ACOA research undertaken by Corporate Research Associates in 2002 showed the ACOA name is widely recognized across the region by the general public, and even more so by businesses and key economic development stakeholders. ACOA formed a marketing and outreach unit in early 2004 to strengthen public understanding of ACOA's programs and services, and to inform the public of how they can be accessed. Public opinion research will be conducted in late 2004.

Advancement of Web technology and service transformation at ACOA has surpassed expectations in several areas:

• Government On-Line
  The Agency is committed to ensuring direct, on-line access to its information and services. As such, the "on-line delivery of programs" has been identified under Government On-Line (GOL) as the Agency's priority key service. Under this initiative ACOA is developing a client portal that will enable clients to access account information and submit claims on-line in a secure environment. ACOA has signed a Memorandum of Understanding with Public Works and Government Services Canada in relation to the design of a secure channel. For further information, see Appendix A Government Themes and Management Issues, (f) Government On-Line.
• Availability of corporate information
  The Agency continues to expand the availability of corporate information through further refinements to the Client Relationship Information Management System. Implementation of additional modules during the past 12 months included follow-up work process and tasking for provisionally repayable projects and the project review work process. The system contains business intelligence that safeguards the quality of management information as it assists staff in completing the operational processes in their day-to-day work.
• Integration of corporate reporting
  Corporate reporting will be more integrated, following the development of Web-based interfaces, using a "multiple tabs" approach to deliver context-specific information to account assistants, account managers and financial staff. The information will be specific to the needs of individuals to perform their duties. Managers can also access roll-ups at the departmental or program level.
• Publication of travel and hospitality expenses
  In response to the Prime Minister's announcement on the publication of travel and hospitality expenses for selected government officials, ACOA developed the Travel and Hospitality System and Web site. This Web site provides information on the travel and hospitality expenses incurred by senior staff.
• Streamlining systems
  The procurement of services has now been streamlined with the Automated Procurement System. This system automates several processes such as purchase orders and standing offer call-ups that used to require manual intervention. It is integrated with the Agency's financial system (GX), providing a one-point interface.

Recognizing that a sustainable and effective workforce is an essential part of any organization, the Agency conducted numerous activities in recent years aimed at creating a workplace of choice that brings out the best in its employees. Results of an in-house employee survey showed that 90% of the respondents consider the Agency an employer of choice. Further, an analysis of the 2002 Public Service Employee Survey revealed ACOA as the number one federal department for an employees' capacity to access career-related learning opportunities, and number two in the country for access to training. See the Web site http://www.survey-sondage.gc.ca/ for more information on this survey.

The Agency's commitment to hiring employees representing the population it serves has also shown positive results. The active promotion of Employment Equity within the organization resulted in full representation of all four target areas (Aboriginals, persons with disabilities, women and visible minorities).

Expenditure management and planning provides assurance that resource allocation is consistent with government priorities and the fiscal framework. Expenditure management, resource allocation and accountability included a strategic and risk-based approach to decision-making. Interdepartmental Initiatives, government themes and management issues were addressed, and results were ranked in consultation with key stakeholders. Horizontal and vertical initiatives meant reallocating existing resources from lower to higher priorities. Expenditure management continues to provide ways to move effectively from low-value transactions to higher value strategic roles and values held by Atlantic Canadians. For example, $11 million was transferred from lower priorities to help fund the Short Term Adjustment Initiative that is related to the closure of the cod fisheries.

Information provided to Parliamentarians, Ministers and Treasury Board is focussed on Strategic Priorities and Outcomes, and displays the resource's relationship to Business Lines.