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

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Agriculture and Agri-Food Canada

Details of Transfer Payment Programs (TPPs)

Agricultural Bioproducts Innovation Program (Voted)
Agricultural Disaster Relief Program (ADRP) / AgriRecovery (Statutory)
AgriInsurance Program (Statutory)
AgriInvest Program (Statutory)
Agri-Opportunities Program (New Opportunities for Agriculture Initiatives) (Voted)
AgriStability Program (Statutory)
Canadian Cattlemen's Association Legacy Fund (Statutory)
Contributions for Rural and Co-operatives Development
Contributions for the implementation of the Community Development Fund program to assist rural communities in the tobacco-growing region of Ontario
Contributions in support of the Assistance to the Pork Industry Initiative (Statutory)
Contributions to accelerate the Pace of Innovation and Facilitate the Adoption of New Technologies (Voted)
Contributions to enable Competitive Enterprises and Sectors (Voted)
Contributions to enhance the Safety and Security of Canada's Food System (Voted)
Contributions to minimize the Occurrence and Extent of Risk Incidents (Voted)
Contributions to promote Environmentally Responsible Agriculture (Voted)
Contributions to strengthen the competitiveness of Canada's red meat packing and processing industry (Voted)
Contributions to support the Canadian Agricultural Adaptation Program (Voted)
Contributions to transform Canada's Strengths into Domestic and Global Success (Voted) (related funding is found under Grant payments for the Organisation for the Economic Co-operation and Development (OECD) (Voted)
Control of diseases in the hog industry - Phases I & II (Voted)
Cover Crop Protection Program (Voted)
EcoAgriculture Biofuels Capital Initiative (Voted)
Facilitating the Disposal of Specified Risk Materials (Voted)
Orchards & Vineyards Transition Program (Voted)
Payments in connection with the Agricultural Marketing Programs Act - Advance Payments Program (Statutory)
Programming related to the Agricultural Flexibility Fund (Voted)
Plum Pox Eradication Program (PPEP) (Voted)


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
($ millions)
  2007-08 2008-09 2009-10
  Actual
Spending
Actual
Spending
Planned
Spending
Total
Authorities
Actual
Spending
Variance between
Planned Spending
and Actual Spending
Program Activity: Science, Innovation and Adoption
Total Grants - - - - - -
Total Contributions 0.6 7.3 20.7 20.7 20.5 0.2
Total Transfer Payment Program 0.6 7.3 20.7 20.7 20.5 0.2

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.


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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.

($ millions)
  2007-08 2008-09 2009-10
  Actual
Spending
Actual
Spending
Planned
Spending
Total
Authorities
Actual
Spending
Variance between
Planned Spending
and Actual Spending
Program Activity: Business Risk Management
Total Grants 0.1 1.0 54.2 3.2 3.2 51.0
Total Contributions - 55.4 54.2 (9.1) (9.1) 63.3
Total Transfer Payment Program 0.1 56.3 108.4 (5.9) (5.9) 114.3

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.


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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.

($ millions)
  2007-08 2008-09 2009-10
  Actual
Spending
Actual
Spending
Planned
Spending
Total
Authorities
Actual
Spending
Variance between
Planned Spending
and Actual Spending
Program Activity: Business Risk Management
Total Grants - - - - - -
Total Contributions - 548.3 440.6 502.9 502.9 62.3
Total Transfer Payment Program - 548.3 440.6 502.9 502.9 62.3

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.


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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.

($ millions)
  2007-08 2008-09 2009-10
  Actual
Spending
Actual
Spending
Planned
Spending
Total
Authorities
Actual
Spending
Variance between
Planned Spending
and Actual Spending
Program Activity: Business Risk Management
Total Grants 165.6 175.7 139.4 113.6 113.6 25.8
Total Contributions 1.7 17.7 20.1 26.7 26.7 (6.6)
Total Transfer Payment Program 167.2 193.4 159.5 140.3 140.3 19.2

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.


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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.

($ millions)
  2007-08 2008-09 2009-10
  Actual
Spending
Actual
Spending
Planned
Spending
Total
Authorities
Actual
Spending
Variance between
Planned Spending
and Actual Spending
Program Activity: Science, Innovation and Adoption
Total Grants - - - - - -
Total Contributions 2.1 9.0 46.8 24.9 10.3 36.6
Total Transfer Payment Program 2.1 9.0 46.8 24.9 10.3 36.6

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.


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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.

($ millions)
  2007-08 2008-09 2009-10
  Actual
Spending
Actual
Spending
Planned
Spending
Total
Authorities
Actual
Spending
Variance between
Planned Spending
and Actual Spending
Program Activity: Business Risk Management
Total Grants - - 225.1 105.2 105.2 119.9
Total Contributions 377.3 340.5 369.2 419.5 419.5 (50.3)
Total Transfer Payment Program 377.3 340.5 594.3 524.7 524.7 69.6

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:

Canadian Agricultural Income Stabilization Inventory Transition Initiative (CITI)
(in millions) 2007-08 2008-09 2009-10
CITI Grants: (0.7) 8.4 (0.1)
CITI Contributions: - 3.7 -
CITI Program Expenditures (0.7) 12.1 (0.1)
CAIS Program Expenditures 377.3 - -

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

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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.

($ millions)
  2007-08 2008-09 2009-10
  Actual
Spending
Actual
Spending
Planned
Spending
Total
Authorities
Actual
Spending
Variance between
Planned Spending
and Actual Spending
Program Activity: Trade and Market Development
Total Grants 7.0 7.0 5.0 10.0 10.0 (5.0)
Total Contributions - - - - - -
Total Transfer Payment Program 7.0 7.0 5.0 10.0 10.0 (5.0)

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.


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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.

($ millions)
  2007-08 2008-09 2009-10
  Actual
Spending
Actual
Spending
Planned
Spending
Total
Authorities
Actual
Spending
Variance between
Planned Spending
and Actual Spending
Program Activity: Rural & Co-operatives Development
Total Grants            
Total Contributions - - 6.9 5.0 4.6 2.3
Total Transfer Payment Program - - 6.9 5.0 4.6 2.3

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.


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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.

($ millions)
  2007-08 2008-09 2009-10
  Actual
Spending
Actual
Spending
Planned
Spending
Total
Authorities
Actual
Spending
Variance between
Planned Spending
and Actual Spending
Program Activity: Rural & Co-operatives Development
Total Grants - - - - - -
Total Contributions - - 4.7 6.6 6.6 (1.9)
Total Transfer Payment Program - - 4.7 6.6 6.6 (1.9)

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.


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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.

($ millions)
  2007-08 2008-09 2009-10
  Actual
Spending
Actual
Spending
Planned
Spending
Total
Authorities
Actual
Spending
Variance between
Planned Spending
and Actual Spending
Program Activity: Business Risk Management
Total Grants - - - - - -
Total Contributions - - - 285.8 285.8 (285.8)
Total Transfer Payment Program - - - 285.8 285.8 (285.8)

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.


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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

($ millions)
  2007-08 2008-09 2009-10
  Actual
Spending
Actual
Spending
Planned
Spending
Total
Authorities
Actual
Spending
Variance between
Planned Spending
and Actual Spending
Program Activity: Science, Innovation & Adoption
Total Grants - - - - - -
Total Contributions - - 45.7 34.2 25.2 20.5
Total Transfer Payment Program - - 45.7 34.2 25.2 20.5

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.


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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

($ millions)
  2007-08 2008-09 2009-10
  Actual
Spending
Actual
Spending
Planned
Spending
Total
Authorities
Actual
Spending
Variance between
Planned Spending
and Actual Spending
Program Activity: Agri-Business Development
Total Grants - - - - - -
Total Contributions - - 14.9 37.1 22.8 (7.9)
Total Transfer Payment Program - - 14.9 37.1 22.8 (7.9)

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.


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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

($ millions)
  2007-08 2008-09 2009-10
  Actual
Spending
Actual
Spending
Planned
Spending
Total
Authorities
Actual
Spending
Variance between
Planned Spending
and Actual Spending
Program Activity: Food Safety and Biosecurity Risk Management Systems
Total Grants - - - - - -
Total Contributions - - 18.6 17.7 10.7 7.9
Total Transfer Payment Program - - 18.6 17.7 10.7 7.9

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.


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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.

($ millions)
  2007-08 2008-09 2009-10
  Actual
Spending
Actual
Spending
Planned
Spending
Total
Authorities
Actual
Spending
Variance between
Planned Spending
and Actual Spending
Program Activity: Food Safety and Biosecurity Risk Management Systems
Total Grants - - - - - -
Total Contributions - - 27.9 20.1 12.9 14.9
Total Transfer Payment Program - - 27.9 20.1 12.9 14.9

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.


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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

($ millions)
  2007-08 2008-09 2009-10
  Actual
Spending
Actual
Spending
Planned
Spending
Total
Authorities
Actual
Spending
Variance between
Planned Spending
and Actual Spending
Program Activity: On-Farm Action
Total Grants           -
Total Contributions - - 61.1 71.4 51.8 9.3
Total Transfer Payment Program - - 61.1 71.4 51.8 9.3

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.


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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

($ millions)
  2007-08 2008-09 2009-10
  Actual
Spending
Actual
Spending
Planned
Spending
Total
Authorities
Actual
Spending
Variance between
Planned Spending
and Actual Spending
Program Activity: Agri-Business Development
Total Grants - - - - -  
Total Contributions - - - 18.4 7.0 (7.0)
Total Transfer Payment Program - - - 18.4 7.0 (7.0)

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.


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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.
($ millions)
  2007-08 2008-09 2009-10
  Actual
Spending
Actual
Spending
Planned
Spending
Total
Authorities
Actual
Spending
Variance between
Planned Spending
and Actual Spending
Program Activity: Science, Innovation and Adoption
Total Grants - - - - - -
Total Contributions - - - 39.1 31.1 (31.1)
Total Transfer Payment Program - - - 39.1 31.1 (31.1)

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.


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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

($ millions)
  2007-08 2008-09 2009-10
  Actual
Spending
Actual
Spending
Planned
Spending
Total
Authorities
Actual
Spending
Variance between
Planned Spending
and Actual Spending
Program Activity: Trade & Market Development
Total Grants - - - 0.1 0.1 (0.1)
Total Contributions - - 35.5 25.7 21.5 14.0
Total Transfer Payment Program - - 35.5 25.8 21.6 13.9

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.


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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.
CSHB Website

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.

($ millions)
  2007-08 2008-09 2009-10
  Actual
Spending
Actual
Spending
Planned
Spending
Total
Authorities
Actual
Spending
Variance between
Planned Spending
and Actual Spending
Contribution payments for the control of diseases in the Hog Industry - Circovirus Initiative (Phase 1)
Program Activity: Food Safety and Biosecurity Risk Management Systems            
Total Grants - - - -   -
Total Contributions 14.3 10.8 - 7.5 3.5 (3.5)
Total Transfer Payment Program 14.3 10.8 - 7.5 3.5 (3.5)
Contribution payments for the control of diseases in the Hog Industry - Phase 2
Program Activity: Food Safety and Biosecurity Risk Management Systems            
Total Grants - - - - - -
Total Contributions - 2.6 22.4 14.9 4.0 18.4
Total Transfer Payment Program - 2.6 22.4 14.9 4.0 18.4
Total Control of Diseases in the Hog Industry Phase 1&2 14.3 13.4 22.4 22.4 7.5 14.9

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.


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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.

($ millions)
  2007-08 2008-09 2009-10
  Actual
Spending
Actual
Spending
Planned
Spending
Total
Authorities
Actual
Spending
Variance between
Planned Spending
and Actual Spending
Program Activity: Business Risk Management
Total Grants 13.2 0.2 7.1 - - 7.1
Total Contributions           -
Total Transfer Payment Program 13.2 0.2 7.1 - - 7.1

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.


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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.

($ millions)
  2007-08 2008-09 2009-10
  Actual
Spending
Actual
Spending
Planned
Spending
Total
Authorities
Actual
Spending
Variance between
Planned Spending
and Actual Spending
Program Activity: Science, Innovation and Adoption
Total Grants - - - - - -
Total Contributions 0.6 17.4 66.4 49.8 1.5 65.0
Total Transfer Payment Program 0.6 17.4 66.4 49.8 1.5 65.0

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.


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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.

($ millions)
  2007-08 2008-09 2009-10
  Actual
Spending
Actual
Spending
Planned
Spending
Total
Authorities
Actual
Spending
Variance between
Planned Spending
and Actual Spending
Program Activity: Food Safety and Biosecurity Risk Management Systems
Total Grants - - - - - -
Total Contributions 22.8 19.2 17.5 17.5 13.9 3.6
Total Transfer Payment Program 22.8 19.2 17.5 17.5 13.9 3.6

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.


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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.

($ millions)
  2007-08 2008-09 2009-10
  Actual
Spending
Actual
Spending
Planned
Spending
Total
Authorities
Actual
Spending
Variance between
Planned Spending
and Actual Spending
Program Activity: Agri-Business Development
Total Grants - - - - - -
Total Contributions 0.7 11.4 11.7 11.7 11.0 0.7
Total Transfer Payment Program 0.7 11.4 11.7 11.7 11.0 0.7

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.


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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.

($ millions)
  2007-08 2008-09 2009-10
  Actual
Spending
Actual
Spending
Planned
Spending
Total
Authorities
Actual
Spending
Variance between
Planned Spending
and Actual Spending
Program Activity: Business Risk Management
Total Grants - -       -
Total Contributions 44.1 37.0 165.0 28.5 28.5 136.5
Total Transfer Payment Program 44.1 37.0 165.0 28.5 28.5 136.5

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.


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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

($ millions)
  2007-08 2008-09 2009-10
  Actual
Spending
Actual
Spending
Planned
Spending
Total
Authorities
Actual
Spending
Variance between
Planned Spending
and Actual Spending
Program Activity: Environmental Knowledge, Technology, Information, and Measurement            
Total Grants - - -     -
Total Contributions - - - 1.4   -
Total Environmental Knowledge, Technology, Information, and Measurement - - - 1.4 - -
Program Activity: On-Farm Action            
Total Grants - - - - -  
Total Contributions - - - 12.3 - -
Total On-Farm Action - - - 12.3 - -
Program Activity: Food Safety Biosecurity Risk Management Systems            
Total Grants - - -      
Total Contributions - - - 9.5   -
Total Food Safety Biosecurity Risk Management Systems - - - 9.5 - -
Program Activity: Trade and Market Development            
Total Grants - - -      
Total Contributions - - - 6.5   -
Total Trade and Market Development - - - 6.5 - -
Program Activity: Science, Innovation and Adaptation            
Total Grants - - -     -
Total Contributions - - - 15.6 4.1 (4.1)
Total Science, Innovation and Adaptation - - - 15.6 4.1 (4.1)
Program Activity: Agri-Business Development            
Total Grants - - -      
Total Contributions - - - 1.2   -
Total Agri-Business Development - - - 1.2 - -
Total Transfer Payment Program - - - 46.4 4.1 (4.1)

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.


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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.

($ millions)
  2007-08 2008-09 2009-10
  Actual
Spending
Actual
Spending
Planned
Spending
Total
Authorities
Actual
Spending
Variance between
Planned Spending
and Actual Spending
Program Activity: Food Safety and Biosecurity Risk Management Systems
Total Grants - - -     -
Total Contributions 6.9 8.6 8.6 8.6 8.6 -
Total Transfer Payment Program 6.9 8.6 8.6 8.6 8.6 -

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.


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Atlantic Canada Opportunities Agency

Details of Transfer Payment Programs (TPPs)


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.

  ($ millions)
2007-2008 2008-2009 2009-2010
Actual
Spending
Actual
Spending
Planned
Spending
Total
Authorities
Actual
Spending
Variance
Program Activity: Enterprise Development
Total Contributions 57.0 58.1 69.8 69.8 57.6 12.2
Total for Program Activity 57.0 58.1 69.8 69.8 57.6 12.2

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.


  ($ millions)
2007-2008 2008-2009 2009-2010
Actual
Spending
Actual
Spending
Planned
Spending
Total
Authorities
Actual
Spending
Variance
Program Activity: Enterprise Development
Total Grants 0.2 0.2 1.0 1.0 0.1 0.9
Total Contributions 97.3 99.9 90.1 96.8 105.7 (15.6)
Total for Program Activity 97.5 100.1 91.1 97.8 105.8 (14.7)
Program Activity: Community Development
Total Grants 0.3 0.5 1.0 1.0 0.3 0.7
Total Contributions 21.4 23.3 20.5 20.5 42.3 (21.8)
Total for Program Activity 21.7 23.8 21.5 21.5 42.5 (21.1)
Program Activity: Policy, Advocacy and Coordination
Total Contributions 0.5 0.6 0.5 0.5 0.7 (0.2)
Total for Program Activity 0.5 0.6 0.5 0.5 0.7 (0.2)
 
Total for Transfer Payment Program 119.7 124.5 113.1 119.8 149.0 (35.9)

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.

  ($ millions)
2007-2008 2008-2009 2009-2010
Actual
Spending
Actual
Spending
Planned
Spending
Total
Authorities
Actual
Spending
Variance
Program Activity: Community Development
Total Contributions 13.7 12.4 13.1 13.1 13.0 0.1
Total for Program Activity 13.7 12.4 13.1 13.1 13.0 0.1

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.

  ($ millions)
2007-2008 2008-2009 2009-2010
Actual
Spending
Actual
Spending
Planned
Spending
Total
Authorities
Actual
Spending
Variance
Program Activity: Community Development
Total Contributions 46.9 48.9 43.6 88.0 73.4 (29.8)
Total for Program Activity 46.9 48.9 43.6 88.0 73.4 (29.8)

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.

  ($ millions)
2007-2008 2008-2009 2009-2010
Actual
Spending
Actual
Spending
Planned
Spending
Total
Authorities
Actual
Spending
Variance
Program Activity: Community Development
Total Contributions 0.0 0.0 0.0 9.9 11.3 (11.3)
Total for Program Activity 0.0 0.0 0.0 9.9 11.3 (11.3)

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.

  ($ millions)
2007-2008 2008-2009 2009-2010
Actual
Spending
Actual
Spending
Planned
Spending
Total
Authorities
Actual
Spending
Variance
Program Activity: Community Development
Total Contributions 24.5 0.0 10.0 10.0 0.0 10.0
Total for Program Activity 24.5 0.0 10.0 10.0 0.0 10.0

Comment on Variance:

ACOA is considering a date extension in the terms and conditions, in order to consider new projects for spending beyond the current expiry date of May 31, 2011.

Audit completed or planned:

No audits completed during 2009-2010.

Evaluation completed or planned:

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


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Canada Revenue Agency

Details on Transfer Payment Programs

Two transfer payment programs with payments in excess of $5 million were administered by the Canada Revenue Agency in 2009-2010. These are:

  • Children’s Special Allowance Payments (Statutory); and
  • Disbursements to the Provinces under the Softwood Lumber Products Export Charge Act, 2006 (Statutory)

Children’s Special Allowance Payments (Statutory)

Start Date: Aug. 28, 1995[Footnote 1] 
End Date: Ongoing
Description of Transfer Payment Program:
Tax-free monthly payments made to agencies and foster parents who are licensed by provincial or federal governments to provide for the care and education of children under the age of 18 who physically reside in Canada and who are not in the care of their parents. Children’s Special Allowance (CSA) payments are equivalent to Canada Child Tax Benefit payments. CSA payments are governed by the Children’s Special Allowances Act which provides that this allowance be paid out of the Consolidated Revenue Fund.
Strategic Outcome:
Eligible families and individuals receive timely and correct benefit payments
Results Achieved:
Monthly payments were made to 284 agencies and foster parents on behalf of 53,844 children. Payments were issued on schedule, no delays were reported.
Program Activity: Benefit Programs
(in thousands of dollars)
 
2007-2008
2008-20092
2009-2010[Footnote 2] 
 
Actual Spending
Actual Spending
Planned Spending
Total Authorities
Actual Spending
Variance(s) Planned/Actual
Total Grants*
208,163
 
 
 
 
 
Total Contributions
 
 
 
 
 
 
Total Other Transfer Payments*
 
211,848
221,000
215,264
215,264
5,736
Total
208,163
211,848
221,000
215,264
215,264
5,736
Comment(s) on variance(s): Not Applicable
Significant Evaluation Findings and URL(s) to Last Evaluation(s): Not Applicable
[Footnote 1] Responsibility for CSA Statutory Vote payment was transferred effective August 28, 1995 from Human Resources and Social Development Canada (P.C. Order 1995-342)
[Footnote 2] Starting in 2008-2009, the CSA Statutory payment was reclassified from a Grant to an Other Transfer Payments
* A grant is an unconditional transfer payment where the government chooses to further policy or program delivery by issuing payments to individuals or organizations. Eligibility criteria and applications received in advance of payment provide sufficient assurance that the objectives of payment will be met, therefore specific conditional agreements with the recipient are not required. The government must list a grant in the Estimates but may withhold the grant(s) if eligibility criteria are not met.
** Other Transfer Payments is a transfer payment based on legislation or an arrangement that normally includes a formula or schedule as one element used to determine the expenditure amount. However, once a payment is made, the recipient may redistribute the funds among several categories of expenditure in the arrangement.

Disbursements to Provinces under the Softwood Lumber Products Export Charge Act, 2006 (Statutory)

Start Date: October 12, 2006
End Date: October 12, 2013 with an option for an additional 2 years
Description of Transfer Payment Program:
The export charge, to be levied by Canada on exports of softwood lumber products to the United States, is collected and administered by the Canada Revenue Agency (CRA) with support from the Department of Foreign Affairs and International Trade on behalf of the provinces. Under the Softwood Lumber Products Export Charge Act, 2006, the CRA is responsible for making statutory disbursements to the provinces of a portion of the charge collected over the course of the application of the Softwood Lumber Agreement, 2006. These disbursements are reduced by several factors: refunds paid to the industry, costs for the administration and implementation of the Agreement and the Act as well as the costs incurred for certain litigation resulting from the Agreement or Act. The Act applies to the following regions: British Columbia Interior, British Columbia Coastal, Alberta, Saskatchewan, Manitoba, Ontario and Quebec. Exports from the remaining provinces and territories are excluded.
Strategic Outcome:
Taxpayers meet their obligations and Canada’s revenue base is protected
Results Achieved:
Disbursements will continue on a quarterly basis until the termination of the Agreement, unless lumber market prices increase to the point where no export charge is applicable for that period.
Program Activity: Taxpayer and Business Assistance
(in thousands of dollars)
 
2007-2008
2008-2009
2009-2010
 
Actual Spending
Actual Spending
Planned Spending
Total Authorities
Actual Spending
Variance(s) Planned/Actual
Total Grants
Total Contributions
Total Other Transfer Payments*
603,602
180,495
429,000
205,545
205,545
223,455
Total
603,602
180,495
429,000
205,545
205,545
223,455
Comment(s) on variance(s): Not Applicable
Significant Evaluation Findings and URL(s) to Last Evaluation(s): Not Applicable
* Other Transfer Payments is a transfer payment based on legislation or an arrangement that normally includes a formula or schedule as one element used to determine the expenditure amount. However, once a payment is made, the recipient may redistribute the funds among several categories of expenditure in the arrangement.

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Canadian Food Inspection Agency

3.2.4 Details on Transfer Payments Programs ($ Millions)


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.

Program Activity: Plant Health Risks and Production Systems
($ Millions)
  7) Actual Spending 2007-08 8) Actual Spending 2008-09 9) Planned Spending 2009-10 10) Total Authorities 2009-10 11) Actual Spending 2009-10 12) Variance(s) Between 9 and 11
14) Total Grants 0 0 0 0 0 0
14) Total Contributions 0 0 0 0 0 0
14) Total Other Types of Transfer Payments 8.1 11.9 0.8 3.0 3.0 2.2
15) Total Plant Health Risks and Production Systems 8.1 11.9 0.8 3.0 3.0 2.2

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.

Program Activity: Animal Health Risks and Production Systems
($ Millions)
  7) Actual Spending 2007-08 8) Actual Spending 2008-09 9) Planned Spending 2009-10 10) Total Authorities 2009-10 11) Actual Spending 2009-10 12) Variance(s) Between 9 and 11
14) Total Grants 0 0 0 0 0 0
14) Total Contributions 0 0 0 0 0 0
14) Total Other Types of Transfer Payments 2.5 8.6 0.7 4.3 4.3 3.6
15) Total Animal Health Risks and Production Systems 2.5 8.6 0.7 4.3 4.3 3.6

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).


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Canadian Heritage

Details of Transfer Payment Programs (TPPs)


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.

 

Program Activity: Arts
  Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s)
Total Grants $3,135,471 $5,803,425 $10,500,000 $10,500,000 $7,025,086 $3,474,914
Total Contributions $20,199,143 $24,066,547 $17,862,112 $17,862,112 $21,649,785 ($3,787,673)
Total TPP $23,334,614 $29,869,972 $28,362,112 $28,362,112 $28,674,871  ($312,759)
Total Program Activity(ies) N/A¹ N/A¹ $100,481,412 $133,756,351 $138,904,779 ($38,423,367)

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.


1 The Department undertook a major review of its 2009-2010 Program Activity Architecture and therefore cannot report on 2007-2008 and 2008-2009 expenditures under the new architecture.

2 Difference between Planned Spending 2009–2010 and Actual Spending 2009–2010.


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.
Program Activity: Arts
  Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s)
Total Grants $418,009 $477,866 $4,750,000 $4,000,000 $2,105,630 $2,644,370
Total Contributions $22,873,763 $28,652,220 $27,082,801 $54,459,560 $61,549,649 ($34,466,848)

Total
TPP

$23,291,772 $29,130,086 $31,832,801 $58,459,560 $63,655,279 ($31,822,478)
Total Program Activity(ies) N/A¹ N/A¹ $100,481,412 $133,756,351 $138,904,779 ($38,423,367)

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.


1 The Department undertook a major review of its 2009-2010 Program Activity Architecture and therefore cannot report on 2007-2008 and 2008-2009 expenditures under the new architecture.

2 Difference between Planned Spending 2009-2010 and Actual Spending 2009-2010.


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.
Program Activity: Arts
  Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s)2
Total Grants $0 $0 $0 $0 $0 $0
Total Contributions $19,420,000 $18,400,000 $16,703,920 $23,542,520 $21,825,000 ($5,121,080)
Total TPP $19,420,000 $18,400,000 $16,703,920 $23,542,520 $21,825,000 ($5,121,080)
Total Program Activity(ies) N/A¹ N/A¹ $100,481,412 $133,756,351 $138,904,779 ($38,423,367)

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.

1 The Department undertook a major review of its 2009-2010 Program Activity Architecture and therefore cannot report on 2007-2008 and 2008-2009 expenditures under the new architecture.

2 Difference between Planned Spending 2009-2010 and Actual Spending 2009-2010.



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.

2 Based on applications of all eleven applicants to the 2010 CCC awards.

Program Activity:
Arts
  Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s) 2
Total Grants $16,322,808 $15,930,869 $16,884,420 $16,884,000 $15,685,600 $1,198,820
Total Contributions $9,517,341 $8,376,411 $7,228,159 $7,038,159 $6,599,029 $629,130
Total Other types of transfer payments $25,840,149 $24,307,280 $24,112,579 $23,922,159 $22,284,629 $1,827,950
Total Program Activity(ies) N/A¹ N/A¹ $100,481,412 $133,756,351 $138,904,779 ($38,423,367)

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


1 The Department undertook a major review of its 2009-2010 Program Activity Architecture and therefore cannot report on 2007-2008 and 2008-2009 expenditures under the new architecture.

2 Difference between Planned Spending 2009-2010 and Actual Spending 2009-2010.


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.

Program Activity: Cultural Industries
  Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s)2
Total
Grants
$0 $0 $0 $0 $0 $0
Total
Contributions
$119,950,000 $119,950,000 $20,400,000 $119,950,000 $119,950,000 ($99,550,000)
Total
TPP
$119,950,000 $119,950,000 $20,400,000 $119,950,000 $119,950,000 ($99,550,000)
Total
Program
Activity(ies)
N/A¹ N/A¹ $174,781,144 $297,118,380 $285,984,236 ($111,203,092)

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.


1 The Department undertook a major review of its 2009-2010 Program Activity Architecture and therefore cannot report on 2007-2008 and 2008-2009 expenditures under the new architecture.

2 Difference between Planned Spending 2009-2010 and Actual Spending 2009-2010.


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.
Program Activity: Cultural Industries
  Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s) 2
Total Grants $0 $0 $0 $0 $0 $0
Total Contributions $23,636,320 $24,907,581 $23,364,082 $23,364,082 $25,340,985 ($1,976,903)
Total TPP $23,636,320 $24,907,581 $23,364,082 $23,364,082 $25,340,985 ($1,976,903)
Total Program Activity(ies) N/A¹ N/A¹ $174,781,144 $297,118,380 $285,984,236 ($111,203,092)

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.


1 The Department undertook a major review of its 2009-2010 Program Activity Architecture and therefore cannot report on 2007-2008 and 2008-2009 expenditures under the new architecture.

2 Difference between Planned Spending 2009-2010 and Actual Spending 2009-2010.


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.

This support is delivered through formula funding for Canadian-owned book publishers, as well as funding for collective projects that improve the capacity of the industry to publish and market Canadian-authored books.

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.
Program Activity: Cultural Industries
  Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s)2
Total Grants $0 $0 $0 $0 $0 $0
Total Contributions $36,817,639 $36,206,767 $37,387,660 $36,637,660 $36,001,249 $1,386,411
Total TPP $36,817,639 $36,206,767 $37,387,660 $36,637,660 $36,001,249 $1,386,411
Total Program Activity(ies) N/A¹ N/A¹ $174,781,144 $297,118,380 $285,984,236 ($111,203,092)

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.


1 The Department undertook a major review of its 2009-2010 Program Activity Architecture and therefore cannot report on 2007-2008 and 2008-2009 expenditures under the new architecture.

2 Difference between Planned Spending 2009-2010 and Actual Spending 2009-2010.


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%.
Program Activity: Cultural Industries
  Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s) 2
Total Grants $0 $0 $0 $0 $0 $0
Total Contributions $14,581,046 $14,296,262 $14,881,182 $14,881,638 $13,892,239 $988,943
Total TPP $14,581,046 $14,296,262 $14,881,182 $14,881,638 $13,892,239 $988,943
Total Program Activity(ies) N/A¹ N/A¹ $174,781,144 $297,118,380 $285,984,236 ($111,203,092)

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.


1 The Department undertook a major review of its 2009-2010 Program Activity Architecture and therefore cannot report on 2007-2008 and 2008-2009 expenditures under the new architecture.

2 Difference between Planned Spending 2009-2010 and Actual Spending 2009-2010.


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.

Program Activity: Cultural Industries
  Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s) 2
Total Grants $45,400,000 $45,400,000 $45,400,000 $60,400,000 $56,300,000 ($10,900,000)
Total Contributions $0 $0 $0 $0 $0 $0
Total TPP $45,400,000 $45,400,000 $45,400,000 $60,400,000 $56,300,000 ($10,900,000)
Total Program Activity(ies) N/A¹ N/A¹ $174,781,144 $297,118,380 $285,984,236 ($111,203,092)

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.


1 The Department undertook a major review of its 2009-2010 Program Activity Architecture and therefore cannot report on 2007-2008 and 2008-2009 expenditures under the new architecture.

2 Difference between Planned Spending 2009-2010 and Actual Spending 2009-2010.


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.
Program Activity: Cultural Industries
  Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s) 2
Total Grants $0 $0 $0 $0 $0 $0
Total Contributions $11,116,076 $13,065,512 $5,567,143 $9,103,923 $8,056,875 ($2,489,732)
Total TPP $11,116,076 $13,065,512 $5,567,143 $9,103,923 $8,056,875 ($2,489,732)
Total Program Activity(ies) N/A¹ N/A¹ $174,781,144 $297,118,380 $285,984,236 ($111,203,092)

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.


1 The Department undertook a major review of its 2009-2010 Program Activity Architecture and therefore cannot report on 2007-2008 and 2008-2009 expenditures under the new architecture.

2 Difference between Planned Spending 2009-2010 and Actual Spending 2009-2010.


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.

Program Activity: Cultural Industries
  Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s) 2
Total Grants $0 $0 $0 $0 $0 $0
Total Contributions $11,500,000 $14,500,000 $14,196,077 $14,196,077 $14,300,000 ($103,923)
Total TPP $11,500,000 $14,500,000 $14,196,077 $14,196,077 $14,300,000 ($103,923)
Total Program Activity(ies) N/A¹ N/A¹ $174,781,144 $297,118,380 $285,984,236 ($111,203,092)

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.


1 The Department undertook a major review of its 2009-2010 Program Activity Architecture and therefore cannot report on 2007-2008 and 2008-2009 expenditures under the new architecture.

2 Difference between Planned Spending 2009-2010 and Actual Spending 2009-2010.


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%.
Program Activity: Cultural Industries
  Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s)
Total Grants $4,674,105 $4,385,826 $4,940,000 $8,000,000 $7,049,448 ($2,109,448)
Total Contributions $3,031,043 $2,581,174 $2,470,000 $4,410,000 $5,093,440 ($2,623,440)
Total Other types of transfer payments $7,705,148 $6,967,000 $7,410,000 $12,410,000 $12,142,888 ($4,732,888)
Total Program Activity(ies) N/A¹ N/A¹ $174,781,144 $297,118,380 $285,984,236 ($111,203,092)

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.


1 The Department undertook a major review of its 2009-2010 Program Activity Architecture and therefore cannot report on 2007-2008 and 2008-2009 expenditures under the new architecture.

2 Difference between Planned Spending 2009-2010 and Actual Spending 2009-2010.


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.

In addition, the Program includes the Young Canada Works at Building Careers in Heritage andthe Young Canada Works in Heritage Organizations components, in support of the Youth Employment Strategy, a horizontal initiative coordinated by Human Resources and Social Development Canada. The objective for the heritage components is to enable heritage institutions to benefit from the assistance of young, qualified workers by providing summer employment and career internship opportunities to help students develop and upgrade their skills in heritage institutions and to encourage them to pursue advanced studies in this field.

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.

Program Activity: Heritage
  Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s) 2
Total Grants $1,150,038 $1,973,189 $2,500,000 $2,500,000 $1,774,587 $725,413
Total Contributions $11,386,644 $11,990,808 $11,945,845 $11,946,000 $12,195,813 ($249,968)
Total TPP $12,536,682 $13,963,997 $14,445,845 $14,446,000 $13,970,400 $475,445
Total Program Activity(ies) N/A¹ N/A¹ $15,609,525 $15,610,000 $14,365,019 $1,244,506

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


1 The Department undertook a major review of its 2009-2010 Program Activity Architecture and therefore cannot report on 2007-2008 and 2008-2009 expenditures under the new architecture.

2 Difference between Planned Spending 2009-2010 and Actual Spending 2009-2010.


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.
Program Activity: Promotion of and Attachment to Canada
  Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s) 2
Total Grants $2,158,192 $3,643,642 $9,784,000 $9,784,000 $8,473,765 $1,310,235
Total Contributions $19,263,281 $42,243,050 $34,555,687 $36,601,706 $49,754,485 ($15,198,798)
Total TPP $21,421,473 $45,886,692 $44,339,687 $46,385,706 $58,228,250 ($13,888,563)
Total Program Activity(ies) N/A¹ N/A¹ $83,947,126 $86,321,941 $99,663,403 ($15,716,277)

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.


1 The Department undertook a major review of its 2009-2010 Program Activity Architecture and therefore cannot report on 2007-2008 and 2008-2009 expenditures under the new architecture.

2 Difference between Planned Spending 2009-2010 and Actual Spending 2009-2010.


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.
Program Activity: Promotion of and Attachment to Canada
  Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s) 3
Total Grants 0 0 100,000 100,000 0 $100,000
Total Contributions 17,423,572 18,537,122 17,686,359 17,736,359 17,882,489 ($196,130)
Total TPP 17,423,572 18,537,122 17,786,359 17,836,359 17,882,489 ($96,130)
Total Program Activity(ies) N/A¹ N/A¹ 83,947,126 86,321,941 99,663,403 ($15,716,277)

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


1 The Department undertook a major review of its 2009-2010 Program Activity Architecture and therefore cannot report on 2007-2008 and 2008-2009 expenditures under the new architecture.

2 Given that the results from participant surveys for a specific fiscal year are only made available the following fiscal year in September, statistics provided here reflect the 2008-2009 survey results.

3 Difference between Planned Spending 2009-2010 and Actual Spending 2009-2010.


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.
Program Activity: Promotion of and Attachment to Canada
  Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s) 2
Total Grants $0 $0 $0 $0 $0 $0
Total Contributions $18,028,683 $18,992,154 $19,776,000 $19,776,000 $20,411,654 ($635,654)
Total TPP $18,028,683 $18,992,154 $19,776,000 $19,776,000 $20,411,654 ($635,654)
Total Program Activity(ies) N/A¹ N/A¹ $83,947,126 $86,321,941 $99,663,403 ($15,716,277)

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


1 The Department undertook a major review of its 2009-2010 Program Activity Architecture and therefore cannot report on 2007-2008 and 2008-2009 expenditures under the new architecture.

2 Difference between Planned Spending 2009-2010 and Actual Spending 2009-2010.


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.
Program Activity: Engagement and Inclusion
  Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s) 2
Total Grants $718,316 $4,427,594 $12,405,000 $14,355,000 $8,399,200 $4,005,800
Total Contributions $609,925 $2,381,951 $1,350,000 $3,300,000 $6,154,664 ($4,804,664)
Total TPP $1,328,241 $6,809,545 $13,755,000 $17,655,000 $14,553,864 ($798,864)
Total Program Activity(ies) N/A¹ N/A¹ $99,775,754 $82,500,967 $76,623,691 $23,152,063

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.


1 The Department undertook a major review of its 2009-2010 Program Activity Architecture and therefore cannot report on 2007-2008 and 2008-2009 expenditures under the new architecture.

2 Difference between Planned Spending 2009-2010 and Actual Spending 2009-2010.


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.
Program Activity: Engagement and Inclusion
  Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s) 2
Total Grants $545,289 $598,426 $1,340,000 $1,340,000 $586,568 $753,432
Total Contributions $59,004,436 $56,810,730 $56,522,911 $58,197,911 $59,040,288 ($2,517,377)
Total TPP $59,549,725 $57,409,156 $57,862,911 $59,537,911 $59,626,856 ($1,763,945)
Total Program Activity(ies) N/A¹ N/A¹ $99,775,754 $82,500,967 $76,623,691 $23,152,063

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


1 The Department undertook a major review of its 2009-2010 Program Activity Architecture and therefore cannot report on 2007-2008 and 2008-2009 expenditures under the new architecture.

2 Difference between Planned Spending 2009-2010 and Actual Spending 2009-2010.


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.
Program Activity: Official Languages
  Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s) 2
Total Grants $7,151,550 $7,666,376 $36,823,293 $36,823,001 $6,592,172 $30,231,121
Total Contributions $226,674,891 $224,391,091 $204,372,464 $206,081,142 $225,418,803 ($21,046,339)
Total TPP $233,826,441 $232,057,467 $241,195,757 $242,904,143 $232,010,975 $9,184,782
Total Program Activity(ies) N/A¹ N/A¹ $353,206,739 $354,914,743 $351,479,343 $1,727,397

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.


1 The Department undertook a major review of its 2009-2010 Program Activity Architecture and therefore cannot report on 2007-2008 and 2008-2009 expenditures under the new architecture.

2 Difference between Planned Spending 2009-2010 and Actual Spending 2009-2010.


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)
Program Activity: Official Languages
  Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s) 2
Total Grants $544,575 $1,293,027 $5,098,093 $5,098,000 $655,167 $4,442,926
Total Contributions $121,231,376 $120,180,195 $106,912,889 $106,912,600 $118,813,200 ($11,900,311)
Total Other types of transfer payments $121,775,951 $121,473,222 $112,010,982 $112,010,600 $119,468,368 ($7,457,386)
Total Program Activity(ies) N/A¹ N/A¹ $353,206,739 $354,914,743 $351,479,343 $1,727,396

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.


1 The Department undertook a major review of its 2009-2010 Program Activity Architecture and therefore cannot report on 2007-2008 and 2008-2009 expenditures under the new architecture.

2 Difference between Planned Spending 2009-2010 and Actual Spending 2009-2010.


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.
Program Activity: Sport
  Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s) 2
Total Grants $0 $0 $0 $0 $0 $0
Total Contributions $118,688,000 $44,521,653 $43,992,404 $80,784,404 $58,499,142 ($14,506,738)
Total TPP $118,688,000 $44,521,653 $43,992,404 $80,784,404 $58,499,142 ($14,506,738)
Total Program Activity(ies) N/A¹ N/A¹ $174,281,587 $210,976,280 $198,264,884 ($23,983,297)

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


1 The Department undertook a major review of its 2009-2010 Program Activity Architecture and therefore cannot report on 2007-2008 and 2008-2009 expenditures under the new architecture.

2 Difference between Planned Spending 2009-2010 and Actual Spending 2009-2010.


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.

Program Activity: Sport
  Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s) 2
Total Grants $0 $0 $0 $0 $0 $0
Total Contributions $103,112,337 $111,930,707 $101,113,183 $101,014,876 $113,657,960 ($12,544,777)
TotalTPP $103,112,337 $111,930,707 $101,113,183 $101,014,876 $113,657,960 ($12,544,777)
Total Program Activity(ies) N/A¹ N/A¹ $174,281,587 $210,976,280 $198,264,884 ($23,983,297)

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


1 The Department undertook a major review of its 2009-2010 Program Activity Architecture and therefore cannot report on 2007-2008 and 2008-2009 expenditures under the new architecture.

2 Difference between Planned Spending 2009-2010 and Actual Spending 2009-2010.


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.
Program Activity: Sport
  Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s) 2
Total Grants $25,313,598 $26,486,000 $26,676,000 $26,677,000 $26,107,782 $568,218
Total Contributions $0 $0 $0 $0 $0 $0
Total Other types of transfer payments $25,313,598 $26,486,000 $26,676,000 $26,677,000 $26,107,782 $568,218
Total Program Activity(ies) N/A¹ N/A¹ $174,281,587 $210,976,280 $198,264,884 ($23,983,297)

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


1 The Department undertook a major review of its 2009-2010 Program Activity Architecture and therefore cannot report on 2007-2008 and 2008-2009 expenditures under the new architecture.

2 Difference between Planned Spending 2009–2010 and Actual Spending 2009–2010.

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Canadian Institutes of Health Research

Details of Transfer Payment Programs (TPPs)1


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.
Program Activity: 1.1 Open Research, 1.2 Strategic Priority Research, 2.1 Researchers and Trainees, 2.2 Research Resources and Collaboration, 2.3 National and International Partnerships, 2.4 Ethical, Legal and Social Issues, 3.1 Knowledge Translation of Health Research, 3.2 Commercialization of Health Research

($ millions)
  Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10*
Variance(s)
Total Grants $ 798.8 $ 852.9 $ 841.5 $ 844.1 $ 845.1 $ 1.0
Total Contributions $ - $ - $ - $ - $ - $ -
Total Other types of transfer payments $ - $ - $ - $ - $ - $ -
Total Program Activity(ies) $ 798.8 $ 852.9 $ 841.5 $ 844.1 $ 845.1 $ 1.0

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.

Program Activity: 2.1 Researchers and Trainees

($ millions)
  Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s)
Total Grants $ 13.9 $ 18.7 $ 36.1 $ 35.8 $ 34.6 ($ 1.2)
Total Contributions $ - $ - $ - $ - $ - $ -
Total Other types of transfer payments $ - $ - $ - $ - $ - $ -
Total Program Activity(ies) $ 13.9 $ 18.7 $ 36.1 $ 35.8 $ 34.6 ($ 1.2)

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.

Program Activity: 2.3 National and International Partnerships

($ millions)
  Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s)
Total Grants $ 13.0 $ 13.0 $ 13.0 $ 13.0 $ 13.1 $ 0.1
Total Contributions $ - $ - $ - $ - $ - $ -
Total Other types of transfer payments $ - $ - $ - $ - $ - $ -
Total Program Activity(ies) $ 13.0 $ 13.0 $ 13.0 $ 13.0 $ 13.1 $ 0.1

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.

Program Activity: 3.1 Knowledge Translation and Health Research

($ millions)
  Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10*
Variance(s)
Total Grants $ 27.5 $ 26.1 $ 27.5 $ 27.5 $ 27.5 $ -
Total Contributions $ - $ - $ - $ - $ - $ -
Total Other types of transfer payments $ - $ - $ - $ - $ - $ -
Total Program Activity(ies) $ 27.5 $ 26.1 $ 27.5 $ 27.5 $ 27.5 $ -

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.


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Canadian International Development Agency

Details of Transfer Payment (TP) Programs


Program Activity:
($ millions)
  2007–2008 2008–2009 2009–2010
Actual Spending Actual Spending Planned Spending Total Authorities Actual Spending Variance(s) between 2009–2010 Planned and Actual
Spending
Countries of Concentration
Total Grants 205.56 172.68 238.04 195.80 195.64 42.40
Total Contributions 486.74 687.78 698.87 519.08 518.65 180.22
Total Other Types of TPs            
Total Program Activity 692.30 860.46 936.92 714.88 714.29 222.62
Fragile States and Countries Experiencing Humanitarian Crisis
Total Grants 473.81 696.86 511.53 687.76 687.19 (175.67)
Total Contributions 96.72 126.63 91.67 141.12 141.00 (49.33)
Total Other Types of TPs 110.00         0.00
Total Program Activity 680.53 823.49 603.20 828.88 828.20 (225.00)
Selected Countries and Regions
Total Grants 94.03 123.38 204.55 135.39 135.28 69.27
Total Contributions 279.73 251.24 153.79 216.69 216.52 (62.73)
Total Other Types of TPs
Total Program Activity 373.76 374.62 358.33 352.08 351.79 6.54
Multilateral, International and Canadian Institutions
Total Grants 576.17 612.21 712.73 928.97 928.20 (215.48)
Total Contributions 216.69 239.29 77.90 223.34 223.15 (145.25)
Total Other Types of TPs 301.85 238.55 231.34 268.10 268.10 (36.76)
Total Program Activity 1,094.71 1,090.05 1,021.96 1,420.40 1,419.45 (397.49)
Engaging Canadian Citizens
Total Grants 13.00 1.13 11.40 2.70 2.70 8.70
Total Contributions 31.58 19.65 62.30 14.49 11.03 51.27
Total Other Types of TPs
Total Program Activity 44.58 20.78 73.70 17.20 13.73 59.97
Total 2,885.88 3,169.40 2,994.11 3,333.43 3,327.47 (333.37)

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.

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Canadian Space Agency

3.3.5) Details on Transfer Payment Programs (TPPs)

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.

($ in millions) Actual Spending 2007-2008 Actual Spending 2008-2009 Planned Spending 2009-2010 Total Authorities 2009-2010 Actual Spending 2009-2010 Variances
Space Based Earth Observation (EO) 7.3 7.4 9.2 9.2 6.0 3.2
Space Science and Exploration (SE) 6.9 8.2 10.1 10.1 8.8 1.3
Satellite Communications (SC) 13.7 10.9 9.6 9.6 7.6 2.0
Total Contributions 7.3 8.3 10.7 10.7 8.0 2.7
Generic Technological Activities (GTA) in support of EO, SE and SC 35.2 34.9 39.6 39.6 30.4 9.1
Total Program Activities 35.2 34.9 39.6 39.6 30.4 9.1

Comment on Variances
Several factors explain the year-to year fluctuations in spending as well as the yearly variation between program activities under Canada/ European Space Agency (ESA) programs: the budgetary cycle of ESA differs from the one of Canada, the cash flow requirements of ESA programs which Canada is participating in (the budget requirements vary with the project's delivery phase), the slippage in the disbursements for Canada/ESA programs (the programs and associated contracts to industry are delivered by ESA; hence, CSA has no control on actual project implementation), the potential cost increases in development programs, as well as the inflation rate and exchange rate fluctuations.

Consequently, the positive variance of $9.1 million in 2009-2010 mainly corresponds to the risk funds re-profiled to future years arising from the sound management of this Program. The variances are in accordance with the objectives and terms and conditions of the 2000-2009 Canada/ESA Cooperation Agreement.

Significant Audit and Evaluation Findings and URL (s) to the Last and/or Evaluation
Canada is well thought of by Europeans, as the 30 years of cooperation between ESA and Canada clearly demonstrate. Canadian companies have made a significant contribution to the many technologies developed in the areas of Earth Observation and Satellite Communications.

Several businesses have developed business relationships with Europe thanks to the Agreement, and all stakeholders in the program agree that these relationships could continue, provided that Canada maintains its financial contribution to ESA. Canadian businesses have cultivated alliances with each other to benefit from or facilitate access to European markets through ESA programs under the Agreement.

The program helps diversify and open markets and contributes to the achievement of objectives under the Canadian Space Strategy respecting Earth Observation and Satellite Communications. However, it does not lead to the transfer of technologies as much as to the exchange of information on technologies.

Small and medium-sized companies have difficulty taking part in ESA programs and require greater support, not only to access these markets, but also to develop expertise so that they can continue doing business in these markets after their initial participation in ESA programs.

Source: Evaluation of the Canada/ESA Cooperation Agreement
www.asc-csa.gc.ca/eng/publications/er-0405-0202.asp

Notes:

  • Due to rounding, figures may not add to totals shown.
  • This table details contribution programs with funding in excess of $5 million per annum.

Name of Transfer Payment Program: Class Grant and Contribution Program to support Research, Awareness and Learning in Space Science and Technology

Start date: October 1, 2009

End Date: March 31, 2014

Description
The program is comprised of two components: a) Research; and, b) Awareness and Learning.

The research component aims to support the development of science and technology; foster the continuing development of a critical mass of researchers and highly qualified people in Canada; and, support information-gathering, studies and research related to space relevant to the priorities of the Canadian Space Agency.

The awareness and learning component aims to increase awareness of Canadian space science and technology among Canadian youth and educators and their participation in related activities; provide learning opportunities to Canadian students and physicians in various space-related disciplines; and support the operations of organizations dedicated to space research and education.

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

1. Research Component

Increased knowledge from research projects in priority space science and technology areas.

Maintained and/or increased space focus in universities, post-secondary institutions, and not-for profit organizations.

Partnerships established and/or sustained.

Access to international collaboration for Canadian organizations.

2. Awareness and Learning component

Awareness
Increased availability and use of the space theme in learning opportunities and materials related to science and technology.

Learning
Post-secondary level and physicians will have increased knowledge and skills in space-related disciplines.

Actual Accomplishments
Actual accomplishments will be reported in 2010-2011 after the first a full year of implementation.

($ in millions) Actual Spending 2007-2008 Actual Spending 2008-2009 Planned Spending 2009-2010 Total Authorities 2009-2010 Actual Spending 2009-2010 Variances
Space Awareness and Learning (AL) Total Contributions 0.2 0.3 0.3 0.3 0.3 0.0
Space Based Earth Observation (EO) 1.6 0.3 0.3 0.3 0.9 0.5
Space Science and Exploration (SE) 0.4 2.4 2.1 4.1 3.9 1.8
Space Awareness and Learning (AL) 0.5 0.7 0.8 0.8 0.6 (0.2)
Generic Technological Activities (GTA) in support of EO, SE and SC 0.2 0.4 0.5 0.5 0.4 (0.1)
Total Grants 2.7 3.8 3.7 5.7 5.7 2.0
Total TPPs 2.9 4.1 4.0 6.0 6.0 2.0

Notes:

  • Due to rounding, figures may not add to totals shown.
  • This transfer payment program was not presented in the RPP 2009-2010 since the planned spending was under $5 million.
  • New Terms and Conditions have been approved by TB in 2009-2010 in order to broaden the scope of the program and increase funding.

Comment on Variances
Not applicable in 2009-2010.

Significant Audit and Evaluation Findings and URL (s) to the Last and / or Evaluation
Not applicable in 2009-2010.

The summative evaluation of the previous Class Grant and Contribution Program was completed in 2009. To learn more about it, go to:
http://www.asc-csa.gc.ca/eng/publications/ar-0570-2745.asp

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Citizenship and Immigration Canada

Details of Transfer Payment Programs (TPPs)


Name of Transfer Payment Program: Settlement Program

Start date: May 15, 2008

End date: March 31, 2013

Description: The Citizenship and Immigration Canada (CIC) Settlement Program provides services that make a difference in the lives of newcomers. This includes providing: language training, information and referrals; help in finding employment that matches newcomers’ skill and education; and help in establishing networks and contacts in their communities.

The terms and conditions for the Settlement Program describe both eligible recipients of contribution funding and clients that are eligible for services.

The eligible recipients (often referred to as service providers) for settlement services include the following:

  • provincial, territorial or municipal governments;
  • not–for–profit organizations including non-governmental organizations, non-profit corporations, community groups and umbrella organizations;
  • businesses;
  • educational institutions (including school boards, districts and divisions); and
  • individuals.

The eligible clients for settlement services are primarily permanent residents. However, they may also include some prospective immigrants and refugees who are highly likely to obtain permanent residency, but have not yet received their permanent resident visa. These include, for example, individuals who have been selected by CIC pending completion of medical, security, and criminal verification statutory requirements.

Strategic Outcome: Successful integration of newcomers into society and promotion of Canadian citizenship

Results Achieved: The CIC settlement program has seen an increase of more than 10 percent in the number of interventions for newcomers in 2009–2010 over the previous 2008–2009 fiscal year.

Program Activity: Integration Program
($ millions)
  Actual
Spending
2007-08*
Actual
Spending
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s)
Total Grants
Total Contributions $581.9 $643.9 $641.7 $59.8
Total Other types of transfer payments
Total Program Activity $581.9 $643.9 $641.7 $59.8

Comment(s) on Variance(s): Actual spending exceeded planned spending by $59.8 million, primarily due to additional authorities received through Supplementary Estimates.

Audit completed or planned: An audit of the Administration of the Settlement Program was completed in March 2010; management response was submitted in June 2010.

Evaluation completed or planned: Evaluation of Language Instructions for Newcomers to Canada (completed, 2009–2010), Evaluation of Immigration Settlement and Adaptation Program (in progress, 2010–2011), Evaluation of the Host Program (in progress, 2010–2011), Evaluation of the Canada–Ontario Immigration Agreement Strategic Plan for Settlement and Language Training (in progress, 2010–2011), Evaluation of the Going to Canada Immigration Portal joint with Human Resources and Skills Development Canada (in progress, 2010–2011).

*The reconfiguration of Settlement Program in the 2009–2010 Estimates cycle has affected the comparability of previous years’ information.

Name of Transfer Payment Program: Resettlement Assistance Program (RAP)

Start date: 1970s (initially under another name; RAP implemented 1998)

End date: September 30, 2011

Description: The RAP provides immediate settlement assistance and orientation to government-assisted refugees who have re-settled in Canada. The program provides income support and immediate essential services to government-assisted refugees who lack the resources to provide for their own basic needs. In addition, it provides referrals to settlement programs to newcomers.

Strategic Outcome: Successful integration of newcomers into society and promotion of Canadian citizenship.

Results Achieved: The number of clients served in 2009 was in line with the federal immigration levels plan range of 5,300 to 5,600 government-assisted refugees resettled outside of Quebec.

Program Activity: Integration Program
($ millions)
  Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s)
Total Grants
Total Contributions $52.9 $51.6 $48.5 $56.5 $56.5 $8.0
Total Other types of transfer payments
Total Program Activity $52.9 $51.6 $48.5 $56.5 $56.5 $8.0

Comment(s) on Variance(s): Actual spending exceeded planned spending by $8.0 million due to internal re-allocations to meet additional program requirements.

Audit completed or planned: Internal audit completed in 2009; the management response is due in October/November 2010.

Evaluation completed or planned: Evaluation of the Government-assisted Refugee Program and the Resettlement Assistance Program (in progress, 2010–2011). Preliminary findings due in December 2010 and the management response is scheduled for completion by March 2011.


Name of Transfer Payment Program: Subvention versée en vertu de l’Accord Canada–Québec/Canada–Quebec Accord Grant

Start date: Financial compensation to the province (in the form of a grant) is based on the Canada–Quebec Accord, which came into force on April 1, 1991.

End date: The Accord does not have an expiry date.

Description: The Canada–Quebec Accord relating to Immigration and Temporary Admission of Aliens gives Quebec the responsibility for providing settlement and integration services to all immigrants in Quebec, including refugees. Quebec receives an annual grant from the federal government to support these settlement and integration services.

Strategic Outcome: Successful integration of newcomers into society and promotion of Canadian citizenship.

Results Achieved: The Government of Quebec is responsible for developing and publishing its own expected results related to immigration.

Program Activity: Integration Program
($ millions)
  Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s)
Total Grants $198.2 $226.0 $234.2 $234.2 $232.2 ($2.0)
Total Contributions
Total Other types of transfer payments
Total Program Activity $198.2 $226.0 $234.2 $234.2 $232.2 ($2.0)

Comment(s) on Variance(s): Actual spending was $2.0 million less than planned spending due to adjustments in the final payment formula, which were lower than anticipated.

Audit completed or planned: No audit planned for the referenced period.

Evaluation completed or planned: No evaluation planned for the referenced period.


Name of Transfer Payment Program: Multiculturalism Program

Start date: 1982–1983

End date: 2011–2012

Description: The Multiculturalism Program draws its mandate from the Canadian Multiculturalism Act and the Canadian multiculturalism policy embedded in the Act. In 2009–2010, three new objectives for the program were approved:

  • building an integrated, socially cohesive society;
  • improving the responsiveness of institutions to the needs of a diverse population; and
  • actively engaging in discussion on multiculturalism and diversity at the international level.

To support these objectives, the program provides financial support (through grants and contributions) to projects and initiatives that help to build bridges between communities, promote intercultural understanding, foster citizenship, civic memory and respect for core democratic values, and promote equal opportunity for individuals of all origins.

Strategic Outcome: Successful integration of newcomers into society and promotion of Canadian citizenship.

Results Achieved: In 2009–2010, the Multiculturalism Grants and Contributions Program recommended 21 projects to the Minister. Fourteen were approved (totalling $5,097,093), representing a 67-percent approval rate. The approved projects were equally divided among the three priorities (civic participation, anti-racism and cross-cultural understanding, and institutional change). The program began a period of transition, with new objectives and terms and conditions in 2009–10.

Program Activity: Citizenship Program
($ millions)
  Actual
Spending
2007-08*
Actual
Spending
2008-09*
Planned
Spending
2009-10*
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s)
Total Grants $7.3 $0.1 $0.1
Total Contributions $4.3 $4.1 $4.1
Total Other types of transfer payments
Total Program Activity $11.6 $4.2 $4.2

Comment(s) on Variance(s): Actual spending exceeded planned spending by $4.2 million due to the transfer of authorities through Supplementary Estimates. Unspent authorities were largely due to lower than planned uptake following the mid-year transfer of this program to CIC. The variance was due largely to slower than anticipated approval time.

Audit completed or planned: Review of the Multiculturalism Program (2011–2012)

Evaluation completed or planned: Evaluation of Canada’s Action Plan Against Racism Contribution portion (Welcoming Communities Imitative) (in progress, 2010–2011); Evaluation of the Nationally Standardized Data Collection Strategy on Hate-motivated Crime (in progress, 2010-2011); Evaluation of Canada’s Action Plan Against Racism (horizontal roll-up) (in progress, 2010-2011), Evaluation of Multiculturalism Program (planned, 2011–2012)

*Authorities for this program were transferred to CIC through Supplementary Estimates in 2009–2010. As a result, there are no comparable figures for planned spending or previous years actual spending from the Department of Canadian Heritage.

Name of Transfer Payment Program: Community Historical Recognition Program (CHRP)

Start date: 2006–2007

End date: 2011–2012

Description: In 2006–2007, CHRP replaced the Acknowledgement, Commemoration and Education Program. CHRP provides funding for eligible community-based projects that (i) commemorate and/or recognize the historical experiences of specific ethno-cultural communities affected by federally legislated wartime measures and/or immigration restrictions or prohibitions that were applied in Canada, and (ii) promote their respective contributions. It aims to provide recognition for, and educate Canadians about, the historical experiences of these communities, and highlight their contributions to Canada.

Strategic Outcome: Successful integration of newcomers into society and promotion of Canadian citizenship.

Results Achieved: Advisory committees of knowledgeable and respected representatives were established for each of the eligible ethnocultural communities (Indo-, Chinese-, Jewish- and Italian-Canadian) to provide recommendations to the Minister on the merit of project proposals. The advisory committees met to review eligible proposals received from the first two calls for proposals. Nineteen projects were funded in 2009–2010, for a total of $1.9 million. CHRP’s third and last call for proposals was launched, closing April 1, 2010; 45 eligible proposals received.

Program Activity: Citizenship Program
($ millions)
  Actual
Spending
2007-08*
Actual
Spending
2008-09*
Planned*
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s)
Total Grants $0.7 $0.3 $0.3
Total Contributions $9.9 $1.6 $1.6
Total Other types of transfer payments
Total Program Activity 10.6 1.9 1.9

Comment(s) on Variance(s): Overall, actual spending exceeded planned spending by $1.9 million due to the transfer of authorities through Supplementary Estimates. Unspent authorities were reprofiled to future years through the Annual Reference Level Update process.

Audit completed or planned: No audit planned for the referenced period.

Evaluation completed or planned: Evaluation of Historical Recognition Program (planned, 2011–2012)

*Authorities for this program were transferred to CIC through Supplementary Estimates in 2009–2010. As a result, there are no comparable figures for planned spending or previous years actual spending from the Department of Canadian Heritage.
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Department of Finance

Details of Transfer Payment Programs

Debt Payments to International Organizations on Behalf of Poor Countries

Compensation to Canadian Agencies or Entities Established by an Act of Parliament for Reduction of Debts of Debtor Countries

Toronto Waterfront Revitalization Initiative

Harbourfront Centre Funding Program

Payments to the International Development Association

Fiscal Equalization (Part I—Federal-Provincial Fiscal Arrangements Act)

Territorial Formula Financing (Part I.1—Federal-Provincial Fiscal Arrangements Act)

Canada Health Transfer (Part V.1—Federal-Provincial Fiscal Arrangements Act)

Canada Social Transfer (Part V.1—Federal-Provincial Fiscal Arrangements Act)

Wait Times Reduction Transfer (Part V.1—Federal-Provincial Fiscal Arrangements Act)

Statutory Subsidies (Constitution Acts, 1867–1982, and Other Statutory Authorities)

Youth Allowances Recovery (Federal-Provincial Fiscal Revision Act, 1964)

Alternative Payments for Standing Programs (Part VI—Federal-Provincial Fiscal Arrangements Act)

Incentive for Provinces to Eliminate Taxes on Capital (Part IV—Federal-Provincial Fiscal Arrangements Act)

Payment to Ontario related to the Canada Health Transfer (Part V.1—Federal-Provincial Fiscal Arrangements Act)

Payment to Nova Scotia for Offshore Petroleum Resources

Transitional assistance to provinces entering into the harmonized value-added tax framework (Part III.1—Federal-Provincial Fiscal Arrangements Act).

Transitional Adjustment Payment to Nova Scotia (Budget Implementation Act, 2009)


Name of transfer payment program: Debt Payments to International Organizations on Behalf of Poor Countries

Start date: 2005–06

End date: Ongoing

Description: Payments for Canada's commitment to the G8-led Multilateral Debt Relief Initiative

Strategic outcome: A strong and sustainable economy, resulting in increasing standards of living and improved quality of life for Canadians

Results achieved: Responsible administration of financial obligations under the Multilateral Debt Relief Initiative

Program activity: Transfer and Taxation Payment Programs
($ thousands)
  Actual
Spending
2007–08
Actual
Spending
2008–09
Planned
Spending
2009–10
Total
Authorities
2009–10
Actual
Spending
2009–10
Variance
Total Grants 50,490 149,280 51,200 51,200 51,200 0
Total Contributions 0 0 0 0 0 0
Total Other types of transfer payments 0 0 0 0 0 0
Total Program Activity 50,490 149,280 51,200 51,200 51,200 0

Comment on variance: Not applicable

Audit/evaluation completed or planned: Evaluation completed. The Department's Audit and Evaluation Committee approved the report of the Evaluation of Canada's International Debt Relief Initiatives on March 25, 2010. Multilateral debt-relief initiatives and their related transfer payments were found to be functioning well and no major changes to the design or delivery were required. 


Name of transfer payment program: Compensation to Canadian Agencies or Entities Established by an Act of Parliament for Reduction of Debts of Debtor Countries

Start date: 1991–92

End date: Ongoing

Description: Compensation to Export Development Canada (EDC) and the Canadian Wheat Board (CWB) for reduction of debts of debtor countries

Strategic outcome: A strong and sustainable economy, resulting in increasing standards of living and improved quality of life for Canadians

Results achieved: Timely and accurate payments to the EDC and the CWB to compensate for debt relief to debtor countries

Program activity: Transfer and Taxation Payment Programs
($ thousands)
  Actual
Spending
2007–08
Actual
Spending
2008–09
Planned
Spending
2009–10
Total
Authorities
2009–10
Actual
Spending
2009–10
Variance
Total Grants 231 172,111 148,200 178,517 53,404 125,103
Total Contributions 42,646 16,152 0 0 0 0
Total Other types of transfer payments 0 0 0 0 0 0
Total Program Activity 42,877 188,263 148,200 178,517 53,404 125,103

Comment on variance: Variance between actual and planned spending in 2009–10 is attributable to three countries (Republic of Congo, the Democratic Republic of Congo, and the Ivory Coast) not receiving anticipated debt relief because of delays in their achieving required debt-relief targets, which has consequently delayed the timing of debt-relief payments. The variance in actual spending between years results from the fact that debt-relief payments are determined by the number of countries completing the debt-relief process and the amount they owe to Canada and Canadian agencies. Both of these factors fluctuate from year to year as countries move at their own pace through the debt-relief process. 

Audit/evaluation completed or planned: Evaluation completed. The Department's Audit and Evaluation Committee approved the report of the Evaluation of Canada's International Debt Relief Initiatives on March 25, 2010. Bilateral debt-relief initiatives and their related transfer payments were found to be functioning well and no major changes to the design or delivery were required.


Name of transfer payment program: Toronto Waterfront Revitalization Initiative

Start date: April 2001

End date: March 31, 2011

Description: The Toronto Waterfront Revitalization Initiative (TWRI) is both an infrastructure and an urban renewal investment. The goals of the initiative include positioning Canada, Ontario, and Toronto in the new economy and thus ensuring Canada's continued success in the global economy. This includes increasing economic growth and development opportunities; recognizing the intrinsic links between economic, social, and environmental health; enhancing the quality of life in Toronto; and encouraging sustainable urban development.

Strategic outcome: A strong and sustainable economy, resulting in increasing standards of living and improved quality of life for Canadians

Results achieved: Five TWRI projects receiving federal funding were completed and closed during 2009–10. Most of these completed projects involved preliminary design; the bulk of the construction is expected to occur during the remainder of the TWRI program, currently slated to sunset on March 31, 2011. Projects that were completed and opened for public use during 2009–10 include the Rees and Simcoe WaveDecks, which enhance pedestrian access to the Lake Ontario waterfront. In addition, work was carried out on several projects that are scheduled to open in the summer of 2010. Capital work is ongoing on a number of other projects receiving federal funding.

Program activity: Transfer and Taxation Payment Programs
($ thousands)
  Actual
Spending
2007–08
Actual
Spending
2008–09
Planned
Spending
2009–10
Total
Authorities
2009–10
Actual
Spending
2009–10
Variance
Total Grants 0 0 0 0 0
Total Contributions 0 127,486 127,486 107,724 19,762
Total Other types of transfer payments 0 0 0 0 0
Total Program Activity 0 127,486 127,486 107,724 19,762

Comment on variance: Due to the nature and environment of the TWRI (e.g., construction delays due to labour disputes and bad weather, challenges of getting all three levels of government to approve and sign certain contribution agreements), the entire budget was not spent within the fiscal year. The variance of $19.76 million between planned spending and actual spending has been carried forward as funding for 2010–11.

Audit/evaluation completed or planned: The Department's Internal Audit and Evaluation carried out a follow-up audit of the 2005 audit of the TWRI that was conducted while responsibility for the program was housed at Human Resources and Skills Development Canada (HRSDC). The Department's follow-up audit concluded that all twelve recommendations in the HRSDC audit had been fully implemented by the federal TWRI Secretariat. As per the Tri-Governmental Audit Plan, project audits were carried out by the federal TWRI Secretariat in 2009–10 on the Contribution Agreements for the Transitional Sports Fields, the Don River Park Design, and the Harbourfront Centre Canada Square Feasibility Study. Two project audits are planned for 2010–11. 


Name of transfer payment program: Harbourfront Centre Funding Program

Start date: March 2006

End date: March 31, 2011

Description: The Harbourfront Centre Funding Program (HCFP) provides operational funding support to Harbourfront Centre until March 31, 2011. Such support assists Harbourfront Centre in covering its fixed operational costs. It also facilitates Harbourfront Centre's ability to leverage funding from other levels of government and to pursue other revenue-generating strategies that allow the organization to provide the general public with continued access to cultural, recreational, and educational programs and activities on the Toronto waterfront.

Strategic outcome: A strong and sustainable economy, resulting in increasing standards of living and improved quality of life for Canadians

Results achieved: The program provided a stable foundation for Harbourfront Centre's administration and operations and ongoing community access to the site and capital facilities. The federal contribution allowed Harbourfront Centre to remain open, providing community and cultural programming for the general public on the Toronto waterfront.

Program activity: Transfer and Taxation Payment Programs
($ thousands)
  Actual
Spending
2007–08
Actual
Spending
2008–09
Planned
Spending
2009–10
Total
Authorities
2009–10
Actual
Spending
2009–10
Variance
Total Grants 0 0 0 0 0 0
Total Contributions 0 0 5,000 5,000 5,000 0
Total Other types of transfer payments 0 0 0 0 0 0
Total Program Activity 0 0 5,000 5,000 5,000 0

Comment on variance: Not applicable

Audit/evaluation completed or planned: A federal desk audit of the HCFP concluded that the funds were being spent according to the Terms and Conditions of the program. Work on a summative evaluation of the HCFP began in January 2010 and another federal desk audit will take place in 2010–11.


Name of transfer payment program: Payments to the International Development Association

Start date: 1960–61

End date: Ongoing

Description: Encashment of demand notes to allow the International Development Association (IDA) to disburse concessional financing for development projects and programs in the world's poorest countries

Strategic outcome: A strong and sustainable economy, resulting in increasing standards of living and improved quality of life for Canadians

Results achieved: Financial obligations to the IDA were responsibly administrated. The results of IDA operations are detailed in the Report on Operations Under the Breton Woods and Related Agreements Act that is tabled annually in Parliament.

Program activity: Transfer and Taxation Payment Programs
($ thousands)
  Actual
Spending
2007–08
Actual
Spending
2008–09
Planned
Spending
2009–10
Total
Authorities
2009–10
Actual
Spending
2009–10
Variance
Total Grants 0 0 0 0 0 0
Total Contributions 0 0 0 0 0 0
Total Other types of transfer payments 318,270 318,280 384,280 384,280 384,280 0
Total Program Activity 318,270 318,280 384,280 384,280 384,280 0

Comment on variance: Not applicable

Audit/evaluation completed or planned: None


Name of transfer payment program: Fiscal Equalization (Part I—Federal-Provincial Fiscal Arrangements Act)

Start date: 1957

End date: Ongoing

Description: Equalization payments are made to provincial governments in fulfillment of the constitutional commitment to ensure provincial governments have sufficient revenues to provide reasonably comparable levels of public services at reasonably comparable levels of taxation. Equalization payments are unconditional. In 2009–10, six provinces received payments under this program.

Strategic outcome: A strong and sustainable economy, resulting in increasing standards of living and improved quality of life for Canadians

Results achieved: Timely and accurate payments that met all legislative requirements for financial support to provinces

Program activity: Transfer and Taxation Payment Programs
($ thousands)
  Actual
Spending
2007–08
Actual
Spending
2008–09
Planned
Spending
2009–10
Total
Authorities
2009–10
Actual
Spending
2009–10
Variance
Total Grants 0 0 0 0 0 0
Total Contributions 0 0 0 0 0 0
Total Other types of transfer payments 12,924,677 13,462,236 16,086,136 14,185,000 14,185,000 1,901,136
Total Program Activity 12,924,677 13,462,236 16,086,136 14,185,000 14,185,000 1,901,136

Comments on variance: The variance between planned spending and actual spending in 2009–10 is due to the Minister of Finance's November 2008 announcement of a sustainable growth path for the Equalization program, based on a three-year moving average of nominal GDP growth, and an Equalization level for 2009–10 of $14.185 billion. This was legislated in Budget 2009. The planned spending figure of $16.086 billion was based on the formula that was in place prior to the 2009 budget.

The changes in actual expenditures between 2009–10 and 2008–09 reflect the increase in the size of the program based on the sustainable growth path legislated in Budget 2009, which grows the program envelope at the three-year moving average of nominal GDP growth.

Audit/evaluation completed or planned: The Department's Internal Audit and Evaluation is conducting an audit. Annual audit by the Office of the Auditor General of Canada was completed and no issues were identified.


Name of transfer payment program: Territorial Formula Financing (Part I.1—Federal-Provincial Fiscal Arrangements Act)

Start date: 1985

End date: Ongoing

Description: Territorial Formula Financing payments are made to all territorial governments to provide the resources they need to deliver services comparable to those delivered by provincial governments, taking into account the high costs and unique challenges in the North.

Strategic outcome: A strong and sustainable economy, resulting in increasing standards of living and improved quality of life for Canadians

Results achieved: Timely and accurate payments that met all legislative requirements for financial support to territories

Program activity: Transfer and Taxation Payment Programs
($ thousands)
  Actual
Spending
2007–08
Actual
Spending
2008–09
Planned
Spending
2009–10
Total
Authorities
2009–10
Actual
Spending
2009–10
Variance
Total Grants 0 0 0 0 0 0
Total Contributions 0 0 0 0 0 0
Total Other types of transfer payments 2,221,297 2,312,939 2,497,926 2,497,926 2,497,926 0
Total Program Activity 2,221,297 2,312,939 2,497,926 2,497,926 2,497,926 0

Comment on variance: Not applicable

Audit/evaluation completed or planned: The Department's Internal Audit and Evaluation is conducting an audit. Annual audit by the Office of the Auditor General of Canada was completed and no issues were identified.


Name of transfer payment program: Canada Health Transfer (Part V.1—Federal-Provincial Fiscal Arrangements Act)

Start date: 2004

End date: Ongoing

Description: The Canada Health Transfer (CHT) provides equal per capita support for health care, a shared national priority, through cash and tax point transfers to provincial and territorial governments. The CHT supports the government's commitment to maintain the national criteria and conditions of the Canada Health Act (comprehensiveness, universality, portability, accessibility, and public administration), the prohibitions against user fees and extra-billing, as well as the 2000, 2003, and 2004 Health Accords.

Strategic outcome: A strong and sustainable economy, resulting in increasing standards of living and improved quality of life for Canadians

Results achieved: Timely and accurate payments that met all legislative requirements for financial support to provinces and territories in support of the principles of the Canada Health Act

Program activity: Transfer and Taxation Payment Programs
($ thousands)
  Actual
Spending
2007–08
Actual
Spending
2008–09
Planned
Spending
2009–10
Total
Authorities
2009–10
Actual
Spending
2009–10
Variance
Total Grants 0 0 0 0 0 0
Total Contributions 0 0 0 0 0 0
Total Other types of transfer payments 21,474,272 22,759,015 23,987,062 24,081,039 24,081,039 (93,977)
Total Program Activity 21,474,272 22,759,015 23,987,062 24,081,039 24,081,039 (93,977)

Comments on variance: The variance between planned spending and actual spending is due to the fact that planned spending does not include the amounts added as a result of the fall 2009 re-estimates of prior years. Budget 2007 legislated additional funding to provinces and territories to ensure that their CHT payments were not lower than the 2007–08 amounts they would have received prior to the introduction of other changes in Budget 2007. These amounts are recomputed on a regular basis. In addition, the planned spending did not include March 2010 deductions under the Canada Health Act.

The variance in actual spending between 2008–09 and 2009–10 is due to the CHT increasing
by 6 per cent each year. Added to this amount each year is the funding from Budget 2007,
noted above, to ensure that CHT payments to provinces and territories were not lower than the 2007–08 amounts they would otherwise have received. In addition, the actual expenditures for each fiscal year include (different) amounts for deductions under the Canada Health Act.

Audit/evaluation completed or planned: The Department's Internal Audit and Evaluation is conducting an audit. Annual audit by the Office of the Auditor General of Canada was completed and no issues were identified.


Name of transfer payment program: Canada Social Transfer (Part V.1—Federal-Provincial Fiscal Arrangements Act)

Start date: 2004

End date: Ongoing

Description: The Canada Social Transfer (CST) provides equal per capita cash as well as tax point transfers to provincial and territorial governments to assist them in financing shared national priorities—social programs, post‑secondary education, and programs for children. The CST gives provinces and territories the flexibility to allocate payments among supported areas according to their own priorities and supports the government's commitment to prohibit minimum residency requirements for social assistance.

Strategic outcome: A strong and sustainable economy, resulting in increasing standards of living and improved quality of life for Canadians

Results achieved: Timely and accurate payments that met all legislative requirements for financial support to provinces and territories

Program activity: Transfer and Taxation Payment Programs
($ thousands)
  Actual
Spending
2007–08
Actual
Spending
2008–09
Planned
Spending
2009–10
Total
Authorities
2009–10
Actual
Spending
2009–10
Variance
Total Grants 0 0 0 0 0 0
Total Contributions 0 0 0 0 0 0
Total Other types of transfer payments 9,590,219 10,567,868 10,860,781 10,857,853 10,857,853 2,928
Total Program Activity 9,590,219 10,567,868 10,860,781 10,857,853 10,857,853 2,928

Comments on variance: The variance between planned spending and actual spending is due to the fact that planned spending does not include the changes resulting from the fall 2009 re-estimates of the current and prior years. Budget 2007 legislated additional funding to provinces and territories to ensure that their CST payments were not lower than the 2007–08 amounts they would have received prior to the introduction of other changes in Budget 2007. These amounts are recomputed on a regular basis.

The variance in actual spending between 2008–09 and 2009­–10 is due to the CST increasing by 3 per cent each year. Added to this amount each year is the funding from Budget 2007, noted above, to ensure that CST payments to provinces and territories were not lower than the 2007–08 amounts they would otherwise have received.

Audit/evaluation completed or planned: The Department's Internal Audit and Evaluation is conducting an audit. Annual audit by the Office of the Auditor General of Canada was completed and no issues were identified.


Name of transfer payment program: Wait Times Reduction Transfer (Part V.1—Federal-Provincial Fiscal Arrangements Act)

Start date: 2009–10

End date: 2013–14

Description: Per capita support to provinces and territories to help reduce wait times in the health care system, primarily in support of human resources and tools to manage wait times

Strategic outcome: A strong and sustainable economy, resulting in increasing standards of living and improved quality of life for Canadians

Results achieved: Timely and accurate payments that met all legislative requirements for financial support to provinces and territories

Program activity: Transfer and Taxation Payment Programs
($ thousands)
  Actual
Spending
2007–08
Actual
Spending
2008–09
Planned
Spending
2009–10
Total
Authorities
2009–10
Actual
Spending
2009–10
Variance
Total Grants 0 0 0 0 0 0
Total Contributions 0 0 0 0 0 0
Total Other types of transfer payments 0 0 250,000 250,000 250,000 0
Total Program Activity 0 0 250,000 250,000 250,000 0

Comment on variance: Not applicable

Audit/evaluation completed or planned: Annual audit by Office of the Auditor General of Canada was completed and no issues were identified.


Name of transfer payment program: Statutory Subsidies (Constitution Acts, 1867–1982, and Other Statutory Authorities)

Start date: 1867

End date: Ongoing

Description: The statutory subsidies provide a source of funding to provinces in accordance with terms of entry into Confederation.

Strategic outcome: A strong and sustainable economy, resulting in increasing standards of living and improved quality of life for Canadians

Results achieved: Timely and accurate payments that met all legislative requirements for financial support to provinces

Program activity: Transfer and Taxation Payment Programs
($ thousands)
  Actual
Spending
2007–08
Actual
Spending
2008–09
Planned
Spending
2009–10
Total
Authorities
2009–10
Actual
Spending
2009–10
Variance
Total Grants 0 0 0 0 0 0
Total Contributions 0 0 0 0 0 0
Total Other types of transfer payments 31,822 31,968 32,000 32,157 32,157 (157)
Total Program Activity 31,822 31,968 32,000 32,157 32,157 (157)

Comment on variance: The variance between planned spending and actual spending is due to the fact that the planned spending amount was an estimate. These payments are computed twice per fiscal year and are based on population.

Audit/evaluation completed or planned: Annual audit by Office of the Auditor General of Canada was completed and no issues were identified.


Name of transfer payment program: Youth Allowances Recovery (Federal-Provincial Fiscal Revision Act, 1964)

Start date: 1964

End date: Ongoing

Description: The Youth Allowances Recovery is a recovery from the Province of Quebec for an additional tax point transfer (three points) above and beyond the Canada Health Transfer and Canada Social Transfer tax point transfers. In the 1960s, Quebec chose to use the federal government's contracting-out arrangements for certain federal-provincial programs. Quebec continues to receive the value of these tax points through its own income tax system and reimburses the Government of Canada for the discontinued programs for which it had received a tax point transfer. Taken together, the Alternative Payments for Standing Programs and the Youth Allowances Recovery are known as the "Quebec Abatement" and ensure that all provinces are treated similarly.

Strategic outcome: A strong and sustainable economy, resulting in increasing standards of living and improved quality of life for Canadians

Results achieved: Timely and accurate recoveries that met all legislative requirements

Program activity: Transfer and Taxation Payment Programs
($ thousands)
  Actual
Spending
2007–08
Actual
Spending
2008–09
Planned
Spending
2009–10
Total
Authorities
2009–10
Actual
Spending
2009–10
Variance
Total Grants 0 0 0 0 0 0
Total Contributions 0 0 0 0 0 0
Total Other types of transfer payments (943,805) (332,659) (688,935) (596,259) (596,259) (92,676)
Total Program Activity (943,805) (332,659) (688,935) (596,259) (596,259) (92,676)

Comments on variance: The variance between the planned and actual spending amounts is a result of prior year adjustments as well as a revised estimate of the 2009–10 recovery made in March 2010.

The variance between 2008–09 and 2009–10 arose because the recovery in 2009–10 was much greater than that for 2008–09 as a result of Quebec making a payment in 2007–08 toward its 2008–09 obligation as well as changes in the value of tax points used to calculate the recovery.

Audit/evaluation completed or planned: Annual audit by Office of the Auditor General of Canada was completed and no issues were identified.


Name of transfer payment program: Alternative Payments for Standing Programs (Part VI—Federal-Provincial Fiscal Arrangements Act)

Start date: 1977

End date: Ongoing

Description: The Alternative Payments for Standing Programs is a recovery from the Province of Quebec for an additional tax point transfer (13.5 points) above and beyond the Canada Health Transfer (CHT) and Canada Social Transfer (CST) tax point transfers. In the 1960s, Quebec chose to use the federal government's contracting-out arrangements for certain federal-provincial programs. Since, like other provinces, Quebec receives its full cash entitlement under the CHT and CST, the value of these tax points is reimbursed to the Government of Canada each year. Taken together, the Alternative Payments for Standing Programs and the Youth Allowances Recovery are known as the "Quebec Abatement" and ensure that all provinces are treated similarly.

Strategic outcome: A strong and sustainable economy, resulting in increasing standards of living and improved quality of life for Canadians

Results achieved: Timely and accurate recoveries that met all legislative requirements

Program activity: Transfer and Taxation Payment Programs
($ thousands)
  Actual
Spending
2007–08
Actual
Spending
2008–09
Planned
Spending
2009–10
Total
Authorities
2009–10
Actual
Spending
2009–10
Variance
Total Grants 0 0 0 0 0 0
Total Contributions 0 0 0 0 0 0
Total Other types of transfer payments (2,719,889) (2,973,912) (3,124,006) (2,702,590) (2,702,590) (421,416)
Total Program Activity (2,719,889) (2,973,912) (3,124,006) (2,702,590) (2,702,590) (421,416)

Comments on variance: The variance between planned spending and actual spending is a result of prior year adjustments arising from the Estimates cycle as well as a revised estimate of 2009–10 recoveries made in February 2010.

The recovery for 2009–10 was lower than that for 2008–09 because the value of the estimated tax points was lower in that year. 

Audit/evaluation completed or planned: Annual audit by Office of the Auditor General of Canada was completed and no issues were identified.


Name of transfer payment program: Incentive for Provinces to Eliminate Taxes on Capital (Part IV—Federal-Provincial Fiscal Arrangements Act)

Start date: 2008–09

End date: 2012–13

Description: Financial incentive to encourage provinces to accelerate the elimination of provincial capital taxes or restructure an existing capital tax on financial institutions into a minimum tax

Strategic outcome: A strong and sustainable economy, resulting in increasing standards of living and improved quality of life for Canadians

Results achieved: Increased competitiveness of Canadian businesses by strengthening Canada's business tax advantage

Program activity: Transfer and Taxation Payment Programs
($ thousands)
  Actual
Spending
2007–08
Actual
Spending
2008–09
Planned
Spending
2009–10
Total
Authorities
2009–10
Actual
Spending
2009–10
Variance
Total Grants 0 0 0 0 0 0
Total Contributions 0 0 0 0 0 0
Total Other types of transfer payments 0 170,000 123,000 163,400 163,400 (40,400)
Total Program Activity 0 170,000 123,000 163,400 163,400 (40,400)

Comments on variance: The difference between planned and actual spending for 2009–10 is due to the fact that payment of certain amounts originally planned for 2008–09 did not occur and was instead carried over to 2009–10, as provincial information was not provided in time for a payment in 2008–09.

The variance in actual spending between 2008–09 and 2009–10 is attributable to the change in the amount of forgone provincial capital tax revenue that is eligible for the incentive payment.

Audit/evaluation completed or planned: None


Name of transfer payment program: Payment to Ontario related to the Canada Health Transfer (Part V.1—Federal-Provincial Fiscal Arrangements Act)

Start date: 2009–10

End date: 2010–11

Description: Part V.1 of the Federal-Provincial Fiscal Arrangements Act provides separate payments to Ontario outside of the Canada Health Transfer (CHT) cash envelope for 2009–10 and 2010–11 to ensure that its per capita cash entitlements in relation to the CHT are the same as for other Equalization-receiving provinces.

Strategic outcome: A strong and sustainable economy, resulting in increasing standards of living and improved quality of life for Canadians

Results achieved: Timely and accurate payment that met all legislative requirements for financial support to Ontario

Program activity: Transfer and Taxation Payment Programs
($ thousands)
  Actual
Spending
2007–08
Actual
Spending
2008–09
Planned
Spending
2009–10
Total
Authorities
2009–10
Actual
Spending
2009–10
Variance
Total Grants 0 0 0 0 0 0
Total Contributions 0 0 0 0 0 0
Total Other types of transfer payments 0 0 0 489,058 489,058 0
Total Program Activity 0 0 0 489,058 489,058 0

Comment on variance: The difference between planned and actual spending reflects the fact that legislation was not passed in time to meet publication deadlines for the 2009–10 Main Estimates.

Audit/evaluation completed or planned: Annual audit by Office of the Auditor General of Canada was completed and no issues were identified.


Name of transfer payment program: Payment to Nova Scotia for Offshore Petroleum Resources

Start date: 2009–10

End date: 2009–10

Description: Crown Share Adjustment Payments are paid to the Province of Nova Scotia to compensate it for the monies it would have hypothetically received if it had exercised the option of acquiring a portion of the federal Crown share as previously specified under the National Energy Program (NEP). In September 2008, Nova Scotia received $234.4 million for past payments up to March 31, 2008. In March 2010, Nova Scotia received an additional $174.5 million as payment for the 2008–09 and 2009–10 fiscal years.

Strategic outcome: A strong and sustainable economy, resulting in increasing standards of living and improved quality of life for Canadians

Results achieved: Timely and accurate payment that met all legislative requirements for financial support to Nova Scotia

Program activity: Transfer and Taxation Payment Programs
($ thousands)
  Actual
Spending
2007–08
Actual
Spending
2008–09
Planned
Spending
2009–10
Total
Authorities
2009–10
Actual
Spending
2009–10
Variance
Total Grants 0 0 0 0 0 0
Total Contributions 0 0 0 0 0 0
Total Other types of transfer payments 0 0 0 174,500 174,500 0
Total Program Activity 0 0 0 174,500 174,500 0

Comment on variance: The difference between planned and actual spending reflects the fact that legislation was not passed in time to meet publication deadlines for the 2009–10 Main Estimates.

Audit/evaluation completed or planned: Annual audit by Office of the Auditor General of Canada was completed and no issues were identified.


Name of transfer payment program: Transitional assistance to provinces entering into the harmonized value-added tax framework (Part III.1—Federal-Provincial Fiscal Arrangements Act)

Start date: 2009–10

End date: 2011–12

Description: In accordance with the November 2009 Canada–British Columbia Comprehensive Integrated Tax Coordination Agreement (CITCA), British Columbia is entitled to receive a total of $1.599 billion in payments for transitional assistance in respect of sales tax harmonization. The $250 million paid to British Columbia in 2009–10 was the first of three instalments. On July 1, 2010, the province became eligible for the second instalment, a $769 million payment, and on July 1, 2011, the province will receive a final instalment of $580 million.

Strategic outcome: A strong and sustainable economy, resulting in increasing standards of living and improved quality of life for Canadians

Results achieved: Timely and accurate payment made to British Columbia in accordance with the terms of the Canada–British Columbia CITCA

Program activity: Transfer and Taxation Payment Programs
($ thousands)
  Actual
Spending
2007–08
Actual
Spending
2008–09
Planned
Spending
2009–10
Total
Authorities
2009–10
Actual
Spending
2009–10
Variance
Total Grants 0 0 0 0 0 0
Total Contributions 0 0 0 0 0 0
Total Other types of transfer payments 0 0 0 250,000 250,000 0
Total Program Activity 0 0 0 250,000 250,000 0

Comment on variance: The schedule for transitional assistance payments to British Columbia in respect of sales tax harmonization was established in the November 2009 CITCA and further refined in March 2010 through an exchange of letters between the federal and British Columbia Ministers of Finance. This information was not available in early 2009 at the time of production of the 2009–10 Report on Plans and Priorities.

Audit/evaluation completed or planned: None


Name of transfer payment program: Transitional Adjustment Payment to Nova Scotia (Budget Implementation Act, 2009)

Start date: 2009–10

End date: 2009–10

Description: The Budget Implementation Act, 2009 allowed for a transitional adjustment payment to Nova Scotia to ensure full protection from a decline in its Equalization payment for 2009–10 relative to 2008–09 without consideration of its additional fiscal equalization offset payments under the Nova Scotia and Newfoundland and Labrador Additional Fiscal Equalization Offset Payments Act.

Strategic outcome: A strong and sustainable economy, resulting in increasing standards of living and improved quality of life for Canadians

Results achieved: Timely and accurate payment that met all legislative requirements for financial support to Nova Scotia

Program activity: Transfer and Taxation Payment Programs
($ thousands)
  Actual
Spending
2007–08
Actual
Spending
2008–09
Planned
Spending
2009–10
Total
Authorities
2009–10
Actual
Spending
2009–10
Variance
Total Grants 0 0 0 0 0 0
Total Contributions 0 0 0 0 0 0
Total Other types of transfer payments 0 0 0 74,188 74,188 0
Total Program Activity 0 0 0 74,188 74,188 0

Comment on variance: The difference between planned and actual spending reflects the fact that legislation was not passed in time to meet publication deadlines for the 2009–10 Main Estimates.

Audit/evaluation completed or planned: Annual audit by Office of the Auditor General of Canada was completed and no issues were identified.


Top of Page

Department of Foreign Affairs and International Trade

Details of Transfer Payment Programs (TPPs)

Program Activity: Diplomacy and Advocacy

Table 3.1: Commonwealth Secretariat


Name of Transfer Payment Program: Commonwealth Secretariat

Start date: September 28, 1965

End date: Ongoing

Description: Canada's assessed contribution to the regular budget of the Commonwealth is a legally binding obligation of membership. The purpose of Canada's membership is to further the Government of Canada's foreign policy goals related to international peace, security and development and, to this end, to enhance relationships among the 53 Commonwealth member countries. For further information, see www.thecommonwealth.org.

Strategic Outcome: CANADA'S INTERNATIONAL AGENDA-The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.

Results Achieved: Much of the regular budget is directed to supporting and implementing the decisions of the Commonwealth Heads of Government Meetings and a large web of regular meetings of Commonwealth sectoral ministers including, for example, the Commonwealth Ministerial Action Group and Ministers of Foreign Affairs, Finance, Health and Education.

Results include diplomatic interventions in the form of good offices and public pressure by the Secretariat and/or coordinated action by Commonwealth ministers to support democratic institutions and procedures; programs to build capacity in democratic and human rights procedures; and enhanced cooperation among Commonwealth countries related to economic, social and political development.

Program Activity: Diplomacy and Advocacy
($ millions)
Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s)
Total Contributions 5.8 5.0 6.0 5.5 5.1 0.9
Total Program Activity(ies) 5.8 5.0 6.0 5.5 5.1 0.9

Comment(s) on Variance(s): The assessed budgets of international organizations are negotiated outcomes and Canada is legally bound by the final outcome of those negotiations. There are also regular currency fluctuations.

Audit Completed or Planned: Each organization maintains an external auditor and provides regular audited financial statements.

Evaluation Completed or Planned: Each organization maintains an external auditor and provides regular audited financial statements.


Table 3.2: Contributions to the UN Office on Drug and Crime Afghanistan Program (UNODC)


Name of Transfer Payment Program: Contributions to the UN Office on Drugs and Crime (UNODC) (annual voluntary contribution)

Start date: FY 1999-2000

End date: Ongoing

Description: Contributions to the UNODC build its capacity to effectively fulfill its mandate in the fight against drugs and crime by supporting its operational activities as well as providing funding for global projects.

Strategic Outcome: CANADA'S INTERNATIONAL AGENDA-The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.

Results Achieved: Increased UNODC operational capacity in the areas of results-based management, the development of regional programs and financial management. Additionally, global projects were completed that assisted in fighting drugs and crime internationally.

Program Activity: Diplomacy and Advocacy
($ millions)
Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s)
Total Contributions 2.4 2.5 12.5 20.9 20.9 -8.4
Total Program Activity(ies) 2.4 2.5 12.5 20.9 20.9 -8.4

Comment(s) on Variance(s): Expenditures for Inter-American Drug Abuse Control Commission and Anti Crime Capacity Building Program, new funding have been combined for presentation purposes.

Audit Completed or Planned: DFAIT has no planned audit; however, projects are subject to audit and evaluation by the UNODC's Independent Audit & Evaluation Unit.

Evaluation Completed or Planned: n/a


Table 3.3: Food and Agriculture Organisation (FAO)


Name of Transfer Payment Program: Food and Agriculture Organisation (FAO)

Start date: July 1982

End date: Ongoing

Description: Canada's annual assessed contribution to the FAO is a legally binding obligation of membership. The purpose of membership is to further the Government of Canada's foreign policy goals related to agricultural development and provide it with a voice in the international community. For further information, see www.fao.org.

Strategic Outcome: CANADA'S INTERNATIONAL AGENDA-The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.

Results Achieved: Achieving food security for all is at the heart of FAO efforts: to make sure people have regular access to enough high-quality food to lead active, healthy lives. FAO's mandate is to raise levels of nutrition, improve agricultural productivity, better the lives of rural populations and contribute to the growth of the world economy.

FAO's objectives, as set out in its constitution, are:

  • to promote the common welfare by furthering action for the purpose of raising levels of nutrition and standards of living of the peoples within member nations;
  • to secure improvements in the efficiency of the production and distribution of all food and agricultural products, including fisheries, marine products and forestry products; and
  • to better the condition of rural populations.

Thus contributing to an expanding world economy and ensuring humanity's freedom from hunger.

Program Activity: Diplomacy and Advocacy
($ millions)
Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s)
Total Contributions 15.0 17.4 17.1 16.0 15.8 1.3
Total Program Activity(ies) 15.0 17.4 17.1 16.0 15.8 1.3

Comment(s) on Variance(s): The assessed budgets of international organizations are negotiated outcomes and Canada is legally bound by the final outcome of those negotiations. There are also regular currency fluctuations.

Audit Completed or Planned: Each organization maintains an external auditor and provides regular audited financial statements.

Evaluation Completed or Planned: Each organization maintains an external auditor and provides regular audited financial statements.


Table 3.4: Global Peace and Security Fund (GPSF) (Grants and Contributions)


Name of Transfer Payment Program: Global Peace and Security Fund (GPSF)

Start date: Initiated October 3, 2005; operationalized September 18, 2006

End date: March 31, 2013

Description: The GPSF is a critical component of the Stabilization and Reconstruction Task Force (START) portfolio. Funded from the Peace and Security Pool of the International Assistance Envelope, the GPSF fills a funding gap by providing dedicated resources for activities that are necessary for a timely response with respect to countries in or at risk of crisis, but that are not properly the responsibility of the Department of National Defence (DND) and are outside Canada's traditional official development assistance program. Examples of these activities are supporting peace operations and peace processes, supporting justice and security system reform, enhancing transitional justice and reconciliation, and improving the peace enforcement and peace operations capacities of military and police forces in Africa and the Americas. Major recipients of funding are Afghanistan, Sudan and Haiti.

The GPSF is both a responsive and a directive program, established to provide timely, focused, effective and accountable international assistance in response to critical peace and security challenges. DFAIT works closely with a range of government departments including the Canadian International Development Agency, Public Safety Canada, the RCMP, DND, the Correctional Service of Canada, the Canada Border Services Agency and Justice Canada. Among other assistance, these partnerships provide critical expertise in the area of justice and security system reform to the civilian components of UN peace operations.

Strategic Outcome: CANADA'S INTERNATIONAL AGENDA-The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.

Results Achieved: Despite programming in some of the most difficult environments in the world, the GPSF, the department's largest grants and contributions program, delivered 98.9% of planned project funding in 2009-2010, while improving both strategic planning and results reporting.

The GPSF was used to make significant investments in stabilization activities in Haiti after the devastating earthquake that struck in January 2010, and contributing to Canadian leadership in garnering international support to help the Haitian people rebuild.

The GPSF disbursed $101.6 million to fund over 250 projects, which included 86 in rule of law, 39 in good governance, 13 in human rights, and 6 supporting Afghanistan-Pakistan border cooperation. In the focus countries-Afghanistan, Sudan and Haiti-the GPSF funded 41 projects at $39.58 million, 31 projects at $15.16 million and 22 projects costing $13.79 million, respectively, to support conflict prevention, post-conflict peacebuilding and stabilization initiatives.

Some key results achieved through the GPSF include:

  • Nearly $8 million was disbursed rapidly to the Haitian National Police and civil society organizations for facilities, equipment and training to help rebuild community security following the catastrophic January 12 earthquake.
  • Projects in Afghanistan included infrastructure improvements and training at Sarpoza Prison in Kandahar, funding for the salaries of the Afghan National Police and construction and furnishing of the Afghan Border Police Faculty.
  • Support was provided to the Organization of American States (OAS) to help it establish a special Good Offices mission, resulting in joint cross-border processes to restore and regularize political relations between Colombia and Ecuador. The GPSF also created a dedicated human resource capacity within the OAS Department of Democratic Sustainability and Special Missions to provide expert technical support to OAS mediation initiatives.
  • Reflecting Canadian strategic security interests, support was provided to peacebuilding and stabilization operations in four fragile areas: Colombia, Democratic Republic of the Congo, Guatemala and the Middle East (the Middle East Peace Process). Additional funding was provided for mine clearance and for UN peacebuilding activities that supported Canada's chairing of the Sierra Leone group and for UN peacekeeping training and planning for Francophonie partners to increase Western and Central African capacity to lead and run peace operations.
Program Activity: Diplomacy and Advocacy
($ millions)
Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s)
Total Grants 9.9 25.7 30.0 19.7 19.6 10.4
Total Contributions 153.0 121.4 81.5 82.5 82.0 -0.5
Total Program Activity(ies) 162.9 147.1 111.5 102.2 101.6 9.9

Comment(s) on Variance(s): The variance between planned and actual spending is largely attributable to a swap of GPSF funds from Vote 10 to Vote 1 approved in Supplementary Estimates (B) 2009-2010. This swap consisted of:

  • $2.4 million to reflect the annual amount of programming to be delivered in the form of in-kind contributions;
  • $9.6 million in increased funding to the Afghanistan Task force (FTAG) for ongoing support of Canada's whole-of-government engagement in Afghanistan.

Audit Completed or Planned: n/a

Evaluation Completed or Planned: A summative evaluation report of the GPSF was conducted in 2009-2010 and a report currently in draft will be approved in the fall of 2010. The evaluation found the program relevant to Canada's foreign policy priorities and made a number of recommendations to improve administration and management of the GPSF.


Table 3.5: Grants and Contributions for Counter-Terrorism Capacity Building (CTCBP)


Name of Transfer Payment Program: Counter-Terrorism Capacity Building Program (CTCBP)

Start date: September, 2005

End date: Ongoing

Description: Provision of assistance to enhance the capacity of key beneficiary states, government entities and international organizations to prevent and respond to threats posed by terrorist activity, in a manner consistent with international counterterrorism and human rights obligations, norms and standards.

Strategic Outcome: CANADA'S INTERNATIONAL AGENDA-The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.

Results Achieved: Increased capacity of beneficiary states and government entities to prevent and respond to terrorist activity; increased capacity of international organizations responsible for supporting states' counterterrorism-related efforts.

Program Activity: Diplomacy and Advocacy
($ millions)
Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s)
Total Grants 3.5 3.9 4.0 4.7 4.7 -0.7
Total Contributions 1.7 3.9 5.5 4.3 4.3 1.2
Total Program Activity(ies) 5.2 7.8 9.5 9.0 9.0 0.5

Comment(s) on Variance(s): n/a

Audit Completed or Planned:

Audits Completed in 2009-2010:

2005-04 Security Enhancement through Consular Capacity Building

2007-132 ASEAN Workshop on Forging Cooperation among Anti-Terror Units

2007-131 ASEAN Workshop on Preventing Bioterrorism

Audits Planned for 2010-2011:

2008-250 Regional Security System Caribbean Command Course

2008-231 IGAD ICPAT East Africa CT Capacity Building Project

Evaluation Completed or Planned: n/a


Table 3.6: Grants and Contributions in Aid of Academic Relations


Name of Transfer Payment Program: Grants and Contributions in Aid of Academic Relations

Start date: April 1, 2007

End date: March 31, 2011

Description: These grants and contributions expand international education programs to more effectively and efficiently advance departmental priorities, including by contributing to Canada's competitiveness and by promoting democracy, the rule of law and human rights.

Strategic Outcome: CANADA'S INTERNATIONAL AGENDA-The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.

Results Achieved: Several international education programs, such as the international scholarships program-including the Emerging Leaders in the Americas Program (ELAP) and the Understanding Canada Program-were further implemented for maximum alignment with government priorities and with efforts to better integrate them into mission planning and use them as levers for other departmental strategies.

Program Activity: Diplomacy and Advocacy
($ millions)
Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s)
Total Contributions 7.9 7.8 5.6 8.2 8.2 -2.6
Total Program Activity(ies) 13.1 13.7 15.5 16.1 15.3 0.2

Comment(s) on Variance(s): Differences are caused by (1) the transfer of grants into contributions; (2) swaps we do with other divisions and departments who use our terms and conditions to spend their funds; and (3) additional funds received for ELAP through Supplementary Estimates ($2,648,627.00).

Audit Completed or Planned: Currently under preparation

Evaluation Completed or Planned: An evaluation was completed in spring 2010.


Table 3.7: Initiatives Related to the Destruction, Deposition and Securing Weapons of Mass Destruction


Name of Transfer Payment Program: Initiatives Related to the Destruction, Deposition and Securing of Weapons of Mass Destruction

Start date: August 12, 2003

End date: March 2013

Description: To implement Canada's commitment to the G-8 Global Partnership Against the Spread of Weapons and Materials of Mass Destruction, launched at the 2002 Kananaskis Summit, through projects for the destruction of chemical weapons, the dismantlement of nuclear submarines, the enhancement of nuclear and radiological security, the employment of former weapons scientists, and the prevention of biological weapons proliferation. Canada committed up to $1 billion over 10 years to implement the goals of the Global Partnership, initially in the former Soviet Union, where the threat was most acute. The justification for the Partnership was based on an assessment of threats to Canadian and international security following the terrorist attacks of September 2001. Evaluations at the G-8 level have identified the continuing seriousness of the terrorist and weapons of mass destruction (WMD) threats and the ongoing value of the Global Partnership, an international cooperative threat reduction approach. Twenty-three countries are engaged in projects, and an amount close to US$20 billion has been pledged.

Strategic Outcome: CANADA'S INTERNATIONAL AGENDA-The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.

Results Achieved: A reduced threat from WMD for Canadians and a more secure national and international environment as a result of WMD materials securely stored and expertise redirected, while strengthening the international non-proliferation, arms control and disarmament regime and achieving Canada's domestic and international security objectives.

Program Activity: Diplomacy and Advocacy
($ millions)
Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s)
Total Contributions 83.0 107.0 116.7 119.9 119.9 -3.2
Total Program Activity(ies) 83.0 107.0 116.7 119.9 119.9 -3.2

Comment(s) on Variance(s): The program spent $3.2 million more than originally planned. Due to operational efficiencies, $2 million was able to be transferred in the Supplementary Estimates B from Operating to Contributions funds and an additional $1.2 million was received from other areas of the department.

Audit Completed or Planned: The following recipient audits have been completed in 2009-2010:

  1. GPP-RFWS: Department of State, USA
  2. GPP-RFWS: Science and Technology Centre, Ukraine
  3. GPP-NRS: Mayak #1, Russia
  4. GPP-NRS: Mayak #4, Russia
  5. GPP-NRS: Institute of Nuclear Materials #2, Russia
  6. GPP-NPS: IA #7, Submarine dismantlement, Russia, Far East

The following recipient audits are planned for 2010-2011:

  1. GPP-NPS: IA #6, Federal State Unitary Enterprise Ship Repairing Centre "Zvyozdochka," Russia
  2. GPP-NPS: IA #9, Joint Stock Company Ship Repairing Centre "Zvyozdochka," Russia
  3. GPP-NPS: IA #8, Federal State Unitary Enterprise Far Eastern Plant "Zvesda," Russia
  4. GPP-NRS: Either the International Atomic Energy Agency or the World Institute for Nuclear Security, both in Vienna
  5. GPP-RFWS: International Science and Technology Centre, Russia
  6. GPP-CWD: Russian Ministry of Industry and Trade

Evaluation Completed or Planned: The following evaluation was completed in 2009-2010:

GPP-CWD: A formative evaluation of Canada's contribution to the construction of the Kizner project

No evaluations are planned for 2010-2011.


Table 3.8: International Atomic Energy Agency (IAEA)


Name of Transfer Payment Program: International Atomic Energy Agency (IAEA)

Start date: December 19, 1989

End date: Ongoing

Description: Canada's annual assessed contribution to the IAEA is a legally binding obligation of membership. Payment is made to ensure that membership is in good standing and to maintain influence and credibility in a key international body, the aims of which Canada supports. The IAEA is the world's centre for nuclear cooperation and it works to further the safe, secure and peaceful use of nuclear technology, in particular by verifying that states adhere to their commitments to use nuclear energy only for peaceful purposes. Canada has significant interests at the IAEA, based on our belief in the importance of the Agency's role in advancing the goals of nuclear non-proliferation, safety and security, our advanced and extensive nuclear energy and radioisotope production industries, and our important uranium sector.

Strategic Outcome: CANADA'S INTERNATIONAL AGENDA-The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.

Results Achieved: Developed nuclear safety standards and, based on these standards, promoted the achievement and maintenance of high levels of safety in applications of nuclear energy, as well as the protection of human health and the environment against ionizing radiation.

Verified through its inspection system that states are complying with their commitments, under the Non-Proliferation Treaty, to use nuclear material and facilities only for peaceful purposes.

Assisted member states, in the context of social and economic goals, in planning for and using nuclear science and technology for various peaceful purposes, including the generation of electricity, and facilitated the transfer of such technology and knowledge in a sustainable manner to developing member states.

Program Activity: Diplomacy and Advocacy
($ millions)
Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s)
Total Contributions 11.2 13.3 12.1 15.3 13.4 -1.3
Total Program Activity(ies) 11.2 13.3 12.1 15.3 13.4 -1.3

Comment(s) on Variance(s): The assessed budgets of international organizations are negotiated outcomes and Canada is legally bound by the final outcome of those negotiations. There are also regular currency fluctuations.

Audit Completed or Planned: n/a

Evaluation Completed or Planned: n/a


Table 3.9: International Criminal Court (ICC)


Name of Transfer Payment Program: International Criminal Court (ICC)

Start date: April 1, 2005

End date: Ongoing

Description: This is an assessed contribution transfer payment.

Strategic Outcome: CANADA'S INTERNATIONAL AGENDA-The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.

Results Achieved: The ICC is the first permanent international court with jurisdiction to investigate and prosecute persons accused of the most serious crimes of international concern. To date, there are 111 states parties to the Rome Statute.

The ICC has cases open in four countries: Uganda, the Democratic Republic of Congo, the Central African Republic and Sudan. In the DRC, two cases are at the trial stage: the Lubanga trial began in January 2009, and the Katanga and Chui joint trial began in November 2009. The charges in the Bemba case (Central African Republic) were confirmed by the Court in June 2009; in February 2010, the Defence submitted a challenge to the admissibility of the case. In February 2010, in follow-up to the issuance of an arrest warrant for Sudanese President Omar al-Bashir in early 2009, the Appeals Chamber directed the Pre-Trial Chamber to decide anew whether the arrest warrant should include the charge of genocide. Also in the Sudan situation, Bahr Idriss Abu Garda was arrested in Europe and appeared voluntarily for the first time before the Pre-Trial Chamber in May 2009. In February 2010, the Pre-Trial Chamber declined to confirm the charges against Abu Garda. Also, in November 2009, the Prosecutor made an application to the Pre-Trial Chamber to approve the initiation of an investigation in Kenya into possible crimes committed during the post-election violence in 2007-2008.

Program Activity: International Policy Advice and Integration
($ millions)
Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s)
Total Contributions 5.1 3.5 6.0 15.2 15.2 -9.2
Total Program Activity(ies) 5.1 3.5 6.0 15.2 15.2 -9.2

Comment(s) on Variance(s): The variance of $9.2 million represents Canada's one-time payment to cover Canada's share of the total estimated costs for the construction of permanent premises for the International Criminal Court. As a state party to the Rome Statute, Canada is obligated to pay a share of this cost in proportion to its share of the assessed contributions. Making this contribution as a one-time payment eliminates interest payments.

Audit Completed or Planned: The Office of Internal Audit conducts compliance, performance and financial audits. An external auditor conducts an annual audit of the ICC in conformity with generally accepted common auditing standards. An Audit Committee, chaired by an external member, meets twice a year to provide strategic advice on organizational matters. The Committee on Budget and Finance, which meets twice a year, provides a mechanism for budgetary and financial review and monitoring of the resources of the ICC and reports to the Assembly of States Parties. Canadian Masud Husain was elected to the body in 2009.

Evaluation Completed or Planned: The Committee on Budget and Finance, which meets twice a year, evaluates a number of thematic issues, including human resources, investment of assets and major program cost drivers. The Assembly of States Parties is considering developing further evaluation functions within the newly created Independent Oversight Mechanism.


Table 3.10: International Labour Organisation (ILO)


Name of Transfer Payment Program: International Labour Organisation (ILO)

Start date: January 1, 1989

End date: Ongoing

Description: Canada's annual assessed contribution to the ILO, a UN specialized agency, is a legally binding obligation of membership. The purpose of membership is to further the Government of Canada's foreign policy goals related to international labour and social policy issues and provide it with a voice in the international community.

Strategic Outcome: CANADA'S INTERNATIONAL AGENDA-The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.

Results Achieved:

  • Development and effective supervision of international labour standards and realization of fundamental principles and rights at work
  • Targeted action against child labour, giving priority to the urgent elimination of its worst forms
  • Contributions to poverty reduction through promotion of coherent economic and social policies that support employment creation
  • Assistance to constituents in the development of skills and employability policies and programs for decent work
  • Better instruments and tools for policy analysis and formulation that support good governance and the extension of social protections to vulnerable workers
  • Strengthened social dialogue on labour and social policy issues at national and international levels
  • Improved organizational effectiveness, transparency and accountability
Program Activity: Diplomacy and Advocacy
($ millions)
Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s)
Total Contributions $10.1 $11.1 $10.8 $12.0 $11.7 $-0.9
Total Program Activity(ies) $10.1 $11.1 $10.8 $12.0 $11.7 $-0.9

Comment(s) on Variance(s): The assessed budgets of international organizations are negotiated outcomes and Canada is legally bound by the final outcome of those negotiations. There are also regular currency fluctuations.

Audit Completed or Planned: Each organization maintains an external auditor and provides regular audited financial statements.

Evaluation Completed or Planned: Each organization maintains an external auditor and provides regular audited financial statements.


Table 3.11: International Organisation of the Francophonie (OIF)


Name of Transfer Payment Program: International Organisation of the Francophonie (OIF)

Start date: 1972

End date: Ongoing

Description: Canada's statutory contribution to the OIF and two related ministerial conferences.

Strategic Outcome: CANADA'S INTERNATIONAL AGENDA-The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.

Results Achieved: This funding continued to support cooperation programs and activities undertaken by the organization, and ensured the promotion of Canadian interests as well as consistency with the political and economic objectives that Canada has set for itself for the Francophonie. The OIF is operating within its budget and adopting greater budgetary rigour.

Program Activity: Diplomacy and Advocacy
($ millions)
Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s)
Total Contributions 12.0 13.7 13.7 13.7 13.7 0
Total Program Activity(ies) 12.0 13.7 13.7 13.7 13.7 0

Comment(s) on Variance(s): n/a

Audit Completed or Planned: n/a

Evaluation Completed or Planned: Solicitation visit by the office of the Inspector General from June 28 to July 2, 2010.


Table 3.12: North Atlantic Treaty Organisation (NATO) - Civil Administration


Name of Transfer Payment Program: North Atlantic Treaty Organisation (NATO), Civil Administration

Start date: January 1, 1989

End date: Ongoing

Description: Canada's annual assessed contribution to NATO is a legally binding obligation of membership based on the 1949 North Atlantic Treaty. Canada's contribution furthers its foreign policy goals by funding the administrative budget of NATO, an international organization vital to Canadian defence and security interests. NATO was designed to promote the stability of the North Atlantic area and to safeguard the freedom and security of its people by political and military means, based on the principles of democracy, individual liberty and international law. The NATO civil budget, structured along "output based" lines in response to objectives set annually by the North Atlantic Council, covers the activities of the NATO Secretary General, the NATO headquarters and the NATO international staff. The NATO civil administration supports the process of consensus building and decision making among alliance members and manages NATO's relations with its partners. The NATO civil budget also supports the work of various NATO agencies with specialized responsibilities. An effective and efficient NATO civil administration assists alliance members in promoting security and stability in the North Atlantic area and in responding effectively to current security challenges, particularly in Afghanistan. The NATO accounts are subject to annual audit by the International Board of Auditors for NATO.

Strategic Outcome: CANADA'S INTERNATIONAL AGENDA-The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.

Results Achieved: The results achieved include effective decision making by the alliance in pursuit of the NATO objectives of stability and security in Afghanistan, the North Atlantic region and beyond; support to NATO operations; timely implementation of decisions taken by the North Atlantic Council; appropriate response to current and emerging defence and security challenges; enhanced relations with NATO partners and cooperation with other international organizations; and proper management of the alliance's resources.

Program Activity: Diplomacy and Advocacy
($ millions)
Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s)
Total Contributions 12.8 17.7 18.0 22.7 22.2 -4.2
Total Program Activity(ies) 12.8 17.7 18.0 22.7 22.2 -4.2

Comment(s) on Variance(s): The variance can be attributed to fluctuations in the exchange rate as well as an advance payment made in 2009-2010 that fulfills Canada's contribution to the civil budget account for 2010. This will result in a reduced payment to the civil budget account during the 2010-2011 fiscal year. In addition, Canada had accumulated a credit in the new NATO headquarters account due to slippages in the program. This credit was exhausted in 2009, which resulted in a larger payment to this account than in previous years.

Audit Completed or Planned: In 2008, the International Board of Auditors for NATO issued the Annual Activities Report for NATO bodies and associated organizations. See www.nato.int/cps/en/natolive/topics_55937.htm.

Evaluation Completed or Planned: n/a


Table 3.13: Organization of American States (OAS)


Name of Transfer Payment Program: Organization of American States (OAS)

Start date: May 31, 1990

End date: n/a

Description: To pay Canada's annual assessed contribution to the OAS, a Charter obligation of membership.

Strategic Outcome: CANADA'S INTERNATIONAL AGENDA-The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.

Results Achieved:

  • Strengthening of the OAS as the key political forum through which Canada promotes its hemispheric interests
  • Promotion and consolidation of democracy, and strengthening of human rights, governance and the rule of law
  • Enhanced regional multilateral cooperation on security issues in the Americas
  • Increased effectiveness and efficiency of the OAS through increased accountability and transparency
Program Activity: Diplomacy and Advocacy
($ millions)
Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s)
Total Contributions 11.3 11.0 11.5 12.5 12.5 -1.0
Total Program Activity(ies) 11.3 11.0 11.5 12.5 12.5 -1.0

Comment(s) on Variance(s): Canada's quota contribution to the OAS is paid in U.S. dollars. The variance is due to exchange rate differences.

Audit Completed or Planned: The independent Board of External Auditors assessed the OAS as being well managed overall in its 2009 annual report. See http://scm.oas.org/pdfs/2010/CP24374E.pdf.

Evaluation Completed or Planned: n/a


Table 3.14: Organisation for Economic Co-operation and Development (OECD)


Name of Transfer Payment Program: Organisation for Economic Co-operation and Development (OECD)

Start date: March 20, 1975

End date: n/a

Description: To pay the assessed contribution required of Canada for its participation as a member of the OECD. The contribution pays for the Secretariat (professionals and support staff who provide high-quality research and analysis) and maintenance of the headquarters, located in Paris.

Strategic Outcome: CANADA'S INTERNATIONAL AGENDA-The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.

Results Achieved: OECD work programs and policy positions that reflect input from across government and support domestic priorities (productivity and competitiveness, climate change, economic impacts related to aging and immigration, foreign investment); continued work to address economic problems, including the international financial crisis, through cooperation with other members (soft law, guidelines, agreements); ongoing Canadian influence on policy development with other members and non-members to improve the functioning of the international economic environment; identification of new and emerging issues for analysis, both domestic and global, that affect our economy and standard of living. Continued sound management of the OECD, including institutional reforms to improve budgeting and priority setting; accession of four new members and the ongoing accession process for one candidate; ongoing discussions on enhanced engagement with major emerging economies, reflecting Canadian priorities to increase the long-term effectiveness of the organization and build relationships with China, India and the Americas (particularly Brazil); strengthened linkages between the OECD and the G-8 to address accountability and development agendas, and the G 20 in support of Leaders' efforts to address the financial crisis.

Program Activity: Diplomacy and Advocacy
($ millions)
Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s)
Total Contributions 11.9 13.9 13.5 14.6 14.5 -1.0
Total Program Activity(ies) 11.9 13.9 13.5 14.6 14.5 -1.0

Comment(s) on Variance(s): Planned amounts are based on the previous year's assessed contribution, increased by a small amount to reflect the French inflation rate (the OECD is based in Paris). Canada's share of the budget changes annually as it is based on a formula that takes into account a country's three-year average GDP and population statistics.

Audit Completed or Planned: Audits are performed annually, but results are not declassified for three years. Financial statements can be found at www.oecd.org.

Evaluation Completed or Planned: Audits are performed annually, but results are not declassified for three years. Financial statements can be found at www.oecd.org.


Table 3.15: Organisation for Security and Co-operation in Europe (OSCE)


Name of Transfer Payment Program: Organisation for Security and Co-operation in Europe (OSCE)

Start date: January 1, 1993

End date: Ongoing

Description: Canada's annual assessed contribution to the OSCE is an obligation arising out of Canada's commitments as one of the 56 participating states of the organization. Canada's contribution furthers its foreign policy goals by funding programs implemented by the OSCE's institutions and field operations in priority foreign policy areas for Canada related to regional and international security.
The OSCE is a focused regional forum with a comprehensive and cooperative approach to security. Canada's contribution to the organization's unified budget covers the costs associated with the implementation of work programs and activities in three dimensions: political and military aspects of security; economic and environmental cooperation; and cooperation in humanitarian and other fields. This integrated approach allows the OSCE to make a significant contribution to furthering European security and transatlantic cooperation through non-coercive measures. Canada's contribution also supports stronger partnership with Canadians in developing and implementing Canada's international security policy, through the involvement of members of Parliament in the work of the OSCE Parliamentary Assembly, the deployment of Canadians to OSCE field operations, and the contribution of Canadian experts to the organization.
The OSCE unified budget, based on a programmatic approach, is approved by the OSCE Permanent Council on a yearly basis. The OSCE accounts are subject to an annual report by external auditors as well as an internal oversight annual report, which are made available to participating states.

Strategic Outcome: CANADA'S INTERNATIONAL AGENDA-The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.

Results Achieved: During 2009-2010, the OSCE, due to its comprehensive approach to security, made a significant contribution to furthering European security and transatlantic cooperation through the implementation of programs and activities in priority areas for Canada, such as good governance and respect for human rights, election monitoring, the promotion of tolerance and non-discrimination, conflict prevention, and crisis management. The OSCE budget supports programs of the OSCE Secretariat in Vienna, as well as the OSCE institutions (Office for Democratic Institutions and Human Rights, Representative on Freedom of the Media, and High Commissioner on National Minorities) and the organization's 18 field missions. The results include effective and timely implementation of the decisions of the OSCE Permanent Council; continuous monitoring of the security and stability situation in Europe; concerted programming to actively contribute to conflict prevention, conflict resolution and post-conflict institution building; and proper management of the organization's resources. OSCE financial practices and administrative procedures are kept under constant review by the Advisory Committee on Management and Finance, where Canada plays a leading role.

Program Activity: Diplomacy and Advocacy
($ millions)
Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s)
Total Contributions $13.3 $7.4 $14.8 $15.8 $15.5 $-0.7
Total Program Activity(ies) $13.3 $7.4 $14.8 $15.8 $15.5 $-0.7

Comment(s) on Variance(s): The variance can be attributed to fluctuations in the exchange rate, delays in reaching consensus on the OSCE budget, and board and living allowances for vacant positions.

Audit Completed or Planned: The audited financial report and financial statements for the year that ended December 31, 2008, can be found at: http://www.osce.org/item/39948.html.

Evaluation Completed or Planned: n/a


Table 3.16: Payments in Lieu of Taxes on Diplomatic, Consular and International Organisations' Property in Canada


Name of Transfer Payment Program: Payments in Lieu of Taxes on Diplomatic, Consular and International Organisations' Property in Canada

Start date: January 18, 1979

End date: n/a

Description: The Diplomatic, Consular and International Organizations' Property Grants Order (P.C.1979-59, January 18, 1979), the Municipal Grants Act, and successor Orders and Acts form the statutory basis relating to this program. The related memorandum of understanding between Foreign Affairs and International Trade Canada and Public Works and Government Services Canada, National Capital Area, establishes responsibilities and procedures governing the provision of services related to the payment of grants in lieu of real property and frontage or area taxes with respect to diplomatic and consular property. These procedures are designed to ensure fiscal and operational accountability, while promoting efficient program delivery.

Strategic Outcome: CANADA'S INTERNATIONAL AGENDA-The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.

Results Achieved: Fulfilled Canada's international legal obligations toward foreign diplomatic missions and consular posts, namely those pursuant to the Vienna Convention on Diplomatic Relations and the Vienna Convention on Consular Relations.

Program Activity: Diplomacy and Advocacy
($ millions)
Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s)
Total Grants 11.3 11.4 11.4 13.8 12.7 -1.3
Total Program Activity(ies) 11.3 11.4 11.4 13.8 12.7 -1.3

Comment(s) on Variance(s): The variance between planned and actual spending is generally attributable to lower or higher than anticipated municipal realty taxes. Changes in the volume and entitlement of grants can be other factors in the year-end variance.

Audit Completed or Planned: n/a

Evaluation Completed or Planned: n/a


Table 3.17: Projects and Development Activities Resulting from Francophone Summits


Name of Transfer Payment Program: Projects and Development Activities Resulting from Francophone Summits

Start date: 1979

End date: Ongoing

Description: Voluntary contribution of Canada to different international Francophonie activities.

Strategic Outcome: CANADA'S INTERNATIONAL AGENDA-The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values

Results Achieved: Enhancement of Francophone institutions, in particular in the areas of priority activities identified by the heads of state during the summits. The OIF was able to execute over 80% of its planned programming over the reporting period. The programming was defined by member states as a means of implementing the commitments set forth by leaders at the recent summits of the heads of state and government.

Program Activity: Diplomacy and Advocacy
($ millions)
Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s)
Total Contributions 6.9 6.9 7.5 8.1 8.1 -0.6
Total Program Activity(ies) 6.9 6.9 7.5 8.1 8.1 -0.6

Comment(s) on Variance(s): Canada contributed a one-time additional amount of $1.1 million for the Francophonie Games held in 2009-2010 in Beirut, Lebanon. Canada reimburses OIF for only a percentage of the implemented programming; this percentage is usually less than 100%.

Audit Completed or Planned: n/a

Evaluation Completed or Planned: Solicitation visit by the office of the Inspector General to Paris scheduled for June 28 to July 2, 2010.


Table 3.18: UN Educational, Scientific and Cultural Organization (UNESCO)


Name of Transfer Payment Program: UN Educational, Scientific and Cultural Organization (UNESCO)

Start date: January 1, 1988

End date: Ongoing

Description: Canada's annual assessed contribution to UNESCO is a legally binding obligation of membership. The purpose of membership is to further the Government of Canada's foreign policy goals related to culture, science and education, and provide it with a voice in the international community.

Strategic Outcome: CANADA'S INTERNATIONAL AGENDA-The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.

Results Achieved:

  • Universal primary education in all countries by 2015
  • Gender disparities in primary and secondary education eliminated or greatly reduced in most member states
  • Preparation, launch and implementation of a 10-year UN Literacy Decade and Plan of Action in order to reach the target of achieving a 50% improvement in levels of adult literacy by 2015
  • Comprehensive and broad-based HIV/AIDS education and prevention campaigns conducted, particularly among the 15-24 age group in Africa and South Asia
  • Impact of HIV/AIDS pandemic on educational capacities assessed
  • Implementation of the Convention on the Protection and Promotion of the Diversity of Cultural Expressions
  • Implementation of the International Convention Against Doping in Sport
  • Protection of world cultural and natural heritage through the implementation of the World Heritage Convention
  • Increased scientific cooperation to improve management of the planet's water resources
  • Development of free, independent and pluralistic media
Program Activity: Diplomacy and Advocacy
($ millions)
Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s)
Total Contributions 11.2 12.6 11.7 13.3 11.4 0.3
Total Program Activity(ies) 11.2 12.6 11.7 13.3 11.4 0.3

Comment(s) on Variance(s): The assessed budgets of international organizations are negotiated outcomes and Canada is legally bound by the final outcome of those negotiations. There are also regular currency fluctuations.

Audit Completed or Planned: Each organization maintains an external auditor and provides regular audited financial statements.

Evaluation Completed or Planned: Each organization maintains an external auditor and provides regular audited financial statements.


Table 3.19: United Nations Peacekeeping Operations


Name of Transfer Payment Program: United Nations Peacekeeping Operations

Start date: October 5, 2000

End date: Ongoing

Description: Canada's assessed contribution to UN peacekeeping operations is a legally binding obligation of membership. For further information, see www.un.org.

Strategic Outcome: CANADA'S INTERNATIONAL AGENDA-The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.

Results Achieved: Enhanced peace and security for the countries and regions concerned. Increased levels of security, basic services and governance provided in affected areas. Enabled advanced prospects for peace as well as reconstruction and development activities.

Program Activity: Diplomacy and Advocacy
($ millions)
Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s)
Total Contributions 192.9 203.3 190.0 270.6 236.2 -46.2
Total Program Activity(ies) 192.9 203.3 190.0 270.6 236.2 -46.2

Comment(s) on Variance(s): The assessed budgets of international organizations are negotiated outcomes and Canada is legally bound by the final outcome of those negotiations. There are also regular currency fluctuations.

Audit Completed or Planned: Each organization maintains an external auditor and provides regular audited financial statements.

Evaluation Completed or Planned: Each organization maintains an external auditor and provides regular audited financial statements.


Table 3.20: United Nations Organization


Name of Transfer Payment Program: United Nations Organization

Start date: March 27, 1980

End date: Ongoing

Description: Canada's assessed contribution to the regular budget of the United Nations is a legally binding obligation of membership. The purpose of membership is to further the Government of Canada's foreign policy goals related to international peace, security and development and provide it with a voice in the international community. Assessed contributions are used to finance the organization's programs toward attainment of the UN's objectives, as set out in its Charter. For further information, see www.un.org.

Strategic Outcome: CANADA'S INTERNATIONAL AGENDA-The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.

Results Achieved:

  • Progress in the development of Africa
  • Promotion of human rights
  • Effective coordination of humanitarian assistance efforts
  • Promotion of justice and international law
  • Progress toward disarmament
  • International cooperation for drug control and crime prevention
  • The combatting of international terrorism in all its forms and manifestations
Program Activity: Diplomacy and Advocacy
($ millions)
Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s)
Total Contributions 74.8 117.0 80.6 113.9 89.7 -9.1
Total Program Activity(ies) 74.8 117.0 80.6 113.9 89.7 -9.1

Comment(s) on Variance(s): The assessed budgets of international organizations are negotiated outcomes and Canada is legally bound by the final outcome of those negotiations. There are also regular currency fluctuations.

Audit Completed or Planned: Each organization maintains an external auditor and provides regular audited financial statements.

Evaluation Completed or Planned: Each organization maintains an external auditor and provides regular audited financial statements.


Table 3.21: World Health Organisation (WHO)


Name of Transfer Payment Program: World Health Organisation (WHO)

Start date: January 1, 1990

End date: Ongoing

Description: Canada's annual assessed contribution to the WHO is a legally binding obligation of membership. The purpose of membership is to further the Government of Canada's foreign policy goals related to health and provide it with a voice in the international community.

Strategic Outcome: CANADA'S INTERNATIONAL AGENDA-The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.

Results Achieved:

  • Enhanced global health security (maintaining a comprehensive outbreak alert and response mechanism supported by new international health regulations; responding rapidly and effectively in crisis situations)
  • Accelerated progress toward achieving the Millennium Development Goals (reducing maternal mortality; improving child survival; addressing the global pandemics of HIV/AIDS, tuberculosis and malaria; promoting healthy environments; increasing access to essential medicines)
  • Promotion of equity in health (strengthening health systems to reach the poor and disadvantaged)
  • Ensured accountability, by improving organizational effectiveness, transparency and accountability
Program Activity: Diplomacy and Advocacy
($ millions)
Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s)
Total Contributions 13.6 17.5 17.6 18.2 14.6 3.0
Total Program Activity(ies) 13.6 17.5 17.6 18.2 14.6 3.0

Comment(s) on Variance(s): The assessed budgets of international organizations are negotiated outcomes and Canada is legally bound by the final outcome of those negotiations. There are also regular currency fluctuations.

Audit Completed or Planned: Each organization maintains an external auditor and provides regular audited financial statements.

Evaluation Completed or Planned: Each organization maintains an external auditor and provides regular audited financial statements.


Table 3.22: World Trade Organization (WTO)


Name of Transfer Payment Program: World Trade Organization (WTO)

Start date: January 1, 1995

End date: n/a

Description: The purpose of this program is to pay the assessed contribution for Canada's membership in the WTO.

Strategic Outcome: CANADA'S INTERNATIONAL AGENDA-The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.

Results Achieved:

  • Canada participated in all standing and ad hoc meetings of the WTO in 2009-2010. These included regular participation in General Council meetings, the Dispute Settlement Body, the Trade Policy Review Body, informal ministerial meetings, senior official meetings, as well as numerous other councils, committees, working parties and negotiating groups covering the wide range of WTO issues. Canada also remains committed to the broader Aid for Trade agenda and provides extensive support to the Enhanced Integrated Framework. Other international work by Canada, such as that in the Asia-Pacific Economic Cooperation forum, the Organisation for Economic Co operation and Development, the G-20 and the Cairns Group, is closely linked to our work at the WTO.
  • Canada's ambassador to the WTO, John Gero, currently acts as chairperson of the General Council, the WTO's highest-level decision-making body, which is responsible for institutional and administrative issues that have a strong trade policy component.
  • Canada participated in all WTO Trade Policy Reviews that took place in 2009-2010. During this period there were 13 reviews, including reviews of the European Union, New Zealand and Chile. The Trade Policy Review is a peer review exercise designed to provide a collective appreciation and understanding of the full range of individual members' trade policies and practices and their impact on the multilateral trading system.
  • Canada also continues to be an active participant in WTO dispute settlement proceedings, acting as a complainant in eight disputes in 2009-2010, all of which remain ongoing from previous fiscal years. These disputes are EC - Hormones (DS48), US - Offset Act (DS234), EC - Biotech Products (DS292), China - Auto Parts (DS342), US - Agricultural Subsidies (DS357), EC - Seals (DS369), China - Financial Services (DS 378) and US - Certain Country of Origin Labelling (DS384). Canada also initiated two new proceedings in 2009-2010: Korea - Beef (DS391) and EC - Measures Prohibiting the Importation and Marketing of Seal Products (DS400).
  • Canada worked with other WTO members in 2009-2010 to make progress on the accession of 13 countries to the WTO. The joining of these countries-including the Russian Federation, Yemen, Serbia, Azerbaijan, and Bosnia and Herzegovina-will eventually result in increased bilateral market access for all WTO members.
Program Activity: Diplomacy and Advocacy
($ millions)
Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s)
Total Contributions $5.8 $6.4 $6.4 $6.6 $6.1 $0.3
Total Program Activity(ies) $5.8 $6.4 $6.4 $6.6 $6.1 $0.3

Comment(s) on Variance(s): The assessed budgets of international organizations are negotiated outcomes and Canada is legally bound by the final outcome of those negotiations. There are also regular currency fluctuations.

Audit Completed or Planned: The World Trade Organization accounts are subject to an annual audit by external auditors. The last report of the external auditor is for the biennium 2004/2005. Their report can be found in WTO document WT/BFA/W/142.

Evaluation Completed or Planned: n/a


Top of Page

Department of Justice Canada

Details of Transfer Payment Programs (TPPs)

(TPPs exceed $5 million during the reporting year.)

*** Please note that Audits completed or planned sections were deemed non-applicable (n/a) as no internal audits were completed or planned during the reporting period for the various TPPs. As per TBS guidelines, departments are required only to report on internal audits (as reported on in the Internal Audits Table).

Table of Contents

Legal Aid Systems

1. Name of Transfer Payment Program:

Legal Aid Systems (Voted)

2. Start date:

August 17, 1971

3. End date:

March 31, 2012 and ongoing

4. Description:

The objective of the federal Legal Aid Program is to contribute to sustaining a national system of justice, that helps to ensure that economically disadvantaged persons have access to the justice system, through contribution funding in support of criminal, youth criminal justice and immigration and refugee legal aid services provided by the provinces (funding for criminal and civil legal aid in the territories is provided through the Access to Justice Agreements).
Recipients: Provinces

5. Strategic Outcome:

A fair, relevant and accessible justice system that reflects Canadian values.

6. Results Achieved:

Provinces were enabled to provide legal aid services to eligible persons involved in serious criminal, youth criminal justice, and immigration and refugee matters.

($ millions)
  7. Actual
Spending
2007-08
8. Actual
Spending
2008-09
9. Planned
Spending
2009-10
10. Total
Authorities
2009-10
11. Actual
Spending
2009-10
12. Variance(s)
13. Program Activity: Justice policies, laws and programs
14. Total Contributions $119,827,507 $119,827,507 $119,827,507 $125,827,508 $125,827,507 -$6,000,000
15. Total Program Activity(ies) $119,827,507 $119,827,507 $119,827,507 $125,827,508 $125,827,507 -$6,000,000

16. Comment(s) on Variance(s):

Additional resources were provided to address the increased costs faced by the 6 provinces (Newfoundland and Labrador, Quebec, Ontario, Manitoba, Alberta and British Columbia) providing immigration and refugee legal aid.

17. Audit completed or planned:

N/A

18. Evaluation completed or planned:

The Legal Aid Program Impact Evaluation activities are being conducted over a five-year period. In 2009-2010, the Legal Aid Program Impact Design Study was completed (December 2009). The Legal Aid Program Impact Evaluation is planned to be completed in the 2011-12 fiscal year.

Youth Justice Services Funding Program

1. Name of Transfer Payment Program:

Youth Justice Services Funding Program (Voted)

2. Start date:

April 1, 1984

3. End date:

March 31, 2011 and ongoing

4. Description:

The overall objective of this Program is to support the policy directions of the Youth Justice Initiative. The specific objectives of the individual agreements are to support and promote an appropriate range of programs and services that: encourage accountability measures for unlawful behaviour that are proportionate and timely; encourage the effective rehabilitation and reintegration of young persons into their communities; target the formal court process to the most serious offences; and target detention and custody to the most serious offences.
Recipients: Provinces and territories

5. Strategic Outcome:

A fair, relevant and accessible justice system that reflects Canadian values.

6. Results Achieved:

Despite the capping of federal funding under this Program since 2006-07, the Provinces and Territories appear to have been able to maintain most of the high priority services developed under the previous agreements.

($ millions)
  7. Actual
Spending
2007-08
8. Actual
Spending
2008-09
9. Planned
Spending
2009-10
10. Total
Authorities
2009-10
11. Actual
Spending
2009-10
12. Variance(s)
13. Program Activity: Justice policies, laws and programs
14. Total Contributions $177,302,415 $177,302,415 $177,302,415 $177,302,415 $177,302,415 $0
15. Total Program Activity(ies) $177,302,415 $177,302,415 $177,302,415 $177,302,415 $177,302,415 $0

16. Comment(s) on Variance(s):

N/A

17. Audit completed or planned:

N/A

18. Evaluation completed or planned:

A summative evaluation of the funding components of the Youth Justice Initiative undertaken during 2009-10 is expected to be completed in 2010-11.

Victims of Crime Initiative

1. Name of Transfer Payment Program:

Victims of Crime Initiative (Voted)

2. Start date:

April 1, 2000

3. End date:

March 31, 2011

4. Description:

The Policy Centre for Victim Issues (PCVI) administers the federal Victims Fund, which has a broad set of objectives that are intended to improve the experience of victims in the criminal justice system. The Fund can be accessed by victim service providers, non-governmental organizations, provincial and territorial governments, victim advocates and researchers, as well as victims (Canadians who are victimized abroad, as well as Correction Services Canada registered victims and their support persons to attend National Parole Board hearings).

Recipients: a) individuals b) national, provincial, territorial, municipal, Aboriginal, community or professional organizations, societies or associations c) Canadian educational institutions/Boards of Education d) International governmental and non-government organizations including bodies associated or affiliated with organizations of which Canada is a member, which have as their purpose victim advocacy, services, assistance or raising awareness about the impact of victimization e) private sector organizations sponsoring non-profit projects f) Bands, Tribal Councils and self-governing First Nations who are working to provide services and assistance to victims of crime in Aboriginal communities g) provincial, territorial, municipal and regional governments and agencies.

5. Strategic Outcome:

A fair, relevant and accessible justice system that reflects Canadian values)

6. Results Achieved:

In 2009/10, the Victims Fund mainly provided:

  • $233, 202 in funding for 346 victims and 89 support persons to attend National Parole Board hearings.
  • $313,173 in direct funding for 57 Canadians victimized abroad.
  • $2,198,000 in grants and contributions funding to a wide range of stakeholders for 67 projects including training events, program evaluations, research and community activities.
  • $712,997 in contribution funding to provinces and territories to help meet the needs of under-served victims of crime and/or to help support victims in attending sentencing hearings and in submitting their Victim Impact Statements.
  • $619,072 in funding to support 76 organizations/communities across Canada to organize and host events in recognition of victims of crime during the fourth annual "National Victims of Crime Awareness Week".
  • $367,941 in contribution funding to provinces and territories to support implementation of legislation to benefit victims or to advance the Canadian Statement of Basic Principles of Justice for Victims of Crime.
  • $421,596 in financial assistance to seven provinces and territories to implement victim-related Criminal Code provisions in 2009-2010.
($ millions)
  7. Actual
Spending
2007-08
8. Actual
Spending
2008-09
9. Planned
Spending
2009-10
10. Total
Authorities
2009-10
11. Actual
Spending
2009-10
12. Variance(s)
13. Program Activity: Justice policies, laws and programs
14. Total Grants $239,788 $398,752 $850,000 $850,000 $842,605 $7,395
14. Total Contributions $2,426,494 $3,100,934 $7,958,000 $7,808,000 $4,067,867 $3,890,133
15. Total Program Activity(ies) $2,666,282 $3,499,686 $8,808,000 $8,658,000 $4,910,472 $3,897,528

16. Comment(s) on Variance(s):

Funding criteria has been established and shared with jurisdictions, but some of these jurisdictions have not been able to seek their funds due to limitations in their internal capacity. In the North, for example, where there is a well-known shortage of capacity and infrastructure, $1.2M in funding lapsed due to lack of uptake. PCVI is working with its partners in the North to improve Northern uptake of this funding going forward. Outreach has and continues to be conducted with NGOs and other stakeholders to increase their uptake of federal dollars.

In the Financial Assistance component of the Fund, 2009-2010 saw an increase in the number of individuals who received funding to attend NPB hearings. As the NPB controls the number of hearings that are scheduled in a year, the distribution of funding to victims and support persons to attend hearings is difficult to predict or forecast. Additionally, the number of individuals assisted under the Canadians Victimized Abroad program has increased since its inception but is still not at anticipated levels.

It should also be noted that the resource requirements in administering the Victims Fund were underestimated and internal capacity at Justice Canada has limited our ability to deliver funding. For example, processing one application for an individual victimized abroad requires a significant amount of person hours due to the need for sensitivity to the victim and to the issues faced by the victim. Working with NGOs, Aboriginal organizations and/or PT partners to develop strong and viable proposals, particularly in an emerging area, which satisfy government requirements for due diligence is a resource intensive process.

In the next iteration of the Federal Victim Strategy, improvements to the criteria, processes and administration of the Fund will be proposed to ensure that federal funding meets the needs of victims of crime. For example, PT partners and NGOs will be encouraged to seek funding for longer-term funding to augment victim services across the country and develop new services where required.

17. Audit completed or planned:

N/A

18. Evaluation completed or planned:

The summative evaluation of the FVS will be completed by Fall 2010. This summative evaluation will include findings of the work done between 2005-2010 on all aspects of the Federal Victim Strategy. Mid-term evaluations and case studies done to date have found no major concerns in the management and implementation of the Strategy.

Perceptions of stakeholders about the role of victims in the criminal justice system and changes in awareness of the victim-related provisions in the Code are being collected and will be reported on more fully in the Federal Victims Strategy summative evaluation in the fall of 2010. Anecdotal evidence to date has been positive on the contribution of the Federal Victim Strategy to improve the perceptions of stakeholders.

Intensive Rehabilitative Custody and Supervision

1. Name of Transfer Payment Program:

Intensive Rehabilitative Custody and Supervision Program (Voted)

2. Start date:

April 1, 2002

3. End date:

March 31, 2013 and ongoing

4. Description:

The overall objective of this Program is to financially assist provinces and territories in providing the specialized therapeutic services required for the implementation of the Intensive Rehabilitative Custody and Supervision (IRCS) sentence [paragraph 42(2) (r) and subsection 42(7) of the Youth Criminal Justice Act (YCJA)] and other sentencing options applicable under the YCJA to serious violent youth offenders with mental health problems. It is expected that these services may reduce future violence in those convicted of the most serious violent offences.
Recipients: Provinces and territories.

5. Strategic Outcome:

A fair, relevant and accessible justice system that reflects Canadian values.

6. Results Achieved:

During 2009-10, a total of 17 Intensive Rehabilitative Custody and Supervision (IRCS) orders were issued by the courts and became eligible for federal funding, bringing the total number of active IRCS cases funded to 43. In addition, another 11 exceptional cases were approved for funding during 2009-10, bringing the total number of other active cases to 12.

($ millions)
  7. Actual
Spending
2007-08
8. Actual
Spending
2008-09
9. Planned
Spending
2009-10
10. Total
Authorities
2009-10
11. Actual
Spending
2009-10
12. Variance(s)
13. Program Activity: Justice policies, laws and programs
14. Total Contributions $4,039,250 $9,028,126 $11,048,000 $10,748,000 $10,561,587 $486,413
15. Total Program Activity(ies) $4,039,250 $9,028,126 $11,048,000 $10,748,000 $10,561,587 $486,413

16. Comment(s) on Variance(s):

Spending under this Program is largely dependent on court decisions and as such remains highly unpredictable.

17. Audit completed or planned:

N/A

18. Evaluation completed or planned:

A summative evaluation of the funding components of the Youth Justice Initiative undertaken during 2009-10 is expected to be completed in 2010-11.

Contravention Act Fund

1. Name of Transfer Payment Program:

Implementation of Official languages Requirements in respect of the Contraventions Act (Voted)

2. Start date:

April 1, 2002

3. End date:

March 31, 2013 and ongoing

4. Description:

The mechanics of the Contraventions Act includes the identification of federal offences that are to be considered "contraventions" and the establishment of a scheme to process these contraventions. In 2001, the Federal Court was asked to clarify the extent to which judicial and extra-judicial language rights requirements were applicable in the context of the Contraventions Act. The Court concluded that while the federal government is authorized to use the prosecution scheme of a province or territory to process federal contraventions, it must comply with all language rights requirements that would be applicable in the context of a federal prosecution scheme. More specifically, the Court stated that any level of government that processes federal contraventions is, in fact, acting on behalf of the Government of Canada.

Following the Federal Court decision, the Department of Justice initiated the process of amending existing Contraventions Act agreements to include new provisions addressing language rights requirements identified in the ruling. Such provisions are now also an integral part of all new agreements with other provinces. To support this process, the Department of Justice has received funding that is referred to as the Contraventions Act Fund.
Recipients: Provincial and territorial departments and agencies and municipalities designated by provincial and territorial governments as being responsible for judicial activities and for providing extra-judicial services in both official languages.

5. Strategic Outcome:

A fair, relevant and accessible justice system that reflects Canadian values.

6. Results Achieved:

Four provinces (British Columbia, Manitoba, Ontario and Nova Scotia) have entered into an agreement with the Department and, as a result, are fully prepared to offer trials dealing with federal contraventions in a manner consistent with language rights protected in sections 530 and 530.1 of the Criminal Code. The same four provinces have also taken measures to actively offer extra-judicial services in both official languages in all court locations covered by Part IV of the Official Languages Act. Nova Scotia increased its scope of activities to include more signage and bilingual personnel.

Negotiations with the Government of Newfoundland and Labrador advanced in 2009-2010. It is anticipated that this agreement will be in place for fiscal year 2010-2011.

Negotiations have been ongoing with the Government of Prince Edward Island to amend the current agreement to include new provisions that will increase PEI's capacity to offer judicial and extrajudicial services in both official languages.

Negotiations are ongoing with the Government of Québec to revise the current Implementation Agreement.

($ millions)
  7. Actual
Spending
2007-08
8. Actual
Spending
2008-09
9. Planned
Spending
2009-10
10. Total
Authorities
2009-10
11. Actual
Spending
2009-10
12. Variance(s)
13. Program Activity: Justice policies, laws and programs
14. Total Contributions $2,779,800 $4,289,100 $9,094,900 $4,594,900 $4,580,600 $4,514,300
15. Total Program Activity(ies) $2,779,800 $4,289,100 $9,094,900 $4,594,900 $4,580,600 $4,514,300

16. Comment(s) on Variance(s):

The actual spending was lower than anticipated for the following reasons:
The province of Newfoundland and Labrador did not sign an agreement in 2009-2010 as anticipated.

The province of Prince Edward Island did not sign an agreement in 2009-2010.

17. Audit completed or planned:

N/A

18. Evaluation completed or planned:

The Department undertook an evaluation of the Contraventions Act to better understand the experience of enforcement officers and federal departments in using the ticketing system included in the Act. This evaluation is complementary to those evaluations that the Department already conducted of the Contraventions Act Fund, which provides assistance in the delivery of services in both official languages.

2010-11: Mid-term Evaluation of the Fund

2011-13: Summative Evaluation of the Fund (The summative evaluation will be conducted over two years: 2011-2012 and 2012-2013).

Access to Justice Services Agreements - the territories

1. Name of Transfer Payment Program:

Access to Justice Services Agreements - the Territories (Voted)

2. Start date:

April 1, 1997

3. End date:

March 31, 2012 and ongoing

4. Description:

The objective of the Access to Justice Services Agreements (AJAs) is to integrate federal government funding support to Canada's three territories for access to justice services (both criminal and civil legal aid, Aboriginal Courtwork, and Public Legal Education and Information) through ongoing contribution agreements that allow the territories the flexibility needed to provide these services in a challenging environment (vast distances, harsh climate, cultural/linguistic differences). The overarching goal of federal support for Aboriginal Courtwork services is to facilitate and enhance access to justice by assisting Aboriginal people involved in the criminal justice system to obtain fair, just, equitable and culturally sensitive treatment. With regard to legal aid services in the territories, the federal goal is to enable the territories to provide legal aid services to economically disadvantaged persons involved in serious criminal matters. And, with respect to public legal education and information, the goal is to assist the territories in providing members of the public with the legal information they need to make informed decisions and participate effectively in the justice system.
Recipients: Territorial governments. In certain instances (e.g. of court-ordered counsel in federal prosecutions), the recipient may also be a territorial access to justice services delivery entity.

5. Strategic Outcome:

A fair, relevant and accessible justice system that reflects Canadian values

6. Results Achieved:

Through contribution agreements, the three territories are enabled to provide access to justice services (legal aid, Aboriginal Courtwork and public legal education and information). Contribution funding agreements have been extended with all three territories for one-year, 2010-2011.

($ millions)
  7. Actual
Spending
2007-08
8. Actual
Spending
2008-09
9. Planned
Spending
2009-10
10. Total
Authorities
2009-10
11. Actual
Spending
2009-10
12. Variance(s)
13. Program Activity: Justice policies, laws and programs
14. Total Contributions $5,156,593 $5,368,593 $4,856,593 $5,156,593 $5,156,593 -$300,000
15. Total Program Activity(ies) $5,156,593 $5,368,593 $4,856,593 $5,156,593 $5,156,593 -$300,000

16. Comment(s) on Variance(s):

Additional resources were provided to address severe pressures faced by the territories in delivering access to justice services.

17. Audit completed or planned:

N/A

18. Evaluation completed or planned:

An Evaluation Framework for the Access to Justice Service Agreements is being developed in 2010/2011.

Supporting Families Experiencing Separation and Divorce Fund

1. Name of Transfer Payment Program:

Supporting Families Fund (Voted)1

2. Start date:

April 1, 2009

3. End date:

March 31, 2014

4. Description:

The Supporting Families Fund is a key component of the Supporting Families Experiencing Separation and Divorce Initiative (SFI) which was announced by the Minister of Justice in September, 2008. The Fund is aimed at facilitating access to the family justice system for families experiencing separation and divorce, through various services, programs, and information resources, particularly those that promote compliance with financial support and custody/access obligations. The Fund also supports projects that promote public awareness about family law reforms concerning parenting arrangements, child support guidelines and support enforcements.

Recipients: Provincial and territorial departments, agencies, or other organizations designated by provincial and territorial governments as responsible for child support, the enforcement of support orders and agreements and parenting arrangement programs and services are eligible to apply for contribution funding under the Family Justice Initiatives and the Pilot Projects components of the Fund.

Any of the following may apply for contribution or class grant funding under the Public Legal Education and Information and Professional Training component of the Fund:

  1. individuals;
  2. non-profit professional organizations, societies or associations;
  3. other non-profit organizations, societies or associations;
  4. educational institutions;
  5. private sector organizations sponsoring non-profit projects in partnership with federal, provincial, or territorial governments.

5. Strategic Outcome:

A fair, relevant and accessible justice system that reflects Canadian values.

6. Results Achieved:

  • Provided funding in the amount of $501,819 to 16 non-governmental organizations to deliver activities related to divorce and separation issues in Canada.
  • Provided financial support to the provinces and territories in the amount of $15,346,000 to support the delivery of family justice related services and programs.
($ millions)
  7. Actual
Spending
2007-08
8. Actual
Spending
2008-09
9. Planned
Spending
2009-10
10. Total
Authorities
2009-10
11. Actual
Spending
2009-10
12. Variance(s)
13. Program Activity: Justice policies, laws and programs
14. Total Grants $0 $7,600 $50,000 $29,970 $29,970 $20,030
14. Total Contributions $16,250,027 $15,992,391 $15,950,000 $15,970,030 $15,847,819 $102,181
15. Total Program Activity(ies) $16,250,027 $15,999,991 $16,000,000 $16,000,000 $15,877,789 $122,211

16. Comment(s) on Variance(s):

The actual spending was lower than anticipated for the following reasons:

Under the Supporting Families Initiative, the amount of funding available to each jurisdiction and funding criteria has been established and shared with jurisdictions. Due to limitations in their internal capacity, some jurisdictions were not able to fully utilize the funds available to them in 2009-2010.

Fewer grant proposals than anticipated were received under the PLEI and Professional training component of the SF Fund in fiscal year 2009-2010.

17. Audit completed or planned:

N/A

18. Evaluation completed or planned:

The impact evaluation of the Supporting Families Initiative will be initiated in 2012/13, so that results will be available before the SFI's funding cycle is completed in March 2014.

Aboriginal Courtwork Program

1. Name of Transfer Payment Program:

Aboriginal Courtwork Program (Voted)

2. Start date:

April 1, 1978

3. End date:

March 31, 2013 and ongoing

4. Description:

The objective of the Aboriginal Courtwork Program is to improve access to justice by helping Aboriginal people involved in the criminal justice system obtain fair, just, equitable and culturally-sensitive treatment. It is the only ongoing contribution funding justice program available to all Aboriginal people (adult and youth) regardless of status and residency. The Program provides Aboriginal persons charged with an offence with timely and accurate information on their rights, obligations, roles and responsibilities at the earliest possible stage of the criminal justice process. Services also include referring clients to appropriate legal and social resources in their community. Aboriginal Courtworkers serve as a "bridge" between criminal justice officials and Aboriginal people and communities, by providing information, cultural context, liaison and promoting communications and understanding.

Recipients: Provincial governments. A province may authorize one or more agencies to deliver Aboriginal Courtwork services on its behalf. All designated delivery agencies will be accountable to the funders. In addition, the new Projects in Support of the Aboriginal Courtwork Program component provide modest support for projects that further the mandate of the Program.

5. Strategic Outcome:

A fair, relevant and accessible justice system that reflects Canadian values

6. Results Achieved:

  • Contribution agreements with the provinces supported the delivery of Aboriginal Courtwork services to ensure access to justice for Aboriginal people within the mainstream Canadian justice system that promoted fair, equitable and culturally relevant treatment before the courts. Over 200 Aboriginal Courtworkers employed by over 20 different service delivery agencies across Canada provided services to 51,555 adults and 10,534 youth.
  • A map titled Location of Aboriginal Justice Strategy and Aboriginal Courtwork Programs in Canada has been printed and is being distributed. The map will be available on the internet in 2010/2011.
  • Over the past 2 years, 29 projects have been funded in support of the Aboriginal Courtwork Program. Projects funded have focussed primarily on training for Aboriginal Courtworkers, research into issues of importance for courtwork delivery agencies and public legal education and information.
($ millions)
  7. Actual
Spending
2007-08
8. Actual
Spending
2008-09
9. Planned
Spending
2009-10
10. Total
Authorities
2009-10
11. Actual
Spending
2009-10
12. Variance(s)
13. Program Activity: Justice policies, laws and programs
14. Total Contributions $4,836,363 $5,320,708 $4,911,363 $5,411,363 $5,366,085 -$454,722
15. Total Program Activity(ies) $4,836,363 $5,320,708 $4,911,363 $5,411,363 $5,366,085 -$454,722

16. Comment(s) on Variance(s):

The Aboriginal Courtwork Program expanded its terms and conditions in February 2008, to include a new component, "Projects in support of the Aboriginal Courtwork Program". The costs associated with the new component exceeded the forecasted budget.

17. Audit completed or planned:

N/A

18. Evaluation completed or planned:

The Summative Evaluation was completed in June 2008. A national client survey is planned for 2011-2012.

Aboriginal Justice Strategy

1. Name of Transfer Payment Program:

Aboriginal Justice Strategy (Voted)

2. Start date:

April 1, 1991 as Aboriginal Justice Initiative, renewed as Aboriginal Justice Strategy in 1996, 2002, 2007

3. End date:

March 31, 2012

4. Description:

The Aboriginal Justice Strategy (AJS) enables Aboriginal communities to have increased involvement in the local administration of justice and, as such, provides timely and effective alternatives to mainstream justice processes in appropriate circumstances. AJS programs are also aimed at reducing the rates of victimization, crime and incarceration among Aboriginal people in communities operating AJS programs, and helping the mainstream justice system become more responsive and sensitive to the needs and culture of Aboriginal communities.

Recipients: a) bands, First Nations, Tribal Councils, local, regional and national Aboriginal organizations; b) agencies and institutions of regional/municipal governments; c) non-profit community organizations, societies, and associations which have voluntarily associated themselves for a non-profit purpose; d) provincial and territorial governments; e) individuals; and, f) for-profit corporations, so long as these corporations will not make a profit on the work performed.

5. Strategic Outcome:

A fair, relevant and accessible justice system that reflects Canadian values

6. Results Achieved:

  • In 2009-2010, the AJS supported 1422 community-based justice programs serving approximately 400 Aboriginal communities across Canada and 47 capacity-building projects which support Aboriginal communities' involvement in the local administration of justice. This includes an increase of 25 capacity-building programs as compared to last fiscal year.
  • A map titled Location of Aboriginal Justice Strategy and Aboriginal Courtwork Programs in Canada has been printed and is being distributed. The map will be available on the internet in 2010/2011.
($ millions)
  7. Actual
Spending
2007-08
8. Actual
Spending
.2008-09
9. Planned
Spending
2009-10
10. Total
Authorities
2009-10
11. Actual
Spending
2009-10
12. Variance(s)
13. Program Activity: Justice policies, laws and programs
14. Total Grants $96,996 $13,105 $260,000 $85,836 $85,836 $174,164
14. Total Contributions $9,586,445 $11,706,919 $12,240,000 $11,914,164 $11,904,293 $335,707
15. Total Program Activity(ies) $9,683,441 $11,720,024 $12,500,000 $12,000,000 $11,990,129 $509,871

16. Comment(s) on Variance(s):

Actual spending was lower than anticipated due to a late fall national call for proposals under the Capacity Building Fund. As well, the negotiations and signing of some of the funding agreements under the Community-Based Justice Programs Fund occurred late in the fiscal year which contributed to the lower than anticipated spending.

17. Audit completed or planned:

N/A

18. Evaluation completed or planned:

The formative evaluation has been drafted and is currently under review. It is expected that the evaluation will be finalized by fall 2010. A summative evaluation is planned for 2011-2012.

Youth Justice Fund

1. Name of Transfer Payment Program:

Youth Justice Fund (Voted)

2. Start date:

April 1, 1999

3. End date:

Ongoing

4. Description:

The Youth Justice Fund provides grants and contributions to projects that encourage a fairer and more effective youth justice system, respond to emerging youth justice issues and enable greater citizen and community participation in the youth justice system. The Fund includes three components: the Youth Justice Main Fund, Drug Treatment under the National Anti-Drugs Strategy, and Guns, Gangs and Drugs.

The Fund supports the development, implementation, and evaluation of pilot projects that provide programming and services for youth in conflict with the law. It supports professional development activities such as training and conferences for justice professionals and youth service providers. Additionally, it funds research on the youth justice system and related issues.

Projects must target youth who are between the ages of 12 and 17 and currently in conflict with the law, or justice professionals and/or service providers who work with these youth.

Recipients: Non-governmental organizations, youth justice stakeholders, Aboriginal organizations and provinces/territories.

5. Strategic Outcome:

A fair, relevant and accessible justice system that reflects Canadian values

6. Results Achieved:

The Youth Justice Fund supported 70 innovative projects in 2009-2010. These included 32 projects to promote the making of "smart choices" through community-based educational, cultural, sporting and vocational opportunities targeting youth involved in gun, gang and drug activities; 39 projects to enhance the range of treatment services and programs targeting young persons in conflict with the law who have illicit substance abuse issues; and 21 projects targeting other priorities, including youth in conflict with the law with FASD. (Some projects targeted more than one of the above priorities.)

The Fund initiated two major Calls for Proposals in 2009-2010, one resulting in the organization of 21 regional conferences on gang-involved youth, the other in the development of 11 directories to help police refer youth to appropriate community programming under section 6 of the Youth Criminal Justice Act.

($ millions)
  7. Actual
Spending
2007-08
8. Actual
Spending
2008-09
9. Planned
Spending
2009-10
10. Total
Authorities
2009-10
11. Actual
Spending
2009-10
12. Variance(s)
13. Program Activity: Justice policies, laws and programs
14. Total Grants $519,890 $384,169 $730,000 $730,000 $632,739 $97,261
14. Total Contributions $2,415,577 $2,805,596 $4,275,000 $4,275,000 $3,796,700 $478,300
15. Total Program Activity(ies) $2,935,467 $3,189,765 $5,005,000 $5,005,000 $4,429,439 $575,561

16. Comment(s) on Variance(s):

The Youth Justice Fund's variance has decreased significantly in the last two years, from approximately 40% in 2007-2008 to slightly over 10% in 2009-2010. This is due to greater uptake, as the Guns, Gangs and Drugs and Drug Treatment components become better known; the Fund's increasing focus on larger, multi-year projects; and management initiatives, including Calls for Proposals in areas of priority. The variance is expected to decrease even further, if not disappear completely, in 2010-2011.

17. Audit completed or planned:

N/A

18. Evaluation completed or planned:

The Youth Justice Fund was included in an evaluation of the Youth Justice Funding Components (which also included the Youth Justice Services Funding Program and IRCS). This evaluation is being finalized in 2010-2011.

Access to Justice in Both Official Languages Support Fund

1. Name of Transfer Payment Program:

Access to Justice in Both Official Languages Support Fund (Voted)

2. Start date:

April 1, 2003

3. End date:

March 31, 2013 and ongoing

4. Description:

In June 2008, the Government launched the Roadmap for Canada's Linguistic Duality 2008-2013: Acting for the Future. The Department of Justice supports the Roadmap through the Initiative in Support of Access to Justice in Both Official Languages. This Initiative includes a consulting mechanism, a training Component in both Official Languages for Justice personnel, a component to encourage young bilingual Canadians to pursue law related careers in justice and a grants and contributions program called the Access to Justice in Both Official Languages Support Fund (the Support Fund).

Objectives: In order to attain the objectives of the Initiative, the Department will invest resources into the Support Fund. All projects and activities must respond to one of the following objectives:

  • Increase the capacity of the justice system and its stakeholders to offer justice services in both official languages.
  • Increase awareness in the legal community and official language minority and majority communities concerning their rights and issues related to access to justice in both official languages.

Recipients:

  • Canadian not-for-profit organizations.
  • Provincial and territorial governments, regional and municipal governments, provincial and territorial Crown corporations.
  • Canadian institutions/boards of education, including Centres for jurilinguistics.

5. Strategic Outcome:

A fair, relevant and accessible justice system that reflects Canadian values

6. Results Achieved:

  • The Department continued to provide ongoing financial support to the Fédération des associations de juristes d'expression française en common law and its seven member associations.
  • The Department funded 33 projects that responded to the needs of official language minority communities across Canada of which 14 were related to the new Justice training component under the Support Fund
  • The Department held an Access to Justice in both Official Languages Sub-Committee meeting in November 2009 to engage the official language minority communities. The objective of the meeting was to enable participants to generate ideas for potential partnerships to develop projects in line with the recommendations of the Canada-wide Analysis of Official Language Training Needs in the Area of Justice.
($ millions)
  7. Actual
Spending
2007-08
8. Actual
Spending
2008-09
9. Planned
Spending
2009-10
10. Total
Authorities
2009-10
11. Actual
Spending
2009-10
12. Variance(s)
13. Program Activity: Justice policies, laws and programs
14. Total Grants $43,320 $49,912 $50,000 $50,000 $0 $50,000
14. Total Contributions $2,798,219 $2,776,839 $5,176,846 $5,176,845 $3,295,230 $1,881,616
15. Total Program Activity(ies) $2,841,539 $2,826,751 $5,226,846 $5,226,845 $3,295,230 $1,931,616

16. Comment(s) on Variance(s):

There were fewer projects than anticipated related to the training component that were received and approved in fiscal year 2009-2010.

17. Audit completed or planned:

N/A

18. Evaluation completed or planned:

Study - Canada-wide Analysis of Official Language Training Needs in the Area of Justice, March 31, 2009.

  1. Note: Supporting Families Fund replaced the former Child-centred Family Justice Fund which terminated on March 31st, 2009
  2. Flow through agreements are in place in Nunavut and the Northwest Territories which provide Federal support to 38 community-based justice programs in the region.
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Economic Development Agency of Canada for the Regions of Quebec

Table: Details of Transfer Payment Programs (TPPs)

1) Name of program: Community Diversification. This program represents a voted item, except for 2009-2010, for which the funding portion dedicated to Canada’s Economic Action Plan (CEAP) corresponds to a statutory appropriation.

2) Start Date: April 1, 2007

3) End Date: March 31, 2012

4) Description: The Community Diversification program helps Quebec regions maintain and develop their economic activity base. A community’s vitality depends on its ability to develop, grow and thrive by building on its own assets.

This program has three objectives:

  • foster communities’ development and increase their mobilization by drawing up visions and projects of local and regional scope
  • assist communities through support for entrepreneurship and through creation or maintenance of viable enterprises
  • increase communities’ capability to attract tourists and skilled individuals.

This program also leads to intervention for implementation of the Community Adjustment Fund (CAF), a temporary CEAP initiative.

5) Strategic Outcome: A competitive and diversified economy for the regions of Quebec

6) Results Achieved:

  • Communities are pursuing a development vision and implementing resulting initiatives.
  • Enterprises are contributing to community economic growth and maintenance.
  • Communities are recognized for their distinctiveness, brand image or outreach.

With respect to the CAF:

  • number of communities with increased economic opportunities and greater capacity to meet challenges
  • enterprises created, maintained and expanded
  • jobs created or maintained.
(in millions of dollars) 7) Actual expenditures 2007-2008 8) Actual expenditures 2008-2009 9) Planned spending 2009-2010 10) Total authorities 2009-2010 11) Actual expenditures 2009-2010 12) Variance
13) Program Activity: Community Development
14) Grants 0,1 0,0 0,6 0,0 0,0 (0,6)
14) Contributions 75,2 67,7 94,3 90,5 86,7 (7,6)
13) Program Activity: Special intervention measures
14) Contributions 78,0 78,0 78,0
14) Other types of transfer payments
15) Program activities total 75,3 67,7 94,9 168,5 164,7 69,8

16) Comments on variance: The variance is attributable to the new funding received during the year for the Community Adjustment Fund.

17) Audits performed or planned: N/A

18) Evaluation performed or planned: Formative evaluation of the Community Diversification program completed in winter 2010. A summative evaluation will be completed in spring 2011.




1) Name of program: Community Futures Program (CFP)

2) Start Date: May 18, 1995

3) End Date: October 2, 2010

4) Description: This Canada-wide program provides support for communities in all parts of the country to help them take charge of their own local economic development. In Quebec, the CFP financially supports 57 Community Futures Development Corporations, as well as 14 Community Economic Development Corporations and 10 Business Development Centres.

5) Strategic Outcome: A competitive and diversified economy for the regions of Quebec

6) Results Achieved:

  • Communities are pursuing a development vision and implementing resulting initiatives.
  • Enterprises are contributing to community economic growth and maintenance.
(in millions of dollars) 7) Actual expenditures 2007-2008 8) Actual expenditures 2008-2009 9) Planned spending 2009-2010 10) Total authorities 2009-2010 11) Actual expenditures 2009-2010 12) Variance
13) Program Activity: Community Development
14) Grants
14) Contributions 40,2 41,7 32,0 42,6 42,6 10,6
14) Other types of transfer payments
15) Program activity total 40,2 41,7 32,0 42,6 42,6 10,6

16) Comments on variance: The variance between planned spending and actual expenditures is attributable to the implementation, in 2009-2010, of two initiatives with the CFDC common fund: the Business Support Fund II and Business Startup and Succession. Since these initiatives comply with the terms and conditions of the CFP and the promoter is an organization eligible for the CFP, that was the program used. In actuality, the funds allocated to these two initiatives come from the Agency’s Base A.

17) Audits performed or planned: Internal audit of the CFP completed in October 2009: http://www.dec-ced.gc.ca/eng/publications/agency/verif.html

18) Evaluation performed or planned: Summative evaluation of the CFP completed in summer 2009: http://www.dec-ced.gc.ca/eng/publications/agency/evaluation/155/index.html




1) Name of program: Infrastructure Canada Program (ICP)

2) Start Date: October 2000

3) End Date: March 31, 2011

4) Description: Within the framework of the pan-Canadian Infrastructure Program under Treasury Board Secretariat responsibility, a Canada-Quebec Agreement was signed in October 2000. The objective of this agreement was to upgrade urban and rural municipal infrastructure in Quebec and improve Quebecers' quality of life. The Agency acts on behalf of the Government of Canada as the federal department responsible for implementation in Quebec. This agreement was amended in July 2005 to postpone the deadline for disbursements to March 31, 2011. Since December 2005, under the terms of the agreement, no more new projects may be approved under the program.

5) Strategic Outcome: A competitive and diversified economy for the regions of Quebec

6) Results Achieved : Rural and urban communities have quality public infrastructure.

(in millions of dollars) 7) Actual expenditures 2007-2008 8) Actual expenditures 2008-2009 9) Planned spending 2009-2010 10) Total authorities 2009-2010 11) Actual expenditures 2009-2010 12) Variance
13) Program Activity: Infrastructure
14) Grants
14) Contributions 46,0 50,0 44,1 30,6 12,0 (32,1)
14) Other types of transfer payments
15) Program activity total 46,0 50,0 44,1 30,6 12,0 (32,1)

16) Comments on variance: The variance between planned spending and actual expenditures is attributable to the fact that actual expenditures depend on progress in completion of infrastructure projects. Under agreements signed with the Government of Canada, the Government of Quebec is responsible for management of most infrastructure programs.

17) Audits performed or planned: Internal audit of the ICP completed in July 2010.

18) Evaluation performed or planned: Summative evaluation of the Canada-Quebec Infrastructure Works 2000 program completed in winter 2010.




1) Name of program: Contribution program to supply the Municipality of Shannon with drinking water

2) Start Date: April 1, 2009

3) End Date: March 31, 2011

4) Description: Financial assistance for the water treatment project to supply the Municipality of Shannon, Quebec, with drinking water.

5) Strategic Outcome: A competitive and diversified economy for the regions of Quebec

6) Results Achieved: Rural and urban communities have quality public infrastructure.

(in millions of dollars) 7) Actual expenditures 2007-2008 8) Actual expenditures 2008-2009 9) Planned spending 2009-2010 10) Total authorities 2009-2010 11) Actual expenditures 2009-2010 12) Variance
13) Program Activity: Infrastructure
14) Grants
14) Contributions 6,4 6,4 6,4
14) Other types of transfer payments
15) Program activity total 6,4 6,4 6,4

16) Comments on variance: This project was launched during 2009-2010 under Canada’s Economic Action Plan to enable the Municipality of Shannon to obtain a total financial contribution of $13.3 million, of which $6.4 million was paid out in 2009-2010.

17) Audits performed or planned: N/A

18) Evaluation performed or planned: N/A




1) Name of program: Business and Regional Growth

2) Start Date: April 1, 2007

3) End Date: March 31, 2012

4) Description: This program reinforces conditions conducive to the sustainable growth of regions and SMEs, and has three objectives:

  • help enterprises improve their performance, become more competitive and engage in more innovation to facilitate their sustainable development
  • support the transfer of technology and research outputs to enterprises
  • create the right conditions to attract foreign investment and international organizations.

This program also leads to intervention for implementation of the Community Adjustment Fund (CAF), a temporary CEAP initiative.

5) Strategic Outcome: A competitive and diversified economy for the regions of Quebec

6) Results Achieved:

  • Assisted enterprises are using their strategic capabilities.
  • Products and services derived from R&D are being commercialized.
  • New enterprises and investment in strategic capital assets are consolidating the regions’ economic base.
  • Competitiveness poles are being developed and consolidated.
  • Clusters and networks of enterprises in the same sector or region are better structured.
  • The innovation commercialization process is generating medium- and long-range economic and social spinoffs.
  • Competitive regions are attracting foreign direct investment and international organizations.

    With respect specifically to the CAF:
  • number of communities with increased economic activities and greater capacity to meet challenges
  • enterprises created, maintained and expanded
  • jobs created or maintained.
(in millions of dollars) 7) Actual expenditures 2007-2008 8) Actual expenditures 2008-2009 9) Planned spending 2009-2010 10) Total authorities 2009-2010 11) Actual expenditures 2009-2010 12) Variance
13) Program Activity: Enterprise Competitiveness
14) Contributions 53,6 40,4 63,7 73,7 60,7 (3,0)
13) Program Activity: Competitive positioning of sectors and regions
14) Contributions 38,4 29,2 19,2 21,1 34,1 14,9
13) Program Activity: Special intervention measures
14) Contributions 17,8 17,8 17,8
14) Other types of transfer payments
15) Program activity total 92,0 69,6 82,9 112,6 112,6 29,7

16) Comments on variance:

Enterprise Competitiveness: The variance is attributable to the impact of the economic downturn on projects by enterprises, which had to delay or downsize their investment plans.

Competitive positioning of sectors and regions: The economic downturn has prompted the Agency to increase its level of investment in projects presenting attractive business opportunities in order to revive the international competitiveness of sectors and regions.

Special intervention measures: The Agency has been given the mandate to deliver the Community Adjustment Fund under CEAP.

17) Audits performed or planned: N/A

18) Evaluation performed or planned: Formative evaluation of the Business and Regional Growth program completed in winter 2010. A summative evaluation will be completed in fall 2011.

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Environment Canada

Details of Transfer Payment Programs (TPPs)

  1. Contributions to support environment research and development
  2. Contributions to support environmental and sustainable development initiatives
  3. Contributions to Support Canada’s International Commitments
  4. Habitat Stewardship Program for Species at Risk (HSP)
  5. EcoAction 2000 – Community Funding Initiative
  6. Grant to the Canada Foundation for Sustainable Development Technology for the Next-Generation Biofuels Fund™
  7. Initiatives of the Action Plan on Clean Water—Freshwater Programs—Contributions
  8. National Vehicle Scrappage Program - Contributions

1. Name of Transfer Payment Program: Contributions to support environment research and development*

2. Start date: June 1999

3. End date: March 31, 2010*

4. Description: The purpose of this class contribution is to stimulate, increase or improve scientific knowledge and information, to support the promotion and coordination of research and development in areas that support Environment Canada's objectives, such as wildlife, toxicology, climate change and atmospheric studies.

5. Strategic Outcome: Not applicable*

6. Results Achieved: Environment Canada funds contributions to support environmental research and development that are aligned with departmental and program priorities. The Department continued ongoing relationships with a number of Canadian universities on a wide variety of initiatives, resulting in increases in knowledge in atmospheric sciences, toxic chemicals, water and the impacts of pollutants on water, as well as wildlife and the impacts of pollutants on wildlife.

The progress made is reflected through the delivery of Environment Canada's programs and results reported in Section II of the 2009–2010 Departmental Performance Report.

13. Program Activity:
($ millions)
  7. Actual
Spending
2007-2008
8. Actual
Spending
2008-2009
9. Planned
Spending
2009-2010
10. Total
Authorities
2009-2010
11. Actual
Spending
2009-2010
12. Variance(s)
14. Total Grants 0 0 0 0 0 0
14. Total Contributions 4.4 5.7 0 8.4 8.4 (8.4)
14. Total Other Types of Transfer Payments 0 0 0 0 0 0
15. Total Program Activity(ies) 4.4 5.7 0 8.4 8.4 (8.4)

*Note: Treasury Board approved Environment Canada’s redesign of the existing class transfer payment programs (i.e. Contributions to Support Environmental Research and Development, Contributions to Support Environmental and Sustainable Development Initiatives and Contributions to Support Canada's international commitments) so that they align to the Department’s revised 2010-2011 Program Activity Architecture (PAA). The redesign and alignment to the PAA will improve performance measurement and reporting and clarify accountability arrangements.

 

1. Name of Transfer Payment Program: Contributions to support environmental and sustainable development initiatives*

2. Start date: June 1999

3. End date: March 31, 2010*

4. Description: The objective of this class contribution is to enable Canadian groups, associations and organizations to become actively involved in environmental and sustainable development initiatives while accommodating regional ecosystem and socio-economic considerations. Contributions enable recipients to plan, manage and complete environmental and sustainable development initiatives at the regional or ecosystem level. This funding also serves to increase awareness and understanding of environmental and sustainable development issues and to encourage environmentally responsible action.

5. Strategic Outcome: Not applicable*

6. Results Achieved: Environment Canada funds contributions to support environmental and sustainable development initiatives that are aligned with departmental and program priorities.  The contributions facilitate access, on a national level, to existing knowledge, tools and methods for making good decisions on the environment and sustainable development that are appropriate, given the social, cultural and economic contexts.

The progress made is reflected in the delivery of Environment Canada's programs and results, reported in Section II of the 2009–2010 Departmental Performance Report.

13. Program Activity:
($ millions)
  7. Actual
Spending
2007-2008
8. Actual
Spending
2008-2009
9. Planned
Spending
2009-2010
10. Total
Authorities
2009-2010
11. Actual
Spending
2009-2010
12. Variance(s)
14. Total Grants 0 0 0 0 0 0
14. Total Contributions 26.3 25.8 28.2 25.6 23.0 5.2
14. Total Other Types of Transfer Payments 0 0 0 0 0 0
15. Total Program Activity(ies) 26.3 25.8 28.2 25.6 23.0 5.2

*Note: Treasury Board approved Environment Canada’s redesign of the existing class transfer payment programs (i.e. Contributions to Support Environmental Research and Development, Contributions to Support Environmental and Sustainable Development Initiatives and Contributions to Support Canada's international commitments) so that they align to the Department’s revised 2010–2011 Program Activity Architecture (PAA). The redesign and alignment to the PAA will improve performance measurement and reporting and clarify accountability arrangements.

 

1. Name of Transfer Payment Program: Contributions to Support Canada’s International Commitments

2. Start date: June 1999

3. End date: March 31, 2010

4. Description: The purpose of this class contribution is to sustain and enhance Canada's participation in international multilateral and bilateral environmental organizations, agreements and protocols; ensure that Canadian interests are represented in international forums relating to environmental issues; facilitate the participation of developing countries in global environmental and sustainable development issues; and build, strengthen and maintain Canada's links with the international community on global environmental and sustainable development issues.

5. Strategic Outcomes:

  • Canada's natural capital is restored, conserved, and enhanced
  • Weather and environmental predictions and services reduce risks and contribute to the well-being of Canadians
  • Canadians and their environment are protected from the effects of pollution and waste

6. Results Achieved: The results achieved and progress made are reflected through program delivery. This class contribution facilitates access on a national level to existing knowledge tools and methods for making good policy decisions on the environment and health that are appropriate, given the social, cultural and economic contexts.

13. Program Activity:
($ millions)
  7. Actual
Spending
2007-2008
8. Actual
Spending
2008-2009
9. Planned
Spending
2009-2010
10. Total
Authorities
2009-2010
11. Actual
Spending
2009-2010
12. Variance(s)
14. Total Grants 0 0 0 0 0 0
14. Total Contributions 8.5 7.3 8.7 10.5 10.5 (1.8)
14. Total Other Types of Transfer Payments 0 0 0 0 0 0
15. Total Program Activity(ies) 8.5 7.3 8.7 10.5 10.5 (1.8)

*Note: Treasury Board approved Environment Canada’s redesign of the existing class transfer payment programs (i.e. Contributions to support Environmental Research and Development, Contributions to support Environmental and Sustainable Development Initiatives and Contributions to support Canada's international commitments) so that they align to the Department’s revised 2010-2011 Program Activity Architecture (PAA). The redesign and alignment to the PAA will improve performance measurement and reporting and clarify accountability arrangements.

16. Comment(s) on Variance(s): Long range planning for the Asia-Pacific Partnership program resulted in a $1M shift of spending from prior years into the current 2009–2010 fical year. The Aisa-Pacific Partnership program's overall 4 years budget is on target.  Increased United Nations Framework Convention on Climate Change (UNFCCC) negotiation meetings and support to developing countries for climate change resulted in an additional $0.8M.

17. Audit completed or planned: An audit of contributions related to Asia-Pacific Partnership program is planned for 2010–2011.

18. Evaluation completed or planned: Evaluation of the International Actions Theme (IAT) included an evaluation of the contributions under the Asia-Pacific Partnership program. Results of the Evaluation will be available to the public in 2010–2011.

 

1. Name of Transfer Payment Program: Habitat Stewardship Program for Species at Risk (HSP)

2. Start Date: August 20, 2000

3. End Date: Program is ongoing. March 2012 is the end date for a portion of HSP funding ($4 M)

4. Description: The purpose of the HSP is to contribute to the recovery of endangered, threatened and other species of concern, and to prevent other species from becoming a conservation concern, by engaging Canadians in conservation actions to benefit wildlife. The HSP fosters partnerships among organizations interested in the recovery of species at risk and provides funding for implementing activities that protect or conserve habitats for species at risk. It enables non-government organizations, landowners, the private sector, Aboriginal organizations, educational institutions, community groups and other levels of government to plan, manage and complete projects that will achieve the program goal.

5. Strategic Outcome: Canada’s natural capital is restored, conserved and enhanced

6. Results Achieved: From April 2009 to March 2010, the Habitat Stewardship Program (HSP) contributed $12.1million to 229 projects addressing terrestrial and aquatic species-at-risk issues in all provinces and territories. The HSP directed $37 million (program plus matching funds) to projects addressing both habitat conservation and threat mitigation issues. These stewardship activities benefited approximately 396 species at risk designated by the Committee on the Status of Endangered Wildlife in Canada (COSEWIC), 354 of which were listed under the Species at Risk Act (SARA). Activities such as monitoring, surveys and inventory work as well as the collection of traditional ecological knowledge, evaluation, and program planning and development activities directly involved more than 15 000 people, and 19 500 people participated in projects aiming at reducing or mitigating threats to species at risk. More than 4295 landowners participated in conservation activities leading to the protection of 13 367 ha of habitat through legally binding protection measures and to an additional 321 710 ha through non‑binding protection measures. Nearly 21 436 ha of habitat and 243 km of shoreline were improved due to the efforts of 6000 project participants.

Overall, since its inception in 2000, the HSP has contributed over $90 million to more than 1600 projects, leveraging an additional $232 million in matching funds from project partners. In its first ten years, the HSP has contributed to the protection of nearly 150 000 ha of land through legally binding protection measures, and has improved approximately 31 000 ha of habitat for species at risk every year.

13. Program Activity:
($ millions)
  7. Actual
Spending
2007-2008
8. Actual
Spending
2008-2009
9. Planned
Spending
2009-2010
10. Total
Authorities
2009-2010
11. Actual
Spending
2009-2010
12. Variance(s)
14. Total Grants            
14. Total Contributions 8.8 11.0 13.0 13.0 12.1 0.9
14. Total Other Types of Transfer Payments            
15. Total Program Activity(ies) 8.8 11.0 13.0 13.0 12.1 0.9

16. Comment(s) on Variance(s): The approved yearly budget is $13M in contributions; however, with normal program operational slippage and withdrawal/cancellation of some projects over $100K in the fourth quarter due to delayed approvals, final expenditures can vary yearly. Looking ahead, with the Department’s new contribution management system in place, more program funding will be provided to recipients and in a timely fashion.

17. Evaluation Completed or Planned: A program evaluation led by Environment Canada’s Audit and Evaluation Branch, with the participation of Fisheries and Oceans Canada (DFO) and Parks Canada Agency (PCA) was undertaken from October 2008 to March 2009 and completed in September 2009. The evaluation examined the overall effectiveness of the HSP from fiscal years 2004–2005 to 2007–2008, focusing on issues of relevance, success, cost-effectiveness and design and delivery. This evaluation revealed that the program is highly relevant to federal government roles and priorities, and is also a particularly appropriate means of federal government intervention for addressing the needs of species at risk on non-federal lands because of its collaborative approach. While similar programs co‑exist with the HSP, none duplicate the program’s targeted activities. In its current form, the program is well managed and administered with a clear and effective governance structure. It was observed that the program would benefit from adopting a more strategic approach toward habitat protection for species at risk. The evaluation is posted at: http://ec.gc.ca/doc/ae-ve/2009-2010/966/toc_eng.htm.

 

1. Name of Transfer Payment Program: EcoAction 2000 – Community Funding Initiative

2. Start Date: 1998; the program’s Terms and Conditions were renewed and approved by the Minister of the Environment, December 1, 2009.

3. End Date: Terms and Conditions apply for the duration of the program, provided that an evaluation is completed at least once every five years. Next evaluation is scheduled for 2013–2014.

4. Description: Provides financial support to non-profit organizations to undertake environmental projects that yield positive, measurable results; increase capacity and engagement at the community level; and support Canadians to take action for the environment.

5. Strategic Outcome: Canada’s natural capital is restored, conserved and enhanced

6. Results Achieved: The EcoAction Community Funding Initiative delivered 206 projects through contribution agreements in 2009–2010. Of these, 125 were new projects representing a departmental investment of $4.2 million. These projects leveraged $10.3 million in cash and in‑kind support, which translates to $2.45 leveraged for every dollar of federal funding, with an average of 5.6 partner sectors involved in each project. The program funded 54% of project applications received. In support of the International Year of Biodiversity 2010, 54 biodiversity‑related projects were funded, for a total of $1.65 million in federal funding. These projects will reduce biodiversity loss, protect wildlife and improve species habitat, and increase urban re‑naturalization. Climate change projects to reduce greenhouse gas emissions represented 35% of new projects funded, for a total of $1.7 million in federal funding. The remaining projects focused on clean water (23%) and clean air (4%) initiatives. Over 420 000 individuals were engaged in EcoAction projects across Canada, including 2574 volunteers. An additional 108 jobs were created.

Environmental results achieved by projects completed in 2009–2010:

Nature: 1470 hectares of habitat were permanently protected; 277 hectares of habitat were created, restored or rehabilitated; over 61 000 native plants, trees and shrubs were planted; and 211 wildlife structures were installed.

Clean water: 1476 kilograms of toxic or harmful waste (fertilizers, pesticides) were diverted or reduced; over 1 million litres of water were re-used or conserved; 9154 hectares of shoreline were protected, stabilized or improved; and 10 572 hectares were covered by Environmental Management Plans.

Clean air and climate change: Greenhouse gas emissions were reduced by 595 tonnes (CO2 equivalent); emissions of other air pollutants (sulphur dioxide, nitrous oxide, etc.) were reduced by 20 tonnes; 537 445 kilowatt hours/year of energy were conserved; and 22 807 kilograms of organic waste were composted/diverted from landfill.

13. Program Activity:
($ millions)
  7. Actual
Spending
2007-2008
8. Actual
Spending
2008-2009
9. Planned
Spending
2009-2010
10. Total
Authorities
2009-2010
11. Actual
Spending
2009-2010
12. Variance(s)
14. Total Grants 0 0 0 0 0 0
14. Total Contributions 3.99 4.3 4.5 4.5 4.46 0.04
14. Total Other Types of Transfer Payments 0 0 0 0 0 0
15. Total Program Activity(ies) 3.99 4.3 4.5 4.5 4.46 0.04

16. Comment(s) on Variance(s): The small variance in contribution spending is a result of lapsed funds due to changes in project delivery or timing.

17. Audit Completed or Planned: n/a

18. Evaluation Completed or Planned: A program evaluation led by Environment Canada’s Audit and Evaluation Branch was undertaken from October 2008 to March 2009 and completed in May 2009. The evaluation examined the overall effectiveness of the EcoAction program from fiscal years 2004–2005 to 2007–2008, focusing on issues of relevance, success, cost-effectiveness and design and delivery. Overall, the evaluation of the program was positive. Key findings indicated that: the program is aligned with federal priorities and is working towards achieving its intended outcomes; it provides good value for money (leveraging $2.26:$1); it is successful in reaching its intended audience; and it has achieved high client satisfaction. The evaluation noted that some areas required improvement: addressing confusion among program staff on the decision-making process; improving program monitoring activities; and assessing the longer-term impact of funded projects. The evaluation acknowledged that high administrative costs of the program are a result of program design and the focus on client service; however some improvements could be made to increase cost-efficiency. Recommendations focused on improving program forms and tools; examining roles, responsibilities and processes; and improving the program’s ability to demonstrate results. The action plan to implement these improvements was approved by the responsible senior management board. The evaluation is posted at: http://www.ec.gc.ca/doc/ae-ve/2009-2010/954/toc_eng.html.

The next program evaluation is planned for 2013–2014.

 

1. Name of Transfer Payment Program: Grant to the Canada Foundation for Sustainable Development Technology for the Next-Generation Biofuels Fund™

2. Start Date: April 1, 2007

3. End Date: September 30, 2027 (the last appropriation by Parliament will be in fiscal year 2014–2015, with the last disbursement to Sustainable Development Technology Canada (SDTC) by March 31, 2017)

4. Description: The Foundation will provide grants with conditional repayment terms to eligible recipients for the establishment of first-of-kind, large, demonstration-scale facilities producing next-generation renewable fuels. These facilities must involve both non-conventional technologies and non-traditional feedstocks and be built in Canada, using representative Canadian feedstock. Selection will be based on an in-depth due diligence process developed to assess applications for funding using a roster of biofuels experts and a Project Review Committee.

Since next-generation technologies are capital equipment intensive, they constitute a greater debt financing risk. The support provided by the Next-Generation Biofuels Fund™ will encourage the retention and growth of technology expertise and innovation capacity for next-generation renewable fuels production in Canada.

Of the $500M in total funding, $200M is statutory, with the remaining $300M being appropriated funding which is spread over seven fiscal years, beginning in FY 2008–2009 and ending in FY 2014–2015. The funding is equally divided between Natural Resources Canada and Environment Canada.

5. Strategic Outcome: Canadians and their environment are protected from the effects of pollution and waste.

6. Results Achieved: To date, SDTC has received one formal Application for Funding (AFF) under the Next-Generation Biofuels Fund™ (NGBF). At this time SDTC is tracking approximately 100 companies as potential applicants both from Canada and abroad.

The Next-Generation Biofuels Fund™ adopted a project assurance process based on best practices used by multinational companies. From end to end, there are seven phases and five decision gates. The Fund also assembled a roster of biofuels experts to assist with the in-depth due diligence exercises required to assess applications for funding. The Project Review Committee was created to support the review of applications. The SDTC Board of Directors approved the Next-Generation Biofuels Fund™ Evaluation Framework

13. Program Activity:
($ millions)
  7. Actual
Spending
2007-2008
8. Actual
Spending
2008-2009
9. Planned
Spending
2009-2010
10. Total
Authorities
2009-2010
11. Actual
Spending
2009-2010
12. Variance(s)
14. Total Grants 1.6 31.5 12.5** 0 0*** 12.5
14. Total Contributions 0 0 0 0 0 0
14. Total Other Types of Transfer Payments 0 0 0 0 0 0
15. Total Program Activity(ies) 1.6 31.5 12.5** 0** 0*** 12.5

*These grants are Environment Canada’s portion of payment made to SDTC based on cash flow statements received from the Foundation. Funding is divided equally between Natural Resources Canada and Environment Canada.

**The $12.5M that was appropriated by Parliament in 2009-10 was reprofiled forward to 2010–2011.

***No payments were made to SDTC in 2009–2010. The Next-Generation Biofuels Fund™ had an opening balance of $65.3M, as of December 31, 2008. Accordingly, SDTC had on hand the funds that it had estimated as its requirement for the period January 1, 2009 to March 31, 2010. Actual spending by SDTC was significantly less than its estimates in Cash Flow Statements, because the anticipated payments to projects have been delayed by the proponents.

16. Audit completed or planned: There was no performance audit or evaluation in FY 2009–2010, except for the standard financial audit required for the financial data in the Annual Report.

17. Evaluation completed or planned: There were no evaluations in FY 2009–2010. Three interim evaluations will be performed by an independent third party selected by the Foundation (November 30, 2012, November 30, 2017 and November 30, 2022); a final evaluation is due by September 30, 2027. The federal government may choose to evaluate the foundation at any time to determine whether it is meeting its objectives. A value-for-money (performance) audit may be conducted by the government at least once every five years.

 

1. Name of Transfer Payment Program: Initiatives of the Action Plan on Clean Water—Freshwater Programs—Contributions

2. Start Date: April 1, 2008

3. End Date: March 31, 2013

4. Description: The objective of this class contribution is to enable the remediation of contaminated sediment in eight Areas of Concern (AOCs), to fully restore and remove these sites from the list of Great Lakes AOCs, and advance clean-up efforts to restore Lake Winnipeg and Lake Simcoe. Transfer payments made under the Program will be in the form of contributions to a broad range of entities to support the remediation of contaminated sediment in Great Lakes AOCs and/or rehabilitation measures that reduce nutrient loads to Lake Winnipeg and Lake Simcoe and their tributaries including: domestic or international non-profit organizations, provincial and municipal governments, regional conservation authorities, Canadian individuals, businesses, post-secondary institutions, First Nations and Aboriginal organizations and associations.

5. Strategic Outcome: Canada’s natural capital is restored, conserved and enhanced.

6. Results Achieved:

  • Under the Lake Winnipeg Basin Stewardship Fund, a public advisory committee was established to oversee and provide project funding recommendations for stewardship projects. By the end of 2009–2010, two funding rounds had been completed and 14 projects had been funded to reduce pollutants, particularly nutrients loads, in priority areas of the Lake Winnipeg Basin, with recommended projects for a third round awaiting approval. (grants and contributions [G&C] spending in 2009–2010 of $583,000).
  • Under the Lake Simcoe Clean-up Fund, in the second two rounds of funding, a total of twenty-six new projects were approved to receive a total of $4.73 million as part of an overall investment of $30 million over five years, which was announced in February 2008 to restore Lake Simcoe. This funding supports projects by federal, provincial and municipal governments, as well as the conservation authority, non-governmental and community organizations, and landowners. The projects contribute to meeting the Government of Canada's Lake Simcoe Clean-up Fund objectives of reducing rural and urban non-point sources of pollution, rehabilitating priority habitats to restore the health of the aquatic ecosystem and coldwater fishery in Lake Simcoe, and improving information and monitoring for decision makers. (G&C spending in 2009–2010 of $6.01 million)
  • Under the Great Lakes Contaminated Sediment Removal Program, based on assessment of project status at AOCs, funds were reallocated to future years and to projects via the Annual Reference Level Update process. AOCs where projects are proceeding more slowly than expected are Thunder Bay, Peninsula Harbour and Randal Reef. However, the Detroit River project was completed in FY 2008–2009 at a cost of $0.2M (G&C) from Environment Canada. In FY 2009–2010, G&C funding ($50K) was provided for the Niagara River Lyon’s Creek East contaminated sediment management project.
13. Program Activity:
($ millions)
  7. Actual
Spending
2007-2008
8. Actual
Spending
2008-2009
9. Planned
Spending
2009-2010
10. Total
Authorities
2009-2010
11. Actual
Spending
2009-2010
12. Variance(s)
14. Total Grants 0 0 0 0 0 0
14. Total Contributions 0 2.1 10.9 11.1 6.6 4.3
14. Total Other Types of Transfer Payments 0 0 0 0 0 0
15. Total Program Activity(ies) 0 2.1 10.9 11.1 6.6 4.3

16. Comment(s) on Variance(s):

  • Lake Winnipeg Stewardship Fund: Total Authority was $956,000 followed by reprofiling to 2011–2012, leaving planned spending for 2009–2010 at $607,000, of which all but $23,000 was spent.
  • Lake Simcoe: $573,000 was reprofiled from fiscal year 2009–2010 to 2010–2011, bringing planned spending down to $6.01 million, which was spent.
  • Great Lakes: Total authority in 2009–2010 was $2.99 million followed by reprofiling to future fiscal years and vote transfers between O&M and G&C; final planned spending in 2009–2010 was $50,000, which was spent.

17. Audit completed or planned: The Lake Winnipeg Basin Initiative was included in the freshwater resources audit undertaken in 2009–2010 by the Commissioner of the Environment and Sustainable Development, Office of the Auditor General (audit report pending). An audit and evaluation of the Great Lakes Contaminated Sediment Removal Program will be conducted as per the Program Evaluation Plan developed by Environment Canada’s Audit and Evaluation Branch. The proposed date of the audit and evaluation is not known at this time.

18. Evaluation completed or planned: A third-party program evaluation will be conducted for the Lake Winnipeg and Lake Simcoe initiatives (2010–2011).

 

1. Name of Transfer Payment Program: National Vehicle Scrappage Program - Contributions

2. Start date: April 1, 2007

3. End date: March 31, 2011

4. Description: The National Vehicle Scrappage Program is primarily a contribution program that provides funding to a national not-for-profit organization for program delivery and incentives to encourage Canadians to retire their old, high-polluting personal vehicles

5. Strategic Outcome: Canadians and their environment are protected from the effects of pollution and waste

6. Results Achieved:

  • About 64,000 old, high-polluting vehicles of model year 1995 and earlier were retired through the program, known as Retire Your Ride, resulting in a reduction of 2900 tonnes of smog-forming emissions.
  • Canadians in every province were offered one of a selection of rewards for retiring their older vehicles, including $300 cash, free transit passes, rebates on a bicycle or replacement vehicle, car sharing membership, etc. The cash reward is the most popular incentive, selected by 86% of participants.
  • In August 2009, vehicle manufacturers began to offer program participants rebates ranging in value from $500 to $3000 on the purchase of one of their new vehicles. These rebates have had a significant and positive impact on program participation.
  • About 300 recyclers (or 17% of the known Canadian automobile recycling companies) are collecting vehicles retired through Retire your Ride. To participate in the program, vehicle recyclers must respect Environment Canada’s national code of practice, which outlines environmental requirements for processing retired vehicles. Training sessions for participating vehicle recyclers were held across the country, and an on-line training tool was implemented.
13. Program Activity:
($ millions)
  7. Actual
Spending
2007-2008
8. Actual
Spending
2008-2009
9. Planned
Spending
2009-2010
10. Total
Authorities
2009-2010
11. Actual
Spending
2009-2010
12. Variance(s)
14. Total Grants 0 0 0 0 0 0
14. Total Contributions 0.2 4.6 35.1 35.1 25.8 9.3
14. Total Other Types of Transfer Payments 0 0 0 0 0 0
15. Total Program Activity(ies) 0.2 4.6 35.1 35.1 25.8 9.3

16. Comment(s) on Variance(s): Amount set aside in contribution agreements was not entirely spent by recipients. An amount of $7,165,000 has been reprofiled to fiscal year 2010-11. Moreover, some expenditures related to the Vehicle Scappage program are also presented under the “Contributions to support environmental and sustainable development initiative.

17. Audit completed or planned: Third-party recipient audit of financial report until September 2009 to be completed in Summer 2010.

18. Evaluation completed or planned: Third-party program evaluation to be completed by March 31, 2011.


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Fisheries and Oceans Canada

Details of Transfer Payment Programs


Aboriginal Aquatic Resource and Oceans Management


Start Date: 2005-2006

End Date: Ongoing

Description: Launched in October 2004, the Aboriginal Aquatic Resource and Oceans Management (AAROM) Program provides for Capacity Building and Collaborative Management initiatives that support the involvement of Aboriginal groups, working together usually in a single watershed area, to obtain access to technical, scientific and administrative expertise in order to facilitate their participation in multi-stakeholder and other decision-making processes used to manage aquatic resources and ocean spaces.

Aboriginal groups transition from Capacity Building into Collaborative Management.

Provisions of Contribution Agreements under AAROM may include:

  • establishing AAROM collaborative management structures or AAROM bodies;
  • accessing skilled professional, administrative and technical expertise from within the Aboriginal community or other external sources but excluding public office holders;
  • developing and delivering training to Aboriginal communities that allows them to participate in the management of local fisheries;
  • participating in aquatic resource and oceans management planning in collaboration with DFO, through development of resource and oceans management plans and coordination of community input into the development of plans;
  • developing or providing input into the development of models, structures and processes to guide the interactions of external bodies and agencies with the respective Aboriginal group;
  • planning and holding consultation sessions with member communities on AAROM-related issues;
  • participating in various government technical committees and other multi-stakeholder mechanisms;
  • developing, implementing and monitoring AAROM capacity building strategies;
  • developing enforcement capacity including Aboriginal Fishery Officers and upgrading the skills of Aboriginal Fishery Guardians;
  • collaborating in scientific research efforts related to aquatic resource and oceans management;
  • participating in and providing input to various aquatic and oceans resource policy and management processes;
  • undertaking scientific research activities to support appropriate watershed/ecosystem-based management efforts, including the collection and gathering of Aboriginal Traditional Knowledge (ATK);
  • conducting community outreach, stewardship and awareness activities;
  • conducting liaison activities with other relevant/interested parties;
  • developing protocols on ATK - dealing with new and innovative approaches to collect, analyze and integrate this information into environmental and habitat assessments and management practices;
  • ongoing program planning, administration and reporting activities of the AAROM Collaborative Management body; and
  • negotiations and implementation of related AAROM agreements (and associated protocols) for which DFO is a signatory.

AAROM is applicable in areas where DFO manages the fishery, and where land claim agreements (including modern treaties) addressing those matters covered under AAROM are not in place. Where the Aboriginal group has signed a comprehensive land claims agreement, and one or more of the matters covered by the AAROM Program are not dealt with in the agreement, the group would be eligible to apply for support in those matters not covered.

Strategic Outcome: Sustainable Fisheries and Aquaculture

Results Achieved: In 2009-10, DFO had 9 Capacity Building Agreements, and 25 Collaborative Management Agreements and two Umbrella Agreement. These agreements encompass approximately 319 Aboriginal communities nationally as well as three Native Councils in Atlantic Canada. AAROM agreements have increased collaboration amongst Aboriginal communities and strengthened the relationship between communities and DFO. While the structure of the Collaborative Management agreements varied between Aboriginal organizations, the majority of the agreements focused on enhancing core scientific, technical and administrative capacity of the Aboriginal organizations allowing them to obtain competencies that will enable them to strengthen their ability to participate in aquatic management and oceans resources decision making. Under the AAROM program Aboriginal Organizations have created approximately 263 full time positions. AAROM has also provided approximately $164,360 thousand to Aboriginal Organizations for commercial access including licenses, quotas, vessels and gear.

Program Activity: Fisheries Management

($ millions)
  Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s)
Total Grants
Total Contributions

13.1

14.4

11.1

13.1

13.1

-2.0

Total Other types of transfer payments
Total Program Activity(ies)

13.1

14.4

11.1

13.1

13.1

-2.0

Comment(s) on Variance(s): The variance is due to the transfer of funding between the Aboriginal Fisheries Strategy program and the AAROM program.

Audit Completed or Planned: An audit was completed in 2009-10.

Evaluation Completed or Planned: An evaluation is planned for 2013-14.

Aboriginal Fisheries Strategy

Start Date: 1992

End Date: Ongoing

Description: Launched in 1992, the Aboriginal Fisheries Strategy (AFS) provides for negotiated arrangements with Aboriginal groups around the harvesting, use and management of Aboriginal food, social and ceremonial fisheries and, where applicable, communal commercial fisheries.

In 1994, DFO introduced a commercial access component to the AFS, the Allocation Transfer Program (ATP). The ATP facilitates the voluntary retirement of commercial fishing licenses and the issuance of communal licenses to eligible Aboriginal groups in a manner that does not add to the existing effort on the resource.

Provisions of negotiated fisheries agreements under the AFS may include:

  • a harvest allocation to the Aboriginal group for FSC purposes;
  • terms and conditions pertaining to communal fishing licences;
  • enforcement provisions, including the training and engagement of Aboriginal Fisheries Guardians;
  • arrangements for the co-management and stewardship of fisheries resources and their supporting habitats, including the restoration and protection of species at risk;
  • co-management projects for the improvement of the management of fisheries generally, such as scientific research, stock assessment, fish enhancement and habitat management; and
  • communal commercial fishing arrangements including the transfer of vessels and gear as well as support for fisheries-related economic opportunities (e.g., demonstration fishery projects, aquaculture development, business planning support, etc.).

Where Agreements pertaining to the FSC Fisheries cannot be concluded between DFO and an Aboriginal group, DFO will issue to the group a communal fishing license that establishes the terms and conditions of its FSC fishery.

The AFS is applicable where DFO manages the fishery and where a fisheries management regime has not already been established under a land claims settlement.

Strategic Outcome: Sustainable Fisheries and Aquaculture

Results Achieved: In 2009-10, DFO entered into approximately 138 AFS Agreements with Aboriginal organizations in all DFO regions. These agreements facilitated economic opportunities as well as Aboriginal participation in the management of their fisheries and other aquatic resource management.

Regarding economic development, DFO acquired 55 Commercial licences, mainly in Quebec, Newfoundland and Labrador and Pacific Regions and approximately $1.1M worth of Halibut Quota in the Pacific Region.

AFS agreements provided for management of the FSC fisheries, largely through the Guardian program which comprised of the enforcement component. In 2009 and 2010, 18 Guardians were retrained by DFO to upgrade skills in carrying out enforcement functions, i.e.; issuing warnings, inspecting fish and gear, catch monitoring.

Participation in other aquatic resource management activities included co-management and science related activities such as stock assessment, fish enhancement, counting fences, habitat related work, and river/stream/brook improvement projects.

These economic related and aquatic management activities from AFS agreements created approximately 1,600 seasonal jobs in areas described above.

Program Activity: Fisheries and Aquaculture Management

($ millions)
  Actual
Spending
2007-08
Actual
Spending
2008-09
Planned
Spending
2009-10
Total
Authorities
2009-10
Actual
Spending
2009-10
Variance(s)
Total Grants
Total Contributions

32.5

29.8

33.7

32.4

32.1

1.6

Total Other types of transfer payments
Total Program Activity(ies)

32.5

29.8

33.7

32.4

32.1

1.6

Comment(s) on Variance(s): The variance is due to the transfer of funds between the Aboriginal Fisheries Strategy program and the AAROM program.

Audit Completed or Planned: An audit was completed in 2007-08.

Evaluation Completed or Planned: An evaluation is planned for 2013-14.

Atlantic Integrated Commercial Fisheries Initiative

Start Date: 2007-08

End Date: 2011-12

Description: The long-term goal of the Atlantic Integrated Commercial Fisheries Initiative (AICFI) is to continue to create positive conditions towards concluding longer-term DIAND-led arrangements for MMFNs. The immediate goals are to assist MMFNs to:

  • Enhance capacity in governance and management of MMFN commercial fishing enterprises;
  • Develop effective participation in sustainable, integrated commercial fisheries with a greater role in fisheries management; and
  • Help diversify existing fishing enterprises to support the full realization of economic potential of existing fishing licences.

AICFI has been developed to proceed along two separate paths of deployment. The first is through individual MMFNs where the individual First Nations can apply for funding for components of the initiative provided they have completed the prerequisite planning as per component requirements. This will allow First Nations the ability to personalize their development to their own needs and development schedule.

The second path of deployment is through associated aggregate bodies which may apply for funding to proceed with the development of the Commercial Fishing Enterprise (CFE) Business Development Unit as well as co-management and various training and mentoring projects. Aggregate bodies will develop expertise that can be shared with individual First Nations which will provide smaller First Nations a larger voice within the commercial fishery as well as provide a higher value for dollar on mentoring and training sessions.

Strategic Outcome: Sustainable Fisheries and Aquaculture

Results Achieved: