.
- OLMCs are fully aware of the services offered through the Canada Business Service Centre.
Newfoundland and Labrador:
- The OLMCs are better informed of the work that the Agency performs in Newfoundland and Labrador.
Nova Scotia:
- OLMCs have access to all news releases in the French media.
Prince Edward Island:
- The OLMCs are aware of the programs offered by the Agency.
D. COORDINATION AND LIAISON
(Does not include funding – Internal coordination and liaison with other government institutions)
[Coordination activities (research, studies, meetings, etc.) carried out by the federal institution itself along with other federal institutions or other orders of government; participation in activities organized by other federal institutions, other orders of government, etc.; participation of official languages champions, national and regional coordinators, and others in various government forums.]
Expected result:
Co-operation with multiple partners to enhance OLMC development and vitality and to share best practices.
Activities carried out to achieve the expected result.
What activities were carried out during the reporting year? What was done?
Head Office:
- The national coordinator participated in meetings of the national network of OL coordinators.
- Participated in the meetings of the National Committee on Economic Development and Employability.
- Participated in the EDI implementation committee with Industry Canada and the regional development agencies.
- The assistant deputy minister responsible for official languages participated on the Committee of Assistant Deputy Ministers of Official Languages.
- The Agency’s regional ADMs chair their respective Regional Federal Councils, which include Official Languages Committees.
The Agency, through its regional offices, has actively participated with other levels of governments in the following official languages committees:
- Newfoundland and Labrador Francophone Affairs Steering Committee (FASC)
- New Brunswick federal departments and community table Committee
- The Nova Scotia Federal Committee of Section 41 Coordinator
- Prince Edward Island Federal Council Official Languages Committee
Outputs
What products or services came from the activities carried out during the reporting year?
Head Office:
- Participated in three meetings and best practice forum.
- Attended two meetings and the Lauriers de la PME 2009 event.
- Participated in three meetings and monthly conference calls.
- Participated in three meetings and one teleconference call.
- Quarterly meetings and official languages committee activities.
- The Agency participated in a Day of Reflexion on Official Languages organized by the New Brunswick Federal Council.
New Brunswick:
- Participation in five meetings with New Brunswick federal departments and community table Committee.
Newfoundland and Labrador:
- Participated in one meeting of Newfoundland and Labrador Francophone Affairs Steering Committee (FASC).
Nova Scotia:
- Participation in three meetings with the Nova Scotia Federal Committee of Section 41 Coordinator.
Prince Edward Island:
- Participation in two meetings with Prince Edward Island Federal Council Official Languages Committee.
Progress made in achieving the expected result.
What has changed as a result of the activities carried out during the reporting year?
Head Office:
- The OL coordinator participates in a continuous exchange of information on the application of section 41 with other federal institutions.
- The Agency presented two best practices: one on the staff exchange with another federal institution, which contributed to the enhancement of the employee’s second language and also provided opportunity to work directly with OLMCs; the second one on the formal RDÉE/ACOA committee.
- Initial discussions were held with other stakeholders to renew and revise the work plan of the National Committee on the Economic Development and Employability.
- Sharing of best practices between the regional development agencies, reporting on projects approved under EDI and discussion of possibilities of joint projects.
- ACOA’s ADM has continuous input on government-wide strategic directions for advancing linguistic duality and for implementing horizontal coordination of the Official Languages Program.
- Contribution to a culture in which linguistic duality is recognized as an integral, positive part of a workplace centred on the core values of respect and inclusion. Also implemented the government's commitment to develop and support the growth of the linguistic minority communities.
- The unique event--Day of Reflexion on Official Languages, featuring the ACOA President as keynote speaker, provided an opportunity to reflect on the successes, challenges and best practices in regards to official languages in the federal public service over the last 40 years.
New Brunswick:
- Worked with representatives of other federal departments and the community in the elaboration of a committee governance and action plan; therefore, working toward the development of the OLMCs.
Newfoundland and Labrador:
- Ongoing discussion with federal stakeholders regarding OLMC needs and priorities.
Nova Scotia:
- Discussions to promote the co-operation between federal departments to enhance OLMC development and vitality and provides an opportunity to exchange best practices.
E. FUNDING AND PROGRAM DELIVERY
[Implementation of the federal institution's programs and delivery of its services; funding, alone or in cooperation with other federal institutions, of OLMC projects; inclusion of the needs of OLMCs in the delivery of the federal institution's programs and services.]
Expected result:
OLMCs are part of the federal institution's regular clientele and have adequate access to its programs and services; OLMC needs (e.g. geographic dispersion and development opportunities) are taken into account.
Activities carried out to achieve the expected result.
What activities were carried out during the reporting year? What was done?
Head Office:
- The Agency worked diligently with the OLMCs to pursue and support projects under the EDI.
- Initial discussions were held with CBDCs to develop a formal performance measurement framework for the provision of services in both official languages from designated CBDCs.
- Support for projects within OLMCs.
- Support for projects under the EDI with OLMCs.
New Brunswick:
- Implementation of the Francophone Immigration Project under the Roadmap for Canada’s Linguistic Duality: 2008-2013.
Outputs
What products or services came from the activities carried out during the reporting year?
Head Office:
- Consultations with various OLMCs, that were asked to provide their views on the EDI implementation.
- Verification of compliance through periodic checks is noted on the Agency’s internal project management system.
- Funding of projects as part of various ACOA programs.
- Funding of projects under the EDI.
New Brunswick:
- Information sessions to OLMCs
Progress made in achieving the expected result.
What has changed as a result of the activities carried out during the reporting year?
Head Office:
- The ACOA regional and district offices ensured continuous collaboration through meetings with the OLMC. Some 30 proposals have been received through the EDI.
- OLMCs have access to CBDC services in both official languages.
- Collaborations have been initiated between designated and non-designated CBDCs to provide information and services to all OLMCs regardless of area designation.
- ACOA’s head office supported nine projects that enhanced the vitality of OLMCs. The total contribution was $843,642 (see attached list of projects).*
- ACOA’s New Brunswick regional office supported 39 projects that enhanced the vitality of OLMCs. The total contribution was $7,087,034 (see attached list of projects).*
- ACOA’s Prince Edward Island regional office supported 10 projects that enhanced the vitality of OLMCs. The total contribution was $565,232 (see attached list of projects).*
- ACOA’s Nova Scotia regional office supported 10 projects that enhanced the vitality of OLMCs. The total contribution was $1,815,432 (see attached list of projects).*
- ACOA’s Newfoundland and Labrador regional office supported three projects that enhanced the vitality of OLMCs. The total contribution was $214,740 (see attached list of projects)
- The Cape Breton office of ACOA has supported 18 projects that enhanced the vitality of the OLMCs. The total contribution was $ 3,319,459 (see attached list of projects).
- Six projects for a total amount of $ 2,110,725 have been approved under the EDI. Other projects are under evaluation.
New Brunswick:
- Approximately 200 participants from various New Brunswick OLMCs participated in 24 information sessions, resulting in new agreements to establish three immigration centres.
F. ACCOUNTABILITY
[Activities through which the federal institution integrates its work on the implementation of section 41 of the OLA into departmental planning and accountability mechanisms (e.g. report on plans and priorities, departmental performance report, departmental business plan and status report on implementation of section 41 of the OLA); internal audits and evaluations of programs and services; regular review of programs and services as well as policies by senior managers of the federal institution to ensure implementation of section 41 of the OLA.]
Expected result:
Full integration of the OLMC perspective and section 41 of the OLA into the federal institution's policies, programs and services; the reporting structure, internal evaluations and policy reviews determine how to better integrate OLMCs’ perspective.
Activities carried out to achieve the expected result.
What activities were carried out during the reporting year? What was done?
- Development of tools to report OL activities.
- Internal planning process in collaboration with its 41 coordinators to assist the OLMCs in their development.
- Preparing annual report to measure the investments toward the OLMCs.
- Collecting and reporting of data in accordance with the performance indicators under the EDI.
Outputs
What products or services came from the activities carried out during the reporting year?
- Updating of the OL policy and guidelines.
- Ongoing meetings with section 41 coordinators.
- Submission of report.
- Data is reported through Industry Canada.
Progress made in achieving the expected result. What has changed as a result of the activities carried out during the reporting year?
- Work has begun to modify the Agency’s system to report official languages related projects in accordance with the updated policy and guidelines.
- Continuous sharing of information, best practices and ideas in the implementation of section 41 initiatives.
- Data was collected, reviewed and submitted to Canadian Heritage and the OLMCs.
- The number of partnerships and projects approved meet the targets set under the performance evaluation of the EDI.
Appendix A
- Société de développement de la Baie acadienne
- Société Saint-Thomas-d’Aquin
- Société éducative de l’Île-du-Prince-Édouard
- Réseau de développement économique et d’employabilité de l’Île-du-Prince-Édouard
- Conseil économique du Nouveau-Brunswick
- Association acadienne des artistes professionnelles du Nouveau-Brunswick
- Réseau atlantique de diffusion des arts de la scène
- Société de l’Acadie du Nouveau-Brunswick
- Centre scolaire Samuel-de-Champlain
- Réseau de développement économique et d’employabilité du Nouveau-Brunswick
- Collège communautaire du Nouveau-Brunswick
- Université de Moncton
- Entreprise Sud-Est
- Entreprise Kent
- Centre international pour le développement de l’inforoute en français
- Fédération des jeunes francophones du Nouveau-Brunswick
- Fédération des francophones de Terre-Neuve et du Labrador
- Réseau de développement économique et d’employabilité de Terre-Neuve-et-Labrador
- Conseil de développement économique de la Nouvelle-Écosse (CDÉNÉ)
- Centre d’aide en affaires et en entrepreneuriat (CAAE)
- Réseau de développement économique et d’employabilité de la Nouvelle-Écosse
- Fédération des acadiens de la Nouvelle-Écosse
- South West Shore Development Agency (SWSDA)
- Yarmouth Regional Business Corporation (CBDC)
- Growth Opportunities (CBDC)
- Municipalité de Clare
- Municipalité d’Argyle
- La Société promotion Grand-Pré
- Conseil jeunesse provincial
Distribution List
- Commissioner of Official Languages
- Clerk of the House of Commons Standing Committee on Official Languages
- Clerk of the Senate Standing Committee on Official Languages
- Members of the ACOA Official Languages
- DGs in ACOA
- Vice-Presidents of ACOA
- RDÉE New Brunswick
- RDÉE Newfoundland and Labrador
- RDÉE Prince Edward Island
- RDÉE Nova Scotia
- Conseil économique du Nouveau-Brunswick (CÉNB)
- Conseil de développement économique de la Nouvelle-Écosse (CDÉNÉ)
- Société de développement de la Baie acadienne (SDBA)
- Fédération des francophones de Terre-Neuve et du Labrador (FFTNL)
- Société de l’Acadie du Nouveau-Brunswick (SANB)
- Fédération acadienne de la Nouvelle-Écosse (FANE)
- Société nationale de l’Acadie (SNA)
- Société Saint-Thomas-d’Aquin (SSTA)
- The Report on Achievements for 2009-2010 is also available on the Agency’s website at:
http://www.acoa-apeca.gc.ca/eng/publications/ParliamentaryReports
APPENDIX B
APPROVED PROJECTS BETWEEN APRIL 1, 2009 AND MARCH 31, 2010
| Region |
File # |
Legal Name |
ACOA Amts. |
Description |
| CB |
194953 |
Conseil des arts de l'Isle Madame |
196,120 |
Purchase and upgrade auditorium equipment |
| CB |
196001 |
Strait-Highlands Regional Development Agency |
744,975 |
Facade and streetscape program for Cheticamp area |
| CB |
195077 |
Conseil des arts de Cheticamp |
120,000 |
Develop a francophone theatrical production |
| CB |
195080 |
Destination Richmond Tourism Co-operative |
25,000 |
Hire expertise to design website, logo and signage |
| CB |
197234 |
Destination Cape Breton Association |
390,780 |
Cape Breton Island tourism marketing |
| CB |
196847 |
L'Ardoise Adult Recreation Club |
41,739 |
L'Ardoise ballfield project |
| CB |
196933 |
Highland Trail Groomers Association |
56,250 |
Purchase a trail groomer |
| CB |
196210 |
Cabot Trail Working Association |
351,571 |
Enhance the current infrastructure of the Cabot Trail |
| CB |
195502 |
Louisbourg Economic Development and Environmental Society |
72,195 |
Provide 18th century tourism experience |
| CB |
196304 |
Cape Breton Ski Club |
425,000 |
Chalet expansion and renovation
|
| CB |
196212 |
Nova Scotia Association of Community Business Development Corporations |
12,000 |
Small Business Week initiatives |
| CB |
196756 |
Felix Marchand Education Centre |
40,996 |
Felix Marchand community playground project |
| CB |
196833 |
St. Peter's and Area Lions Club |
173,333 |
Field and playground upgrades |
| CB |
197339 |
Destination Cape Breton Association |
30,000 |
Trekker program for festival events on Cape Breton Island |
| CB |
195048 |
Nova Scotia Association of Community Business Development Corporations |
25,000 |
Operational Funding 2009-2010 |
| CB |
196071 |
Destination Cape Breton Association |
495,000 |
Marketing plan and operational requirements |
| CB |
195046 |
Nova Scotia Association of Community Business Development Corporations |
60,000 |
Students in Business Initiative 2009-2010 |
| CB |
195903 |
Richmond Arena Association |
59,500 |
Richmond arena upgrades |
CB
Total |
|
|
$3,319,459 |
|
| HO |
196279 |
Le Conseil de développement économique de la Nouvelle-Écosse |
75,000 |
Expo Acadie 2010 in Louisiana (USA) |
| HO |
196422 |
Société Nationale de l'Acadie |
134,979 |
SPAASI - Phase I |
| HO |
195338 |
Atlantic Association of Community Business Development Corporations |
247,860 |
AACBDC activities for 2009-2010
|
| HO |
196823 |
Atlantic Food And Beverage Processors Association Inc. |
6,150 |
European Opportunities Seminar |
| HO |
197226 |
Atlantic Association of Community Business Development Corporations |
124,600 |
Atlantic Symposium for CBDCs June 9 and 10, 2010 |
| HO |
197271 |
Atlantic Association of Community Business Development Corporations |
2,606 |
Stats Can Data for Atlantic Association of CBDCs |
| HO |
196858 |
Institut canadien de recherche en politiques et administration publiques/Canada |
134,033 |
Structural developments in Canada's regional economies |
| HO |
196792 |
Société de ÉCONOMUSÉE de l'Atlantique Inc. / Atlantic ECONOMUSEUM Corporation Inc |
46,125 |
Atlantic ECONOMUSEUM Corporation (AEC) Network |
| HO |
196591 |
Acadia Centre for Social and Business Entrepreneurship - ACSBE |
72,289 |
Succession planning training and mentoring |
HO
Total |
|
|
$843,642 |
|
| NB |
196385 |
The Portage Program for Drug Dependencies Inc. |
1,042,500 |
Development of the classrooms/meeting rooms at Portage |
| NB |
196852 |
Salon de la forêt |
5,000 |
Training sessions (2010) - Forestry industry |
| NB |
196067 |
Centre Culturel Aberdeen Coopérative Ltée |
502,500 |
Renovations and refurbishment of the centre |
| NB |
196146 |
City of Moncton |
45,000 |
2009 Intelligent Communities Summit |
| NB |
197115 |
Agence de développement économique communautaire de la Péninsule inc. |
31,500 |
Youth Economic Development Initiatives (YEDI) 2010-2011 |
| NB |
196648 |
Club Plein Air Caraquet Inc. |
50,833 |
Improvements to outdoor recreational facilities |
| NB |
196299 |
Agence de développement économique communautaire du Madawaska inc. |
69,353 |
Development of competitiveness of entreprises |
| NB |
196355 |
Ville de Tracadie-Sheila |
37,500 |
Cross country ski rest area |
| NB |
196322 |
Restigouche CBDC Inc. |
40,000 |
Youth Internship Program 2009-2010 |
| NB |
195955 |
Village de Néguac |
66,666 |
Rehabilitation of sportplex arena |
| NB |
195920 |
Arena des Isles inc. |
10,333 |
Painting the interior of the arena |
| NB |
195660 |
Lac Baker |
30,000 |
Lac-Baker pavilion |
| NB |
195702 |
Festival de Jazz et Blues d'Edmundston Inc. |
15,000 |
Infrastructure - Jazz and Blues Festival in Edmundston |
| NB |
194593 |
Agence de développement économique communautaire de la Péninsule inc. |
21,555 |
Initiative in improving supplier skills |
| NB |
196723 |
Union des pêcheurs des Maritimes Inc. |
77,600 |
Sustainable lobster industry |
| NB |
196680 |
Ville de Saint-Léonard |
197,230 |
Improvements to a cross-country ski facility
|
| NB |
196696 |
City of Edmundston |
1,000,000 |
Multi-sport pavilion |
| NB |
196028 |
Agence de développement économique communautaire de la Péninsule inc. |
32,625 |
Phase II Regional Supply Chain Initiative |
| NB |
196426 |
Le Centre Culturel et Sportif de Cormier Village Inc. |
252,000 |
Development of community centre building |
| NB |
196903 |
Centre d'entrepreneurship du Restigouche Inc. |
57,877 |
YEDI activities 2010-2011 |
| NB |
196888 |
Aréna Adé Thériault Inc. |
368,000 |
Upgrades to Aréna Adé-Thériault - Baie-Sainte-Anne
|
| NB |
196666 |
Ville de Beresford |
227,000 |
Renovations to Chal-Baie Golden Age Club |
| NB |
196790 |
Regroupement des Organismes Communautaires de Paquetville Inc. |
168,665 |
Renovations to the Centre des loisirs de Paquetville |
| NB |
196412 |
Centre de construction, réparation et fabrication navale du Nouveau-Brunswick Inc. |
1,300,000 |
Development of Centre naval de Bas-Caraquet, phase 1 |
| NB |
196417 |
Chaleur Community Economic Development Agency Inc. |
35,908 |
Conduct an innovation initiative |
| NB |
196226 |
Village de Bas-Caraquet Inc. |
23,500 |
Outdoor skating rink |
| NB |
196495 |
Ville de Grand-Sault |
197,378 |
Grand Falls outdoor arena |
| NB |
196092 |
Communauté Rurale de Saint-André |
60,725 |
Recreation facility upgrades |
| NB |
196370 |
Université de Moncton |
20,875 |
Export Partnering Program (EPP) 2009-2010 |
| NB |
196757 |
Restigouche Community Economic Development Agency Inc. |
29,900 |
Development of Lean Essential Skills Initiative |
| NB |
196981 |
Belledune Port Authority |
187,500 |
Pre-engineering study/design
|
| NB |
196562 |
Ville de Tracadie-Sheila |
103,755 |
Repairs to arena and site improvements |
| NB |
196117 |
Village de Rivière-Verte |
12,589 |
Upgrades to municipal recreation centre |
| NB |
195989 |
Complex sportif Leopold-Thériault inc. |
50,000 |
Arena renovation - 3rd phase |
| NB |
195988 |
Ville de Richibucto |
362,500 |
Arena renovation |
| NB |
195597 |
Village de Petit-Rocher |
250,000 |
Rehabilitation of soccer field |
| NB |
195990 |
Conseil Récréatif de Saint-Paul-de-Kent Inc. |
40,667 |
Renovation of existing recreation infrastructure
|
| NB |
195082 |
Agence de développement économique communautaire de la Péninsule inc. |
63,000 |
Continuation of YEDI 2009-2010 |
NB
Total |
|
|
$7,087,034 |
|
| NS |
196347 |
Université Sainte-Anne |
102,378 |
Upgrades to the university
|
| NS |
195264 |
South West Shore Development Authority |
489,047 |
Core operational funding for 2009-2012 |
| NS |
196456 |
La Société historique acadienne de Pubnico-Ouest |
45,000 |
Addition to the Musée acadien de Pubnico-Ouest |
| NS |
195895 |
Fédération Acadienne de la Nouvelle-Écosse |
7,500 |
Planning and studies |
| NS |
195822 |
Yarmouth Area Industrial Commission |
569,000 |
Renovations to Pubnico Head medical clinic |
| NS |
194994 |
La Société Promotion Grand-Pré
|
45,000 |
Implementation of 2009-2012 marketing plan
|
| NS |
194928 |
Conseil jeunesse provincial de la Nouvelle-Écosse (C.J.P.) |
5,000 |
Entrepreneurship and business skills development training |
| NS |
195542 |
Le Conseil de développement économique de la Nouvelle-Écosse
|
410,000 |
Core operational funding for 2009-2010 |
| NS |
194950 |
South West Shore Development Authority |
100,000 |
Acadian product development phase 2 |
| NS |
196134 |
Meteghan Park Development Association |
42,507 |
Undertake enhancements to the Meteghan Park |
NS
Total |
|
|
$1,815,432 |
|
| PEI |
195958 |
La Société de développement de la Baie acadienne inc. |
5,187 |
Preparation of a landscaping plan |
| PEI |
195047 |
La Société de développement de la Baie acadienne inc. |
240,000 |
Operational funding
|
| PEI |
197052 |
L'Exposition agricole et le Festival acadien de la région Évangéline |
126,201 |
Improvements to Centre-Expo community centre |
| PEI |
197231 |
La Société de développement de la Baie acadienne inc. |
30,000 |
Develop strategic plan |
| PEI |
196118 |
The Greater Charlottetown Area Chamber of Commerce |
12,000 |
Business Forum on Immigration |
| PEI |
197071 |
La Société éducative de l'Île-du-Prince-Édouard Inc. |
10,000 |
Five-tier strategic plan |
| PEI |
196103 |
Le Centre Goéland Inc. |
27,000 |
Implementation of a marketing plan |
| PEI |
195112 |
l'Association touristique Évangéline |
12,000 |
Marketing of the Evangeline region |
| PEI |
195373 |
Le Festival Acadien de Charlottetown |
22,971 |
Planning and implementation of a francophone festival |
| PEI |
196910 |
Carrefour de l'Isle-Saint-Jean |
16,500 |
Playground at the Carrefour de l'Isle Saint-Jean |
| PEI |
195543 |
La Commission de récréation Évangéline |
63,373 |
Dressing room expansion |
PEI
Total |
|
|
$565,232 |
|
| NL |
194375 |
Federation des Francophones de Terre-Neuve et du Labrador |
48,589 |
Implement a strategy to establish a web radio service |
| NL |
195509 |
Petit Nord Nature and Heritage Society Corp. |
62,439 |
Relocate the Granchain Exhibit |
| NL |
195615 |
Town of Cape St. George |
103,712 |
Loretto access road and bridge construction |
NL
Total |
|
|
$214,740 |
| Summary |
|
| Cape Breton |
$3,319,459 |
| Head Office |
$843,642 |
| New Brunswick |
$7,087,043 |
| Nova Scotia |
$1,815,432 |
| Prince Edward Island |
$214,740 |
| Newfoundland and Labrador |
$565,232 |
| Total 2009/2010 |
$13,845,539 |
Appendix C
Roadmap for Canada’s Linguistic Duality 2008-2013: Acting for the Future Economic Development Initiative
| Proponent |
Project |
ACOA Contribution |
| Enterprise Network New Brunswick Inc. |
To host Rendez-vous Acadie-Quebec with the objective of creating partnerships among Francophone small businesses in Atlantic Canada and Quebec |
$45,000 |
| Commission du tourisme acadien du Canada atlantique |
To develop the “Acadian Experience” in five designated tourism clusters in Atlantic Canada, an initiative to highlight the Acadian culture. |
$380,000 |
| Jeunesse Acadienne Ltée (PEI) |
To strengthen the capabilities of Acadian and francophone youth in Atlantic Canada to become champions of community economic development in their respective provinces. |
$150,225 |
| Traduction NB Translation Inc. |
To coordinate and provide funding for the translation of promotional materials of Atlantic Canadian SMEs. |
$910,500 |
| Commission du tourisme acadien du Canada atlantique |
To mobilize and engage tourism stakeholders in the development of the five Acadian tourism experience clusters and to hire coordinators for each cluster. |
$475,000 |
| La société de développement de la Baie acadienne inc. (Economic development group in PEI) |
To coordinate and implement the Atlantic edition of the program PERCÉ (Programme d'entrepreneurship régional, communautaire et économique). |
$150,000 |
| Total ACOA contribution |
|
$2,110,725 |