ARCHIVED - 2009-2010 DPRs - Details on Transfer Payment Programs

Name of Transfer Payment Program: Agricultural Bioproducts Innovation Program (Voted)

Start date: December 14, 2006

End date: March 31, 2011

Description: The Agricultural Bioproducts Innovation Program (ABIP) is an initiative designed to strengthen the capacity of Canadian science providers and industry through the creation of networks for research, technology development, and commercialization of agricultural bioproducts and bioprocesses.

Strategic Outcome: An innovative agriculture, agri-food and agri-based products sector

Results Achieved:

1. Signed agreements that support the establishment, development and operation of bioproducts research networks
   • Nine networks agreements were signed during 2009-10.
2. Leading-edge research and development related to feedstock production including crop platforms and cropping systems suitable for conversion to bioproducts
   • Progress is being made on:
     • Crop rotations of Canola to determine benefits and impacts of increasing yields and the effects on biodiesel quality produced (SBQQ);
     • Novel genetic engineering processes for new designer triticale and advanced triticale varieties for enhanced future competitiveness in areas of yield, starch composition, disease resistance, processing, fibre characteristics, and other traits (CTBI);
     • Molecular genetic approaches for accelerated breeding of pulse crops targeting new market opportunities and quantifying pulse crop rotational benefits for northern prairie cropping systems (PURENet);
     • Development of new potato varieties for use in the production of value-added functional foods, bioplastics and novel, environmentally compatible pest-control agents (BioPotato);
     • Genetic characterization / improvement of fibre yield in flax and development of best management practices including harvesting systems to enhance flax fibre production (NAFGEN);
     • Development of production, collection and densification systems for annual and perennial biomass with enhanced yield, adaptability to marginal land and hydrolytic capacity for bioethanol production (CBioN).
3. Leading-edge research and development related to effective and efficient technologies for biomass conversion, and agricultural bioproduct diversification
   Progress is being made on:
   • Development of processes to convert fibre and starch into bioplastics and biocomposites (NAFGEN - Flax and hemp fibre; BioPotato - potato starch; CTBI - Triticale fibre);
   • New bioprocessing systems based on biological and thermochemical conversion technologies developed to use canola, tritcale and various grains, oilseeds and lignocellulosic feedstocks for the production of biofuels such as bioethanol, biodiesel and bio-oil (SBQQ, CTBI, ABIN, CBioN, FOBI);
   • Conversion of oilseeds into industrial lubricants with prototypes being tested (IOSN).
   Selected productivity output based on 2009-10 Annual Performance Management Report for all nine networks:
   • Publications: 194 peer-reviewed; 7 non peer-reviewed;
   • Highly qualified professionals: 115 undergrads; 227 grad students; 121PDFs; 317 scientists and other trained;
   • Commercialization: 26 patents; 3 licence agreements; 39 new products or services brought to market or near market

Comments on Variance: The relatively small variance of $0.2 million in planned versus actual spending is primarily due to the timing in the development and signing of Network Agreements.

Audit completed or planned: 3 audits were conducted in 2009-10:

• NAFGEN - initial findings report identified no major issues, final report to be received on June 25, 2010.
• Cellulosic - ground work being conducted, initial findings report to be submitted by the end September, 2010 followed in a few weeks by the final report.
• ABIN - ground work being conducted, initial findings report to be submitted by the end September, 2010 followed in a few weeks by the final report.

Evaluation completed or planned: An impact evaluation is proposed to be conducted in fiscal year 2010-11.

Due to rounding, figures may not add to the totals shown.

Name of Transfer Payment Program: Agricultural Disaster Relief Program (ADRP) / AgriRecovery (Statutory)

Start date: December 6, 2007

End date: March 31, 2011

Description: The AgriRecovery framework is one of four core pillars of the business risk management suite available to producers under Growing Forward.

AgriRecovery facilitates the federal government working with impacted provinces and industries to provide timely assistance not otherwise provided by other programs to help producers re-establish their income stream and contain the impacts after a natural disaster.

Under AgriRecovery, the ADRP helps focus the coordination effort, providing a process to fast-track authorities for programs (not to exceed $440.7 million over four years in federal funding). Participating provinces-territories cost-share these initiatives on a 60:40 federal-provincial/territorial basis. Separate authorities are required for AgriRecovery programming outside the ADRP.

For more information please visit the AgriRecovery Website

Strategic Outcome: A competitive agriculture, agri-food and agri-based products sector that proactively manages risk

Results Achieved: All disasters brought forward by the provinces were assessed collaboratively within the established time frame and, as a result, six initiatives were developed in 2009-10 under the ADRP to assist producers in resuming their business operations.

Comments on Variances: The actual expenditures in FY 2009-10 are negative as a result of an accounting adjustment whereby part of a Payable-at-Year-End (PAYE) from a previous year was reversed which resulted in a credit against the current year expenditures. This corrects the multi-year accounting of expenditures for the program which is in accordance with accepted accounting policies. Notwithstanding the above funding variance, six initiatives were put in place under the ADRP to help producers deal with disaster events.

Like other BRM programs, AgriRecovery is statutory and demand-driven. Funding is part of planned spending and would be reflected in total authorities when required for a disaster. The variance from year to year in actual expenditures is directly related to the occurrence of the disasters and the number of affected producers who apply for assistance. The program helps producers rapidly resume their business operations. AgriRecovery is jointly delivered with the provinces.

Audit completed or planned: There was no audit for the Agricultural Disaster Relief Program/AgriRecovery in 2009-10. According to AAFC's three year Risk-Based Internal Audit Plan, the disaster framework is expected to be audited in 2012-13.

Evaluation completed or planned: There was no evaluation for the Agricultural Disaster Relief Program/AgriRecovery in 2009-10. According to AAFC's five-year Strategic Evaluation Plan, the disaster framework is expected to be evaluated in 2010-11.

Due to rounding, figures may not add to the totals shown.

Name of Transfer Payment Program: AgriInsurance Program (Statutory)

Start date: April 1, 2008

End date: March 31, 2012
AgriInsurance is statutory and ongoing; however, the current policy and program authorities expire March 31, 2012.

Description: The AgriInsurance program is one of four core pillars of the business risk management suite available to producers under Growing Forward.

AgriInsurance (formerly the Production Insurance program), will aim to reduce the financial impact on producers of production losses caused by uncontrollable natural perils.

Authorities for the program include Section 4 of the Farm Income Protection Act (FIPA), as well as "Growing Forward: A Federal-Provincial-Territorial Framework Agreement on Agriculture, Agri-Food and Agri-Based Products Policy" and "Federal / Provincial AgriInsurance Agreement. "

Federal AgriInsurance website
British Columbia
Alberta
Saskatchewan
Manitoba
Ontario
Quebec
New Brunswick
Nova Scotia
Prince Edward Island
Newfoundland

Strategic Outcome: A competitive agriculture, agri-food and agri-based products sector that proactively manages risk

Results Achieved: For the 2009-10 crop year, there were a total of 15 new programs or changes in options available to producers which include new plans for the livestock and the horticulture sectors. Traditionally, there is an increase in participation over time; however, participation may vary up or down from one year to another.

Comment on Variance: The increase is largely the result of a substantial increase in premium costs resulting from higher grain and oilseed prices (which are reflected in the insurable values).

Audit completed or planned: There was no audit for AgriInsurance in 2009-10. According to AAFC's three year Risk-Based Internal Audit Plan, the program is expected to be audited in 2010-11. Compliance audits of provincial delivery agencies are ongoing, rotating through all provinces at a maximum cycle of every five years.

Evaluation completed or planned: There was no evaluation for AgriInsurance in 2009-10. According to AAFC's five year Strategic Evaluation Plan, the program is expected to be evaluated in 2011-12.

Note:

Statutory Contribution expenditures for Production Insurance (the program that preceded the AgriInsurance Program) were $416.4 million in 2007-08.

Due to rounding, figures may not add to the totals shown.

Name of Transfer Payment Program: AgriInvest Program (Statutory)

Start date: December 19, 2007
Agreements were signed with the provinces to implement the program starting in the 2007 program year.

End date: March 31, 2012
AgriInvest is statutory and ongoing; however, the current policy and program authorities expire on March 31, 2012.

Description: The AgriInvest program is one of four core pillars of the business risk management suite available to producers under Growing Forward.

AgriInvest allows producers to self-manage, through producer and government funded savings accounts, the first 15% of their margin losses for a production year and/or make investments to reduce on-farm risks or increase farm revenues (effective July 2010, AgriInvest accounts will be held by participating financial insitutions). Under the program, annual producer deposits of up to 1.5% of their allowable net sales are matched by government deposits. Government deposits are cost-shared 60:40 by federal and provincial governments. In combination with the AgriStability program, AgriInvest is the successor to the Canadian Agricultural Income Stabilization (CAIS) program. AgriInvest replaces coverage for smaller income declines where AgriStability assists producers in managing larger losses.

AgriInvest provides producers with a secure, accessible, predictable and bankable source of income assistance to address small drops in farm income and manage on-farm risks.

Federal AgriInvest Website
AgriInvest in Quebec (La Financière agricole du Québec)

Strategic Outcome: A competitive agriculture, agri-food and agri-based products sector that proactively manages risk

Results Achieved: Participation in AgriInvest reached 73% of all Canadian producers in its first year 2007-08 (Target: 65%). Reached agreement with Financial Institutions to take on producer accounts for the 2009 program year.

Comments on Variances: AgriInvest is demand-driven, rather than being funded from a set allocation for each fiscal year. Although the administrative costs of the program remain relatively constant, the variance of the year to year grant and contribution payments is directly related to both participation and commodity prices, as producer deposits and government contributions are based on a percentage of their income generated from the sale of commodities for a production year.

Audit completed or planned: There was no audit for AgriInvest in 2009-10. According to AAFC's three year Risk-Based Internal Audit Plan, the program is expected to be audited in 2011-12.

Evaluation completed or planned: There was no evaluation for AgriInvest in 2009-10. According to AAFC's five year Strategic Evaluation Plan, AgriInvest and AgriStability are expected to be jointly evaluated starting in 2010-11 and ending in 2011-12.

Note:

1. The Canadian Agricultural Income Stabilization (CAIS) program was replaced by the AgriStability and AgriInvest programs as of April 1, 2008.
2. The funds for the one-time federal AgriInvest Kickstart program are additional to and not included in federal funding numbers for AgriInvest as stated in table above. The Kickstart was a separate federal program intended to help producers transition to the new suite of BRM programs, promote the AgriInvest program and encourage the set up of AgriInvest accounts.
   • Expenditures for the AgriInvest Kickstart Program in 2007-08 were:
   • Grants - $484.4 million
   • Contributions - $95.8 million

Due to rounding, figures may not add to the totals shown.

Name of Transfer Payment Program: Agri-Opportunities Program (New Opportunities for Agriculture Initiatives) (Voted)

Start date: December 14, 2006

End date: March 31, 2011

Description: The Agri-Opportunities program is a five-year program, ending March 2011, that focuses on new innovative value-added agricultural, agri-food and agri-based products, services or processes that are currently not commercially produced or available in Canada and that are ready to be introduced into the marketplace. The program provides repayable contributions for commercialization projects that are expected to increase market opportunities for the Canadian agricultural industry across the value chain and to increase demand for primary agricultural products.

Strategic Outcome: An innovative agriculture, agri-food and agri-based products sector

Results Achieved: The Agri-Opportunities program has signed agreements to fund 22 innovative commercialization projects for a total of $46.8 million helping to accelerate the pace of innovation in Canada.

Comment on Variance: Actual spending was less than planned spending primarily due to global economic crisis which continues to have a serious impact on the Canadian investment climate, particularly the availability of debt and equity financing to companies.

Audit completed or planned: An audit is tentatively scheduled for the last quarter of 2010-11.

Evaluation completed or planned: An evaluation for this program was started during the 2009-10 fiscal year. It will be completed during 2010-11. No prior evaluations have been completed for this program.

Due to rounding, figures may not add to the totals shown.

Name of Transfer Payment Program: AgriStability Program (Statutory)

Start date: December 19, 2007
Agreements were signed with the provinces to implement the program starting in the 2007 program year.

End date: March 31, 2012
AgriStability is statutory and ongoing; however, the current policy and program authorities expire on this date.

Description: The AgriStability program is one of four core pillars of the business risk management suite available to producers under Growing Forward.

AgriStability is a margin-based program that provides support when a producer experiences larger farm income losses, which are drops in their margin (eligible farm income, less eligible farm expenses) for the program year of more than 15 percent of the producer's average margin from previous years (i.e., their reference margin). Thus, a payment is triggered under the program when a producer's program year margin drops below 85 percent of their reference margin. AgriStability also includes coverage for negative margins, as well as mechanisms to advance a participant a portion of their expected payment during the year when a significant decline in income is expected (interim payments and Targeted Advance Payments). In combination with the AgriInvest program, it is the successor to the Canadian Agricultural Income Stabilization (CAIS) program. AgriInvest replaces coverage for smaller income declines where AgriStability assists producers in managing larger losses.

Federal AgriStability Website
AgriStability in Alberta (Agriculture Financial Services Corporation (AFSC))
AgriStability in Ontario (Agricorp)
AgriStability in Quebec (La Financière agricole du Québec)
AgriStability on Prince Edward Island (PEI Agricultural Insurance Corporation)

Strategic Outcome: A competitive agriculture, agri-food and agri-based products sector that proactively manages risk

Results Achieved: AgriStability payments contributed to the improvement of producers' current year margin from about 39% of the reference margin to about 72% (Target: 65%). This performance data was collected in 2009-10 for the 2007 program year.

Comments on Variances: AgriStability is a demand-driven program rather than being funded from a set allocation for each fiscal year. Although the administrative costs remain relatively constant, the variance of the year to year grant and contribution payments is directly related to participation and the needs of the agricultural industry. As such, in good years, the program will cost governments less, while in bad years (i.e. , years with dropping commodity prices, disasters, etc. ) the costs of the program will be higher.

The results for the key AgriStability performance indicator show that the AgriStability payments helped producers protect their margin relative to their historical margins to a level that exceeded the 65% target.

Audit completed or planned: There was no audit for AgriStability in 2009-10. According to AAFC's three year Risk-Based Internal Audit Plan, the program is expected to be audited in 2010-11 as a follow up to previous audits of the Canadian Agricultural Income Stabilization (CAIS) Program, which was the predecessor to AgriStability.

Evaluation completed or planned: There was no evaluation for AgriStability in 2009-10. According to AAFC's five year Strategic Evaluation Plan, AgriInvest and AgriStability are expected to be jointly evaluated starting in 2010-11 and ending in 2011-12.

Note:

1. The Canadian Agricultural Income Stabilization (CAIS) program was replaced by the AgriStability and AgriInvest programs as of April 1, 2008.
   
2. The actual spending amount of $377.3 million reported in 2007-08 pertains to the CAIS Program which preceded Agri-Stability (expenditures also shown below).

Related Program Expenditures:

Due to rounding, figures may not add to the totals shown.

Name of Transfer Payment Program: Canadian Cattlemen's Association Legacy Fund (Statutory)

Start date: June 27, 2005

End date: March 31, 2015

Description: The purpose of the Canadian Cattlemen's Association Legacy Fund is to support the Canadian beef sector to develop markets for beef cattle, beef cattle genetics, beef and beef products in a post-BSE environment. A grant totalling $50 million over 10 years will be provided.

Strategic Outcome: A competitive agriculture, agri-food and agri-based products sector that proactively manages risk

Results Achieved:

- Canadian Beef Advantage logo launched; messaging incorporated into promotional materials to build awareness;
- Beef InfoXchange System launched to support the effort to maximize the value of beef products;
- 2008 beef exports posted a year over year increase of 8% while 2009 export levels declined 3.5% as North America worked through its economic recovery and an over supply situation. Beef exports in the first 3 months of 2010 increased 7.5% as the economy is improving, demand is increasing and resolutions to market access issues are expected to continue to bolster beef exports; and
- Promotional funds used to ensure Canadian exporters are well positioned to take advantage of export opportunities.

Comments on Variance: In developing the spending profile for the Legacy Fund, annual expenditures were estimated by spreading the available funding over the ten year time frame in equal annual increments. However, funds are allocated based on the requirements outlined in an annual business plan which reflects the priorities of the three marketing groups. As such the funds needed in any particular year will vary depending on the marketing program developed in that year. These forecasts are made even more difficult by challenges in predicting when a market might actually open to imports of Canadian beef.

Audit completed or planned: A compliance audit will take place in 2010-11.

Evaluation completed or planned: There are no planned evaluations until the conclusion of the program in 2014-15.

Due to rounding, figures may not add to the totals shown.

Name of Transfer Payment Program: Contributions for Rural and Co-operatives Development

Start date: April 1, 2009

End date: March 31, 2013

Description: The programming for Rural and Co-operatives Development covers the following two initiatives:

Rural development programming, whose objective is to support local, regional, and/or national stakeholders to develop collaborative activities that contribute to the engagement, knowledge development, and knowledge transfer activities of the Canadian Rural Partnership.

Co-operative Development Initiative which provides support for the development capacity of the co-op sector and funds innovative co-operative projects in public policy priority areas.

Strategic Outcome: An innovative agriculture, agri-food and agri-based products sector

Results Achieved:

As part of Canada's Rural Partnership, 19 rural community initiatives were undertaken to engage community partners in identifying issues and/or opportunities for development, ranging from improving access to local foods, building capacity to capture new opportunities in the production of alternative energy and learning from best practises in partnership community action for improving their competitiveness.

In addition, the Community Information Database (CID) was improved and 18 presentations and training sessions were held; there has been an increase of 15% in web site visits to the CID; as well, 10 learning initiatives were led by Rural Teams to improve information available for rural communities.

Under the Co-operative Development Initiative (CDI), a partnership was renewed with the two national Co-op sector umbrella organizations to provide advisory services and fund Innovative Co-operative Projects across Canada under a third party delivery Agreement. In turn, these organizations developed agreements with 19 regional and sectoral delivery partners; this has resulted in offering an integrated co-op development advisory services network across the country.

Comments on Variances: With regards to rural development, actual spending, which was funded on a cost-shared basis, was significantly lower than expected. The reason was due, in part, to the economic slow down. In addition, attention may have been diverted from the CRP project as community proponents opted to develop proposals under programs newly available under Canada's Economic Action Plan.

Audit completed or planned: As part of Canada's Rural Partnership, an Internal Audit for the Community Development Program is planned for 2010-11.
As part of the Co-operative Development Initiative, an Audit of first recipient (third party delivery) is planned for 2010-11.

Evaluation completed or planned: Rural & Co-operatives Development programming are scheduled to be evaluated in 2011-12.

Note:

Growing Forward is the new five-year policy framework that replaces APF programming as of the 2008-09 fiscal year through a transitional continuity framework until the new policy and programs are in place in 2009-10. At the time of the 2009-10 RPP, only funding for 2008-09 and 2009-10 had been secured through Estimates (along with internal reallocations) reflecting a planning estimate for each program. During 2009-10 formal, detailed plans for each program were approved for implementation which may have caused a variance between planned spending and total authorities. Between the two frameworks, programming may have been modified to reflect a new strategic direction.

Due to rounding, figures may not add to the totals shown.

Name of Transfer Payment Program: Contributions for the implementation of the Community Development Fund program to assist rural communities in the tobacco-growing region of Ontario

Start date: June 18, 2009

End date: March 31, 2012

Description:

The Sand Plains Community Development Fund (SPCDF) assists rural communities in the tobacco-growing region of Ontario to transition to a non-tobacco based economy. Support is targetted to community-based initiaitves that support regional development, attract and retain people and investment, and stimulate business development and job creation. The Fund has two components: Community Development Support and Access to Capital. SPCDF is delivered through Third party – the Ontario Association of Community Development Corporations.

Strategic Outcome: An innovative agriculture, agri-food and agri-based products sector

Results Achieved:

In its first year, the program was successful in providing patient capital for 11 projects from small and medium size businesses ($2.1 million) to help develop new businesses or help existing ones expand, capturing new and emerging market opportunities. It also provided support to community initiatives ($1.1 million) that explore and expand innovative opportunities in sustainable community and regional development.

Comments on Variance: High demand for Access to Capital loans due to existing lenders' desire to not lend to small and medium-sized enterprises (SME's). Demand is broad-based but the tourism sector is quite robust.

Audit completed or planned: An Audit is planned for May 2010 to assess administrative practices of the first recipient and its compliance with the Contribution Agreement.

Evaluation completed or planned: The program is scheduled to be evaluated in 2013-14.

Due to rounding, figures may not add to the totals shown.

Name of Transfer Payment Program: Contributions in support of the Assistance to the Pork Industry Initiative (Statutory)

Start date: September 22, 2009

End date: March 31, 2014

Description:

The Assistance to the Pork Industry Initiative is composed of two programs:

Hog Industry Loan Loss Reserve Program (HILLRP) - was established to assist viable hog operations with their short term liquidity pressures by having the Government of Canada share the risk with financial institutions by consolidating short term debt into long term loans. It is designed to increase access to credit for eligible producers currently producing hogs in Canada, who can provide a business plan which demonstrates that the business is or can be viable and has a reasonable prospect of repaying the loan.

The terms of the loans will be negotiated between lenders and applicants but shall not exceed 15 years. Where possible, a maximum 10-year term will be encouraged.

Lenders are responsible for assessing applications, extending and managing loan amounts in accordance with the program's terms and conditions, managing their Reserve Fund and for any losses beyond those that can be drawn from the Reserve Fund. As such, lenders continue to bear a proportion of the risk for loans extended under the HILLRP.

Producers had until March 26, 2010 to apply for a HILLRP loan.

Hog Farm Transition Program (HFTP) - Delivered by the Canadian Pork Council, it will help the hog industry to restructure by providing payments to those hog producers who agree to set aside all hog production in their enterprises for a minimum of three years. Hog producers tender bids equal to the amount of funds they would require to shut down their total production for the three-year period.

Strategic Outcome: A competitive agriculture, agri-food and agri-based products sector that proactively manages risk

Results Achieved:

HILLRP:
Performance Indicators include: Number of agreements signed; Value of reserve-backed loans provided to eligible hog producers;
and, percentage of hog producers receiving reserve-backed loans that continue in the first 12 months to repay the loans without defaulting.

• 21 Contribution Agreements between AAFC and financial institutions have been signed.
• 264 loans registrations have been approved by program officials totalling over $400 million in loans.
• The total reserve amount is $246.4 million out of the maximum $404 million in loan loss reserve.

HFTP:
Performance indicators include: number of program participants that cease production for 3 years; and reduction in the number of breeding animals and hogs produced in Canada once program is fully subscribed. As of April 19, 2010, four tender events had resulted in 421 successful bidders becoming eligible for $71 million in payments once they have emptied their barns of 129,261 sows, 247,748 weaners and 418,878 market hogs. It is expected that the decline in sow numbers will reduce future annual hog production by 2.8 million animals. The results of the fourth and final tender in March 2010 will be used to distribute the funds remaining from the $75 million allocated for program payments over 2009-10 and 2010-11.

Comment on Variance:
Planned spending is not shown for this program since this program had not been approved at the time of the 2009-10 RPP.

HILLRP:
It was forecasted that capital providers could issue from $620 to $740 million in loans backed by the reserve. While they could have issued that amount, the demand for loans did not reach that level because of the limited number of hog producers deemed viable by the financial institutions, the producers did not want to take on more debt or did not wish to remain in the industry. The resulting use of the reserve funding decreased from a forecasted $404M to $246.4M.

HFTP:
The funding allocated under authorities was fully utilized in 2009-10 in the amount of $39.4M.

Audit completed or planned:
HILLRP:
A program under development audit was concluded in June 2010. It found that the governance, risk management and control frameworks established for the HILLRP are adequate and provide a reasonable expectation that funds will be used for their intended purpose and planned outcomes. Commendable management practices were identified.
A program audit monitoring framework will be developed by program officials by December 2010.

HFTP:
A program under development audit was concluded in June 2010. It found that the governance, risk management and control frameworks developed and implemented for the HFTP were adequate. A compliance audit is planned in 2010-11 to provide reasonable assurance in all material respects that the terms and conditions of the contribution agreement have been met by the Canadian Pork Council.

Evaluation completed or planned:
HILLRP:
The intermediate outcome will be based on the percentage of hog producers who have received a reserve-backed loan that continue to repay the loan without defaulting. This information will be collected through annual reports and/or notifications from the participating financial institutions.

HFTP:
In accordance with the contribution agreement, the Canadian Pork Council will complete an interim performance evaluation report by no later than September 30, 2010 and a final performance evaluation by September 30, 2014.

Due to rounding, figures may not add to the totals shown.

Name of Transfer Payment Program: Contributions to accelerate the Pace of Innovation and Facilitate the Adoption of New Technologies (Voted)

Start date: April 1, 2009

End date: March 31, 2013

Description: The program is designed to accelerate industry-led innovation activities to develop and commercialize new products, practices and processes by supporting the required academia, industry and government foresight and applied science, technology and development activities.

The program initiatives are designed to work systematically along the three phases of the innovation continuum, they are:

Discovery Phase: the creation of new knowledge and ideas;

Pre-commercialization Phase: the further development of ideas into new technologies to address challenges and opportunities; and

Commercialization, Adoption and Marketing Phase: the realization of economic and social benefits from the technologies that generate new practices, products and processes.

Strategic Outcome: An innovative agriculture, agri-food and agri-based products sector

Results Achieved:

Within the Growing Canadian Agri-Innovations programs, with regards to the Agri-Science Clusters (Clusters) proposals and Developing Innovative Agri-Products (DIAP) proposals:

• seven contribution agreements were signed for Clusters which received funding for Planning in 2009-10;
• four contribution agreements were signed for Clusters which were formed and received funding for research and development activities in 2009-10; and
• seven contribution agreements were signed for DIAP projects which received funding for research and development activities in 2009-10.

The Bilateral Agreements to Implement Growing Forward: A Federal-Provincial-Territorial Framework Agreement on Agriculture, Agri-Food and Agri-Based Products Policy specify that the Parties shall prepare annual performance reports containing information and provide them to the other Party on or before August 31 in respect of activities carried out under Designated Programs by Thematic Area in the previous fiscal year (consistent with Schedule 1: Part C: Performance Indicators and Targets). As such, performance information relating to Growing Forward cost-shared programs will not be available for inclusion in this Departmental Performance Report. Once performance results for this program are available, they can be found at:
http://www4.agr.gc.ca/AAFC-AAC/display-afficher.do?id=1281557882978&lang=eng

Comments on Variance: Variances between planned spending and total authorities are due to planned spending being based on estimated program cost, due to timing of the 2009-10 RPP. As the program was finalized during 2009-10 spending plans for this particular program decreased, leading to a decrease in total authorities for this program. Actual spending was less than total authorities mainly due to the timing of the program launch, the approval process and the applicants' spending requirements being higher in future years. A portion of the unspent funding is expected to be carried forward into 2010-11.

Audit completed or planned: No audit for the program has been completed, or is currently planned.

Evaluation completed or planned: No evaluation for the program has been completed, or is currently planned.

Note:

Growing Forward is the new five-year policy framework that replaces APF programming as of the 2008-09 fiscal year through a transitional continuity framework until the new policy and programs are in place in 2009-10. At the time of the 2009-10 RPP, only funding for 2008-09 and 2009-10 had been secured through Estimates (along with internal reallocations) reflecting a planning estimate for each program. During 2009-10 formal, detailed plans for each program were approved for implementation which may have caused a variance between planned spending and total authorities. Between the two frameworks, programming may have been modified to reflect a new strategic direction.

Due to rounding, figures may not add to the totals shown.

Name of Transfer Payment Program: Contributions to enable Competitive Enterprises and Sectors (Voted)

Start date: April 1, 2009

End date: March 31, 2013

Description: Agri-Business Development provides support for provincial and territorial activities and to national organizations to increase the use of sound business management practices by producers and agri-businesses to enable businesses to be profitable.

Eligible programs and initiatives equip producers and agri-businesses with the skills, knowledge and expertise needed to understand their businesses' financial situation, assess opportunities, respond to change, and realize business goals. It also enables agri-businesses to be profitable and invest where needed to manage the natural resource base sustainably, and produce and market safe food and other products.

Strategic Outcome: An innovative agriculture, agri-food and agri-based products sector

Results Achieved:

The bilateral agreements to implement Growing Forward: A Federal-Provincial-Territorial Framework Agreement on Agriculture, Agri-Food and Agri-Based Products Policy specify that the Parties shall prepare annual performance reports containing information and provide them to the other Party on or before August 31 in respect of activities carried out under Designated Programs by Thematic Area in the previous fiscal year (consistent with to Schedule 1: Part C: Performance Indicators and Targets). As such, performance information relating to Growing Forward cost-shared programs will not be available for inclusion in the Departmental Performance Report. Business Development programming funded under the Agri-Business Development program is now available in all provincial and territorial jurisdictions. Furthermore, under the Agri-Business Development program AAFC has provided support to five National Organizations (NOs) which disseminate information and increase the knowledge and use of beneficial management practices among producers. The annual performance reports for 2009-10 from national organizations were under review by Agriculture and Agri-Food Canada at the time information was submitted for this DPR. Once performance results for this program are available, they can be found at: http://www4.agr.gc.ca/AAFC-AAC/display-afficher.do?id=1281557882978&lang=eng

Comments on Variance: Variances between planned spending and total authorities are due to planned spending being based on estimated program cost, due to timing of the 2009-10 RPP. As the program was finalized during 2009-10 spending plans for this particular program increased, leading to an increase in total authorities for this program. There is a decrease in spending between total authorities and actual spending due to the timing of the development, launch and implementation of cost-shared programming. A portion of this variance could potentially be carried forward into 2010-11.

Audit completed or planned: No audit for the program has been completed, or is currently planned.

Evaluation completed or planned:

An evaluation of federal-only support to national organizations was conducted in 2009-10. The evaluation found that:

• There is a continued need for activities to support producers' access to skills, knowledge, and tools to improve farm business management;
• NOs services are well accepted by program participants and clientele groups, and are considered to be effective; and
• The high volume of activities and associated beneficiary uptake suggest cost efficiencies and need for farm management resources.

Timing for further evaluations will be determined by the Office of Audit and Evaluation of AAFC.

Note:

Growing Forward is the new five-year policy framework that replaces APF programming as of the 2008-09 fiscal year through a transitional continuity framework until the new policy and programs are in place in 2009-10. At the time of the 2009-10 RPP, only funding for 2008-09 and 2009-10 had been secured through Estimates (along with internal reallocations) reflecting a planning estimate for each program. During 2009-10 formal, detailed plans for each program were approved for implementation which may have caused a variance between planned spending and total authorities. Total authorities do not include effects of carryforwards into future years. Between the two Frameworks, programming may have been modified to reflect a new strategic direction.

Due to rounding, figures may not add to the totals shown.

Name of Transfer Payment Program: Contributions to enhance the Safety and Security of Canada's Food System (Voted)

Start date: April 1, 2009

End date: March 31, 2013

Description:

Programming for the Contributions to Enhance the Safety and Security of Canada's Food System is comprised of the following two components:

1) Food Safety Systems Development
Food Safety Systems Development focuses on the development of voluntary science-based food safety systems by national organizations to effectively minimize food safety risks. It supports national (or equivalent) organizations in developing national on-farm and/or post-farm Hazard Analysis Critical Control Point (HACCP) or HACCP-based food safety systems. Intended clientele are national non-profit organizations or regional, non-profit organizations that are not represented by entities at the national level.

2) Food Safety Systems Implementation
Food Safety Systems Implementation facilitates the early adoption of government-recognized food safety systems by producers and non-federally registered food-processing enterprises through financial incentives. Eligible projects could include the implementation of good manufacturing practices towards HACCP or ISO 22000 standards in non-federally registered processing plants and the implementation of government reviewed HACCP-based food safety systems on farms. Implementation is administered by provinces and territories under Growing Forward.

Strategic Outcome: A competitive agriculture, agri-food and agri-based products sector that proactively manages risk

Results Achieved:

1) Food Safety Systems Development
National on-farm and post-farm organizations have developed food safety systems which are ready to submit to Canadian Food Inspection Agency (CFIA). The target is six for on-farm and seven for post-farm by March 2013. Two on-farm organizations have submitted for a technical review part 1 of their on-farm food safety system in 2009-10: 1) the Canadian Horticultural Council (CHC) submitted three separate crop groupings (asparagus and sweet corn; fruiting vegetables; and bulb and root vegetables) and CFIA issued Letters of Completion for all 3 CHC groupings; and 2) a joint submission from Ontario Veal (OVA) and the Fédération des producteurs de bovins du Québec (FPBQ) which is ongoing. The Egg Farmers of Canada received their Letter of Completion in 2009-10 for technical review part 1 submitted in 2008-09. A post-farm recognition process is in development. The target for the number of agreements entered into by March 2013 is 35. Nineteen applications were received; 12 agreements were signed this year (9 on-farm, 3 post-farm). Two projects were approved in 2009-10 to start in 2010-11 and five applications are undergoing due diligence assessment.

2) Food Safety Systems Implementation
The bilateral agreements to implement Growing Forward: A Federal-Provincial-Territorial Framework Agreement on Agriculture, Agri-Food and Agri-Based Products Policy specify that the Parties shall prepare annual performance reports containing information and provide them to the other Party on or before August 31 in respect of activities carried out under Designated Programs by Thematic Area in the previous fiscal year (consistent with Schedule 1: Part C: Performance Indicators and Targets). As such, performance information relating to Growing Forward Cost-shared Programs will not be available for inclusion in this Departmental Performance Report. Once performance results for this program are available, they can be found at:
http://www4.agr.gc.ca/AAFC-AAC/display-afficher.do?id=1281557882978&lang=eng

Comment on Variance: Variances between planned spending and total authorities are due to planned spending being based on estimated program cost, due to timing of the 2009-10 RPP. As the program was finalized during 2009-10 spending plans for this particular program decreased slightly, leading to a decrease in total authorities for this program. The variance between total authorities and actual spending is due to the large number of requests for multi-year projects versus single year ones, the additional time required in designing and implementing this new program and the due diligence criteria that was required. A portion of this variance could potentially be carried forward into 2010-11.

Audit completed or planned: The Food Safety and Traceability Programs Division Audit Plan provided for three project-specific compliance audits of projects funded under APF. One audit was completed and two are on-going into 2010-11. The findings of the completed audit was not considered significant in nature, and actions have been taken by the client to implement the recommendations of the audit report.

Evaluation completed or planned: An evaluation of Food Safety Programs (Food Safety Systems Development and Food Safety Systems Implementation) is scheduled for 2012-13.

Note:
Eligible projects are comprised of activities that allow organizations to support, develop, and prepare for implementation of food safety systems as follows: Phase 1(P1) projects: establish a national integrated food safety strategy; Phase 2 (P2) projects: develop a food safety system; a management system; and the training, audit and communication materials to prepare in implementing the system and Review (R) projects: Enhancement of an existing food safety system. The following indicates the organizations who have entered into agreement with AFFC, their project phase and the date of any news releases issued prior to June 30, 2010: Dairy Farmers of Canada (P2 - Feb 4, 2010); Canadian Sheep Federation (P2 - Feb 6, 2010); Canadian Organic Growers (P1- Mar 6, 2010); Turkey Farmers of Canada (P2 + R - Mar 24, 2010); Canadian Cervid Alliance (P2 - Apr. 8, 2010); Canadian Horticultural Council (P2 + R - May 1, 2010); Canadian Federation of Agriculture (R); Ontario Veal Association (P2); Canadian Cattlemen's Association (R); Food Bank Canada (P2 – Apr 2, 2010); Packaging Association of Canada (P2 - Apr 21, 2010) and Canadian Federation of Independent Grocers (P2). To see news releases about some of the organizations and their projects please visit the AAFC Newsroom.

Growing Forward is the new 5-year policy framework that replaces APF programming as of the 2008-09 fiscal year through a transitional continuity framework until the new policy and programs are in place in 2009-10. At the time of the 2009-10 RPP, only funding for 2008-09 and 2009-10 had been secured through Estimates (along with internal reallocations) reflecting a planning estimate for each program. During 2009-10 formal, detailed plans for each program were approved for implementation which may have caused a variance between planned spending and total authorities. Between the two frameworks, programming may have been modified to reflect a new strategic direction.

Due to rounding, figures may not add to the totals shown.

Name of Transfer Payment Program: Contributions to minimize the Occurrence and Extent of Risk Incidents (Voted)

Start date: April 1, 2009

End date: March 31, 2013

Description:

Programming for the Contributions to minimize the Occurrence and Extent of Risk Incidents is comprised of the following components:

1) Biosecurity Standards Implementation
Provinces and territories will be designing and implementing cost-shared programs to establish biosecurity standards.

2) Traceability Industry Infrastructure
Investment in Traceability Industry Infrastructure will enhance the industry's ability to follow the movement of a food through specific stages of production, processing and distribution. It supports the development and implementation of industry infrastructure to participate in the National Agriculture and Food Traceability System. This program invests in the development of industry-led systems that collects and verifies identification and movement data, and accelerates industry capacity.

3) Traceability Enterprise Infrastructure Provinces and territories will be designing and implementing cost-shared programs to support the development of Traceability Enterprise Infrastructure.

Strategic Outcome: A competitive agriculture, agri-food and agri-based products sector that proactively manages risk

Results Achieved:

1) Biosecurity Standards Implementation
The bilateral agreements to implement Growing Forward: A Federal-Provincial-Territorial Framework Agreement on Agriculture, Agri-Food and Agri-Based Products Policy specify that the Parties shall prepare annual performance reports containing information and provide them to the other Party on or before August 31 in respect of activities carried out under Designated Programs by Thematic Area in the previous fiscal year (consistent with Schedule 1: Part C: Performance Indicators and Targets). As such, performance information relating to Growing Forward cost-shared programs will not be available for inclusion in this Departmental Performance Report. Once performance results for this program are available, they can be found at:
http://www4.agr.gc.ca/AAFC-AAC/display-afficher.do?id=1281557882978&lang=eng

2) Traceability Industry Infrastructure
There is a target of 10 organizations and private entities implementing industry-led traceability systems by March 2013. The following three organizations are implementing such systems: Canadian Pork Council, Canadian Animal Health Coalition and Canadian Sheep Federation/Canadian National Goat Federation (joint). The following are developing systems: Canadian Cattle Identification Agency, Canadian Sheep Federation, Canadian Bison Association, Equine Canada, Saskatchewan Herb and Spice Association, Canadian Cervid Alliance, and Egg Farmers of Canada.

3) Traceability Enterprise Infrastructure
The target for signed agreements are four for developing traceability systems and 10 for implementing of such systems by March 2013. Twelve agreements were signed (nine Systems Development, two Implementation and one for both); one project was approved to start in 2010-11 and three are undergoing due diligence assessment.

Comments on Variance:

Variances between planned spending and total authorities are due to planned spending being based on estimated program cost, due to timing of the 2009-10 RPP. As the program was finalized during 2009-10 spending plans for this particular program decreased, leading to a decrease in Total Authorities for this program. The variance between total authorities and actual spending is due to the large number of requests for multi-year projects versus single year ones, the additional time required in designing and implementing of this new program and the due diligence criteria that was required. A portion of this variance could potentially be carried forward into 2010-11.

Audit completed or planned: The Food Safety and Traceability Programs Division Audit Plan provided for one project-specific compliance audit for a project funded under APF. The audit was completed and the findings were not considered significant in nature and actions are being taken by the client to implement the recommendations of the audit report.

Evaluation completed or planned: Evaluation of Biosecurity Standards Implementation and Traceability programs (Traceability Industry Infrastructure and Traceability Enterprise Infrastructure) are scheduled for 2011-12.

Note:

Eligible projects under this initiative will support activities related to traceability systems development on a national or regional basis. Eligible activities may include: a) Phase A (PA) - systems development activities such as: strategic assessments and industry systems development and b) Phase B (PB) - industry systems implementation activities such as: data management systems, technology adoption and testing, data auditing and verification. The following indicates the organizations who have entered into agreement with AAFC, their project phase and the date of any news release prior to June 30, 2010: Canadian Cattle Identification Agency (PA); Canadian Sheep Federation (PA–February 6, 2010); Canadian Sheep Federation / Canadian National Goat Federation (PB-February 6, 2010); Canadian Bison Association (PA); Equine Canada (PA); Saskatchewan Herb and Spice Association (PA); Canadian Cervid Alliance (PA - April 8, 2010); Egg Farmers of Canada (PA-May 5, 2010); Canadian Pork Council (PA&B– May 14, 2010); Canadian Animal Health Coalition (PB-May 15, 2010). To see news releases regarding these projects please visit the AAFC Newsroom.

Growing Forward is the new five-year policy framework that replaces APF programming as of the 2008-09 fiscal year through a transitional continuity framework until the new policy and programs are in place in 2009-10. At the time of the 2009-10 RPP, only funding for 2008-09 and 2009-10 had been secured through Estimates (along with internal reallocations) reflecting a planning estimate for each program. During 2009-10 formal, detailed plans for each program were approved for implementation which may have caused a variance between planned spending and total authorities. Between the two frameworks, programming may have been modified to reflect a new strategic direction.

Due to rounding, figures may not add to the totals shown.

Name of Transfer Payment Program: Contributions to promote Environmentally Responsible Agriculture (Voted)

Start date: April 1, 2009

End date: March 31, 2013

Description: Agriculture and Agri-Food Canada supports farmers through agri-environmental risk assessment and planning; providing expertise, information and incentives to increase the adoption of sustainable agriculture practices at the farm and landscape levels; investigating and developing new approaches that encourage and support the adoption of sustainable agriculture practices; and increasing the recognition of the value of sustainable agriculture practices. This program supports environmental stewardship and helps reduce the sector's overall impact on the environment. It contributes to a cleaner environment and healthier living conditions for Canadian people, and a more profitable agriculture sector.

Strategic Outcome: An environmentally sustainable agriculture, agri-food and agri-based products sector

Results Achieved: Additional time has been spent in the planning stages, reviewing and assessing areas of priority that required further action under the federal-only component of this initiative. This included discussions with provincial partners and key industry stakeholders. Further, the Federal-Provincial-Territorial Bilateral Agreement on Agriculture, Agri-Food and Agri-Based Products Policy specifies that the Parties shall prepare annual performance reports containing information and provide them to the other Party on or before August 31 in respect of activities carried out under Designated Programs by Thematic Area in the previous fiscal year (consistent with Schedule 1: Part C: Performance Indicators and Targets). As such, performance information relating to Growing Forward cost-shared programs will not be available for inclusion in this Departmental Performance Report. Once performance results for this program are available, they can be found at: http://www4.agr.gc.ca/AAFC-AAC/display-afficher.do?id=1281557882978&lang=eng

Comments on Variance: Variances between planned spending and total authorities are due to planned spending being based on estimated program cost, due to timing of the 2009-10 RPP. As the program was finalized during 2009-10 spending plans for this particular program increased, leading to an increase in total authorities for this program. There is a decrease in spending between total authorities and actual spending due to timing of program implementation and additional time required in the planning stages, reviewing and assessing areas of priority that required further action under this initiative. This included discussions with provincial partners and key industry stakeholders. A portion of this variance could potentially be carried forward into 2010-11.

Audit completed or planned: There are currently no audits completed or planned for this program.

Evaluation completed or planned: There are currently no evaluations completed or planned for this program.

Note:

Growing Forward is the new five-year policy framework that replaces APF programming as of the 2008-09 fiscal year through a transitional continuity framework until the new policy and programs are in place in 2009-10. At the time of the 2009-10 RPP, only funding for 2008-09 and 2009-10 had been secured through Estimates (along with internal reallocations) reflecting a planning estimate for each program. During 2009-10 formal, detailed plans for each program were approved for implementation which may have caused a variance between planned spending and total authorities. Between the two frameworks, programming may have been modified to reflect a new strategic direction.

Due to rounding, figures may not add to the totals shown.

Name of Transfer Payment Program: Contributions to strengthen the competitiveness of Canada's red meat packing and processing industry (Voted)

Start date: June 4, 2009

End date: March 31, 2012

Description:

The Slaughter Improvement Program (SIP) provides eligible red meat packers with repayable federal contributions to implement sound business plans aimed at reducing costs, increasing revenues, or otherwise improving the operations of federally inspected packing plants. Supporting processing activities will help contribute to the viability of related slaughter capacity.

Recipients must also be involved or present a business plan to be involved in the slaughter of red meat. They must be federally inspected red meat packing and processing plants; provincially inspected plants implementing projects to become federally inspected to market their products beyond provincial boundaries; or legal entities planning to establish a federally inspected plant in a region where a deficit in slaughter capacity is constraining sector growth. The program is applications-based, and functions under a request-for-application approach.

The Slaughter Improvement Program is a Canada's Economic Action Plan (EAP) initiative.

Strategic Outcome: An innovative agriculture, agri-food and agri-based products sector

Results Achieved: Two of the 10 approved SIP projects have submitted final claims. However, since claimants have not completed their reporting year; therefore, there are no results to report at this time.

Once performance results for this program are available, they can be found at: http://www4.agr.gc.ca/AAFC-AAC/display-afficher.do?id=1281557045890&lang=eng

Comments on Variance: There was no planned spending reported as this program was approved after the 2009-10 RPP. The actual spending was less than the total authorities due to the timing of the approval of the projects as well as the multi-year nature of most of the proposals such that there is a requirement for higher spending in future years. Unspent funding is expected to be carried forward.

Audit completed or planned: A SIP Implementation Audit is ongoing.

Evaluation completed or planned: An evaluation is planned for 2013 at the end of this EAP program.

Due to rounding, figures may not add to the totals shown.

Name of Transfer Payment Program: Contributions to support the Canadian Agricultural Adaptation Program (Voted)

Start date: May 28, 2009

End date: On-going, subject to evaluation of relevance and effectiveness by March 31, 2014.

Description:

The Canadian Agricultural Adaptation Program (CAAP)'s objective is to facilitate the agriculture, agri-food, and agri-based products sector's ability to seize opportunities, to respond to new and emerging issues, and to pathfind and pilot solutions to new and on-going issues to help it adapt and remain competitive. Launched as a successor to the Advancing Canadian Agriculture and Agri-Food (ACAAF) program, CAAP will continue to support industry-led initiatives at the national, regional and multi-regional levels.

Strategic Outcome: An innovative agriculture, agri-food and agri-based products sector

Results Achieved:

CAAP was launched as a successor to the ACAAF program on May 28, 2009, with the objective to support industry-led initiatives at the national, regional, and multi-regional levels. A performance measurement strategy has been established, which differs from ACAAF, and therefore must be measured apart from its predecessor. Since CAAP is currently in the early stages of implementation (with a focus on longer-term projects) the program measures short-term outcomes with two performance indicators:

1. Improved knowledge of potential innovative products, processes or technologies
2. Improved knowledge of solutions/strategies analyzed/tested to address issues/opportunities

Information available from the program database indicates that:

• 33 funded projects initiated in 2009-10 will improve knowledge of potential innovative products, processes or technologies; and
• 61 funded projects initiated in 2009-10 will improve knowledge of solutions /strategies analyzed/tested to address issues/opportunities.

Comments on Variance: There was no planned spending reported as this program was approved after the 2009-10 RPP. The variance between total authorities and actual spending is as a result of the multi-year nature of projects approved combined with the timing of program implementation, with spending expected to be higher in future years. As a result, funding is being carried forward. At the CAAP national level, $3 million was carried forward to 2013-14 because it is expected that most projects will end in 2013-14. At the CAAP regional and collective outcome level, $5 million was carried forward to 2010-11 because contribution agreements with industry councils were signed late in the year, in the fall of 2009.

Audit completed or planned: No program audit is scheduled at this time. However, a compliance audit is conducted with one of the industry councils every year, based on risk, starting in 2010-11, and each of the program's national recipients is required to have at least one final audit.

Evaluation completed or planned: An evaluation is being planned for 2012-13.

Note:

The CAAP program is the successor to the ACAAF program. Spending under this program in 2007-08 and 2008-09 was $48.2 million and $45.2 million respectively.

Due to rounding, figures may not add to the totals shown.

Name of Transfer Payment Program: Contributions to transform Canada's Strengths into Domestic and Global Success (Voted) (related funding is found under Grant payments for the Organization for the Economic Co-operation and Development (OECD) (Voted))

Start date: April 1, 2009

End date: March 31, 2013

Description: The programming for Transforming Canada's strengths into Domestic and Global Success is composed of the following:

The AgriMarketing Program is a component of the Growing Forward initiative. AgriMarketing provides funding to eligible agriculture, agri-food, fish and seafood industry associations to develop long-term international market development and export promotion strategies. A long-term international strategy is a three to five-year marketing plan to enhance the exportation and recognition of Canadian products abroad. To assist in the implementation of these sector strategies, funding is provided to help develop international markets for Canadian products and to allow the use and incorporation of the Canada Brand in promotional activities. The Program also helps eligible industry associations to identify market trends and acquire tools to increase their competitiveness in international markets.

The Enabling Research for Competitive Agriculture (ERCA) Program supports research, complements AAFC policy analysis and development, and contributes to a more informed policy dialogue by engaging the external policy research community on priority issues that can be used by industry groups and producers to assist them in identifying new opportunities, markets and ways to enhance productivity and improve competitiveness to improve their success in global and domestic markets.

A small component of the ERCA initiative provides a grant to the Organization for Economic Cooperation and Development (OECD) to enhance research on priority issues for Canada in the global context through collaborative activities, thereby providing a unique, global perspective on Canada's competitiveness.

Market Information and Export Capacity Building: Initiatives falling under this category aim to perform market analysis on Canada's performance in key markets and emerging countries to aid exporting companies and producers in capitalizing on global market opportunities and trends, and strengthen the capacity of the agriculture and food sector to maintain and enter new foreign markets.

Strategic Outcome: A competitive agriculture, agri-food and agri-based products sector that proactively manages risk

Results Achieved:

AgriMarketing: The objective of the AgriMarketing Program is to enhance opportunities for Canadian producers and processors in the agriculture and agri-food, fish and seafood sectors in key international markets. In 2009-10, the AgriMarketing Program funded industry activities to improve international market development and to gain recognition for Canada as a leader in supplying high-quality, safe and innovative agriculture, agri-food and seafood products. AgriMarketing provided over $19.3 million in funding to 50 industry associations in support of industry long-term international strategies. The AgriMarketing Program is also committed to increasing international recognition of Canada's capabilities as a net exporter of agriculture, agri-food, and seafood products. To this end, the AgriMarketing Program supported numerous incoming missions of international delegates interested in learning about the superior capabilities of the Canadian industry.

Grant to OECD, Part of ERCA:

• Co-hosted North American OECD Policy Conference that included invitations/participation by FPT and industry;
• Initiated OECD thematic review of Canadian agriculture risk management strategies; and
• Supported OECD policy workshop on the use of agri-environmental indicators.

ERCA Contributions:

Five contribution agreements were signed in October 2009 with four canadian universities for a total of $5.2M over four fiscal years (from 2009-10 to 2012-13), thus creating five networks of experts in the following areas: Consumer and Market Demand (CMD), Environment (ENV), Innovation and Regulation (IR), Trade and Competitiveness Research (TCR), Structure and Performance of Agriculture and Agri-Food Industry (SPAA).

There are 139 researchers involved in this program: CMD: 36; ENV: 24; IR: 30; TCR: 33; and SPAA: 16. There will be 18 graduate students recruited into agriculture programs at universities in Canada through this program: CMD: 4; ENV: 3; IR: 5; TCR: 4; SPAA: 2, of which 10 will graduate from their programs. One major planning workshop with all the networks was held in Ottawa in October 2009. There were an additional four workshops held by the networks in 2009-10. As 2010-11 will be a full year funded by AAFC, it is anticipated that more performance measures will be available.

Market Information and Export Capacity Building: The bilateral agreements to implement Growing Forward: A Federal-Provincial-Territorial Framework Agreement on Agriculture, Agri-Food and Agri-Based Products Policy specify that the Parties shall prepare annual performance reports containing information and provide them to the other Party on or before August 31 in respect of activities carried out under Designated Programs by Thematic Area in the previous fiscal year (consistent with Schedule 1: Part C: Performance Indicators and Targets). As such, performance information relating to Growing Forward cost-shared programs will not be available for inclusion in this Departmental Performance Report. Business Development programming funded under the Agri-Business Development program is now available in all provincial and territorial jurisdictions. Once performance results for this program are available, they can be found at: http://www4.agr.gc.ca/AAFC-AAC/display-afficher.do?id=1281557882978&lang=eng

Comments on Variances:

Variances between planned spending and total authorities are due to planned spending being based on estimated program cost, due to timing of the 2009-10 RPP. As the program was finalized during 2009-10 spending plans for this particular program decreased, leading to a decrease in total authorities for this program. The variance between total authorities and actual spending is primarily as a result of some of the associations' inability to match or spend all of their approved funding related to AgriMarketing. Since recipients of AgriMarketing funding are associations which are undertaking activities in foreign markets, some of the associations were unable to undertake and complete some of their activities due to the global economic downturn.

Audit completed or planned:

AgriMarketing: AgriMarketing undertook audits of three recipients based on the Departmental Recipient Risk Assessment Framework. The audit reports have not been finalized by the external auditors; however, initital feedback did not indicate any major issues.

Grant to OECD, Part of ERCA: There is no planned audit for ERCA grant for 2009-10.

ERCA contributions: There is no planned audit for ERCA contributions for 2009-10.

Market Information and Export Capacity Building: There was no planned audit for 2009-10.

Evaluation completed or planned:

AgriMarketing: The AgriMarketing Program was not evaluated in 2009-10, but an evaluation of the Program is anticipated in 2011-12.

Grant to OECD, Part of ERCA: There is no planned evaluation for ERCA grant for 2009-10.

ERCA Contibutions: There is no planned evaluation for ERCA contributions for 2009-10.

Market Information and Export Capacity Building: There is no planned evaluation for 2009-10; however, there is an evaluation that is anticipated for 2011-12.

Note:

Growing Forward is the new five-year policy framework that replaces APF programming as of the 2008-09 fiscal year through a transitional continuity framework until the new policy and programs are in place in 2009-10. At the time of the 2009-10 RPP, only funding for 2008-09 and 2009-10 had been secured through Estimates (along with internal reallocations) reflecting a planning estimate for each program. During 2009-10 formal, detailed plans for each program were approved for implementation which may have caused a variance between planned spending and total authorities. Between the two frameworks, programming may have been modified to reflect a new strategic direction.

Due to rounding, figures may not add to the totals shown.

Name of Transfer Payment Program: Control of diseases in the hog industry - Phases I & II (Voted)

Start date:
Phase 1 - September 27, 2007
Phase 2 - September 4, 2008

End date:
Phase 1 - March 31, 2010 (originally March 31, 2009)
Phase 2 - March 31, 2011

Description:

The overarching goal of the Initiative for the Control of Diseases in the Hog Industry is to improve the health of the Canadian hog herd, which will help sustain the long-term viability and profitability of the sector. The Initiative consists of two phases:

Phase 1: Circovirus Inoculation Program (CIP) provided partial compensation (up to 50%) for the diagnostic testing for Porcine Circovirus Associated Diseases (PCVAD) (capped at $2,000 per fiscal year and $4,000 over the life of the program for each participant) and partial compensation (up to 50%, to a maximum of $1 per piglet and $7 per sow, gilt and boar) for the cost of the vaccine for producers whose herds are infected with PCVAD. The maximum assistance over the life of the program was $500,000 per applicant. The program was delivered in all provinces directly to producers by the Prairie Farm Rehabilitation Administration (PFRA) of Agriculture and Agri-Food Canada, which has been integrated into the Agri-Environment Services Branch (AESB).

CIP Website

Phase 2: A mid- to long-term strategy aimed at developing the capacities and structures within the hog industry to achieve long-term health and stability of the Canadian hog herd. This phase of the program is being delivered by the newly formed and industry-led Canadian Swine Health Board (CSHB). CSHB is responsible for:

• the development of a national biosecurity and best management practices standard for the industry;
• the funding of research relative to circovirus and the establishment of a structure to facilitate and coordinate research on this and other emerging diseases; and
• the establishment of long-term risk-management solutions to help the industry mitigate the impacts of new and emerging diseases.

Strategic Outcome: A competitive agriculture, agri-food and agri-based products sector that proactively manages risk

Results Achieved:

Phase 1:
The CIP resulted in 3,668 payments under both the diagnostic testing and vaccination components. The program deadline was extended to August 31, 2009.

Phase 2:
Under the biosecurity pillar of the program, the Canadian Swine Health Board undertook a national benchmarking study to evaluate the level of biosecurity across the hog industry in Canada. Preliminary results were shared and the final results were expected to be available at the end of August 2010. A National Biosecurity Standard has been drafted and is being reviewed by industry and technical experts.

Under the research pillar, six post-doctoral fellowships have been funded, research priorities have been identified, and two research projects have been funded.

Under the long-term risk management pillar, two projects have been approved to support long-term solutions to help mitigate the impacts of emerging diseases in the sector. In addition, the Canadian Swine Health Board has hired a full complement of staff and appointed three advisory committees composed of industry stakeholders to support the establishment of a risk management framework.

Comments on Variances: The difference between planned spending and total authorities for Phase 1 is due to the the extension of Phase 1 into 2009-10. Due to the timing of program delivery of Phase 2, limited funding was expensed in 2009-10. All unspent funding is being carried forward into 2010-11 for Phase 2.

Audit completed or planned: There was no audit for the Control of Diseases in the Hog Industry (Phases I & II) in 2009-10. The program may be audited in accordance with AAFC's three-year Risk-Based Internal Audit Plan.

Evaluation completed or planned: There was no evaluation for the Control of Diseases in the Hog Industry (Phases I & II) in 2009-10. According to AAFC's five-year Strategic Evaluation Plan, the program is expected to be evaluated in 2012-13 and it may be evaluated with several other recent assistance programs for the hog sector.

Due to rounding, figures may not add to the totals shown.

Name of Transfer Payment Program: Cover Crop Protection Program (Voted)

Start date: June 13, 2007

End date: March 31, 2011 (subsequently changed to March 31, 2009)

Description: The Cover Crop Protection Program (CCPP) is a Federal only program that provides five dollars per acre to producers whose lands are adversely affected by excess soil moisture and flooding with the added costs of improving and protecting the soil until a commercial crop can be planted.

Strategic Outcome: A competitive agriculture, agri-food and agri-based products sector that proactively manages risk

Results Achieved: The CCPP was included in the 2009-10 Report on Plans and Priorities as the program was operating when the Report was prepared; however, the CCPP was terminated on March 31, 2009 as a result of the government-wide 2008 strategic review. For this reason, there are no results to report for the 2009-10 fiscal year.

Comments on Variance: The CCPP was included in the 2009-10 Report on Plans and Priorities (RPP) as the program was operating when the Report was prepared; however, the CCPP was terminated on March 31, 2009 as a result of the government-wide 2008 strategic review. This is the reason for the variance between planned spending ($7.1 million as initially reported in the 2009-10 RPP) and actual spending ($0) for 2009-10.

Audit completed or planned: There was no audit for the Cover Crop Protection Program in 2009-10. The program may be audited in accordance with AAFC's three year Risk-Based Internal Audit Plan.

Evaluation completed or planned: There was no evaluation for the Cover Crop Protection Program in 2009-10. The program may be evaluated in accordance with AAFC's five year Strategic Evaluation Plan.

Due to rounding, figures may not add to the totals shown.

Name of Transfer Payment Program: EcoAgriculture Biofuels Capital Initiative (Voted)

Start date: March 29, 2007

End date: March 31, 2011 (extended to March 31, 2013)

Description: The ecoAgriculture Biofuels Capital initiative (ecoABC) is a six-year federal initiative that provides conditionally repayable contributions towards the construction or expansion of biofuel facilities that have equity investments from farmers and use agricultural feedstock. The initiative, which is part of the federal renewable fuels strategy, is providing an opportunity for farmers to benefit from the emerging renewable fuels industry while helping the government to achieve its targets for renewable fuel content in gasoline and diesel fuel.

Strategic Outcome: An innovative agriculture, agri-food and agri-based products sector

Results Achieved: EcoABC has six signed contribution agreements totalling $44.5 million. These projects have encouraged private sector investment of $42.3 million by 503 agricultural producers, helping to broaden their economic base beyond the farm gate.

Comments on Variance: Actual expenditures were less than planned primarily due to the global economic crisis at that time, which was having a serious impact on the Canadian investment climate, particularly the availability of debt and equity financing to emerging industries such as biofuels. Companies were finding it very difficult to secure the financing needed to move forward with their planned biofuels facilities. This in turn slowed the uptake for the ecoABC program which was contingent upon projects being fully financed prior to federal funding approval. The majority of unspent funding is expected to be carried forward for use in 2011-12 and 2012-13.

Audit completed or planned: An audit for ecoABC is planned for fiscal year 2011-12.

Evaluation completed or planned: An evaluation is planned for the 2010-11 fiscal year. No prior evaluations have been completed for this program.

Due to rounding, figures may not add to the totals shown.

Name of Transfer Payment Program: Facilitating the Disposal of Specified Risk Materials (Voted)

Start date: December 14, 2006

End date: March 31, 2009 (extended to March 31, 2010)

Description: The federal government continues to provide BSE related assistance to Canada's cattle industry to support its efforts to recover from the impacts of Bovine Spongiform Encephalopathy (BSE) first discovered in Canada in May 2003. The Canadian Food Inspection Agency has implemented an enhanced feed ban, which is a significant step towards eliminating BSE from the national cattle herd.

This program will help the beef industry mitigate the cost of adapting to the July 12, 2007 enhancements to the feed ban enforced by the Canadian Food Inspection Agency. The enhancements regulate the disposal of specified risk material (SRM) and adequate disposal infrastructure is required.

Cost-shared federal-provincial programs are in place and offer $127.5 million in financial assistance to the industry (federal: $76.5 million; provincial: $51 million). The program is administered provincially and federal funds are used to support projects that have been approved through the provincial government process.

Strategic Outcome: A competitive agriculture, agri-food and agri-based products sector that proactively manages risk

Results Achieved:

Federal Spending under SRM Federal-Provincial Contribution Agreements terminated March 31, 2010. Provincial spending has been extended for five provinces past March 31, 2010 to ensure completion of eligible SRM projects is achieved. Given this extension, provincial reporting on results is expected prior to January 2011. Reporting will detail results achieved on over 300 SRM related projects undertaken across Canada to support industry competitiveness and enhance infrastructure (such as composting sites and incinerators) to comply with feed ban regulations. Details will also be made available on results on investments made in research to seek long-term value-added uses for SRM.

Comment on Variance: The variance between planned and actual spending is attributed to projects that were not completed prior to program expiry.

Audit completed or planned: No Departmental audit is currently planned. Provincial audit results will be received upon program completion.

Evaluation completed or planned: No Departmental evaluation is currently planned.

Due to rounding, figures may not add to the totals shown.

Name of Transfer Payment Program: Orchards & Vineyards Transition Program (Voted)

Start date: October 25, 2007

End date: March 31, 2011

Description: This Orchards and Vineyards Transition program (OVTP) funds plant removal which is the very first step towards replanting orchards and vineyards or planting other crops to help producers compete in the changing global markets. The program also responds to the market pressure by funding strategic planning activities which will increase the industry's knowledge and help the industry make decisions. The program operates in British Columbia, Ontario, Quebec, New Brunswick and Nova Scotia.

Strategic Outcome: An innovative agriculture, agri-food and agri-based products sector

Results Achieved: The objective of the program is to ensure acreage is readily available for replanting of more marketable crops, and to develop an improved understanding of the opportunities for the orchards and vineyards sector. The program encourages producers to make the adjustments necessary to become more competitive. As of March 31, 2010, $2.0 million worth of industry-based strategic planning projects have been funded and about $18.1 million has been used to assist with the removal of orchard and vineyard plant stock.

Comment on Variance: The variance between the planned spending and the actual spending in 2009-10 is due to a lower demand for the program in the province of British Columbia.

Audit completed or planned: An audit has not be scheduled at this time. The need and schedule for audits are determined by the Office of Audit and Evaluation of AAFC and the Centre of Program Excellence based on departmental priorities, risks and resources.

Evaluation completed or planned: A summative evaluation is scheduled to start in the fall of 2009 and results are expected in the spring of 2011.

Due to rounding, figures may not add to the totals shown.

Name of Transfer Payment Program: Payments in connection with the Agricultural Marketing Programs Act (AMPA) - Advance Payments Program (Statutory)

Start date: 1997

End date: On-going under the AMPA legislation

Description: The Advance Payments Program (APP) is a financial loan guarantee program that guarantees cash advances to producers, enabling them to produce and market their agricultural products when conditions are most ideal. Producers can receive cash advances of up to $400,000 per production period, the first $100,000 of which is interest-free. Advances can be on a variety of crops and/or livestock and producers have up to 18 months (usually from April until September of the following year) to use their cash advance for whatever purpose they feel necessary. The producer must repay their advance (as they are selling/delivering their product) in full before the end of the 18-month production period.

Strategic Outcome: A competitive agriculture, agri-food and agri-based products sector that proactively manages risk

Results Achieved: For the 2009-10 production period, 57 agreements were signed to deliver the APP with producer organizations. Approximately $1.9 billion was issued in advances to approximately 35,700 producers. The uptake of the program fluctuates from year to year. In 2009-10, fewer cattle and hog producers took APP advances due to the stay of default that was put in place for the advances issued to them in the 2008-09 production period.

Comment on Variance: This variance was primarily due to the fact that in 2009-10, fewer cattle and hog producers took APP advances due to the stay of default that was put in place for the advances issued to them in the 2008-09 production period, as well as lower than expected interest rates during the fiscal year.

Audit completed or planned: No audits for this program have been completed in 2009-10 or are currently planned.

Evaluation completed or planned: An evaluation of APP was conducted and tabled in Parliament in 2005 by the Minister. AMPA legislation requires an evaluation be completed every five years. Following the 2005 evaluation, cross-Canada consultations took place in order to make the appropriate changes to the APP, from which the legislative amendments were made to the program. The next evaluation of AMPA will take place in the fiscal year 2011-12.

Due to rounding, figures may not add to the totals shown.

Name of Transfer Payment Program: Programming related to the Agricultural Flexibility Fund (Voted)

Start date: June 18, 2009

End date: March 31, 2014

Description:

Agricultural Flexibility Fund (AgriFlexibility) initiatives will fall under three project categories or elements:

1. Investments to help reduce the cost of production or improve environmental sustainability;
2. Investments in value-chain innovation and sectoral adaptation; and
3. Investments to address emerging opportunities and challenges.

AgriFlexibility is a Canada's Economic Action Plan (EAP) initiative.

Strategic Outcome:

-An environmentally sustainable agriculture, agri-food and agri-based products sector;
-A competitive agriculture, agri-food and agri-based products sector that proactively manages risk; and
-An innovative agriculture, agri-food and agri-based products sector.

Results Achieved:

The bilateral AgriFlexibility Agreements specify that the Parties shall prepare on or before August 31 annual performance reports containing information relating performance indicators for the initiative, performance targets, actual outcomes and performance results achieved in the previous fiscal year, and expected outcomes and performance results to be achieved in the upcoming fiscal year. As such, performance information relating to AgriFlexibility Cost-shared Initiatives will not be available for inclusion in the Departmental Performance Report. For federal initiatives, it remains that performance information is not yet available as initiatives were launched late in fiscal 2009-10.

Once performance results for this program are available, they can be found at: http://www4.agr.gc.ca/AAFC-AAC/display-afficher.do?id=1281557045890&lang=eng

Comments on Variance: There was no planned spending reported as this program was approved after the 2009-10 RPP. The complexity of proposals from industry and timing of program implementation resulted lower expenditures than authorized in the 2009-10 fiscal year. Federal initiatives that have been announced are at different stages of implementation. A portion of the unspent funding is expected to be carried forward into 2010-11.

Audit completed or planned: A Program under Development audit is currently underway for 2010-11.

Evaluation completed or planned: An annual status report has been completed and sent to Treasury Board in 2010-11. A mid-term (formative) evaluation will be done in 2011-12.

Due to rounding, figures may not add to the totals shown.

Name of Transfer Payment Program: Plum Pox Eradication Program (PPEP) (Voted)

Start date: April 19, 2004

End date: March 31, 2011

Description: The Plum Pox Eradication Program (PPEP) provides funding for activities aimed at eradicating the Plum Pox Virus (PPV) from the Niagara region of Canada while ensuring the viability of the tender fruit industry (peaches, plums, apricots, nectarines). The bulk of the funding supports an extensive survey of tender fruit orchards, research and financial assistance for tender fruit producers whose orchards are affected by the PPV. The program also includes an asset loss compensation component. This seven-year program (2004-05 to 2010-11) is a follow-up of the original three-year program (2001-02 to 2003-04).

The program is jointly funded by Agriculture and Agri-Food Canada (AAFC), the Canadian Food Inspection Agency (CFIA) and the Ontario Ministry of Agriculture Food and Rural Affairs (OMAFRA).

Website (Canadian Food Inspection Agency)

Strategic Outcome: A competitive agriculture, agri-food and agri-based products sector that proactively manages risk

Results Achieved:

To date the Plum Pox Virus has been eradicated from five of the six quarantine zones established when the virus was first detected in Canada. The last remaining quarantine zone is in the Niagara region where eradication efforts continue.

Comment on Variance: N/A

Audit completed or planned: There was no audit for the Plum Pox Eradication Program in 2009-10. The program may be audited in accordance with nym d's three year Risk-Based Internal Audit Plan.

Evaluation completed or planned: An evaluation of the Plum Pox Eradication Program is being undertaken in the 2010-11, which is the last year of the program.

Due to rounding, figures may not add to the totals shown.

Transfer Payment Program:

Atlantic Innovation Fund (AIF) – Voted

Start date:

May 10, 2001

End date:

Renewed on an ongoing basis as of March 2010.

Description of Transfer Payment Program:

The AIF focuses on increasing research and development linked to economic development and commercialization objectives in areas that are of strategic importance to the region, in particular, the growth of strategic sectors/clusters. The AIF emphasizes building Atlantic Canada’s system of innovation, including components that bridge the gap between research institutions and the marketplace. It encourages synergies among the various components of this system through partnerships, alliances and networks. Furthermore, the AIF supports research and development projects that focus on the areas of natural sciences, applied sciences, and social sciences and humanities, where these are linked explicitly to the development of technology-based products, processes or services, or their commercialization, thereby strengthening the region’s system of innovation. More information on the AIF can be found on the ACOA website.  

Strategic Outcome:

A competitive Atlantic Canadian economy

Results Achieved:

ACOA focuses on accelerating the development of the knowledge-based economy and on facilitating transition within traditional industries. The Agency uses the AIF to increase the region’s capacity to carry out leading-edge research and development, and to contribute to the development of new technology-based economic activity in Atlantic Canada. In 2009-2010 there were 30 projects approved under the AIF, accounting for over $62.4 million in ACOA assistance toward projects valued at $110.9 million.
The AIF facilitates the development of strategic sectors characterized by regional clusters of firms. In 2009-2010, 27 of 30 approved projects, accounting for just under $57 million in AIF funding, augmented development of the Information Technology, life sciences/biotech, and oil and gas/oceans technology clusters, and complement the National Research Council’s Atlantic cluster initiative.

ACOA encourages prospective stakeholders, including universities, colleges, research organizations and private sector firms, to take an active role in seeking out opportunities for partnerships/collaboration. In 2009-2010 there were 70 meaningful partnerships stemming from AIF-funded projects.
Furthermore, ACOA continued to support Springboard Atlantic Inc., a network of 14 universities and four provincial community colleges with the mandate of providing support for the transfer of knowledge and technology to the private sector. This network has been instrumental in facilitating commercialization of research that has been completed in Atlantic Canada, as well as the development of public-private partnerships nationally, internationally and regionally.

The January 2010 impact evaluation of ACOA’s innovation program sub-activity found that ACOA’s support for innovation is contributing to enhanced commercialization capacity and productivity levels in Atlantic Canada. Funded projects are resulting in the acquisition and installation of leading-edge technology, improved production strategies, new products, certifications, and access to new markets. An increase in commercialization activity has been identified through patent awards, spinoff firm creation, and the commercialization of many products, services, technologies, and processes. These results are having a significant impact on revenue generation. For example, the 22 organizations represented in the case studies indicated that commercialization activities resulting from AIF funding have contributed to additional sales of approximately $248 million.

Comment on Variance:

Spending on projects did not flow as anticipated.

Audit completed or planned:

• In Progress
  • Audit of the disbursement process for program payments; estimated completion August 2010.
  • Audit of post-payment verification of program payments; estimated completion October 2010.
• Planned (for 2010-2011)
  • Audit of advances of grants and contributions; estimated completion December 2010.
  • Audit of eligibility/due diligence of AIF projects; estimated completion March 2011.

Evaluation completed or planned:

As of fiscal year 2009-2010, evaluations are being completed at the program sub-activity level and incorporate the transfer payments programs.
An evaluation of the AIF was completed in January 2010 as part of the innovation program sub-activity evaluation.

Transfer Payment Program:

Business Development Program (BDP) – Voted and Statutory

Start date:

June 25, 1995

End date:

March 31, 2011

Description of Transfer Payment Program:

Through its Business Development Program (BDP), ACOA works to create opportunities for economic growth in Atlantic Canada by helping small and medium-sized enterprises (SMEs) become more competitive, innovative and productive by working with communities to develop and diversify local economies, and by championing the strengths of the region in partnership with Atlantic Canadians.

Strategic Outcome:

A competitive Atlantic Canadian economy

Results Achieved:

During 2009-2010, to improve productivity and preserve long-term prospects of employment, the BDP has invested in projects to establish new businesses and in projects to help companies to expand and/or modernize their facilities. This program continues to focus on innovation, skills development and trade activities to enhance the business environment in Atlantic Canada. The program serves to fill gaps in the financing continuum for SMEs and entrepreneurs in Atlantic Canada.
The BDP also invested more than $57 million in community development projects in 2009-2010. These projects improved community capacity to identify economic development needs and opportunities, ensured that Atlantic Canadian businesses have access to capital as well as business information and counselling, and improved community capacity to address economic and business development needs and opportunities.

Comment on Variance:

An additional $35.9 million was made available for the BDP during the year, mostly as a result of initiatives under Canada’s Economic Action Plan and Canada’s linguistic duality, as well as reduced requirements under the Atlantic Innovation Fund. The additional financial resources for the BDP were used to accelerate payments for SME projects, easing cash flow challenges during the current economic downturn, and to fund increased demands on Community Development.

Audit completed or planned:

• Completed or In Progress
  • Audit of venture capital; completed February 2010
  • Audit of the disbursement process for program payments; estimated completion August 2010.
  • Follow-up on the 2006-2007 audit of the Business Development Program; estimated completion October 2010.
  • Audit of post-payment verification of program payments; estimated completion October 2010.
  • Audit of eligibility/due diligence of BDP commercial projects; estimated completion October 2010.
  • Office of the Auditor General audit of Canada’s Economic Action Plan (which includes a portion of the BDP) is in progress at the national level; report to be tabled October 2010.
• Planned (for 2010-2011)
  • Audit of advances of grants and contributions; estimated completion December 2010.
    Internal audit of Canada’s Economic Action Plan (to include a portion of the BDP); estimated completion March 2011.

Evaluation completed or planned:

As of fiscal year 2009-2010, evaluations are being completed at the program sub-activity level and incorporate the transfer payments programs.

Evaluations completed or in progress related to the Business Development Program include:

• Community investment, community development resources, official language minority communities and aboriginal communities (completed December 2009)
• Innovation (completed January 2010)
• Financing continuum (estimated completion date July 2010)
• Trade and investment (estimated completion date July 2010)
• Entrepreneurship and business skills development (estimated completion date July 2010)

Transfer Payment Program:

Community Futures (CF) – Voted

Start date:

May 18, 1995

End date:

October 2, 2010

Description of Transfer Payment Program:

The Community Futures (CF) program supports community economic development and builds the capacity of communities to realize their full sustainable potential. The program provides financial support to CF organizations (e.g. Community Business Development Corporations in Atlantic Canada) enabling them, in collaboration with other partners and stakeholders, to assess their situation and develop strategies to meet their needs. The CF program also provides support to small and medium-sized enterprises (SMEs) and social enterprises for undertaking appropriate community economic development initiatives.

Strategic Outcome:

A competitive Atlantic Canadian economy

Results Achieved:

In 2009-2010, the 41 Community Business Development Corporations approved 1,100 loans that represent an investment of over $51.0 million in rural communities. The CBDCs also provided 8,514 counselling sessions to clients throughout the Atlantic region.

Comment on Variance:

The variance is due to normal program administration, wherein some projects costs were incurred later than expected because of unforeseen circumstances in the projects.

Audit completed or planned:

• Completed or In Progress
  • Audit of Community Futures; completed December 2009.
  • Audit of the disbursement process for program payments; estimated completion August 2010.
  • Audit of post-payment verification of program payments; estimated completion October 2010.
• Planned (for 2010-2011)
  • Audit of advances of grants and contributions; estimated completion December 2010.

Evaluation completed or planned:

As of fiscal year 2009-2010, evaluations are being completed at the program sub-activity level and incorporate the transfer payments programs.
An evaluation of ACOA’s Community Futures program was completed in June 2009.

Transfer Payment Program:

Innovative Communities Fund (ICF) – Voted

Start date:

April 1, 2005

End date:

Renewed on an ongoing basis on March 2010.

Description of Transfer Payment Program:

The program is designed to make non-repayable contributions to support strategic initiatives that respond to the economic development needs of communities. To effectively address the wide range of challenges and opportunities of regions, communities and sectors, the ICF takes a comprehensive approach to working with communities at various stages along the economic development continuum, while ensuring sustainable economic outcomes.

The ICF has three distinct components. The first component, strategic community capacity, is designed to support non-commercial/non-profit strategic initiatives that target the economic development needs of rural communities. The second, proactive investments, is intended to stimulate transformative change. This component will support proactive identification and implementation of strategic opportunities with local partners. The third component, the Community Adjustment Fund (CAF) is a two-year funding initiative, ending March 31, 2011, put in place by the Government of Canada to provide economic stimulus to mitigate the short-term impacts of the economic downturn by creating employment opportunities and to address transitional and adjustment challenges in restructuring communities. In Atlantic Canada, ACOA is delivering CAF using its existing Innovative Communities Fund (ICF) and Business Development Program (BDP).

The program is designed to respond to the unique and varying needs of communities. The flexible approach will encourage clear links to sustainable economic development outcomes. A focus on outcomes will ensure that the program has the desired impact on Atlantic Canada’s economy.

Strategic Outcome:

A competitive Atlantic Canadian economy

Results Achieved:

During fiscal year 2009-2010, 221 projects were approved under the ICF, of which 74 were funded under the strategic community capacity component and two were under the proactive investment component. These 76 projects had a total project cost of $104.84 million with an ACOA contribution of $17.3 million and dollars leveraged amounting to $87.54 million. In addition to these 76 projects approved under ICF, an additional 146 ICF projects were approved under the Community Adjustment Fund (CAF). These 146 ICF-CAF projects had a total project cost of $ 144.86 million with an ACOA contribution of $65.4 million and dollars leveraged amounting to $79.53 million.

Comment on Variance:

The actual spending is higher than anticipated mostly due to a Canada’s Economic Action Plan (CEAP) initiative, the CAF being delivered through ICF.

Audit completed or planned:

• Completed or In Progress
  • Follow-up on the 2006-2007 audit of Community Development; completed June 2010
  • Audit of the disbursement process for program payments; estimated completion August 2010.
  • Audit of post-payment verification of program payments; estimated completion October 2010.
  • Office of the Auditor General audit of CEAP (which includes CAF) is in progress at the national level; report to be tabled October 2010.
• Planned (for 2010-2011)
  • Audit of advances of grants and contributions; estimated completion December 2010.
  • Internal audit of CEAP (to include CAF); estimated completion March 2011.

Evaluation completed or planned:

As of fiscal year 2009-2010, evaluations are being completed at the program sub-activity level and incorporate the transfer payments programs.
An evaluation of the ICF was completed in December 2009 as part of the community investment, community development resources, official language minority communities and aboriginal communities evaluation.

Transfer Payment Program:

Recreational Infrastructure Canada (RInC) – Voted

Start date:

April 1, 2009

End date:

March 31, 2011

Description of Transfer Payment Program:

The RInC program provides $500 million nationally for projects to assist in the rehabilitation of recreational facilities across Canada, which must be completed by March 31, 2011.

Through RInC, the Government of Canada has committed, over two years, to support upgrades and repairs of existing recreational assets, including new construction that adds to or replaces existing recreational infrastructure assets or capacity.
The program is designed to provide a timely, targeted stimulus to the economy, and to help mitigate the impacts of the current global economic recession by increasing the total volume of construction activity related to recreational infrastructure. Through the rehabilitation of recreational infrastructure, this program also encourages participation in physical activity and community building.

Strategic Outcome:

A competitive Atlantic Canadian economy

Results Achieved:

As of March 31, 2010, ACOA had fully committed its RInC allocation by investing $34.1 million in projects across Atlantic Canada. During fiscal year 2009-2010, 230 projects were approved under RInC with total project costs of $125.7 million and dollars leveraged amounting to $91.6 million. Among the approved projects, 193 have been announced and 39 have been successfully completed.

Comment on Variance:

RInC is a CEAP initiative introduced in Budget 2009; therefore, no planned spending was forecasted and the funds were transferred to ACOA in the spring of 2009.

Audit completed or planned :

• In progress
  • Office of the Auditor General audit of the CEAP (which includes RInC) is in progress at the national level; report to be tabled October 2010.
• Planned (for 2010-2011)
  • Audit of advances of grants and contributions; estimated completion December 2010.
  • Internal audit of CEAP (to include RInC); estimated completion March 2011.

Evaluation completed or planned:

Not applicable. There is no evaluation planned for this TPP.

Transfer Payment Program:

Saint John Shipyard Adjustment Initiative – Voted

Start date:

May 29, 2003

End date:

May 31, 2011

Description of Transfer Payment Program: 

Aims to address the impact of the lack of manufacturing activities at the site of the former Saint John shipbuilding yard, and its economic impact on the province of New Brunswick.

Strategic Outcome:

A competitive Atlantic Canadian economy

Results Achieved:

There was no activity in the 2009-2010 reporting period.

Comment on Variance:

Audit completed or planned:

No audits completed during 2009-2010.

Evaluation completed or planned:

Not applicable. There is no evaluation planned for this initiative.

Name of Transfer Payment Program: Statutory Compensation Payments

Start date: N/A

End date: N/A

Description of Transfer Payment Program: Compensation payments in accordance with requirements established by regulations under the Plant Protection Act, and authorized pursuant to the Canadian Food Inspection Agency Act.

Strategic Outcome: To compensate Canadians, in accordance with the appropriate regulations, for plants ordered destroyed for the purpose of disease control.

Results Achieved: 115 Canadians were compensated for plants ordered destroyed.

16) Comments on Variances: Actual compensation payments made to Canadians were $2.2 million higher than the $0.8 million that was earmarked in Planned Spending. This increase is largely attributed to Sudden Oak Death ($1.9M).

Name of Transfer Payment Program: Statutory Compensation Payments

Start date: N/A

End date: N/A

Description of Transfer Payment Program: Compensation payments in accordance with requirements established by regulations under the Health of Animals Act and authorized pursuant to the Canadian Food Inspection Agency Act.

Strategic Outcome: To compensate Canadians, in accordance with the appropriate regulations, for animals ordered destroyed for the purpose of disease control.

Results Achieved: 174 Canadians were compensated for animals ordered destroyed.

16) Comments on Variances: Actual compensation payments made to Canadians were $3.6 million higher than the $0.7 million that was earmarked in Planned Spending. This increase is largely attributed to Chronic Wasting Disease ($2.6M) and Anaplasmosis ($1.0M).

Name of Transfer Payment Program: Arts Presentation Canada Program

Start date: 2001-2002

End date: 2009-2010

Description: The objective of the Arts Presentation Canada program is to give Canadians direct access to a wide range of professional artistic experiences. The program supports presenters in the performing arts, arts festivals, and presenter support organizations. The activities supported by the Program encourage a variety of programming; help to organize audience development and outreach activities; develop initiatives that bring professional artists into contact with residents of their community; and support networking and professional development for presenters. The Program also supports the emergence of presenters and presenter networks for under-served communities or artistic practices.

Strategic Outcome:

• Canadian artistic expressions and cultural content are created and accessible at home and abroad.

Results Achieved:

• The Program has provided access for Canadians to a wide variety of professional artistic experiences. Funded organizations presented a variety of disciplines: music (74% of all funded organizations present some music in their season); dance (46%); theatre (47%); visual arts (25%); literature (14%); and, media arts (18%).
  
  
• The Program has helped organizations expand and diversify their audiences. The percent of funded organizations that reach out to the following audiences in underserved communities are: 64% culturally diverse, 71% young audiences, 32% Aboriginals, 38% rural/remote regions and 34 % official language minorities.

The following two examples illustrate results achieved by organizations and activities funded by the Program in 2009-2010:

• Festival du Bois (British Columbia)
  The 21st edition of the Festival du Bois took place from February 12-28, 2010, under the banner "International Village of French Culture".  This was a special edition of the festival, timed to coincide with the 2010 Vancouver Winter Olympic Games.  As one of three francophone presenters active in British Columbia, the Festival du Bois played an important role in highlighting Canada’s linguistic duality and the variety of artistic expression from the country’s francophone communities during this important time of national celebration.  The Program contributed $40,000 to Festival du Bois in 2009-2010.

• Alianait Arts Festival – Iqaluit Music Society (Nunavut)
  The Iqaluit Music Society presented the 5th Alianait Arts Festival, June 21 to July 1, 2009 in Iqaluit.  The theme chosen for the festival was "Northern Winds - one breath, one life, one people", which focused on voice and wind instruments from across the north and around the world.  It was a multi-disciplinary arts event that includes theatre, storytelling, music, film, photography, circus arts and visual arts.  Audience development and outreach initiatives included creative collaborations and workshops specifically for artists or audience.  Youth focused workshops were an integral part of the event. The Program contributed $85,000 to this festival in 2009-2010.
  
  
• In fiscal year 2009-2010, the Program provided funding to 276 festivals (46%), 237 performing arts series presenters (39%), as well as 60 organizations presenting both a series and a festival (10%), and 33 presenter support organizations (5%). A total of 606 projects in 246 communities were supported through grants and contributions provided by the Program in 2009-2010.

Comment(s) on Variance(s):

Overall variance of ($0.3M) is explained as follows:

• Transfers from other departmental programs to adjust for emerging priorities.

Audit completed or planned: No projects were completed or planned for the 2009-2010 reporting period.

Evaluation completed or planned: No projects were completed or planned for the 2009-2010 reporting period.

Name of Transfer Payment Program: Cultural Spaces Canada Program

Start date: 2001-2002

End date: 2009-2010

Description: Cultural Spaces Canada seeks to improve physical conditions for artistic creativity and innovation, as well as increase Canadians’ access to performing arts, visual arts, media arts, and to museum collections and heritage displays. It provides financial assistance for renovation and construction projects of arts and heritage facilities. The Program also provides support to acquire specialized equipment and prepare feasibility studies for cultural infrastructure projects. Funding is provided for non-profit arts and heritage organizations operating professionally. Provincial/territorial governments, municipal or regional governments and their agencies, as well as Aboriginal, Inuit and Métis equivalent agencies are also eligible recipients.

Strategic Outcome:

• Canadian artistic expressions and cultural content are created and accessible at home and abroad.

Results Achieved:

• Since its inception in 2001-2002, the Program has supported over 861 projects, in more than 280 different communities across Canada through contributions totalling $267,809,817. In 2009-2010, the Program approved 62 grants and 72 contributions towards infrastructure improvement projects across the country. These included funding to 75 construction and major renovation projects; 52 projects devoted specifically to the purchase and installation of specialized equipment; and 7 projects that assisted organizations with the costs of feasibility studies for cultural infrastructure projects, for a total of 134 new and improved arts and heritage facilities. In 2009-2010, an additional $30,000,000 was provided to the Program from Canada’s Economic Action Plan to stimulate the economy by investing in cultural infrastructure.

  These projects improve infrastructure to allow for greater creativity, access and artistic innovation. For instance, a $1.8 million contribution from the Program was approved in 2009-2010 to support the construction of the Aanischaaukamikw Cultural Institute. This project allows nine James Bay Cree communities to develop the necessary infrastructure to preserve and share their rich heritage by means of exhibition halls, a resource and documentation centre, and spaces for archiving, storing, and preserving the museological and archeological assets of the Aanischaaukamikw Cultural Institute. The Cultural Institute will serve as an exceptional site allowing the Cree of Oujé-Bougoumou to present, share and pass on the treasures of Cree Culture to their own communities but also to visitors from Canada and abroad.

  As another example in 2009-2010, assistance was provided to the Fort York National Historic Site, which is the birthplace of urban Toronto. The Program contributed $4,000,000 to support construction of a new 22,000 square-foot visitor centre as part of the larger Fort York revitalization project. This new facility including exhibition, heritage programming and collections storage purposes will be functional by 2012, in time for the Bicentennial Commemoration of the War of 1812, in which Fort York played an important role.

Comment(s) on Variance(s):

Overall variance of ($31.8M) is explained as follows:

• $28.8M for Canada's Economic Action Plan and $1.3M for Winter Games 2010 received through 2009-2010 Supplementary Estimates were not included in the 2009-2010 planned spending.

• $3.5M for the Local Arts & Heritage Events & Activities – Infrastructure initiatives were initiative was included in the 2009-2010 planned spending.  However, this amount should have been included under the Building Communities through Arts and Heritage Program.
  
  
• $5.2M was transferred from other departmental programs to adjust for emerging priorities.

Audit completed or planned: No projects were completed or planned for the 2009-2010 reporting period.

Evaluation completed or planned: No projects were completed or planned for the 2009-2010 reporting period.

Name of Transfer Payment Program: National Arts Training Contribution Program

Start date: 1997-1998

End date: 2012-2013

Description: The National Arts Training Contribution Program aims to contribute to the development of Canadian creators and future cultural leaders of the Canadian arts sector through the provision of stabilizing support to organizations that offer Canadians access to the highest quality training in preparation for national and international artistic careers; and through the provision of targeted funds to smaller, yet nationally significant institutions that may need to consolidate one aspect of their operations, such as administrative and/or governance capacity. The Program supports independent professional Canadian not-for-profit institutions or organizations that specialize in training Canadians seeking a professional career in the arts in Canada and abroad.

Strategic Outcome:

• Canadian artistic expressions and cultural content are created and accessible at home and abroad.

Results Achieved:

• Since its implementation, the Program has disbursed a total of $186,145,992 in operating funding to national training schools in various artistic disciplines. In 2009-2010, 36 organizations in a wide variety of artistic disciplines were supported through contributions totalling $21,825,000.
  
  
• In 2009-2010 Canada’s Economic Action Plan provided 27 funded organizations with an additional $5.95 million in stimulus support, allowing them to strengthen their administrative capacity to continue to provide professional training of the highest calibre.
  
  
• A summative evaluation of the Program, completed in March 2007, found that there is a need for continued federal support in national arts training and that the program is meeting its overall objective to provide arts training of the highest calibre. The evaluation also found that the Program has an “invaluable” and “significant” impact on Canadians’ access to high quality artistic and cultural products. This speaks to the Program’s ultimate outcome: that Canadians and the world benefit from high quality artistic achievements by Canadian artists trained in Canada. The 2007 summative evaluation noted that the Program graduates are more likely to earn a living wholly by the practice of their art within three years, compared to their peers from unfunded schools, which are more likely to seek work not related to their art.
  
  
• Key results for the Program are that graduates of funded institutions have professional careers and are recognized for their excellence in Canada and internationally. Annual surveys of these institutions show that there are approximately 1,200 graduates per year, with another 2,200 participating in shorter-term workshops, and 80% are working professionally (of whom 20% also work internationally). The surveys show that nearly 50% of graduates of the Program-funded institutions receive an award in their first three years after graduation, and the summative evaluation revealed that they are more likely to receive honours, distinctions and awards than graduates of unfunded institutions.
  
  
• A 2009 public opinion research survey report revealed that the majority of professional Canadian performing arts organizations surveyed had hired from at least one program-funded institution in the last five years, and that graduates of the Program-funded performing arts programs were highly assessed by employers in all aspects of their training. The highest ratings came in the areas of technical expertise in their discipline (89%), professionalism and career readiness (88%), and performance qualifications and experience (87%). The research confirmed that the program-funded training institutions are recognized by Canadian performing arts employers as being among the leaders in their fields and that the industry is highly satisfied with the professional training of graduates of these institutions.

Comment(s) on Variance(s):

Overall variance of ($5.1M) is explained as follows:

• $6.8M for Canada’s Economic Action Plan received through 2009-2010 Supplementary Estimates (A) was not included in the 2009-2010 planned spending.
  
  
• $1.7M was transferred to other departmental programs to adjust for emerging priorities.

Audit completed or planned: No projects were completed or planned for the 2009-2010 reporting period.

Evaluation completed or planned: No projects were completed or planned for the 2009-2010 reporting period.

Name of Transfer Payment Program: Canadian Arts and Heritage Sustainability Program

Start date: 2001-2002

End date: 2009-2010

Description: The Canadian Arts and Heritage Sustainability Program aims to strengthen organizational effectiveness, build operational and financial capacity within the arts and heritage sectors, and ensure that those organizations operate in communities that value their existence, see them as a key asset, and support them. The Program has four active components: Capacity Building; Endowment Incentives; Cultural Capitals of Canada and Networking Initiatives. Two components, Stabilization Projects and Limited Support to Endangered Arts Organizations, are inactive. The Program provides grants and contributions to Canadian not-for-profit professional arts and heritage organizations, and Canadian communities, including First Nations, Métis, and Inuit equivalent governments.

Strategic Outcome:

• Canadian artistic expressions and cultural content are created and accessible at home and abroad.

Results Achieved:

The following are highlights of the results achieved by the Program in 2009-2010, based on key performance indicators.  The expected result is: well-managed arts and heritage organizations are supported in Canadian communities through financial and other partnerships.

• Capacity Building

  The 2009-2010 fiscal year marked the final year of Capacity Building individual project support, with a reduced grants and contributions budget.  From 2002-2003 to 2009-2010, close to 1,300 projects have been supported, 36% of which were related to improved governance, 32% to financial self-sufficiency, 19% to audience and market development and 13% to management practices.

  In 2009-2010, the following was observed:

  • 93 requests for projects were submitted of which 66 were supported.
  • 35 projects for arts organizations and 31 for heritage organizations approved to improve management practices  
  • Over 41% of supported projects were related to improved governance, 29% to audience and membership development, 15% to management practices and 15% to financial self-sufficiency.
  • The federal investment in the capacity building of arts and heritage organizations totalled $1,688,286.  This represents 42% of the total project costs.
  • For every $1 invested by the Program, $1.40 was invested by the recipient organizations and partners within their community to undertake organizational capacity building projects.
• Endowment Incentives

  The Endowment Incentives component of the Program aims to incent private sector donations to well-managed arts organizations by providing matching funds to these organizations’ endowment funds. 

  In 2009-2010, 66 applications received funding totalling $14.9 million from the program, matching $0.71 for every dollar donated by the private sector. 

  Despite the global economic recession, the private sector contributed close to $21 million to arts applicant organizations’ endowment funds¹, representing only 1% less from the previous year.  Of this amount, nearly half (46% or $9.6 million) was donated by individuals while corporations and non-government foundations donated 23% each ($4.9 million and $4.7 million respectively – the remainder came from other sources.

  This significant financial commitment is a clear indication that Canadians and arts organizations continue to believe in the value of endowments.

  Since the launch of the component, the federal government’s contribution of $103 million has leveraged $149 million in donations from the private sector, for a total combined investment of $252 million in arts organizations’ endowment funds across Canada. 

• Cultural Capitals of Canada

  Cultural Capitals of Canada (CCC) recognizes and supports Canadian communities that have a record of harnessing the many benefits of arts and culture in community life.  Its objective is to stimulate sustained community support for the arts and heritage.  

  In 2009-2010, eleven eligible applications were submitted. Of these, three were awarded a designation, for a total of $4,750,000 in approved contributions. The 2010 Cultural Capitals of Canada are: Saguenay, Quebec; Saint John, New Brunswick and Winnipeg, Manitoba. 

  Based on the proposed projects of these designated Cultural Capitals, over 40 partner organizations within the community have committed to assist their municipality in undertaking arts and culture activities during the year of designation.  Examples of partners include: private sector organizations, post-secondary institutions, arts and culture organizations, economic development associations, as well as local Aboriginal, culturally diverse and Official Language Minority community associations.

  The application process alone brought together over 135² partners within applicant communities to develop proposals.

  Since 2002-2003, 141 eligible applications have been submitted to the program and 37 CCC designations have been awarded, for total of $26.2 million in approved contributions.

• Through its various components, the program approved 108 grants and 29 contributions for a total of $21,628,668 in 2009-2010.

¹ This $21 million is the amount requested by arts organizations applying to and eligible for the Endowment Incentives component.

Comment(s) on Variance(s):

Overall variance of $1.8M is explained as follows:

• Transfers to other departmental programs to adjust for emerging priorities.

Audit completed or planned: No projects were completed or planned for the 2009-2010 reporting period.

Evaluation completed or planned: Evaluation of the Canadian Arts and Heritage Sustainability Program – completed May 2009

Name of Transfer Payment Program: Canadian Television Fund

Start date: 1996-1997

End date: 2010-2011

Description: The Canadian Television Fund provides policies and one program that encourage the creation and production of Canadian television programs. The Program contributes to enhance the creation and broadcast of high-quality Canadian television programs. It is a public-private partnership funded by the Government of Canada, cable companies and direct-to-home satellite service providers. Support is provided to independent television producers to make programs licensed by Canadian broadcasters in English, French and Aboriginal languages in the genres of drama, documentaries, children’s and youth and variety and performing arts. Support is provided in the form of a license fee top-up and equity investment.

Strategic Outcome:

• Canadian artistic expressions and cultural content are created and accessible at home and abroad.

Results Achieved:

In 2009-2010, the Program invested over $350 million in Canadian productions, which generated over 2,400 new hours of Canadian programming.*

• In 2009-2010, the Program funded 639 hours of Children’s and Youth programming, 821 hours of Documentary, 609 hours of Drama, and 352 hours of Variety and Performing Arts programming. Of this total, 68 hours were in Aboriginal languages, 983 hours in English, and 1,370 hours were in French.*
  
  
• Due to differences between the broadcast year and the program’s fiscal year, the most recent audience data available is from 2007-2008. Audience data from 2008-2009 will not be available until the program publishes its 2009-2010 annual report.

A contribution agreement between the Department of Canadian Heritage and the Canada Media Fund Corporation (CMFC) (formerly known as Canada Television Fund Corporation, CTFC) was signed and funds flowed to the CMFC as per the terms of the contribution agreement.

^* Data is not final until the release of the program’s annual report. Numbers may not add up due to rounding. The CTF annual report for 2009-2010 will be available at www.cmf-fmc.ca.

Comment(s) on Variance(s):

Overall variance of ($99.6M) is explained as follows:

• $99.6M for Canada’s Economic Action Plan received through 2009-2010 Supplementary Estimates (A) was not included in the 2009-2010 planned spending.

Audit completed or planned: No projects were completed or planned for the 2009-2010 reporting period.

Evaluation completed or planned: No projects were completed or planned for the 2009-2010 reporting period.

Name of Transfer Payment Program: Canada Music Fund

Start date: 2001-2002

End date: 2014-2015

Description: The Canada Music Fund supports diversity, capacity and excellence in the sound recording industry at every level, from creators to audience. The Program consists of seven components: 1) Canadian Music Memories; 2) Collective Initiatives; 3) Creator’s Assistance; 4) Music Entrepreneur; 5) New Musical Works; 6) Support to Sector Associations; and 7) Canadian Musical Diversity. These components are designed to: enhance Canadians’ access to a diverse range of Canadian music choices through existing and emerging media, increase the opportunities available for Canadian music artists and entrepreneurs to make a significant contribution to Canadian cultural expression, and ensure that Canadian music artists and entrepreneurs have the means to succeed in a global and digital environment.

Strategic Outcome:

• Canadian artistic expressions and cultural content are created and accessible at home and abroad.

Results Achieved:

In 2009-2010, the Program contributed to the Department’s goal of creation and dissemination of Canadian cultural content through:

• Contributions to 22 Canadian sound recording firms and 11 Canadian music publishing firms through the Music Entrepreneur Component and 8 Canadian music industry associations through the Support to Sector Associations component, both administered by Canadian Heritage;
• Five contributions to 3 third-party administrators for the delivery of the New Musical Works and Collective Initiatives (FACTOR and MUSICACTION) and Creators’ Assistance (The SOCAN Foundation) components; and,
• Memoranda of Understanding with Library and Archives Canada which delivers the Canadian Music Memories component and with the Canada Council for the Arts which delivers the Canadian Musical Diversity component.

In 2009-2010:

• The Program continued to support the production of a diverse range of Canadian musical works by emerging and established artists, while also helping Canadian artists connect with audiences both at home and abroad. The Music Entrepreneur Component (MEC) recipients released 135 albums in the past year, and 377 albums received production support through the New Musical Works and Canadian Musical Diversity components of the Program. The New Musical Works component also provided marketing, touring, or showcasing support to more than 1,000 projects, contributing to the dissemination of, and access to, Canadian music.
  
  
• The MEC continued to help ensure that established Canadian music entrepreneurs build a strong, sustainable industry capable of contributing to the Canadian musical experience. Gross revenue reported by the 2009-2010 MEC recipients fell 7.4% over the previous year, driven largely by a 23% decrease in revenue generated by the sale of MEC eligible recordings. The Cultural Industries branch will closely monitor this indicator in the coming year.
  
  
• Canadians purchased and accessed more Canadian music, with unit sales of albums by Canadian artists increasing in 2009 compared to the previous year. More than 26% of albums sold in Canada were by Canadian artists, a market share that has increased by 10 % since the inception of the Program in 2001. Over that same period, the market share of albums by artists supported by the Program or its predecessor program increased from under 10% to 15.9%.

MEC recipients’ overall sales of albums by Canadian artists (including CDs and full-length album downloads) increased by 4% over the previous year.

• Canadian artists CD sales were on par with the previous year, with an 11% increase in domestic sales, and a 23% decline in international sales.
• Paid downloads of Canadian artist full-length albums and single track sales increased by 34% and 51% respectively over the previous year.
• Sales of downloaded music accounted for 30% of MEC recipients’ total Canadian artist sales, up from 12% two years earlier.

Comment(s) on Variance(s):

Overall variance of ($2.0M) is explained as follows:

• Transfers from other departmental programs to adjust for emerging priorities.

Audit completed or planned: No projects were completed or planned for the 2009-2010 reporting period.

Evaluation completed or planned: No projects were completed or planned for the 2009-2010 reporting period.

Name of Transfer Payment Program: Book Publishing Industry Development Program

Start date: 1980-1981

End date: 2009-2010

Description: The Book Publishing Industry Development Program (BPIDP) has four components: 1) Aid to Publishers; 2) Supply Chain Initiative; 3) Collective Initiatives; and 4) International Marketing Assistance. The Program supports the activities of Canadian book publishers and other sectors of the book industry to improve the capacity of the Canadian-owned book industry to publish and market Canadian-authored books. This support is aimed at achieving the Program’s objective of ensuring access to a diverse range of Canadian-authored books in Canada and abroad.

Strategic Outcome:

• Canadian artistic expressions and cultural content are created and accessible at home and abroad.

Results Achieved:

In 2009-2010, the Program helped to further the Department’s goal of supporting the creation and dissemination of Canadian cultural expression through contributions to over 300 business and non-profit organizations in the Canadian book industry for publishing, marketing, professional development, internships, technology-driven collective projects and other activities.

In 2009-2010:

• Publishers supported by the program produced 6,032 new titles by more than 3,500 Canadian writers, including over 1,000 first-time authors.
  
  
• The Program continues to support a broad range of industry activities across the country, including the work of 232 Canadian-owned publishers in more than 75 Canadian towns and cities who directly employ almost 3,000 Canadians. Publishers supported by the Program realized an aggregate profit margin of 4.3%. These results speak not only to the economic impact of the sector, but also to its strong capacity to continue to deliver a range of Canadian content to consumers everywhere.
  
  
• The Program supported publishers realized approximately $355 million in sales of Canadian-authored books in Canada, as well as $81 million more abroad for a total of $436 million in sales. This represents a 4% inflation-adjusted increase over the last 5 years, indicating that Canadian and international readers continue to seek out and consume Canadian books in strong and growing numbers.

Comment(s) on Variance(s):

Overall variance of $1.4M is explained as follows:

• $0.7M for the National Translation Program was included in the 2009-2010 planned spending figures.  However, this amount was transferred to the Canada Council for the Arts who administered the program in 2009-2010.
• $0.3M was transferred to other departmental programs to adjust for emerging priorities.
• An additional $0.3M could not be used as a result of a repayment related to a previous fiscal year.
• Year-end surplus of $0.1M.

Audit completed or planned: No projects were completed or planned for the 2009-2010 reporting period.

Evaluation completed or planned: No projects were completed or planned for the 2009-2010 reporting period.

Name of Transfer Payment Program: Canada Magazine Fund

Start date: 1999-2000

End date: 2009-2010

Description: The Canada Magazine Fund has four components: 1) Support for Arts and Literary Magazines; 2) Support for Business Development for Magazine Publishers; 3) Support for Industry Development; and 4) Support for Editorial Content. The Program provides support to Canadian magazine publishers and not-for-profit organizations in the publishing sector to: foster the creation of Canadian editorial content in Canadian magazines; increase Canadians' access to Canadian magazines; enhance the range and diversity of Canadian magazines; and strengthen the infrastructure of the Canadian magazine industry. The support is provided through formula funding for magazines, including arts and literary magazines, to support and enhance their editorial content, and through project support for business development for small magazine publishers and for projects that develop the periodical industry as a whole.

Strategic Outcome:

• Canadian artistic expressions and cultural content are created and accessible at home and abroad.

Results Achieved:

In 2009-2010, the Program contributed to the Department’s goal of supporting the creation of Canadian cultural content through 330 contributions to magazine publishers and industry associations.

In 2009-2010:

• Through the Support for Editorial Content (SEC) and the Support for Arts and Literary Magazines (SALM) components, the Program funded a total of 268 titles. Approximately 115,000 pages of Canadian content were produced in a variety of different magazines including Aboriginal, ethnocultural, business, and general consumer publications.
  
  
• The Program helped strengthen industry infrastructure and capacity by funding a broad range of industry activities across the country. The program provided funding to 62 projects which dealt with professional development, promotion and marketing, newsstand sales building, research and technology development. These projects helped individual publishers grow their business and improve their capacity, and also supported association-based projects that contribute to the long-term viability of the Canadian periodicals industry. The average profit margin for Canadian magazine publishers receiving SEC funding was 10.2%.

Comment(s) on Variance(s):

Overall variance of $1.0M is explained as follows:

• Transfers to other departmental programs to adjust for emerging priorities.

Audit completed or planned: No projects were completed or planned for the 2009-2010 reporting period.

Evaluation completed or planned: No projects were completed or planned for the 2009-2010 reporting period.

Name of Transfer Payment Program: Publications Assistance Program

Start date: 1996-1997

End date: 2009-2010

Description: The Publications Assistance Program decreases the costs of mailing eligible Canadian periodicals to Canadian readers, ensuring they have access to a wide diversity of Canadian periodicals. Assistance is provided to more than 800 publishers of almost 1,200 different Canadian periodicals, supporting the delivery of 210 million eligible copies of periodicals including: general interest magazines, non-daily community newspapers; and ethno-cultural, farm, and official language minority periodicals. The Program is delivered in partnership with the Canada Post Corporation. Canadian Heritage receives and assesses applications for financial support, while Canada Post tracks mailings by eligible recipients.

Strategic Outcome:

• Canadian artistic expressions and cultural content are created and accessible at home and abroad.

Results Achieved:

In 2009-2010, the Program helped to further the Department’s goal of supporting the dissemination of Canadian cultural content through postal subsidies to 1,083 Canadian magazines and non-daily newspapers. These grants totalled over $52M*, representing an average of about 65% of the recipients’ total mailing costs.

In 2009-2010, the Program funded over 167 M copies of periodicals mailed to Canadians.

* The grant total of over $52M refers to approved amounts for recipients in 2009-2010. It does not match actual spending totals in column 11 of the table below because the total in the table includes funds transferred to Canada Post, which are greater than the actual amounts issued to recipients. Reconciliation is done in the months following year-end.

Comment(s) on Variance(s):

Overall variance of ($10.9M) is explained as follows:

• $15.0M for Canada’s Economic Action Plan received through 2009-2010 Supplementary Estimates (A) was not included in the 2009-2010 planned spending.
• $3.1M was transferred to other departmental programs to adjust for emerging priorities.
• Year-end surplus of $1.0M.

Audit completed or planned: No projects were completed or planned for the 2009-2010 reporting period.

Evaluation completed or planned: No projects were completed or planned for the 2009-2010 reporting period.

Name of Transfer Payment Program: Canadian Culture Online Program

Start date: 2001-2002

End date: 2009-2010

Description: The objectives of the Canadian Culture Online program, which includes the Partnerships Fund and the Gateway Fund, are to provide Canadians access to and encourage their participation in interactive digital resources that reflect Canada’s diverse heritage, cultures and languages.

Strategic Outcome:

• Canadian artistic expressions and cultural content are created and accessible at home and abroad.

Results Achieved:

In 2009-2010, 42 contribution agreements were signed under the program to award a total of 8 million in funding in support Web sites presenting Canadian content  (Gateway Fund and Partnerships Fund) that allow Canadians of all ages to access content that reflects our diverse cultures and heritage.  The CCOP supported a broad range of projects, in both official languages, all of which attract different audiences.

The following results are for Websites projects that were completed in 2009-2010.

• With its Inuit Cultural Online Resource project, the Ottawa Inuit Children's Centre has further developed their cultural Website by adding Inuktitut language information, photos and recipes of Inuit country food that showcase the traditional Inuit diet, and podcasts with downloadable audios/videos about Arctic games and special cultural events.  The Website describes the lifestyles of a traditional Inuit family and that of a modern urban Inuit family.  The project demonstrates the impact the Inuit have had on Canadian identity.  In the first month, the Website has received close to 3,000 visits.
  
  
• The Canadian Museum of Carpets and Textiles project Social Fabric/ Tissu social presents a captivating story about Canada's founding from the perspective of the material culture produced by its original inhabitants, early settling people and the current diverse communities that now call this country home. It tells the story of Canada from the perspective of individuals - often times anonymous but who have left their mark and their story through the textiles they produced. From native beadwork, to pioneer buggy blankets, to the treasured cloth heirlooms brought here from the "old country," it presents a multi-faceted approach to Canadian heritage. Through the active contributions of users, a truly Canadian story is told - a story that will be enriched, expanded and refined over time and through user-generated input. Since March 2009, the Website has generated close to 600,000 visits.
  
  
• Previously funded projects have, on average, generated more then 75,000 visits annually.

Comment(s) on Variance(s):

Overall variance of ($2.5M) is explained as follows:

• $4.4M was transferred from vote 1 to allow the program to better achieve its objective to support the creation of digital cultural content reflective of our culture and heritage diversity.
• $0.9M was transferred to Library and Archives Canada.
• $1.1M was transferred to other departmental programs to adjust for emerging priorities.

Audit completed or planned: No projects were completed or planned for the 2009-2010 reporting period.

Evaluation completed or planned: No projects were completed or planned for the 2009-2010 reporting period.

Name of Transfer Payment Program: Canada New Media Fund

Start date: 2000-2001

End date: 2009-2010

Description: The Canada New Media Fund, administered by Telefilm Canada, supports the development, production, marketing and distribution of Canadian cultural interactive products, in both official languages. It also assists the Canadian interactive media industry to become more competitive in domestic and international markets.

Strategic Outcome:

• Canadian artistic expressions and cultural content are created and accessible at home and abroad.

Results Achieved:

• The Department transferred $14.3 million to Telefilm Canada for the Program, of which $12.9 million supported 90 projects through contribution agreements:
  • $11.1 million supported 56 content creation projects (Product Assistance component).
  • $1.8 million supported 34 projects that facilitated the competitiveness of the Canada interactive media sector (Sectoral Assistance component).
• The Program’s Sectoral Assistance component supports activities designed to increase the competitiveness of the Canadian interactive media companies, which generated an estimated $4.7 billion in gross revenues in 2008 . The Program-supported activities gave the interactive media sector access to workshops, internships, conferences and other networking events.

* The above is based on preliminary data received from Telefilm Canada. Complete and final data is not available until the release of the Program’s annual report which will be tabled at the end of Summer 2010.

¹ Nordicity, CIAIC 2008 Canadian Interactive Industry Profile.

Comment(s) on Variance(s):

Overall variance of ($0.1M) is explained as follows:

• Transfers from other departmental programs to adjust for emerging priorities.

Audit completed or planned: No projects were completed or planned for the 2009-2010 reporting period.

Evaluation completed or planned: No projects were completed or planned for the 2009-2010 reporting period.

Name of Transfer Payment Program: TV5 Contributions

Start date: 1990-1991

End date: 2012-2013

Description: The international French-language TV channel TV5 is a partnership made up of France, Belgium’s Francophone community, Switzerland, Canada and Quebec. The Department provides annual funding to the channel (single-recipient program) through a contribution agreement to TV5 Québec Canada and a grant to TV5 MONDE. Funding from the Department and the province of Quebec enables Canadian productions to be presented in Canada and abroad, and provides Canadians with an additional French-language channel that allows them to become familiar with the many diverse cultures that make up the international Francophonie. TV5 enriches Francophone programming across the country and provides outlets for Francophone productions from every region of Canada. Canada's contribution to TV5 makes it possible to offer all Canadians a window on the Francophonie.

Strategic Outcome:

• Canadian artistic expressions and cultural content are created and accessible at home and abroad.

Results Achieved:

• This year, the percentage of Canadian programming broadcast on TV5MONDE was stable from an average of approximately 7.2 % in 2008 to 7.03 % in 2009. That being said, the number of households around the world where TV5MONDE’s signals were broadcast increased by 10%. This enabled it to showcase Canadian programming to a larger number of households on the international stage (207M households).
  
  
• TV5 Québec Canada (TV5QC) included an important component of programming from TV5’s European and African partners not available on other Canadian French-language networks. Broadcasting these programs on TV5 Quebec Canada provided the Canadian public access to the international Francophonie, enhancing their awareness of its cultural diversity. Approximately 21% of Canadian content which includes an increase of content from producers outside Quebec was broadcast on the network. This contributed to giving Canadian audiences better access to the cultural vitality of Canada’s Francophonie.
  
  
  • Despite stronger competition which resulted in a more fragmented market for broadcasters, its market share (data available in Quebec only) remained stable in 2009-2010 at 1.1 %.
    
    
  • TV5 Québec Canada's subscribers slightly increased reaching close to 7 million subscribers in Canada in 2009-2010.
• Offering Canadians access to the wealth and diversity of the international Francophonie, including Canadian content, requires competing in a broadcasting environment where new digital platforms are more popular.  Thus in 2009-2010, TV5MONDE and TV5 Quebec pursued efforts to position and compete as a global media network.
  
  
  • TV5MONDE launched Tivi5 (WebTV for youth), a video-on-demand section, and an iPod application while it increased its presence on social networks such as Facebook and YouTube.
    
    
  • TV5 Québec Canada launched TV5QCHD, created 20 micro sites linked with its programming, and supported digital creation through Fonds TV5. In its first year of managing Fonds TV5, it received over 90 submissions. It selected and funded 88 projects which were seen by over 65,000 website viewers.  Furthermore, the monthly average of visits to its website TV5.ca climbed from 88,000 in 2008-2009 to 127,900 in 2009-2010 – an increase of more than 30%.

Comment(s) on Variance(s):

Overall variance of $4.7M is explained as follows:

• $5.1M for additional funding for TV5MONDE received through 2009-2010 Supplementary Estimates (A) was not included in the planned spending.
• $0.4M was transferred to other departmental programs to adjust for emerging priorities.

Audit completed or planned: No projects were completed or planned for the 2009-2010 reporting period.

Evaluation completed or planned: No projects were completed or planned for the 2009-2010 reporting period.

Name of Transfer Payment Program: Museums Assistance Program

Start date: 1972-1973

End date: 2009-2010

Description: The Museums Assistance Program supports museums in their effort to reach audiences and care for their collections by providing grants and contributions to Canadian museums and related organizations for projects to develop and circulate travelling exhibitions across different regions of Canada, to preserve and protect Aboriginal heritage, and to enhance professional knowledge, skills and practices in the management of key museological functions. The Program also provides funding for projects submitted under the Canada-France Agreement on Museum Cooperation and Exchanges, and it provides support to the Canadian Museums Association for activities that help to sustain professional standards across Canada’s museum community.

Strategic Outcome:

• Canadian artistic expressions and cultural content are created and accessible at home and abroad.

Results Achieved:

In 2009–2010, the Program funded a total of 165 projects, of which 49 were multiyear projects initiated in previous years and 116 were new projects. The program assessed 136 applications in 2009-2010.

• 63 projects helped heritage institutions and heritage workers improve key museological knowledge, skills and practices.
• 25 projects supported the preservation and presentation of Aboriginal cultural heritage.
• 77 projects created opportunities for Canadians to access our heritage by supporting the production and circulation of domestic travelling exhibitions and associated interpretive material.

The Young Canada Works in Heritage Program created 1,808 youth employment opportunities in 1,046 heritage institutions (summer jobs and career internships) to improve key museological knowledge, skills and practices.

Comment(s) on Variance(s):

Overall variance of $0.5M is explained as follows:

• Transfers to other departmental programs to adjust for emerging priorities.

Audit completed or planned: Audit of the Museums Assistance Program – June 2009

Evaluation completed or planned: Evaluation of the Museums Assistance Program – January 2010

Name of Transfer Payment Program: Celebration and Commemoration Program

Start date: 2003-2004

End date: 2011-2012

Description: The Celebration and Commemoration Program aims to support or create opportunities for Canadians to celebrate/commemorate their history, diversity and achievements through a two-fold approach that includes the Celebrate Canada 11-day period culminating on July 1 with Canada Day celebrations, and a five-year plan which is a theme-based dynamic approach to celebrating and commemorating significant people, places, symbols, anniversaries and events. These activities are delivered in collaboration with other federal departments, agencies, regions, partners and stakeholders. The Program provides opportunities to bring Canadians together in their communities to discover and appreciate the richness and diversity of Canadian society and to show their sense of belonging to Canada and pride in being Canadian.

Strategic Outcome:

• Canadians have a sense of their Canadian Identity.

Results Achieved:

• In 2009, to encourage Canadians to participate in annual community celebrations for the period of June 21 to July 1, Celebrate Canada supported 1,659 projects resulting in 7.7 million people participating in close to 2,700 events held across Canada.
  
  
• The Celebrate Canada program also supports an annual Canada Day Poster Challenge. Over 26,000 applications were received for the 2009 Canada Day Poster Challenge from children and youth, aged 5 to 18, and gave them an opportunity to creatively express their pride in being Canadian.
  
  
• Commemorate Canada provided opportunities for Canadians to commemorate significant events and foster pride and a sense of belonging to Canada through the Historica-Dominion Institute's Memory Project: Stories of the Second World War. In 2009, funding was allocated for commemorative projects including the construction of a monument to commemorate the legacy of the Canadian battalion sent to Hong Kong in October 1941 as well as the recording of over 100 French and English profiles of veterans and the digitization of over 500 individual artifacts of the Second World War.
  
  
• To ensure a coordinated federal approach to commemorations, the Interdepartmental Commemorations Committee (ICC) was reconvened in early 2009 to update and approve the Five-Year Commemoration Plan (2010-2014). In addition, an ICC working group was created for the War of 1812 Bicentennial (composed of representatives from 14 federal departments) and an advisory committee was struck for The Queen’s Diamond Jubilee in 2012.
  
  
• In this special year marked by Canada’s hosting of the 2010 Winter Games, the Celebration and Commemoration Program funded special activities to encourage participation and celebrations across the country. These activities included the Opening Ceremony, the Olympic and Paralympic Torch Relays, Celebration Sites and the Canada CODE project (a Web site to let Canadians take part on-line in a joint creative project, resulted in uploads from people aged 7 to 78 from every province and territory in Canada with more than 10,000 contributions).
  
  
• The 2010 Winter Games Opening Ceremony showcased Canadian talent and Canada’s culture and history. It was the most-watched television event in Canadian history and drew 13.3 million Canadian viewers.
  
  
• A 100-day Olympic Torch Relay, covering 45,000 kilometres, helped to build excitement across the country for the Games. The torch was carried by 12,874 torchbearers and visited 1,036 communities and places of interest engaging Canadians in every province and territory. The Paralympic Torch Relay took place over 10 days and the torch was carried by 618 torchbearers and was highlighted by 13 community celebrations. An estimated 1.5 million Canadians participated in activities related to the relays.
  
  
• Celebration sites in Vancouver and Whistler gave Canadians the opportunity to meet athletes; enjoy shows from local, Canadian and international performers; follow media coverage of the competitions; and watch the Opening Ceremony on large screens. During the Olympic Games, attendance at the celebration sites in Vancouver was estimated at 550,000 and attendance at the Whistler celebration site was estimated at 680,000 people.
  
  
• An Angus Reid public opinion survey conducted after the Opening Ceremony for the Olympic Games reported that 71% of respondents were “proud to be Canadian” and 86% of respondents in a survey commissioned by the Association for Canadian Studies agreed with the statement that “when Canadian athletes win medals at the Olympics, I feel a stronger sense of pride in Canada.” According to the Angus Reid public opinion survey, the Vancouver 2010 Olympic Winter Games, which were characterized as “Canada’s Games,” unified Canadians across the country and elicited a stronger sense of pride in Canada and in being Canadian.

Comment(s) on Variance(s):

Overall variance of ($13.9M) is explained as follows:

• $9.0M was transferred from the Sport Hosting Program for Live Sites and was not included in the 2009-2010 planned spending.
• $1.3M for the 2010 Winter Games received through 2009-2010 Supplementary Estimates (B) and was not included in the 2009-2010 planned spending.
• $0.7M was transferred from Vote 1 to meet 2010 Winter Games requirements related to the Torch Relay and was not included in the 2009-2010 planned spending.
• $2.9M was transferred from other departmental programs to adjust for emerging priorities.

Audit completed or planned: Audit of the Ceremonies and Events / Vancouver 2010 Directorate of the Major Events and Celebration Branch – February 2010

Evaluation completed or planned: No projects were completed or planned for the 2009-2010 reporting period.

Name of Transfer Payment Program: Exchanges Canada Program

Start date: 2000-2001

End date: No end date, program continued indefinitely (but subject to evaluation every 5 years.)

Description: The Exchanges Canada Program supports youth participation initiatives that allow young Canadians across the country to learn about Canada, create linkages with each other and better appreciate the diversity and common aspects of the Canadian reality. The Program has two main components: Youth Exchanges Canada and Youth Forums Canada. The Program works with non-profit delivery organizations to enable young Canadians to: access a range of exchange and national/international forum activities; experience Canada's cultural, geographical and linguistic diversity; build their knowledge of Canada; and develop their Canadian identity and sense of belonging to Canada.

Strategic Outcome:

• Canadians have a sense of their Canadian Identity.

Results Achieved:

• In 2009-2010, the Program offered opportunities to approximately 13,000 youth to enhance their knowledge and understanding of Canada; to create linkages with one another; and to enhance their appreciation of the diversity and shared aspects of the Canadian experience. Through participation in forums and group exchanges, youth were enabled to learn about Canada, its history, geography, industry, institutions, communities, cultures, and languages and to connect with other youth. For example, 84% of youth agreed that as a result of their participation in the Program they learned new things about Canada;
  
  
• 87% agreed that they learned about Canadian cultural communities other than their own;
  
  
• 94% indicated that their participation in the Program resulted in new ties with people from other communities².
  
  
• Support was provided to youth exchanges and forums through 23 contribution agreements with non-governmental organizations. Additionally, the Program’s Web site provided approximately 50,000 visitors with information on opportunities for youth exchanges in Canada and abroad.

Comment(s) on Variance(s):

Overall variance of ($0.1M) is explained as follows:

• Transfers from other departmental programs to adjust for emerging priorities.

Audit completed or planned: No projects were completed or planned for the 2009-2010 reporting period.

Evaluation completed or planned: Summative Evaluation of the Exchanges Canada Program – March 2010

Name of Transfer Payment Program: Katimavik Program

Start date: 1997-1998

End date: 2010-2011

Description: Through the Katimavik Program, young Canadians are provided with opportunities to create ties with communities and with other Canadians, and to improve their employability. The objectives of the Katimavik program are to contribute substantially to the personal, social and professional development of the participants; to promote community service; and to offer a diverse experience, fostering a better understanding of the Canadian reality and linguistic duality. Through a nine-month program comprised of community service, training and group interaction, participants aged 17 to 21 have the opportunity to acquire personal and professional skills by involving them in community projects in one French-speaking and two English-speaking regions of Canada.

Strategic Outcome:

• Canadians have a sense of their Canadian Identity.

Results Achieved:

• In 2009-2010, the Program provided approximately 1,250 youth from diverse groups and regions of Canada with opportunities to enhance their knowledge of Canada and its diversity; develop their personal, social and professional skills; and enhance their appreciation of community service. The Program also enabled approximately 890 community organizations to better serve their community, through projects involving youth volunteers, which were carried out in 94 communities across Canada.
  
  
• In order to increase the number of participants in the program and diversify volunteer experiences, in September 2009, the Program launched for the first time a new, 24-week thematic program model, based on the same guiding principles as the existing 39-week program. Participants in the new program focus on one of the following themes over a six-month period: Cultural Discovery and Civic Engagement; Eco-Citizenship and Active Living; and Second Language and Cultural Diversity.
  
  
• The Program is delivered by a not-for-profit organization through support from a contribution agreement.

Comment(s) on Variance(s):

Overall variance of ($0.6M) is explained as follows:

• Transfers from other departmental programs to adjust for emerging priorities.

Audit completed or planned: No projects were completed or planned for the 2009-2010 reporting period.

Evaluation completed or planned: Summative Evaluation of the Katimavik Program – November 2010

Name of Transfer Payment Program: Building Communities through Arts and Heritage Program

Start date: September 1, 2007

End date: March 31, 2012

Description: The program’s objective is to build stronger citizen engagement in communities through the performing and visual arts and in the expression, celebration and preservation of local heritage. The Building Communities Through Arts and Heritage program has two components: 1) Local Arts and Heritage Festivals; and 2) Community Historical Anniversaries Programming. The Program provides support for both local arts and heritage festivals that feature the presentation of local artists or local heritage, and major historical anniversaries of local importance.

Strategic Outcome:

• Canadians have a sense of their Canadian Identity.

Results Achieved:

• In 2009-10, a total of $14,738,567 was awarded to 786 projects (659 grants and 127 contribution agreements), held in 483 communities across the country, thus offering increased opportunities for local artists to perform within their community and providing Canadians with the opportunity to engage in their communities through performing and visual arts as well as through the expression, celebration and preservation of local historical heritage.
  
  
  • The Program also implemented the new third component, the Legacy Fund, which provides financial support for the creation of tangible, lasting capital projects that commemorate or celebrate a major anniversary of a significant local person or event.
    
    
  • In addition, the Program updated its guidelines and application forms and simplified the latter by introducing interactive application tools.

Comment(s) on Variance(s):

Overall variance of ($0.8M) is explained as follows:

• $3.5M for the Local Arts & Heritage Events & Activities – Infrastructure was included in the 2009-2010 planned spending initiative under the Cultural Spaces Canada Program.  However, this amount should have been included under the Building Communities through Arts and Heritage Program.
• $1.5M is being reprofiled from 2009-2010 to 2010-2011.
• $1.2M was transferred to other departmental programs to adjust for emerging priorities.

Audit completed or planned: No projects were completed or planned for the 2009-2010 reporting period.

Evaluation completed or planned: No projects were completed or planned for the 2009-2010 reporting period.

Name of Transfer Payment Program: Aboriginal Peoples’ Program

Start date: 1971-1972

End date: 2009-2010

Description: The Aboriginal Peoples’ Program is organized around two broad themes: 1) the Aboriginal Communities Component supports the efforts of Aboriginal communities to develop innovative and culturally appropriate solutions to the social, cultural, economic and other obstacles that impede community and personal prospects, by funding the network of Aboriginal Friendship centres across Canada, urban Aboriginal youth projects including Young Canada Works for Aboriginal Urban Youth, and projects undertaken by Aboriginal women's organizations; and 2) the Aboriginal Living Cultures Component supports the preservation and promotion of Aboriginal languages and cultures through community-based projects, and funds the production and distribution of Aboriginal radio and television programming by northern Aboriginal communications societies.

Strategic Outcome:

• Canadians have a sense of their Canadian Identity.

Results Achieved:

• Aboriginal Communities Component
  • Aboriginal Friendship Centres – A contribution agreement with the National Association of Friendship Centres provided for operational support (core funding) to 118 friendship centre organizations across Canada. Core funding of friendship centres enabled them to serve the urban Aboriginal population through a network of Aboriginal Friendship Centres whose key activities focused on social development and community engagement across Canada.
    
    
  • National Aboriginal Day – A contribution agreement with the National Association of Friendship Centres provided funding for National Aboriginal Day events in the National Capital Region from June 17 to 21 which included educational events aimed at students and educators held at the Canadian Museum of Civilization and Victoria Island, and performances and events targeted to the Aboriginal community and the general public held at Victoria Island. Over 25,000 people attended the various events.
    
    
  • Aboriginal Women’s Programming Elements – Grants and contribution agreements with Aboriginal women's organizations gave Aboriginal women access to 31 projects in communities across Canada that focused on cultural development, social development, community engagement, Aboriginal self-government and family violence.
    
    
  • Cultural Connections for Aboriginal Youth – Contribution agreements with 10 national, provincial and regional Aboriginal organizations and 66 local community organizations, provided for projects supported by community youth committees across Canada. The projects provided Aboriginal youth with the opportunity to learn about their heritage, culture and identity, to build self-confidence, and a sense of pride in being an Aboriginal person leading to better leadership and citizenship skills. 18 Aboriginal Youth Advisory Committees assisted in the administration of the Cultural Connections for Aboriginal Youth.
    
    
  • Young Canada Works for Aboriginal Urban Youth – A contribution agreement with the National Association of Friendship Centres provided employment to 229 summer students across Canada. These summer jobs enabled the creation of projects in over 74 communities that focused on cultural development, social development and community engagement.
    
    
  • Scholarships and Youth Initiatives – A contribution agreement with the National Aboriginal Achievement Foundation provided funding to Aboriginal post-secondary students. Career fairs, which included 73 seminars and 60 booths, were held in Thunder Bay and Saskatoon and were attended by students in grades 9-12.
• Aboriginal Living Cultures Component
  • Territorial Language Accords – The Territorial Language Accords (TLA) provided funding to the Governments of the Northwest Territories and Nunavut for activities to ensure the preservation, development and enhancement of Aboriginal languages.
    
    
  • National Aboriginal Achievement Awards – A contribution agreement with the National Aboriginal Achievement Foundation supported the production and television broadcast of the National Aboriginal Achievement Awards, which were presented to 14 recipients in Regina, Saskatchewan. The awards show was attended by over 2,000 people, and was broadcasted on APTN and the Global Television network.
    
    
  • Aboriginal Languages Initiative – Contribution agreements provided funding for 21 national, provincial and regional Aboriginal organizations to administer projects in communities across Canada in the preservation and revitalization of Aboriginal languages. Under the Aboriginal Languages Initiative Innovation Fund, funding was provided to 18 Aboriginal organizations to support innovative community-based language projects utilizing existing technology in the preservation and revitalization of First Nations languages.
    
    
  • Northern Aboriginal Broadcasting – Contribution agreements with 13 Aboriginal communications societies enabled the production and broadcasting of original television and radio programs. Broadcasted television and radio programming was accessible to Aboriginal peoples living in Canada.

Comment(s) on Variance(s):

Overall variance of ($1.8M) is explained as follows:

• $1.5M for Vancouver 2010 Indigenous Youth Gathering received through 2009-2010 Supplementary Estimates (B) was not included in the 2009-2010 planned spending.
• $0.3M was transferred from other departmental programs to adjust for emerging priorities.

Audit completed or planned: Audit of Aboriginal Peoples’ Program: Aboriginal Culture Living Component – May 2009

Evaluation completed or planned: Horizontal Evaluation of the National Aboriginal Achievement Foundation – November 2009; Summative Evaluation of the Aboriginal Peoples’ Program – October 2010

Name of Transfer Payment Program: Development of Official Languages Communities Program

Start date: 2003-2004

End date: 2013-2014 (pending approval)

Description: The Development of Official-Languages Communities Program has two components: Community Life and Minority Language Education. The Program fosters the vitality of Canada’s English- and French-speaking minority communities and enables them to participate fully in all aspects of Canadian life. Through partnerships and agreements with community organizations, provinces, territories, municipalities and federal departments and agencies, the Program aims to enhance the capacity of minority official language communities to have greater access to quality education and different programs and services in their language in their communities.

Strategic Outcome:

• Canadians have a sense of their Canadian Identity.

Results Achieved:

• The youth population (15-24 and 25-44 years of age) in official-language minority communities (OLMC) are less likely to have a lower level of education (no certificate, diploma or degree) than their majority counterparts. (Census 2006)
  
  
• The youth population in OLMC that have a higher level of education (university certificate, diploma or degree) is greater than their majority counterparts (the minority-majority index is 1.28 for those aged 15-24 years, and 1.19 for those aged 25-44 years). (Census 2006)
  
  
• A little over one person in five (age 15 years and up) living in a minority language situation in Canada has a university diploma (21%). This proportion is slightly higher compared to the Official Language people living in a majority situation. (Census 2006)
  
  
• Almost eight out of ten people living in a minority situation say they are satisfied with the services offered in their language, in their region in the education and post-secondary training sectors. (Survey 2006)
  
  
• Most of the Department’s funding for the development of OLMC granted to provinces and territories - $250M for 2009–2010, are allocated resources to ministries of education for the delivery of programs that guarantee education for OLMC in their language.
  
  
• General satisfaction with services offered to OLMC in their minority language has improved; the general satisfaction rate is 74%.  The rate of satisfaction remains high when it comes to specific services (media and communications—85.7%; health and social services—71.1%; daycare and preschool—70.9%). (Survey 2006)
  
  
• Also, 31% of members of OLMC say they are satisfied that access to services in their language has improved in the last five years. (Less than 15% of Anglophones and less than 8% of Francophone’s say services have deteriorated.) (Survey 2006)
  
  
• Access to services for members of OLMC has improved over the years. 9 out of 10 members of OLMC state that access to services in their language has either improved (31%) or stayed the same (58.8%) over the last 5 years. (Survey 2006)
  
  
• Section 41 Official Languages Act responsibilities and OLMC perspectives in federal institutions are better known and integrated in development of initiatives and programs. For 2009-10, 30 Federal institutions submitted their action plans and reports on results with a level of quality that is close to medium. The number of designated institutions due to report in 2010-2011 has been raised to 32.

Comment(s) on Variance(s):

Overall variance of $9.2M is explained as follows:

• $4.0M was reduced as a result of the Strategic Review decisions.
• $7.0M was transferred to Enhancement of Official Languages Program to adjust for emerging priorities.
• $1.8M was transferred from Vote 1 for the implementation of the Language Rights Support Program.

Audit completed or planned: No projects were completed or planned for the 2009-2010 reporting period.

Evaluation completed or planned: No projects were completed or planned for the 2009-2010 reporting period.

Name of Transfer Payment Program: Enhancement of Official Languages Program

Start date: 2003-2004

End date: 2013-2014 (pending approval)

Description: The Enhancement of Official Languages Program has two components: Promotion of Linguistic Duality and Second Language Learning. The Program promotes a better understanding and appreciation of the benefits of linguistic duality. Through partnerships and agreements with the provinces and territories and non-governmental organizations in support of second-language learning and initiatives that foster understanding between Anglophone and Francophone Canadians, the Program encourages the public to recognize and support linguistic duality as a fundamental value of Canadian society.

Strategic Outcome:

• Canadians have a sense of their Canadian Identity.

Results Achieved:

• In 2006, the number of bilingual persons (English-French) reached an all time high in Canada (5.4 million at the last Census). The rate of bilingualism English-French was 17.4% in 2006. (Census 2006)
  
  
• More than six out of ten respondents who live in a minority situation (60.5%) believe that relations between Francophones and Anglophones have improved positively compared to 10 years ago.  (Survey 2006)
  
  
• More than two out of three respondents (68.8%) believe that the fact that French and English are spoken in Canada increases work opportunities for Canadians. (Survey 2006)
  
  
• The number of Federal Institutions, that take measures to fulfill their obligations in regards to section 41 of the Official Languages Act and linguistic duality perspectives, has been maintained.  In 2009-2010, 30 Federal Institutions' have submitted their action plans and reports on results. The number of designated institutions due to report in 2010-2011 has been raised to 32.
  
  
• In 2006, the number of bilingual persons (English-French) reached an all-time high in Canada (5.4 million at the last Census). The rate of bilingualism (English-French) was 17.4% in 2006. (Census 2006)

Comment(s) on Variance(s):

Overall variance of ($7.5M) is explained as follows:

• $7.0M was transferred from Development of Official Languages Communities Program to adjust for emerging priorities.
• $0.5M was transferred from other departmental programs to adjust for emerging priorities.

Audit completed or planned: No projects were completed or planned for the 2009-2010 reporting period.

Evaluation completed or planned: No projects were completed or planned for the 2009-2010 reporting period.

Name of Transfer Payment Program: Hosting Program

Start date: 1967

End date: 2010-2011

Description: The Hosting Program is a key instrument in the Government of Canada’s overall approach to sport development in Canada and aims to enhance the development of sport excellence and the international profile of sport organizations by assisting sport organizations to host the Canada Games and international sport events in Canada. These events are expected to produce significant sport, economic, social and cultural benefits. The Program has four components: 1) International Major Multisport Games; 2) International Single Sport Events; 3) International Multisport Games for Aboriginal Peoples and Persons with a Disability; and 4) the Canada Games. The Hosting Program offers Canada-at-large a planned and coordinated approach to realizing direct and significant benefits, from bidding and hosting projects, in the areas of sport development and economic, social, cultural and community impacts, across a broad range of government priorities. The Program is characterized by active liaison with collaborators/stakeholders and by a diligent contribution system.

Strategic Outcome:

• Canadians participate and excel in sport.

Results Achieved:

• The Department worked to increase sport excellence and development impacts from realized planned events. While the data for 2009-2010 is currently incomplete, based on 22 of 51 reports received to date, the Program has provided opportunities for 2,197 Canadian athletes to participate in international sport events. In 2008-2009, this number was 2,918 based upon 49 of 64 reports.
  
  
  • The 2009 Canada Games provided opportunities for 4,445 athletes, coaches and managers, 498 officials and 5,800 volunteers to participate in a competitive event in Canada.
    
    
  • In terms of legacy sport commitments, legacy sport projects range in scope, depending on the amount of the contribution. Many hosting projects were successful in achieving their legacy sport commitments. For example, with the Canoe 2009 World Championships, a financial legacy has been directed to programming for coaching, athletes, officials and hosting. This event also created an infrastructure legacy with significant field of play upgrades. Other types of legacy sport commitments included the distribution of high level competition equipment to local clubs, facilities hosting the event, and funds reinvested in the National Sport Organization’s national team programs for training camps. Furthermore, during the 2009 Canada Games in Prince Edward Island (PEI), over $19M was invested in sport facilities, $1M in sport equipment, and hundreds of volunteers were trained as minor officials in many sports, some of which did not exist in PEI prior to the Canada Games, such as rowing and canoe-kayak.
• Several economic benefits have emanated from the hosted events funded by the Department. For example, the 2009 Canada Summer Games generated a gross economic activity of $81.5M and wages and salaries of $27M, and created 778 jobs. The Canoe 2009 World Championships generated a gross economic activity of $14.5M and wages and salaries of $4.6M, and created 93 jobs. Finally, the 2009 World Junior Hockey Championships generated a gross economic activity of $80.5M and wages and salaries of $22.6M, and created 445 jobs.
  
  
• In 2009-2010 Canada signed 49 contribution agreements for International Single Sport Events, but no multiparty agreements were signed. For the Canada Games, there was one funded multiparty agreement and one contribution agreement. For International Major Multisport Games, one multiparty agreement and one contribution agreement were signed in 2009-2010.

Comment(s) on Variance(s):

Overall variance of ($14.5M) is explained as follows:

• $36.8M for Canada’s strategic investment in the 2010 Winter Games received through 2009-2010 Supplementary Estimates (B) was not included in the 2009-2010 planned spending.
• $13.3M was transferred to other departmental programs to adjust for emerging priorities.
• $9.0M was transferred to the Celebration and Commemoration Program for Live Sites.

Audit completed or planned: Audit of the Hosting Program (Sport Canada) – November 2009
Audit of the Sport Canada Branch – June 2010

Evaluation completed or planned: Summative Evaluation of Sport Canada – March 2011

Name of Transfer Payment Program: Sport Support Program

Start date: 1961

End date: 2010-2011

Description: The Sport Support Program is the primary funding vehicle for initiatives associated with the delivery of the Canadian Sport Policy. Sport Support Program funding is aimed at: developing athletes and coaches at the highest international levels; providing sound, technically based sport programming for all athletes; increasing the number of Canadians from all segments of society involved in sport; and advancing Canadian interests and values in Canada and abroad. Funding helps to ensure that the essential components of an ethically based, athlete/participant-centred development system are in place and is provided to eligible organizations for programming that supports the goals of the Canadian Sport Policy.

Strategic Outcome:

• Canadians participate and excel in sport.

Results Achieved:

• The Department has worked to increase the number of National Sport Organizations (NSOs) with a sport specific Long-Term Athlete Development Model (LTAD) in place. There are now 37 NSOs which have completed their model, up from 28 in 2008-2009. This is a further increase from 2005-2006 when only one NSO had completed its LTAD model and 2007-2008 when 12 were completed. Furthermore, by January 2010, 18 NSOs had completed their LTAD competition reviews.
  
  
• The Department worked to advance Canadian interests, values and ethics in sport at home and abroad. In 2009-2010, 3,801 doping tests were conducted by the Canadian Centre for Ethics in Sport (CCES) and 2,945 of those tests were part of the Canadian Anti-Doping Program. Out of these tests from the Canadian Anti-Doping Program, there were a total of 15 doping violations.
  
  
• Domestically, the Department worked to further expand and strengthen program and policy collaboration within the federal government and with provincial /territorial (P/T) governments and the sport community, resulting in increased opportunities for sport participation among all Canadians, including targeted under-represented groups. In 2008-2009, the most recent year for which information is available for P/Ts, preliminary reports on bilateral sport participation agreements indicate that approximately 900,000* participants (from targeted and non targeted groups) benefited from these agreements. Further advancing Canadian interests and values at home and abroad, the Department worked with an emphasis on international engagement, in three priority areas – anti-doping, bilateral and multilateral relations, and sport for development. Canadian leadership in the international anti-doping movement is recognized, and Canada continues to support key organizations and activities in the area, particularly through the World Anti-Doping Agency (WADA), based in Montreal.  In 2009-2010, Canada provided 25% of the Americas region’s governmental contribution to WADA for operations, including: research, out-of-competition testing, education, and contingency initiatives. Additional international collaboration initiatives include: supporting the work of 7 (1 Canadian, 6 international) sport and human development organizations;  a contribution to the Conférence des Ministres de la jeunesse et des sports des États ayant le français en partage (CONFEJES) towards the support of 11 sport initiatives aimed at establishing mechanisms to promote sport for development and peace and the promotion of sports to under-represented groups;  and a contribution to a pilot project : Le Programme d'Appui International au Sport Africain et des Caraibes (PAISAC).
  
  
• In 2009-2010, the Department continued its multi-year bilateral agreements with all 13 P/T governments to increase sport participation levels as expressed in the Canadian Sport Policy. Furthermore, two additional F-P/T bilateral agreements were negotiated, bringing to 12 the number of agreements in place specifically targeted at encouraging and supporting greater participation of Aboriginal peoples in sport.

Note:
* This is an approximate number of participants as the Department has not received all of the 2008-2009 year end reports from all P/Ts.  Actual numbers will be finalized at a later date. Please also note that the nature of the project might change if a P/T has negotiated a new bilateral agreement.

Comment(s) on Variance(s):

Overall variance of ($12.5M) is explained as follows:

• Transfers from other departmental programs to adjust for emerging priorities.

Audit completed or planned: Audit of the Sport Canada Branch – June 2010

Evaluation completed or planned: Summative Evaluation of Sport Canada – March 2011

Name of Transfer Payment Program: Athlete Assistance Program

Start date: 1971

End date: 2010-2011

Description: The Athlete Assistance Program contributes to the pursuit of excellence through its support for improved Canadian athlete performances at major international sporting events, enabling athletes to combine their sport and academic or working careers while training intensively in pursuit of world-class performances. To this end, the Program identifies and supports athletes already at or having the potential to be in the top 16 in the world in their sport.

Strategic Outcome:

• Canadians participate and excel in sport.

Results Achieved:

• Canadian athletes continued to achieve international-level performance standards. In 2009-2010, 456 athletes achieved international level performance standards (top 16 in the world), which was slightly down from 2008-2009.
  
  
• In 2009-2010, 324 athletes remained at international-level performance standards (top 16 in the world).
  
  
• In 2009-2010, the average number of years that athletes carded at the first year Senior International (SR1) and the second year Senior International (SR2) levels remained at international level performance standards was 4.1 years. In 2008-2009 that average was 4.55 years, while it was 4.01 years in 2007-2008 and 4.93 years in 2006-2007.
  
  
• Direct support for high-performance athletes continued to assist Canadian athletes. A total of 1,810 high-performance athletes, including athletes with a disability, were allocated $25,961,520.54. This amount was broken down as follows:
  1. $6,899,613.47 was allocated at the Developmental card (D) level.
  2. $1,783,384.13 at the first year Senior National (C1) card level.
  3. $9,135,046.20 at the Senior National (SR) card level.
  4. $6,263,190.10 at the first year Senior International (SR1) card level and $1,980,286.64 at the second year Senior International (SR2) card level.
  5. 57 female and 129 male athletes with a disability were funded at the senior card level.
  6. 28 female and 42 male athletes with a disability were funded at the Development (D) card level.
  7. 468 female and 449 male able bodied athletes were funded at the senior card level.
  8. 300 female and 337 male able bodied athletes were funded at the Development (D) card level.

Comment(s) on Variance(s):

Overall variance of $0.6M is explained as follows:

• $0.3M transfers to other departmental programs to adjust for emerging priorities.
• $0.3M of year-end surplus.

Audit completed or planned: Audit of the Sport Canada Branch – June 2010

Evaluation completed or planned: Summative Evaluation of Sport Canada – March 2011

Name of Transfer Payment Program: Grants for Research Projects and Personnel Support

Start date: October 2000

End date: N/A

Description: CIHR provides a wide array of funding programs under this transfer payment program. This includes grants which provide support for the direct costs of health research projects and awards that provide support to individual health researchers and trainees. Infrastructure grants help create optimum environments for the conduct of health research. This includes funding for researcher networking and collaborative activities and grants to selected organizations such as the Canadian Council on Animal Care that facilitate the ethical conduct of research.

Strategic Outcome: 1.0 Advances in Health Knowledge, 2.0 People and Research Capacity, 3.0 Knowledge Translation and Commercialization.

Results Achieved:

1. CIHR grants helped maintain a strong and diverse health research base, programs continue to demonstrate strong application pressure and an increase in the average cost of research projects was accommodated through internal reallocation of funding.
2. CIHR invested a significant portion of its grants budget to fund health research in the areas of importance to Canadians, including: clinical research, pandemic preparedness, HIV/AIDS, aging, cancer, and regenerative medicine.
3. CIHR supported over 13,600 researchers and trainees in all domains of health research.
4. CIHR worked in partnership with small and medium enterprises as well as multi-national pharmaceutical companies to support pre-competitive R&D programs. CIHR also supported an array of Research Commercialization Programs, which helped researchers translate research findings into new products, knowledge translation programs and services; or, policies and procedures for the benefit of Canadians.

Comment(s) on Variance(s): Variance between authorities and actual spending is not significant. 

Audit completed or planned:

1. Audit of Salary and Training Awards (To be completed July 2010)
2. Audit of a Research-Related Activity Program (Planned 2011-12)

Evaluation completed or planned:

1. Pandemic Preparedness Research Initiative Evaluation (Complete)
2. Randomized Controlled Trials Program Evaluation (To be completed in 2010-11)
3. Team Grants Program Evaluation (To be completed in 2010-11)
4. Strategic Initiatives Program Evaluation (To be completed in 2010-11)
5. Canada Research Chairs Grant Program Evaluation (To be completed in 2010-11)
6. Open Operating Grants Program Evaluation (To be completed in 2011-12)
7. Salary Support Programs Evaluation (To be completed in 2011-12)

* Note: The Networks of Centres of Excellence (NCE) grant was presented as a separate Transfer Payment Program in 2009-10. As a result, the 2009-10 Actual Spending figures for the Grants for Research Projects and Personnel Support transfer payment program appear to have decreased in comparison to 2008-09 and 2007-08. Adding two figures for 2009-10 Actual Spending from both the NCE and Grants for Research Projects and Personnel Support tables will provide comparable data for the Grants for Research Projects and Personnel Support transfer payment program to 2008-09 and 2007-08.

Name of Transfer Payment Program: Canada Graduate Scholarships

Start date: 2003-04

End date: N/A

Description: The Canada Graduate Scholarships (CGS) Program provides financial support to develop future researchers at both the Masters and Doctoral levels. The CGS is a tri-council program with CIHR responsible for administering that portion of the program that is directed at students pursuing health related studies.

Strategic Outcome: 2.0 People and Research Capacity

Results Achieved:  In 2009-10, CIHR funded 190 new Doctoral awards and 485 new Master’s awards through the CGS program. A recent investment from the Government of Canada's 2009 Budget, Canada's Economic Action Plan, provided CIHR with funding to temporarily expand the CGS Program. This enabled CIHR to create an additional 200 new three-year Doctoral awards and 400 new one-year Master’s awards.

Comment(s) on Variance(s):  Variance between authorities and actual spending is not significant. 

Audit completed or planned: N/A

Evaluation completed or planned: An evaluation of the Canada Graduate Scholarship was completed in 2008. The next one is planned for 2012-13.

Name of Transfer Payment Program: Institute Support Grants

Start date: October 2000

End date: N/A

Description: The Institute Support Grant (ISG) Program provides funding to select Canadian academic institutions, including universities and teaching hospitals, to assist them in hosting the 13 Institutes of CIHR. The Institutes help CIHR maintain strong ties to Canada's research communities and to understand their needs. Each CIHR-appointed Institute Scientific Director is among the top scientists in his/her field and helps CIHR define its strategic health research priorities and develop research partnerships with other interested parties.

Strategic Outcome: 2.0 People and Research Capacity

Results Achieved: In 2009-10, CIHR provided each of its 13 Institutes a $1.0M grant to support Institute operations, including the salaries of Scientific Directors, Institute Staff and other administrative expenses. Institute Support Grants also supportactivities that facilitate and develop national research networks linking the Institutes’ respective research communities.

Comment(s) on Variance(s):  Variance between authorities and actual spending is not significant.

Audit completed or planned:  N/A

Evaluation completed or planned: An evaluation of the Institute Support Grants is planned for 2012-13.

Name of Transfer Payment Program: Networks of Centres of Excellence

Start date: October 2000

End date: N/A

Description: The Networks of Centres of Excellence (NCE) Program is a federal class grants program administered jointly by the three federal granting agencies – CIHR, along with the Natural Sciences and Engineering Research Council (NSERC) and the Social Sciences and Humanities Research Council (SSHRC) – in partnership with Industry Canada.  Networks are not-for-profit corporations with an establish Board of Directors and are unique partnerships among the academic, private, public and not-for-profit sectors.  These nation-wide, multidisciplinary and multi-sectoral partnerships connect excellent research with industrial know-how and strategic investment.  Networks put in place well-defined strategies to transfer knowledge to users, ensuring that discoveries and technological advances are turned into social and economic benefits for all Canadians. 

Strategic Outcome: 3.0 Knowledge Translation and Commercialization

Results Achieved: In 2009-10, 15 recipients of ongoing, multi-year NCE awards received funds which helped them build structured networks, establish multi-sectoral partnerships, and commercialize health research findings.  Through the NCE Program, CIHR was able to help mobilize Canada's health research talent in the academic, private and public sectors and apply it to the task of developing the economy and improving the quality of life of Canadians.

Comment(s) on Variance(s):  N/A

Audit completed or planned: N/A

Evaluation completed or planned: An evaluation of the Networks of Centres of Excellence Program is scheduled for 2012-13.

*Note: The Networks of Centres of Excellence (NCE) grant was presented as a separate Transfer Payment Program in 2009-10. As a result, the 2009-10 Actual Spending figures for the Grants for Research Projects and Personnel Support transfer payment program appear to have decreased in comparison to 2008-09 and 2007-08. Adding two figures for 2009-10 Actual Spending from both the NCE and Grants for Research Projects and Personnel Support tables will provide comparable data for the Grants for Research Projects and Personnel Support transfer payment program to 2008-09 and 2007-08.

1. The amounts only include grant programs where expenditures exceed $5 million.

CIDA grants, contributions, and other transfer payments actual spending of $3,327.5 million accounts for 88.4% of CIDA’s 2009–2010 total actual spending, excluding non-budgetary expenditures. The variance between the total authorities and the actual spending is $5.9 million (2008–2009: $16.3 million): $2.4 million was not spent, and a further $3.5 million represents Treasury Board frozen allotments.

Name of Transfer Payment Program: Contribution to European Space Agency (ESA)

Start date: January 1, 2000

End Date: December 31, 2010

Description
Enhance Canadian industry's technological base and provide access to European markets for value added products and services in the field of Earth Observation (EO) and Telecommunications, allow the participation of Canadian academia and make possible the demonstration of Canadian space technologies in European Science and Exploration missions.

Strategic Outcome
Canada's presence in space meets the needs of Canadians for scientific knowledge, space technology and information.

Expected Results (Program Activities Level):

Space Based Earth Observation
The benefits of activities involved in Earth Observation from space serve Canadian users in the fields of environment, resource and land-use management, and security and sovereignty.

Space Science and Exploration
Participation in Canadian and international missions expands the scientific knowledge base made available to Canadian academia and R&D communities in the areas of astronomy, space exploration and solar-terrestrial relations, as well as in physical and life sciences.

Satellite Communications
State-of-the-art systems and applications are developed to satisfy the needs of the Canadian government and population in order to ensure that Canada remains a world leader in satellite communications.

Generic Technological Activities in support of Earth Observation, Space Science and Exploration, and Satellite Communications
Canada's industrial technological capabilities can meet the needs of future space missions and activities.

Expected Accomplishments
Successful development and demonstration of advanced technologies, systems, components, or studies provided for in the contracts awarded by ESA to Canadian firms under the following EO programs: EOEP, GMES Service Element, and GMES Space Component.

Successful development and demonstration of advanced technologies, systems, components, or studies provided for in the contracts awarded by ESA to Canadian firms under the following Telecommunications programs: ARTES 1, 3, 4, 5, 8 and GalileoSat.

Growing utilization of data obtained from ESA on markets and Earth Observation and Telecommunications technologies as strategic information for government departments, agencies and industries in Canada.

Demonstration of space-qualified technologies and products developed by Canadian firms for the space exploration markets via our participation to Europe's space exploration program Aurora.

Development of new alliances and/or strengthening of established alliances between Canadian and European companies, to diversify Canada's international space partnerships and complement its long-standing relationship with the U.S.

Actual Accomplishments
Several technologies and skills have been developed and improved through the participation of Canadian companies in ESA programs. Some businesses have integrated these technologies into products, allowing them to sell these products in other than European markets. In addition to generating revenues, the development and improvement of space technologies also created or maintained specialized jobs. In addition, specialized skills were created in the areas of space hardware, ground segment, and space technology applications.

The program served to boost the visibility of Canada in European markets. Canadian contractors see the ESA Contribution program as a means of cultivating business relationships. The program also fosters regional development and access to other markets by virtue of the successes of companies in Europe. Furthermore, Canada expanded its knowledge and technology in fields such as weather and ice movement forecasting, Earth Observation data, satellite communications technologies, environmental monitoring and security.

Canada's participation to the ESA program has provided flight opportunities of Canadian technologies on-board ESA's SMOS and Proba-2 satellites both launched on November 2, 2009.