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ARCHIVED - 2010-2011 DPRs - Details on Transfer Payment Programs

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Aboriginal Affairs and Northern Development Canada and Canadian Polar Commission

Details on Transfer Payment Programs (TPPs)

Name of Transfer Payment Program: Transfer payments for Governance and Institutions of Government

Start Date: N/A

End Date: Ongoing

Description: The efforts related to this program activity assist in achieving social and economic vibrancy in First Nation and Inuit communities. It supports individual community and aggregate based governments and governance systems by assisting them establishing effective governance and associated capacities, processes and mechanisms (such as by-law making authority, election processes). Particularly, support is provided to First Nation and Inuit governments as well as their respective institutions of government. These institutions include, but are not limited to, those that provide services in the areas of governance, land claim organizations and professional associations.

Strategic Outcome(s): The Government

Results Achieved: Please refer to Section II

Program Activity: Governance and Institutions of Government
($ millions)

 

Actual
Spending
2008-2009

Actual
Spending
2009-2010

Planned
Spending
2010-2011

Total
Authorities
2010-2011

Actual
Spending
2010-2011

Variance(s)

Total Grants

288.2

321.6

407.5

343.6

343.2

64.3

Total Contributions

322.7

318.8

239.1

322.7

322.6

(83.5)

Total Other Types of Transfer Payments

Total Program Activity

610.9

640.4

646.7

666.2

665.8

(19.2)

 

Comment(s) on Variance(s): The difference between planned spending and total authorities primarily reflects additional funding provided through supplementary estimates/Governor General's Special Warrants for the First Nations Finance Authority and for the implementation of several Yukon self-government agreements, as well as the realignment of program-specific support funding from the Internal Services program activity.

Audit Completed or Planned: None

Evaluation Completed or Planned:

  • Evaluation of the Miawpukek Grant Agreement (completed February 2011) 
  • Evaluation of the Implementation of First Nations Fiscal and Statistical Management Act (completed April 2011) 
  • Evaluation of the Inuit Art Foundation (completed April 2011)

 

Name of Transfer Payment Program: Transfer Payments for Co-operative Relationships

Start Date: N/A

End Date: Ongoing

Description: This program activity addresses constitutional and historic obligations, reduce conflict through negotiation and enable all parties to work together toward reconciliation. Co-operative Relationships are about mutual respect. They establish an atmosphere of trust, accountability and respectful partnerships among governments, First Nations and Inuit. This atmosphere, in turn, supports social, economic and cultural growth in First Nation and Inuit communities and increases their self-reliance. Co-operative Rrelationships are the basis for mutually reached resolution of claims and other rights issues. Through Co-operative Relationships, land claims and self-government agreements are negotiated and implemented, treaty relations between the Crown and First Nations are clarified and supported, certainty is obtained over the ownership, use, and management of land and resources, and Inuit are effectively represented in federal policy decisions.

Strategic Outcome(s): The Government

Results Achieved: Please refer to Section II

Program Activity: Co-operative Relationships
($ millions)

 

Actual
Spending
2008-2009

Actual
Spending
2009-2010

Planned
Spending
2010-2011

Total
Authorities
2010-2011

Actual
Spending
2010-2011

Variance(s)

Total Grants

2.5

2.5

(2.5)

Total Contributions

87.4

91.2

83.0

91.8

90.1

(7.1)

Total Other Types of Transfer Payments

Total Program Activity

87.4

91.2

83.0

94.3

92.6

(9.6)

 

Comment(s) on Variance(s): The difference between planned spending and total authorities primarily reflects incremental funding provided through supplementary estimates to continue implementing treaty-related measures with First Nations in British Columbia and to support the Nunavut Sivuniksavut in the purchase and renovation of a new school facility. The difference between total authorities and actual spending primarily reflects reduced loan requirements for First Nations involved in claims negotiations as well as the deferral of activities for treaty-related measures; this deferred funding that was not required in 2010-2011 has been reprofiled to 2011-2012, when it will be available for the intended purpose.

Audit Completed or Planned: Preliminary Survey of Modern Treaty Obligations and Self-Government Agreements (planned for 2011-2012)

Evaluation Completed or Planned:

  • Formative Evaluation of the Specific Claims Action Plan (completed April 2011) 
  • Evaluation of the Inuit Relations Secretariat (completed June 2011)

 

Name of Transfer Payment Program: Transfer Payments for Claims Settlements

Start Date: N/A

End Date: Ongoing

Description: This program activity consists in providing approved payments to First Nations for the settlement of special, specific and comprehensive claims which were successfully concluded through a negotiation process.

Strategic Outcome(s): The Government

Results Achieved: Please refer to Section II

Program Activity: Claims Settlements
($ millions)

 

Actual
Spending
2008-2009

Actual
Spending
2009-2010

Planned
Spending
2010-2011

Total
Authorities
2010-2011

Actual
Spending
2010-2011

Variance(s)

Total Grants

406.3

336.8

464.1

849.3

835.8

(371.7)

Total Contributions

3.9

4.1

Total Other Types of Transfer Payments

Total Program Activity

410.2

340.8

464.1

849.3

835.8

(371.7)

 

Comment(s) on Variance(s): The difference between planned spending and total authorities primarily reflects incremental funding provided through supplementary estimates for specific claim settlements, the settlement of treaty land entitlement claims submitted by the Bigstone Cree and the implementation of the Eeyou Marine Region Land Claim Agreement. The difference between total authorities and actual spending primarily reflects the deferral of funding for the implementation of the Eeyou Marine Region Land Claim Agreement; this deferred funding that was not required in 2010-2011 has been reprofiled to 2011-2012, when it will be available for the intended purpose.

Audit Completed or Planned: None

Evaluation Completed or Planned: Federal Government's Implementation of Self-Government and Self-Government Agreements (completed February 2011)

 

Name of Transfer Payment Program: Transfer Payments for Education

Start Date: N/A

End Date: Ongoing

Description: This program activity provides First Nations and Inuit communities with tools to achieve educational outcomes comparable to those of other Canadians. AANDC has primary responsibility under the Indian Act for the elementary and secondary education of Status Indians living on-reserve. As a matter of social policy, AANDC also supports on-reserve Status Indians and Inuit students in the pursuit of post-secondary education. Support provided through the Education programs includes provisions for instructional services, special education services as well as targeted initiatives which aim to enhance First Nation education management, improve teacher recruitment and retention, and encourage parental and community engagement. New targeted funds have been recently included to improve the provision of elementary and secondary education services through both a partnership and a student success program.

Strategic Outcome(s): The People

Results Achieved: Please refer to Section II

Program Activity: Education
($ millions)

 

Actual
Spending
2008-2009

Actual
Spending
2009-2010

Planned
Spending
2010-2011

Total
Authorities
2010-2011

Actual
Spending
2010-2011

Variance(s)

Total Grants

35.0

35.9

39.5

38.4

38.4

1.1

Total Contributions

1,611.9

1,678.0

1,699.3

1,721.6

1,717.3

(17.9)

Total Other Types of Transfer Payments

Total Program Activity

1,646.9

1,713.9

1,738.8

1,760.0

1,755.7

(16.9)

 

Comment(s) on Variance(s): The difference between planned spending and total authorities relates primarily to the reallocation of resources, mainly from Community Infrastructure, to meet the increased demand for education programs and services. In addition, incremental funding was provided through supplementary estimates for the continued support of the two Labrador Innu communities of Natuashish and Sheshatsiu, the continued support of the Youth Employment Strategy and for First Nations SchoolNet Youth Initiatives. The difference between total authorities and actual spending primarily reflects the deferral of funding for the Qalipu Mi’kmaq First Nation band; this deferred funding that was not required in 2010-2011 has been reprofiled to 2011-2012, when it will be available for the intended purpose.

Audit Completed or Planned: Review of the Education Information System (completed November 2010)

Evaluation Completed or Planned: None

 

Name of Transfer Payment Program: Transfer Payments for Social Development

Start Date: N/A

End Date: Ongoing

Description: Supports the provision of income assistance to meet basic needs for food, clothing and shelter to ensure the safety and well-being of individuals and families consistent with provincial programs and standards; First Nations child and family services to improve their well-being and security; assisted living for social support services of a non-medical nature, such as in-home care, short-term respite care, foster care and institutional care to improve their well-being and security; Family Violence Program to improve safety and security, particularly of women and children at risk; National Child Benefit Re-investment to support low-income families with children to help prevent or reduce the depth of child poverty; and other social services to build self-reliant, sustainable, healthy and stable First Nation communities. 

Strategic Outcome(s): The People

Results Achieved: Please refer to Section II

Program Activity: Social Development
($ millions)

 

Actual
Spending
2008-2009

Actual
Spending
2009-2010

Planned
Spending
2010-2011

Total
Authorities
2010-2011

Actual
Spending
2010-2011

Variance(s)

Total Grants

7.6

8.7

10.0

9.1

9.1

0.9

Total Contributions

1,471.5

1,539.5

1,475.2

1,593.6

1,587.6

(112.3)

Total Other Types of Transfer Payments

Total Program Activity

1,479.1

1,548.2

1,485.2

1,602.7

1,596.7

(111.5)

 

Comment(s) on Variance(s): The difference between planned spending and total authorities relates primarily to the reallocation of resources, mainly from community infrastructure, to meet the increased demand for social development programs and services. In addition, incremental funding was provided through supplementary estimates for the First Nations Child and Family Services Program to implement a prevention-focused approach in Manitoba and for the continued support of the two Labrador Innu communities of Natuashish and Sheshatsiu. The difference between total authorities and actual spending primarily reflects the deferral of funding for the prevention-focused approach for child and family services in Manitoba; this deferred funding that was not required in 2010-2011 has been reprofiled to 2011-2012, when it will be available for the intended purpose.

Audit Completed or Planned: Preliminary Survey of Family Violence and Other Social Services (November 2010)

Evaluation Completed or Planned: None

 

Name of Transfer Payment Program: Transfer Payments for Managing Individual Affairs

Start Date: N/A

End Date: Ongoing

Description: The Managing Individual Affairs program activity ensures responsible federal stewardship of the provisions of the Indian Act that pertain to estates, band moneys, registration and band membership through direct client services as well as partnerships with First Nations to deliver select services, including the administration of estates and the Indian Registration Program. The program activity is also responsible for administering the portions of the First Nations Oil and Gas and Moneys Management Act (FNOGMMA) that pertain to Indian moneys as well as the Indian Residential Schools Settlement Agreement, implemented on September 19, 2007, which oversees the federal obligations outlined within the Agreement and other federal initiatives related to the impact of residential schools on Aboriginal people in Canada.

Strategic Outcome(s): The People

Results Achieved: Please refer to Section II

Program Activity: Managing Individual Affairs
($ millions)

 

Actual
Spending
2008-2009

Actual
Spending
2009-2010

Planned
Spending
2010-2011

Total
Authorities
2010-2011

Actual
Spending
2010-2011

Variance(s)

Total Grants

1.9

2.2

1.4

1.5

1.5

(0.1)

Total Contributions

7.8

8.1

18.3

14.0

13.0

5.3

Total Other Types of Transfer Payments

Total Program Activity

9.6

10.3

19.7

15.5

14.6

5.2

 

Comment(s) on Variance(s): The difference between planned spending and total authorities primarily reflects incremental funding provided through supplementary estimates for obligations related to the implementation of the Indian Residential Schools Settlement Agreement. The difference between total authorities and actual spending primarily reflects the deferral of payments related to the Indian Residential Schools Settlement Agreement; this deferred funding that was not required in 2010-2011 has been reprofiled to 2011-2012, when it will be available for the intended purpose.

Audit Completed or Planned:

  • Audit of Trust Accounts (completed September 2010)
  • System Under Development Audit of the Indian Registry System (to be completed in 2011-2012)
  • Audit of INAC and Adjudication Secretariat Support to the Independent Assessment Process (planned for 2011-2012)

Evaluation Completed or Planned:

  • Summative Evaluation of the Contributions to Indian Bands for Registration Administration (completed September 2010)
  • Evaluation of Indian Moneys, Estates and Treaty Annuities (to be completed in 2012-2013)

 

Name of Transfer Payment Program: Transfer Payments for Clarity of Title to Land and Resources

Start Date: N/A

End Date: Ongoing

Description: This program activity aims to provide legal certainty on ownership over on-reserve land and resources. It enables financial institutions and other investors to partner with First Nations in economic development opportunities on reserve. This includes adding land to reserve, providing clarity of title to reserve lands and resources through surveys, ensuring that the government's fiduciary obligations are met, implementing land transfers under specific and comprehensive claims, and negotiating restoration of mineral title to AANDC for the benefit of First Nation communities. 

Strategic Outcome(s): The Land

Results Achieved: Please refer to Section II

Program Activity: Clarity of Title to Land and Resources
($ millions)

 

Actual
Spending
2008-2009

Actual
Spending
2009-2010

Planned
Spending
2010-2011

Total
Authorities
2010-2011

Actual
Spending
2010-2011

Variance(s)

Total Grants

1.2

1.0

5.8

3.2

0.4

5.5

Total Contributions

1.2

1.4

1.4

1.4

(1.4)

Total Other Types of Transfer Payments

Total Program Activity

2.5

2.4

5.8

4.6

1.8

4.0

 

Comment(s) on Variance(s): The difference between planned spending and total authorities primarily reflects the reduced funding requirements for the implementation of treaty land entitlements in Saskatchewan. The difference between total authorities and actual spending also reflects the deferral of activities associated with the implementation of treaty land entitlements in Saskatchewan. Specifically, payments to the Saskatchewan Association of Rural Municipalities and to the Province of Saskatchewan, Ministry of Education, to compensate for the loss of their tax base as a result of the settlement of treaty lands are not required in 2010-2011 due to delays in the transfer of lands to reserve status; this deferred funding that was not required in 2010-2011 has been reprofiled to 2011-2012, when it will be available for the intended purpose.

Audit Completed or Planned: Preliminary Survey of Additions to Reserves (planned for 2011-2012)

Evaluation Completed or Planned: Impact Evaluation of Contributions to Indian Bands for Land Management on Reserve (completed September 2010)

 

Name of Transfer Payment Program: Transfer Payments for Responsible Federal Stewardship

Start Date: N/A

End Date: Ongoing

Description: This program activity contributes to the objective established by the Priorities and Planning Committee of Cabinet in September 2007 to promote economic development and good governance on‑reserve. It establishes the conditions for First Nations under the Indian Act to accelerate the pace at which they are able to exercise greater control over the management of their reserve land, resources and environment and effectively implementing and expanding the First Nations Land Management (FNLM) regime to facilitate the movement of more First Nations beyond the Indian Act. It involves a close collaboration with First Nations, Aboriginal associations and organizations, other government departments and private stakeholders such as oil and gas companies.

Strategic Outcome(s): The Land

Results Achieved: Please refer to Section II

Program Activity: Responsible Federal Stewardship
($ millions)

 

Actual
Spending
2008-2009

Actual
Spending
2009-2010

Planned
Spending
2010-2011

Total
Authorities
2010-2011

Actual
Spending
2010-2011

Variance(s)

Total Grants

Total Contributions

72.6

91.2

81.1

122.7

118.3

(37.1)

Total Other Types of Transfer Payments

Total Program Activity

72.6

91.2

81.1

122.7

118.3

(37.1)

 

Comment(s) on Variance(s): The difference between planned spending and total authorities primarily reflects additional funding provided for contaminated sites and emergency management activities on‑reserve. The difference between total authorities and actual spending primarily reflects funding for emergency management activities on‑reserve that was not required.

Audit Completed or Planned: None

Evaluation Completed or Planned: None

 

Name of Transfer Payment Program: Transfer Payments for First Nations Governance Over Land, Resources and the Environment

Start Date: N/A

End Date: Ongoing

Description: The overall program framework for the assumption of governance responsibility of First Nations is composed of several programs which may act either as an incremental process toward self-government or as individual, discrete, optional programs which that First Nations may select and opt into. The Reserve Land and Environmental Management Program (RLEMP) program builds First Nations capacity through training and participation in land management in conjunction with AANDC officers. The Regional Land Administration Programs (RLAPs) involve the delegation of some Ministerial authorities that allow First Nations to act on their own behalf. First Nation Land Management (FNLM) offers First Nations the opportunity to assume full control over their land, transferring from the Indian Act to an individual land code.

Strategic Outcome(s): The Land

Results Achieved: Please refer to Section II

Program Activity: First Nations Governance Over Land, Resources and the Environment
($ millions)

 

Actual
Spending
2008-2009

Actual
Spending
2009-2010

Planned
Spending
2010-2011

Total
Authorities
2010-2011

Actual
Spending
2010-2011

Variance(s)

Total Grants

Total Contributions

11.4

12.2

12.3

9.3

9.3

3.0

Total Other Types of Transfer Payments

Total Program Activity

11.4

12.2

12.3

9.3

9.3

3.0

 

Comment(s) on Variance(s):

Audit Completed or Planned: Audit of Environmental Management and Contaminated Sites – South of 60 (planned for 2011-2012)

Evaluation Completed or Planned:

  • Impact Evaluation of Contributions to Indian Bands for Land Management on Reserve (completed September 2010)

Summative Evaluation of First Nations Oil and Gas Moneys Management Act Implementation (completed May 2010)

 

Name of Transfer Payment Program: Transfer Payments for Individual and Community Business Development

Start Date: N/A

End Date: Ongoing

Description: Activities under the Aboriginal Business Development Program aim to create a modern business climate for Aboriginal individuals and communities to participate in Canada's economy and further share in its economic prosperity by addressing the limited range of financing provided by commercial lenders. To support sustainable business development, the program enables access to private-sector business financing at competitive rates, as well as essential business information/advice. It also facilitates private-sector partnerships in major resource and energy business projects and strengthens Aboriginal-owned or -controlled financing institutions to provide developmental lending and advisory services to Aboriginal businesses.

Strategic Outcome(s): The Economy

Results Achieved: Please refer to Section II

Program Activity: Individual and Community Business Development
($ millions)

 

Actual
Spending
2008-2009*

Actual
Spending
2009-2010

Planned
Spending
2010-2011

Total
Authorities
2010-2011

Actual
Spending
2010-2011

Variance(s)

Total Grants

 

Total Contributions

 

49.4

45.7

45.2

45.2

0.5

Total Other Types of Transfer Payments

 

Total Program Activity

 

49.4

45.7

45.2

45.2

0.5

* In 2008-2009, a total of $171.9 million was spent under the Economic and Employment Opportunities for Aboriginal People ($36.0 million) and Economic Development ($135.9 million) program activities. These 2008-2009 program activities were jointly replaced by the Individual and Community Business Development program activity and the Community Investment program activity beginning in 2009-2010.

 

Comment(s) on Variance(s):

Audit Completed or Planned: None

Evaluation Completed or Planned: None

 

Name of Transfer Payment Program: Transfer Payments for Community Investment

Start Date: N/A

End Date: Ongoing

Description: For most First Nation and Inuit communities, economic development progress has been slow. The Community Investment program activity provides project-based and core funding to support communities and individuals in their efforts to effectively identify, assess, organize and plan economic development pursuits. This program activity is intended to enhance the ability of communities and individuals to participate in the economy and benefit from economic development opportunities. The activity is expected to yield increased employment and income levels, leading to improvements in the overall economic well-being and prosperity of First Nations, Inuit and Métis people.

Strategic Outcome(s): The Economy

Results Achieved: Please refer to Section II

Program Activity: Community Investment
($ millions)

 

Actual
Spending
2008-2009*

Actual
Spending
2009-2010

Planned
Spending
2010-2011

Total
Authorities
2010-2011

Actual
Spending
2010-2011

Variance(s)

Total Grants

 

Total Contributions

 

79.9

114.5

95.6

95.6

19.0

Total Other Types of Transfer Payments

 

Total Program Activity

 

79.9

114.5

95.6

95.6

19.0

* In 2008-2009, a total of $171.9 million was spent under the Economic and Employment Opportunities for Aboriginal People ($36.0 million) and Economic Development ($135.9 million) program activities. These 2008-2009 program activities were jointly replaced by the Individual and Community Business Development program activity and the Community Investment program activity beginning in 2009-2010.

 

Comment(s) on Variance(s): The difference between planned spending and total authorities primarily reflects the carry-over from previous years of funding for loans and loan guarantees through the Indian Economic Development Account, offset by reduced requirements for the Strategic Partnerships Initiative. The difference between total authorities and actual spending primarily reflects the carry-over to future years of funding for loans and loan guarantees through the Indian Economic Development Account.

Audit Completed or Planned: None

Evaluation Completed or Planned: None

 

Name of Transfer Payment Program: Transfer Payments for Community Infrastructure

Start Date: N/A

End Date: Ongoing

Description: For most First Nations and Inuit communities, economic development progress has been slow. The Community Investment program activity provides project-based and core funding to support communities and individuals in their efforts to effectively identify, assess, organize and plan economic development pursuits. This program activity is intended to enhance the ability of communities and individuals to participate in the economy and benefit from economic development opportunities. The activity is expected to yield increased employment and income levels, leading to improvements in the overall economic well-being and prosperity of First Nations, Inuit and M�tis people.

Strategic Outcome(s): The Economy

Results Achieved: Please refer to Section II

Program Activity: Community Infrastructure
($ millions)

 

Actual
Spending
2008-2009

Actual
Spending
2009-2010

Planned
Spending
2010-2011

Total
Authorities
2010-2011

Actual
Spending
2010-2011

Variance(s)

Total Grants

75.0

0.1

0.1

Total Contributions

1,057.9

1,182.1

1,268.0

1,269.1

1,261.7

6.3

Total Other Types of Transfer Payments

Total Program Activity

1,057.9

1,257.1

1,268.1

1,269.1

1,261.7

6.4

 

Comment(s) on Variance(s): The difference between planned spending and total authorities primarily reflects reallocations to address pressures in other program activities (Education and Social Development programs and services in particular), offset by incremental funding provided through supplementary estimates to continue supporting the implementation of the First Nations Water and Wastewater Action Plan. The difference between total authorities and actual spending primarily reflects the deferral of projects under the First Nations Infrastructure Fund; this deferred funding that was not required in 2010-2011 has been reprofiled to 2011-2012, when it will be available for the intended purpose.

Audit Completed or Planned:

  • Audit of On-Reserve Housing (completed September 2010)
  • Audit of Infrastructure (completed February 2011)
  • Grants and Contributions – Departmental Controls, Horizontal Departmental Audit (Canada Economic Action Plan) (completed February 2011)

Evaluation Completed or Planned:

  • Summative Evaluation of the Capital Facilities and Maintenance Program (completed September 2010)
  • Impact Evaluation of On-Reserve Housing (including Shelter Allowance and Ministerial Loan Guarantees) (completed February 2011)
  • Impact Evaluation of EcoENERGY for Aboriginal and Northern Communities (completed November 2010)

 

Name of Transfer Payment Program: Transfer Payments for Northern Governance

Start Date: N/A

End Date: Ongoing

Description: This program activity strengthens Northern governments by devolving province-like responsibilities for the land and natural resources, adopting effective intergovernmental mechanisms, managing strategic issues and strengthening domestic and international intergovernmental cooperation on circumpolar issues. 

Strategic Outcome(s): The North

Results Achieved: Please refer to Section II

Program Activity: Northern Governance
($ millions)

 

Actual
Spending
2008-2009

Actual
Spending
2009-2010

Planned
Spending
2010-2011

Total
Authorities
2010-2011

Actual
Spending
2010-2011

Variance(s)

Total Grants

Total Contributions

3.8

13.2

7.4

8.3

7.5

(0.1)

Total Other Types of Transfer Payments

Total Program Activity

3.8

13.2

7.4

8.3

7.5

(0.1)

 

Comment(s) on Variance(s): The difference between planned spending and total authorities primarily reflects the carry-over from previous years of funding for loan authorities and the realignment of program-specific support funding from the Internal Services program activity. The difference between total authorities and actual spending primarily reflects the carry-over of funding for these loan authorities to future years.

Audit Completed or Planned: None

Evaluation Completed or Planned: None

 

Name of Transfer Payment Program: Transfer Payments for Healthy Northern Communities

Start Date: N/A

End Date: Ongoing

Description: This program activity benefits all Northerners by reducing the costs of transporting nutritious, perishable foods and other essential items to isolated Northern communities and by researching the sources and effects of contaminants on the Arctic food chain. Through grants for hospital and physician services, the program activity also supports improvements to the health and well-being of members of First Nations communities and Inuit who live in the Northwest Territories and Nunavut. 

Strategic Outcome(s): The North

Results Achieved: Please refer to Section II

Program Activity: Healthy Northern Communities
($ millions)

 

Actual
Spending
2008-2009

Actual
Spending
2009-2010

Planned
Spending
2010-2011

Total
Authorities
2010-2011

Actual
Spending
2010-2011

Variance(s)

Total Grants

46.4

47.3

48.3

48.3

48.3

Total Contributions

10.5

9.8

4.8

2.4

2.4

2.4

Total Other Types of Transfer Payments

Total Program Activity

56.9

57.1

53.1

50.7

50.7

2.4

 

Comment(s) on Variance(s): The difference between planned spending and total authorities primarily reflects incremental funding provided through supplementary estimates to subsidize the shipment of food to isolated Northern communities and to promote nutrition.

Audit Completed or Planned: None

Evaluation Completed or Planned: None

 

Name of Transfer Payment Program: Transfer Payments for Northern Land and Resources

Start Date: N/A

End Date: Ongoing

Description: This program activity supports the sustainable development and regulatory oversight of the land and natural resources of the North. Oil and gas development, including offshore projects, as well as the management of mines and mineral activity are facilitated. Improved environmental management and stewardship is promoted through the continued development of the Northern regulatory regime. The identification and clean-up of contaminated sites improves environmental conditions, while the development of Arctic science and the increase to the knowledge base through, among others, the activities of the International Polar Year, helps in the development of strategies in response to the challenges of climate change and adaptation. The concerns and issues of climate change are addressed in the interests of maintaining sustainable Aboriginal and Northern communities.

Strategic Outcome(s): The North

Results Achieved: Please refer to Section II

Program Activity: Northern Land and Resources
($ millions)

 

Actual
Spending
2008-2009

Actual
Spending
2009-2010

Planned
Spending
2010-2011

Total
Authorities
2010-2011

Actual
Spending
2010-2011

Variance(s)

Total Grants

1.2

1.1

1.1

1.1

1.1

Total Contributions

22.4

68.3

78.5

97.9

94.9

(16.4)

Total Other Types of Transfer Payments

Total Program Activity

23.6

69.4

79.6

99.0

96.0

(16.4)

 

Comment(s) on Variance(s): The difference between planned spending and total authorities primarily reflects the transfer of funding through supplementary estimates to other government departments to support activities related to the Arctic Research Infrastructure Fund. The difference between total authorities and actual spending primarily reflects the deferral of projects under the Federal Contaminated Sites Action Plan; this deferred funding that was not required in 2010-2011 has been reprofiled to 2011-2012, when it will be available for the intended purpose.

Audit Completed or Planned: None

Evaluation Completed or Planned: None

 

Name of Transfer Payment Program: Transfer Payments for Urban Aboriginal Strategy

Start Date: N/A

End Date: Ongoing

Description: This program activity helps respond to the needs of Aboriginal people living in urban centres. It promotes the self-reliance and economic participation of urban Aboriginal people and expands their life choices. Through the Urban Aboriginal Strategy (UAS), the federal government partners with other governments, community organizations and Aboriginal people to support (financially and through other means) projects that respond to local priorities. The Strategy enhances the federal government's ability to align expenditures directed toward urban Aboriginal people in key centres with provincial and municipal programming in a way that both advances federal objectives and responds effectively to local challenges and opportunities.

Strategic Outcome(s): The Office of the Federal Interlocutor

Results Achieved: Please refer to Section II

Program Activity: Urban Aboriginal Strategy
($ millions)

 

Actual
Spending
2008-2009*

Actual
Spending
2009-2010

Planned
Spending
2010-2011

Total
Authorities
2010-2011

Actual
Spending
2010-2011

Variance(s)

Total Grants

 

Total Contributions

 

12.6

9.9

9.9

9.9

(0.1)

Total Other Types of Transfer Payments

 

Total Program Activity

 

12.6

9.9

9.9

9.9

(0.1)

* In 2008-2009, $30.3 million was spent under the Cooperative Relationships program activity; the Cooperative Relationships program activity was replaced by three program activities beginning in 2009-2010.

 

Comment(s) on Variance(s): The difference between planned spending and total authorities primarily reflects incremental funding provided for the operating budget carry-over and reallocations from within the Office of the Federal Interlocutor to address priority issues.

Audit Completed or Planned: Audit of Implementation of the Urban Aboriginal Strategy (completed May 2010)

Evaluation Completed or Planned: Evaluation of Urban Aboriginal Strategy (completed June 2011)

 

Name of Transfer Payment Program: Transfer Payments for Métis and Non-Status Indian Organizational Capacity Development

Start Date: N/A

End Date: Ongoing

Description: This program activity is carried out by the Office of the Federal Interlocutor, the Government of Canada's principal point of contact for Métis and non-status Indian organizations, and an advocate within government on their key issues. The main mandate of the Office is to support (financially and through other means) the work of these organizations, and help find practical ways to reduce dependency and improve the self-reliance, and social and economic conditions of Métis, non-status Indians (MNSI) and off-reserve Aboriginal people. The Office fulfills this mandate by helping Métis and non-status Indian organizations develop their organizational and professional capacity, so that they can build effective partnerships with federal and provincial governments, and the private sector.

Strategic Outcome(s): The Office of the Federal Interlocutor

Results Achieved: Please refer to Section II

Program Activity: Métis and Non-Status Indian Organizational Capacity Development
($ millions)

 

Actual
Spending
2008-2009*

Actual
Spending
2009-2010

Planned
Spending
2010-2011

Total
Authorities
2010-2011

Actual
Spending
2010-2011

Variance(s)

Total Grants

 

Total Contributions

 

12.2

12.1

13.4

12.7

(0.6)

Total Other Types of Transfer Payments

 

Total Program Activity

 

12.2

12.1

13.4

12.7

(0.6)

* In 2008-2009, $30.3 million was spent under the Cooperative Relationships program activity; the Cooperative Relationships program activity was replaced by three program activities beginning in 2009-2010.

 

Comment(s) on Variance(s): In 2010-2011, resources from Métis Rights Management were transferred out to the MNSI Organizational Capacity Development Program activity for research and to address financial accountability. Given the cross-cutting nature of these activities, they are funded under the same authority.

Audit Completed or Planned: None

Evaluation Completed or Planned: None

 

Name of Transfer Payment Program: Transfer Payments for Métis Rights Management

Start Date: N/A

End Date: Ongoing

Description: This program activity is the federal response to the 2003 Supreme Court of Canada's Powley decision, which affirmed that Métis hold section 35 Aboriginal rights under the Canadian Constitution. The program works with (through financial support and other means) non-profit, representative Aboriginal organizations that have substantial Métis memberships to develop objectively verifiable membership systems for Métis members and harvesters in accordance with the Supreme Court's direction.

Strategic Outcome(s): The Office of the Federal Interlocutor

Results Achieved: Please refer to Section II

Program Activity: Métis Rights Management
($ millions)

 

Actual
Spending
2008-2009*

Actual
Spending
2009-2010

Planned
Spending
2010-2011

Total
Authorities
2010-2011

Actual
Spending
2010-2011

Variance(s)

Total Grants

 

Total Contributions

 

6.6

6.6

6.6

(6.6)

Total Other Types of Transfer Payments

 

Total Program Activity

 

6.6

6.6

6.6

(6.6)

* In 2008-2009, $30.3 million was spent under the Cooperative Relationships program activity; the Cooperative Relationships program activity was replaced by three program activities beginning in 2009-2010.

 

Comment(s) on Variance(s): In 2010-2011, resources from Métis Rights Management were transferred out to the MNSI Organizational Capacity Development Program activity for research and to address financial accountability. Given the cross-cutting nature of these activities, they are funded under the same authority.

Audit Completed or Planned: None

Evaluation Completed or Planned: None

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Agriculture and Agri-Food Canada

Details of Transfer Payment Programs




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 was a five-year program, ending March 2011, that focused on new innovative value-added agricultural, agri-food and agri-based products, services or processes that were not commercially produced or available in Canada and that were ready to be introduced into the marketplace. The program provided repayable contributions for commercialization projects that were 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 27 innovative commercialization projects for a total of $50.3 million helping to accelerate the pace of innovation in Canada. AAFC funded the establishment, modernisation or expansion of 14 facilities which collectively brought 30 products to market. 124 employees increased their skill levels and 15 organisations have increased their knowledge and expanded their capacity while creating 94 full time and 134 temporary jobs. In total, the demand for primary agricultural products was increased by $22 million, adding income to agricultural producers, while providing new revenue streams to 9 organisations each of which is now participating in a value added industry.

($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance between Planned Spending and Actual Spending
Program Activity: Science, Innovation and Adoption
Total Grants - - - - - -
Total Contributions 9.0 10.3 31.1 25.4 15.1 16.0
Total Transfer Payment Program 9.0 10.3 31.1 25.4 15.1 16.0

Comment(s) on Variance(s): Despite the beginning of economic recovery, actual spending was less than planned spending because access to debt and equity financing did not reach expected levels, thereby hampering program uptake and the progress of projects.

Audit Completed or Planned: An internal audit is currently underway and will be completed in 2011-12.

Evaluation Completed or Planned: An evaluation of this program was completed during 2010-11.

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



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:
The ABIP supported nine R&D networks with activities focused on three overarching themes. These themes and examples of the results related to each are as follows:

  1. Crop platforms and cropping systems that would enhance the conversion of feedstocks to agricultural bioproducts (better feedstocks).
    • As oil seed crop capacity rapidly expands to meet domestic demands for 2% renewable fuel content in diesel and heating oil, the Sustainable Cropping System Platforms for Biodiesel Feedstock Quantity and Quality (SBQQ) network has extensively tested a wide range of oil seed species and cropping systems across Canada and established those with the greatest potential for oil seed production. They have then conveyed this information to Canadian oil seed growers.
    • The BioPotato Network: a Canadian network for potato-based bioproducts (BioPotato) has developed four new varieties of pigmented potatoes with health promoting phytochemicals, as well as another potato variety with low glycemic index.
    • The Development of Commercial Feed Products from the Wheat Ethanol Process (FOBI) network is developing wheat varieties with higher yield and better disease resistance than AC Andrew, the preferred variety used in ethanol production. As compared to AC Andrew, the newly developed varieties combine high yield, higher starch content, and a better disease resistance, thus making it ideal for ethanol feedstock.

  2. More effective and efficient technologies for agricultural biomass conversion (better processing).
    • The Cellulosic Biofuel Network (CBioN) has discovered three fungal endoglucanases that demonstrate strong synergism with the major Trichoderma reesei cellobiohydrolase. This innovation has generated discussion with multinational companies and will lead to enzymatic cocktails that more effectively convert lignocellulosic feedstock to bioethanol.
    • The Canadian Triticale Biorefinery Initiative (CTBI) has improved the fermentation processes for triticale grain, which has prompted Poundmaker to plan for the inclusion of triticale in future ethanol production runs.
    • Agricultural Biorefinery Innovation Network for Green Energy, Fuels & Chemicals (ABIN) has established that red mud, a toxic by-product of aluminum mining, is a suitable catalyst for upgrading the bio-oil produced by their mobile pyrolosis unit (another novel technology developed by ABIN). This process lowers the acidity of the bio-oil, rendering it less corrosive, and reduces the toxicity of the red mud. This project has had huge media exposure and attracted the interest of industry giants such as Shell.

  3. Product diversification through technologies relevant to production of bioenergy, agricultural and industrial chemicals, biomaterials, and health products (more products).
    • The Natural Fibres for the Green Economy Network (NAFGEN) has developed novel cost-competitive and green technologies for the extraction of high-value lignin, hemicellulose, and waxes from flax and hemp shive/straw that can be further converted to bioproducts and biochemicals. Examples of final products include phenol-formaldehyde resins (circuit boards), cationic polymers (waste water treatment), hydrogels (wound care), and cosmetics. Further work is also being done with micro and nano fibre/cellulose to produce biocomposites (e.g., bus parts, sporting goods, casing for cell phones and marine applications) and green building materials (e.g., fibre reinforced composite blocks, building columns, walls and insulation).
    • The Pulse Research Network (PURENet) has incorporated healthy pulses into processed foods and developed several prototypes: pourable salad dressings, gluten-free cookies, gluten-free processed meats, and probiotic and yogurt beverages. They are now working with potential commercialization agents, and if certain prototypes are successfully implemented, pulse consumption in Canada could potentially double.
    • The Industrial Oil Seed Network (IOSN) has used Canola oil to develop a non-toxic, multi-purpose bio-based home lubricant that is now available on the retail market. This product will eliminate the potential for soil and water contamination from petroleum-based oil leaks. In addition, IOSN has developed bio-based hydraulic fluids that are being field tested in trash compactors by Toronto Community Housing and in the buses of Saskatoon Transit.

All the Final Reports, and the Performance Management Reports have been received from all the networks, and are currently being reviewed for approval.

The productivity output for all nine networks is as follows:

  • Number of peer-reviewed publications documenting leading-edge research and development findings generated - current actual: 265;
  • Number of students and professionals trained through multidisciplinary research - current actual: 900;
  • Number of commercialization plans developed and implemented to bring new or improved products, processes, or services to near market - current actual: 17.

Note: The targets and current actual results noted above are for the overall output of the ABIP Networks, which includes operating and capital spending, in addition to contribution spending. 

($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance between Planned Spending and Actual Spending
Program Activity: Science, Innovation and Adoption
Total Grants - - - - - -
Total Contributions 7.3 20.5 15.7 15.7 15.7 -
Total Transfer Payment Program 7.3 20.5 15.7 15.7 15.7 -

Comment(s) on Variance(s): Expended as planned.

Audit Completed or Planned: The following audits were conducted in 2010-11:

  • PURENet - Final report received in March 2011, and no major issues identified.
  • CTBI - Final report received in March 2011, and no major issues identified.

Evaluation Completed or Planned: The ABIP evaluation report was officially approved by the Deputy Minister on March 25, 2011, and the report will be posted on AAFC's external website in August 2011.

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



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

Start Date: December 6, 2007

End Date: March 31, 2012
During the 2010–11 fiscal year, the program authorities were extended until March 31, 2012.

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

AgriRecovery enables federal, provincial and territorial (FPT) governments to provide timely assistance to help producers quickly re-establish their income stream and contain the long-term impacts after small- to mid-size disasters (e.g. disease, pest and weather). Programs under AgriRecovery are developed on a case-by-case basis after an assessment is completed and it is determined that there is need for assistance beyond existing programs, such as AgriInvest, AgriStability and AgriInsurance.

Under AgriRecovery, the ADRP helps focus the coordination effort, providing a process to fast-track authorities for programs to quickly fund initiatives.

Participating provinces and territories cost-share initiatives on a 60:40 FPT basis. For AgriRecovery programming outside the ADRP, funding options are negotiated with the provinces and territories on a case-by-case basis. Authorities for the program include sub-section 12(5) of the Farm Income Protection Act, as well as various agreements for individual programming developed under AgriRecovery.

Federal AgriRecovery Website

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

Results Achieved:
12 initiatives were put in placed in 2010-11 under the ADRP to help producers deal with disaster events. The results of the initiatives put in place will be available in the 2011-12 program year. In the most recent surveys, provinces reported that almost all of the producers who received AgriRecovery assistance indicated it has helped in the recovery of their operations, surpassing the target of 75%. In the majority of cases, the producers were still in faming business one year after the disaster payments.

($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance between Planned Spending and Actual Spending
Program Activity: Business Risk Management
Total Grants 1.0 3.2 54.2 - - 54.2
Total Contributions 55.4 (9.1) 54.2 256.2 256.2 (202.0)
Total Transfer Payment Program 56.3 (5.9) 108.4 256.2 256.2 (147.8)

Comment(s) on Variance(s): The increase in spending in 2010-11 is as a result of four initiatives that were implemented to respond to wide spread excessive moisture and flooding in the western provinces.

Audit Completed or Planned: There was no audit undertaken for this program in 2010-11. An internal audit is planned for 2013-14.

Evaluation Completed or Planned: A program evaluation is currently underway and is scheduled to be completed in October 2011.

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



Name of Transfer Payment Program: AgriInsurance Program (Statutory)

Start Date: April 1, 2008

End Date: AgriInsurance contributions are statutory and ongoing.

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

AgriInsurance (formerly the Production Insurance program), aims 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:
The financial impacts of production losses are mitigated by providing effective insurance protection. Production losses were mitigated with indemnity payments of $1.116 billion (including $257.3 million for unseeded benefits) as 65.6 million of acres were covered for a value of $12.3 billion.

  1. Value of insured production compared to the total value of all agricultural products eligible for insurance reported as follows: Percentage of Crops - The ratio of insured to eligible for insurance exceeds the target of 60% with 62.68%. This ratio shows a slight decrease from last year's ratio of 63.02%.
  2. Value of agricultural products eligible for insurance compared to the value of all agricultural products reported as follows: Percentage of Crops – The value of agricultural products eligible for insurance compared to total value of all agricultural products exceeds the target of 85% at 86.95%. This ratio has remained fairly consistent over the last 2 years.
($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance between Planned Spending and Actual Spending
Program Activity: Business Risk Management
Total Grants - - - - - -
Total Contributions 548.3 502.9 452.0 514.9 514.9 (62.9)
Total Transfer Payment Program 548.3 502.9 452.0 514.9 514.9 (62.9)

Comment(s) on Variance(s): Actual spending in 2010-11 was higher than planned spending due to a substantial increase in premiums caused by higher grain prices which are reflected in the insurable values.

Audit Completed or Planned: There was no audit undertaken for this program in 2010-11. An audit is planned for the 2012-13 fiscal year.

Evaluation Completed or Planned: There was no evaluation undertaken for this program in 2010-11. An internal evaluation is scheduled to be completed by June of 2012.

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



Name of Transfer Payment Program: AgriInvest Program (Statutory)

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

End Date: AgriInvest grants and contributions are statutory and ongoing.

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

AgriInvest allows producers to self-manage, through producer-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. 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/territorial governments. In combination with the AgriStability program, AgriInvest is the successor to the Canadian Agricultural Income Stabilization (CAIS) program. AgriInvest provides coverage for smaller income declines, while 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:
About 60% of participants who suffered an income decline and triggered an AgriStability payment for the 2008 program year also made a withdrawal from their AgriInvest account. The 2010 Business Risk Management (BRM) performance indicator survey indicated that 90% of those who withdrew AgriInvest funds used them to address income declines.

($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance between Planned Spending and Actual Spending
Program Activity: Business Risk Management
Total Grants 175.7 113.6 155.8 167.4 167.4 (11.6)
Total Contributions 17.7 26.7 19.0 29.2 29.2 (10.3)
Total Transfer Payment Program 193.4 140.3 174.8 196.6 196.6 (21.9)

Comment(s) on Variance(s): 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. Commodity prices were stronger in fiscal 2010-11 contributing to increased payments under the program.

Audit Completed or Planned: A performance audit initiated in fiscal 2010-11 by the Office of the Auditor General is currently underway and expected to be completed in the fall of 2011.

Evaluation Completed or Planned: A program evaluation is in progress and is scheduled to be completed in March 2012.

Note:
The Canadian Agricultural Income Stabilization (CAIS) program was replaced by the AgriStability and AgriInvest programs as of April 1, 2008.
Due to rounding, figures may not add to the totals shown.



Name of Transfer Payment Program: AgriStability Program (Statutory)

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

End Date: AgriStability grants and contributions are statutory and ongoing.

Description:
The AgriStability program is one of the 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% 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% 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 provides coverage for smaller income declines where AgriStability assists producers in managing larger losses.

AgriStability Website

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

Results Achieved:
Results reported in 2010-11 relate to farming activities in the 2008 program year. This reporting lag is due to the fact that final program payments are based on information the producer provides in filling income tax for the year. This information must then be processed for all producers and summary information collected from all program administrations to allow for reporting on performance results.

Participation in the 2008 program year declined largely due to improved farm incomes. The percentage of market revenues covered by AgriStability for the 2008 program year was 68%. AgriStability program payments brought producers' current year margin up to 65% of the reference margin based on the 2008 program year.

($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance between Planned Spending and Actual Spending
Program Activity: Business Risk Management
Total Grants - 105.2 95.3 39.5 39.5 55.8
Total Contributions 340.5 419.5 500.0 332.0 332.0 168.0
Total Transfer Payment Program 340.5 524.7 595.3 371.5 371.5 223.8

Comment(s) on Variance(s):
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.  Finally, AgriStability payments are affected by the level of assistance provided by other programs; payments received by recipients through these programs may reduce the amount of AgriStability funding disbursed.

Actual spending under the AgriStability program was lower than planned in 2010-11 primarily due to stronger commodity prices and payments provided by the AgriInsurance and AgriRecovery programs. These factors contributed to reduced funding requirements under the AgriStability program.

Audit Completed or Planned: A performance audit initiated in fiscal 2010-11 by the Office of the Auditor General is currently underway and expected to be completed in the fall of 2011.

Evaluation Completed or Planned: A program evaluation is in progress and is scheduled to be completed in March 2012.

Note:
The Canadian Agricultural Income Stabilization (CAIS) program was replaced by the AgriStability and AgriInvest programs as of April 1, 2008.
Due to rounding, figures may not add to the totals shown.



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

Start Date: June 27, 2005

End Date: March 31, 2015

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

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

Results Achieved:

  • McDonald's Canada made a strong commitment to the Canadian Beef Advantage (CBA) by displaying the CBA brand mark on their website. They are one of many partners who promote the brand and healthfulness of ground beef.
  • Several branded initiatives with US partners were developed to utilize 100% Canadian beef including the first US restaurant chain, Stonefire Grill, to brand a menu mainstay as Canadian beef. In all, 97 Canadian beef brand license agreements were signed with partners.
  • Total beef exports to Japan, Taiwan and Russia in 2009 doubled from 2008, totalling 19,500 tonnes, despite the global recession. Exports in 2009 were down 5% to Mexico from 2008 due to decreased tourism, H1N1 and a change in Canadian packer ownership leading to reduced volumes.
  • New international markets for Canadian beef were established including a staged, full market access agreement with China, entry into medium-high end restaurants in Hong Kong and securing large family restaurants in Japan and Taiwan. New markets were established for Canadian beef genetics in Colombia and Panama.
($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance between Planned Spending and Actual Spending
Program Activity: Trade and Market Development
Total Grants 7.0 10.0 5.0 8.4 8.4 (3.4)
Total Contributions - - - - - -
Total Transfer Payment Program 7.0 10.0 5.0 8.4 8.4 (3.4)

Comment(s) on Variance(s): In developing the spending profile for the Legacy Fund, annual expenditures were estimated by prorating the $50 million fund over the ten year time frame at $5 million per year. However, funds are actually allocated based on the requirements outlined in the annual business plan which reflects the priorities of the fund recipients. As such, the funds needed in any particular year will vary depending on the marketing plan developed for that year. These forecasts are made even more difficult by challenges in predicting when Canadian beef might actually regain access to a key market (e.g. South Korea).

Audit Completed or Planned: AAFC initiated a compliance audit in March 2010, the audit is expected to be completed by December 2011.

Evaluation Completed or Planned: There was no evaluation undertaken for this program in 2010-11.

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



Name of Transfer Payment Program: Contributions to support the Specified Risk Material Innovation Program (Voted)

Start Date: June 17, 2010

End Date: March 31, 2013

Description:
The three-year, up to $40 million Specified Risk Material Innovation Program (being delivered under the name of Slaughter Waste Innovation Program (SWIP)) provides industry with the ability to capitalize on the knowledge, experience and technology advancement gained in dealing with the first three years of the Enhanced Feed Ban (EFB) and to move towards implementing longer term solutions that have the potential to improve the competitiveness of the sector. The objective of SWIP is to support research, development and commercialization or adoption of innovative technologies or processes related to the removal, disposal or use of Specified Risk Material (SRM) to reduce handling costs and to create potential revenue sources from SRM.

Eligible recipients include provincially and federally inspected slaughterhouses, and standalone businesses handling SRMs, including rendering plants, and to support pre-commercial research and development work, research or engineering firms in partnership with livestock industry associations or slaughter facilities. Recipients must be Canadian legal entities, including Canadian subsidiaries of foreign companies, and capable of entering into legally binding contracts.

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

Results Achieved:
The Slaughter Waste Innovation Program has signed agreements to fund four projects to reduce the cost of processing SRM for a total of $18 million helping to increase the efficiency of the cattle industry in Canada.

($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance between Planned Spending and Actual Spending
Program Activity: Agri-Business Development
Total Grants - - - - - -
Total Contributions - - - 9.0 3.1 (3.1)
Total Transfer Payment Program - - - 9.0 3.1 (3.1)

Comment(s) on Variance(s): There was no planned spending reported as this program was approved after the 2010-11 RPP. Program expenditures have been on track and are in line with expectations.

Audit Completed or Planned: There was no audit undertaken for this program in 2010-11.

Evaluation Completed or Planned: There was no evaluation undertaken for this program in 2010-11. This program is included in the Evaluation of Cattle Slaughter Industry Assistance that is planned to be completed in 2013-14.

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



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

Start Date: September 22, 2009

End Date: March 31, 2014

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

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

    The terms of the loans are 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

  2. Hog Farm Transition Program (HFTP) - Delivered by the Canadian Pork Council (CPC), it is designed to 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
The maximum total loan loss reserve that AAFC could provide under HILLRP was $404 million. There were 21 signed contribution agreements between AAFC and financial institutions, 263 loans issued under the program for a total of $408.1 million which represents a reserve amount of $243.8 million. To date there has been no withdrawals from the financial institutions' reserve fund. Producers had until March 26, 2010 to apply for a HILLRP loan. The program is now closed and reserve funding under the HILLRP was spent during the 2009-10 fiscal year. There is no authority for new spending. 

HFTP
HFTP is a $75 million program. A total of 446 hog producers were successful bidders in four tender events for a total of $71.9 million or an average of $838.35 per animal unit equivalent, resulting in an estimated annual reduction of 2.7 million hogs.

($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance between Planned Spending and Actual Spending
Program Activity: Business Risk Management
Total Grants - - - - - -
Total Contributions - 285.8 39.1 36.0 36.0 3.1
Total Transfer Payment Program - 285.8 39.1 36.0 36.0 3.1

Comment(s) on Variance(s):
HFTP: After having successfully bid in the tender events, approximately 50 producers withdrew from the program as market hog prices began to rise.

Audit Completed or Planned:
HILLRP
A program under development audit was concluded in June 2010. It found that the governance, risk management and control framework established for the HILLRP were adequate and provide a reasonable expectation that funds were used for their intended purpose. Commendable management practices were identified. A program audit framework will be developed by program officials by December 2011.

HFTP
A program under development audit was concluded in April 2010. It found that the governance, risk management and control frameworks established for the HFTP are adequate to provide a reasonable expectation that funds will be used for their intended purpose and that planned outcomes will be achieved. Controls are in place over Program payments, and payments are made in accordance with the provisions of the contribution agreement, Program Terms and Conditions, the Treasury Board Policy on Transfer Payments, and the Financial Administration Act. A compliance audit for the period of August 15, 2009 to March 31, 2010 had similar findings with respect to the implementation of the agreement by the CPC

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
An interim evaluation of the HFTP was undertaken in 2010-11 by the CPC. The evaluation found that the performance of the Program was strong; appropriately structured and delivered to meet its objectives as defined in the Contribution Agreement. The speed of the Program launch was a notable strength. The application of the Program was consistent and the Animal Unit Equivalent (AUE) concept was a strong Program feature. Both recipients and non-recipients were satisfied with the overall Program management. The CPC must complete a final program evaluation by September 30, 2014.

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



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

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 national stakeholders to develop collaborative activities that contribute to the engagement, knowledge development and knowledge transfer activities to address barriers to rural competitiveness, innovation and amenities development. This is part of Canada's Rural Partnership (CRP). 

Co-operative Development Initiative (CDI) which provides support for the development, innovation and growth of co-operatives, by:

  • Providing advisory services and funding innovative co-op projects, delivered by the two national co-operative associations; and
  • Funding research to build knowledge contributing to co-op development.

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

Results Achieved:
Rural development
As part of Canada's Rural Partnership, 38 rural community initiatives were undertaken to engage community partners in identifying issues and seizing opportunities for development, ranging from improving access to local foods to building capacity to capture new opportunities in the production of alternative energy.

In addition, 14 rural development tools were developed or adapted and disseminated throughout rural Canada to assist communities and local decision-makers in overcoming barriers and engaging in sustainable regional planning; 15 rural communities identified and assessed their local natural and cultural amenities as a means of increasing their competitiveness; and 23 resource-reliant rural communities worked to innovate and diversify their economies through the use of updated or adapted information and tools.

Co-operative Development Initiative
Under the Co-operative Development Initiative (CDI), 21 national and provincial co-op sector associations have created an integrated co-op development advisory services network that provides information, education, advice and technical assistance to community groups and organizations. These activities have resulted in significant improvements in the number and quality of technical assistance and other co-op development services available to Canadians. In 2010-11, 75 new co-operatives were created (target was 40) and 281 existing co-operatives had their operations consolidated/strengthened (target was eight). In addition, 127 innovative co-op projects were approved (target was 25), testing new and innovative applications of the co-op model to address economic, social and environmental challenges at the community level. Finally, a national project was approved to stimulate research and knowledge development on co-operatives. Six more projects were positively assessed and should be implemented in the next fiscal year (target is five by 2013).

($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance between Planned Spending and Actual Spending
Program Activity: Rural and Co-operatives Development
Total Grants - - - - - -
Total Contributions - 4.6 7.5 7.5 5.3 2.1
Total Transfer Payment Program - 4.6 7.5 7.5 5.3 2.1

Comment(s) on Variance(s):
Rural development
Although higher when compared to the previous year, actual program funding was lower than expected. As rural communities are recovering from the economic slow down, their needs are changing towards activities generating more concrete economic activity. Adjustment of the program to match this evolving need occured over the last few months of the year when program changes were implemented to offer funding to initiatives offering more concrete benefits to rural communities.

Co-operative Development Initiative
A slight spending shortfall occurred in the CDI: During the year, CDI faced challenges in the implementation of its Research and Knowledge Development component. The call for proposals and selection of projects was completed during the last quarter, hence project spending was delayed until the end of the fiscal year.

Audit Completed or Planned:
Rural development
The Community Development Program was audited in 2010-11 as part of the Horizontal Audit of Grants and Contributions Programs of the Office of Audit and Evaluation.

Co-operative Development Initiative
A compliance audit of the Canadian Co-operative Association (CCA) and Conseil Canadien de la Coopération et de la Mutualié (CCCM), responsible for the administration of two of three CDI program components, was completed in 2010-11. The auditors confirmed that recipients comply in general with the signed agreement. The scope of the report was limited to the first year of the agreement (2009-10) and it identified a small number of clarifications and non-critical issues that, when corrected, will ensure full compliance to the contribution agreement and improved operational efficiencies. A number of issues were related to the start up and were already corrected at the time of the audit.

Evaluation Completed or Planned: There was no evaluation undertaken for this program in 2010-11. An evaluation for the Canada's Rural Partnership is planned for 2012-13.

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



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

Start Date: April 1, 2009

End Date: March 31, 2013

Description:
The program is designed to accelerate industry led innovation activities leading to the development and commercialization of 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:
Agri-Science Clusters (Clusters), and Developing Innovative Agri-Products (DIAP) are initiatives within the federal-only Growing Canadian Agri-Innovations Program. All remaining contribution agreements were signed in 2010-11; and all 10 Clusters and most of the 25 DIAP projects were fully operational by the end of 2010-11.

As most projects started in 2010-11, significant achievements of the research results are limited. However, a few early success stories have been identified, such as the following with the Organic Science Cluster:

Organic farmers in Prince Edward Island (PEI) are seeking high-value options for production and identified a market for specialty fruits including black currants. The Organic Science Cluster (OSC) conducted trials on two farms in PEI to identify optimum methods of weed control for promoting black current bush size, harvest-ability yield and fruit quality. Preliminary results indicate the use of landscape fabric for weed control increased plant growth by up to 50%, and concentrations of nutrients in leaf tissue were higher. Plants will be further evaluated in the next few years to determine if this increase translates into larger root reserves, higher yield and greater fruit quality. Already, farmers in PEI are seeing the increase in plant growth and potential labour savings are planning to adopt similar weed control practices.

The OSC has reached over 1000 farmers/producers, processors and manufacturers across Canada over the past 18 months through technology transfer events such as field days, meetings with farmer associations and producers updates.

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: Growing Forward Reporting.

($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance between Planned Spending and Actual Spending
Program Activity: Science, Innovation and Adoption
Total Grants - - - - - -
Total Contributions - 25.2 60.6 49.9 48.5 12.0
Total Transfer Payment Program - 25.2 60.6 49.9 48.5 12.0

Comment(s) on Variance(s): The variance between planned spending and total authorities was due to planned spending being based on estimated program costs, due to timing of the 2010-11 RPP. Actual spending was slightly less than authorities 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 2011-12.

Audit Completed or Planned: Two audits of Growing Forward cost-shared programs will be completed by 2012 for British Columbia and Prince Edward Island.

Evaluation Completed or Planned: Under the Growing Forward Bilateral Agreement, Provincial and Territorial governments are to report the results of their Growing Forward evaluation to AAFC by March 2012.

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



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

Start Date: April 1, 2009

End Date: March 31, 2013

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

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

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

Results Achieved:
The Bilateral Agreements to implement Growing Forward: A Federal-Provincial-Territorial Framework Agreement on Agriculture, Agri-Food and Agri-Based Products Policy specify that the Parties shall prepare annual performance reports containing information and provide them to the other Party on or before August 31 in respect of activities carried out under Designated Programs by Thematic Area in the previous fiscal year (consistent with 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: Growing Forward Reporting.

($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance between Planned Spending and Actual Spending
Program Activity: Agri-Business Development
Total Grants - - - - - -
Total Contributions - 22.8 23.5 55.4 40.0 (16.5)
Total Transfer Payment Program - 22.8 23.5 55.4 40.0 (16.5)

Comment(s) on Variance(s): The variances between Planned Spending and Total Authorities are due to Planned Spending being based on estimated program costs, due to timing of the 2010-11 RPP. There is an increase between Planned Spending and Actual Spending, as some provinces modified the eligibility criteria and the level of benefits for some of their cost-shared programs which resulted in higher spending than planned. As well, strong levels of uptake of cost-shared programs have also resulted in higher spending than anticipated.

Audit Completed or Planned: Two audits of Growing Forward cost-shared programs will be completed by 2012 for British Columbia and Prince Edward Island.

Evaluation Completed or Planned: Under the Growing Forward Bilateral Agreement, Provincial and Territorial governments are to report the results of their Growing Forward evaluation to AAFC by March 2012.

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



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

Start Date: April 1, 2009

End Date: March 31, 2013

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

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 on-farm and/or post-farm Hazard Analysis Critical Control Point (HACCP) based food safety systems. Intended clients are national or regional non-profit organizations that are not represented by entities at the national level. 

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:
Food Safety Systems Development
National on-farm organizations and post-farm organizations are in the process of developing food safety systems which are ready to submit to the Canadian Food Inspection Agency (CFIA) for Technical Review Part 1 or 2 under the CFIA food safety recognition program. The target is six for on-farm and seven post-farm by March 2013. Since 2009 six on-farm organizations have submitted to CFIA for technical reviews. In 2010-11 CFIA issued two Letters of Completion for Technical Review Part 1 to the Ontario Veal Association and the Fédération des producteurs de bovins du Québec bringing the total to six on-farm organizations receiving letters of completion since 2009. The Canadian Sheep Federation started a second Technical Review Part 1 because of major changes to their on-farm food safety program. The Chicken Farmers of Canada also started a Technical Review Part 1 for free range chickens and the Turkey Farmers of Canada submitted to CFIA for a Technical Review Part 2. No post-farm organization has submitted to CFIA for a Technical Review Part 1 because the technical review process is in the final stages of development by CFIA. However AAFC has approved an application from Canadian Produce Marketing Association that will allow this association in 2011-12 to submit to CFIA for a post-farm Technical Review Part 1. In 2010-11 seven agreements were signed (five post-farm, two on-farm), one project was approved to start in 2011-12 and four applications are under review. In the first two years of this initiative 19 food safety development agreements have been signed and seven projects have been completed. 

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: Growing Forward Reporting.

($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance between Planned Spending and Actual Spending
Program Activity: Food Safety and Biosecurity Risk Management Systems
Total Grants - - - - - -
Total Contributions - 10.7 19.0 28.0 18.0 0.9
Total Transfer Payment Program - 10.7 19.0 28.0 18.0 0.9

Comment(s) on Variance(s): For the Food Safety Systems Development component, the actual spending was lower than planned with 58% of available funds contractually committed of which 88% was spent by clients. This variance is due to the lower than expected demand for food safety systems development by post-farm organizations at this time, as well as the fact that many on-farm organizations have simply been maintaining their systems rather than progressing through the recognition process. 

Audit Completed or Planned: The Food Safety and Traceability Programs Division Compliance Audit Plan provided for three project-specific audits for 2010-11. These three audits are on-going and are scheduled to be completed in 2011-12. Two audits of Growing Forward cost-shared programs will be completed by 2012 for British Columbia and Prince Edward Island.

Evaluation Completed or Planned: Evaluations are scheduled as follows: in 2011-12 for Food Safety Systems Implementation and in 2012-13 for Food Safety Systems Development. Under the Growing Forward Bilateral Agreement, Provincial and Territorial governments are to report the results of their Growing Forward evaluation to AAFC by March 2012.

Note:
Eligible projects under Food Safety Systems Development 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 AAFC during 2010-11, their project phase and the date of any news releases issued prior to June 30, 2011: Canadian Produce Marketing Association (P1); Canadian Bottled Water Association (P2); Canadian Vintners Association (P2 - Nov 27, 2010); Jewish Community Council of Montreal (P1); Canadian Cattlemen's Association (P2 + R); Canadian Grains Council (R); Canadian Celiac Association (P1). To see news releases about some of the organizations and their projects please visit the AAFC Newsroom site and the AAFC Proactive Disclosure site. 

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



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

Start Date: April 1, 2009

End Date: March 31, 2013

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

Biosecurity Standards Implementation
The approved national Biosecurity Standards form the basis for implementation of the minimum biosecurity requirements for a particular sector at the farm level. Provinces and territories are responsible for farm-level implementation and are able to impose additional standards to respond to a particular, unique need of the local industry.

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 collect and verify identification and movement data, and accelerates industry capacity. 

Traceability Enterprise Infrastructure
The Traceability Enterprise Structure provides funding to individual businesses to assist in the purchase and installation of traceability infrastructure and the training of staff to implement traceability systems for plants, animals and products. This could include implementation of animal handling systems, equipment and data systems necessary to record and report data to industry databases. These actions will enable recipients to participate fully in the National Agriculture and Food Traceability System.

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

Results Achieved:
Biosecurity Standards Implementation and Traceability Enterprise Infrastructure
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: Growing Forward Reporting.

Traceability Industry Infrastructure
There is a target of 10 organizations or private entities implementing industry-led traceability systems by March 2013. Since 2009-10, 12 national organizations have entered into 19 agreements. Seven of these projects are completed and 12 are on-going. AAFC is funding three implementation projects for the following two organizations: Canadian Pork Council and Canadian Animal Health Coalition. The remaining nine projects involve systems development activities. Two projects have been approved to start in 2010-11 and six applications are undergoing review.

($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance between Planned Spending and Actual Spending
Program Activity: Food Safety and Biosecurity Risk Management Systems
Total Grants - - - - - -
Total Contributions - 12.9 32.6 27.8 17.8 14.8
Total Transfer Payment Program - 12.9 32.6 27.8 17.8 14.8

Comment(s) on Variance(s): For the Traceability Industry Infrastructure component, the actual spending was lower than planned with 81% of available funds contractually committed of which 87% was spent by clients. This variance is due to normal program year to year fluctuations caused by lower than planned expenditures by clients and the fact that the program spending is demand driven. However the program's contractual commitments and demand based on current applications received is expected to fully utilize the total funding available for this program. 

Audit Completed or Planned: The Food Safety and Traceability Programs Division Compliance Audit Plan provided for five project-specific audits for 2010-11. Two audits were completed with no significant findings and three audits are on-going and are scheduled to be completed in 2011-12. Two audits of Growing Forward cost-shared programs will be completed by 2012 for British Columbia and Prince Edward Island.

Evaluation Completed or Planned: Evaluations are scheduled as follows: in 2011-12 for Biosecurity Standards Implementation and Traceability Enterprise Infrastructure and in 2012-13 for Traceability Industry Infrastructure. Under the Growing Forward Bilateral Agreement, Provincial and Territorial governments are to report the results of their Growing Forward evaluation to AAFC by March 2012.

Note:
Eligible projects under Traceability Industry Infrastructure will support activities related to traceability systems development on a national or regional basis. Eligible activities may include: Phase A (PA) – systems development activities such as: strategic assessments and industry systems development and 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 agreements with AAFC during 2010-11, their project phase and the date of any news releases issued prior to June 30, 2011: Canadian Cattle Identification Agency (PA - March 11, 2011 – three agreements); Agri-Tracabilite Quebec (PA); Federation des producteurs acericoles du Quebec (PA - February 15, 2011); Canadian Pork Council (PA and PB); Canadian Sheep Federation/Canadian National Goat Federation (PA -January 31, 2011). To see news releases about some of the organizations and their projects please visit the AAFC Newsroom site and the AAFC Proactive Disclosure site.

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



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

Start Date: April 1, 2009

End Date: March 31, 2013

Description: Agriculture and Agri-Food Canada (AAFC) 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:
Environmental Knowledge, Technology, Information and Measurement
On target - tools are being investigated and added to improve functionality of modelling and economic models. Scaling-up options for extrapolating Watershed Evaluation of Beneficial Management Practices (WEBS) findings beyond the immediate watershed where they occur are under active investigation. Development of a fully-distributed model application at one of the sites will enhance decision support capabilities for all sites.

On-Farm Action
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: Growing Forward Reporting.

($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance between Planned Spending and Actual Spending
Program Activity: Environmental Knowledge, Technology, Information and Measurement
Total Grants - - - - - -
Total Contributions - 1.2 2.9 2.4 2.1 0.7
Total Environmental Knowledge, Technology, Information, and Measurement - 1.2 2.9 2.4 2.1 0.7
Program Activity: On-Farm Action
Total Grants - - - - - -
Total Contributions - 50.6 67.1 73.4 55.9 11.3
Total On-Farm Action - 50.6 67.1 73.4 55.9 11.3
Total Transfer Payment Program - 51.8 70.0 75.8 58.0 12.0

Comment(s) on Variance(s): The variance between planned spending and total authorities was due to planned spending being based on estimated program costs, due to timing of the 2010-11 RPP. There is a decrease 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 2011-12.

Audit Completed or Planned: Two audits of Growing Forward cost-shared programs will be completed by 2012 for British Columbia and Prince Edward Island.

Evaluation Completed or Planned: Under the Growing Forward Bilateral Agreement, Provincial and Territorial governments are to report the results of their Growing Forward evaluation to AAFC by March 2012.

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



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

Start Date: June 4, 2009

End Date: March 31, 2012

Description:
The national, applications-based Slaughter Improvement Program (SIP) provides eligible red meat packers and processors with repayable federal contributions to implement sound business plans for projects aimed at improving the operations of federally inspected packing plants. The program aims to allow industry stakeholders to strengthen their competitiveness by supporting new investments that could support profitability for red meat packers. These new investments focus on reducing operating costs, increasing revenues, adopting innovation to meet future business conditions and consumer expectations and addressing slaughter capacity gaps in regions where it can be demonstrated that this factor is constraining sector growth.

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-applications approach.

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

Results Achieved:
Fifteen contribution agreements have been signed, two are currently being negotiated and one still remains conditionally approved. Two of the approved SIP projects have submitted final claims, however, since they have not completed their reporting year, there are no specific results available at this time.

($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance between Planned Spending and Actual Spending
Program Activity: Agri-Business Development
Total Grants - - - - - -
Total Contributions - 7.0 19.6 29.6 15.3 4.3
Total Transfer Payment Program - 7.0 19.6 29.6 15.3 4.3

Comment(s) on Variance(s): Budget 2010 announced an additional $10M for the SIP bringing Total Authorities to $29.6M. Actual spending was less than the planned spending due to the timing of the approval of the projects as well as the multi-year nature of most of the proposals. Unspent funding is expected to be carried forward for use in 2011-12.

Audit Completed or Planned: A "Program Under Development Audit" was conducted between February and May 2010 in accordance with the 2009-12 Agriculture and Agri-Food Canada Risk-Based Audit Plan. A further audit has not been scheduled at this time.

Evaluation Completed or Planned: There was no evaluation undertaken for this program in 2010-11. An evaluation of the program is currently planned in the AAFC Five-Year Strategic Evaluation Plan (2011-12 to 2015-16) to begin in 2013-14 with planned completion by 2014-15.

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



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

Start Date: May 28, 2009

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

Description:
The Canadian Agricultural Adaptation Program (CAAP)'s objective is to facilitate the agriculture, agri-food, and agri-based products sector's ability to seize opportunities, to respond to new and emerging issues, and to pathfind and pilot solutions to new and ongoing issues in order 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 supports industry-led initiatives at the national, regional and multi-regional levels. Most projects funded take place over several years and longer-term impacts materialize a few years after project completion. Since CAAP is currently in the early stages (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 on national and industry-led projects indicate that:

  • 82 projects initiated in 2010-11 will improve knowledge of potential innovative products, processes or technologies; and
  • 113 funded projects initiated in 2010-11 will improve knowledge of solutions/strategies analyzed/tested to address issues/opportunities.
($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance between Planned Spending and Actual Spending
Program Activity: Science, Innovation and Adoption
Total Grants - - - - - -
Total Contributions - 31.1 33.4 35.1 35.1 (1.8)
Total Transfer Payment Program - 31.1 33.4 35.1 35.1 (1.8)

Comment(s) on Variance(s): The program has been very well received at the regional level, resulting in more applications than anticipated and higher than expected spending for 2010-11. 

Audit Completed or Planned: There was no audit undertaken for this program in 2010-11.

Evaluation Completed or Planned: There was no evaluation undertaken for this program in 2010-11. An evaluation is planned for 2013-14 to support program renewal.

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



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

Start Date: April 1, 2009

End Date: March 31, 2013

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

The AgriMarketing Program (AMP) provides a platform to equip industry, including small and medium-sized enterprises, for success in global markets. AgriMarketing cost-shares with industry associations for international market development, export promotion activities and in-depth research to form long-term international strategies that contribute and build on the Canada Brand. 

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 Program

  • 45 Contribution Agreements totalling almost $22 million with industry associations, alliances and technical marketing institutions were completed.
  • We are still working to enhance our economic analysis of the Program's outcomes. Based on our initial work year-over-year economic data has proven to be of limited value as it varies widely due to a host of factors. However, a longer term analysis has indicated that overall exports for supported sectors (where reliable data is available), grew on average by 16 percent per year between 2003 and 2010. Increased capacity of industry associations to deliver market development and branding projects;
  • To increase the effectiveness of market development and branding projects undertaken by industry associations a policy was developed to make participation and the use of the Canada Brand mandatory in 2011-12.
  • AMP facilitated the market development efforts of 45 associations and their related small and medium enterprises by cost sharing a range of marketing and branding initiatives including: trade shows, market development and training missions, and the development and translation of promotional material.

ERCA Program
Grant to OECD (part of ERCA):

  • Supported methodological development of the OECD General Services Support Estimate to improve accuracy and cross-country consistency of data and analysis; and
  • Provided further support to OECD work on risk management and will push further into the area of livestock risk management issues.

ERCA Contributions:
Five Contribution Agreements were signed in October 2009 with four canadian universities for a total of $5.2M over 4 fiscal years (from 2009-2010 to 2012-2013), 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 160 researchers involved in this program: CMD: 30, ENV: 28, IR: 33, TCR: 43, SPAA: 26. There were 68 graduate students funded at Canadian universities in Canada through this program: CMD: 11, ENV: 14, IR: 13, TCR: 14, SPAA: 16. There were 48 projects funded directly by ERCA in 2010-2011: CMD: 12, ENV: 2, IR: 19, TCR: 8, SPAA: 7. There were 344 research reports, policy briefs, professional articles, working papers, and other publications released by network members including projects directly funded by ERCA and papers focuses on issues related to the network activities. The networks hosted along with the Canadian Agriculture Economic Society a major policy conference in Ottawa in January, 2011. There were 16 total conferences/workshops hosted or partially sponsored by the networks in 2010-11: CMD: 5, ENV: 4, IR: 1, TCR: 4, SPAA: 2.

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. Once performance results for this program are available, they can be found at: Growing Forward Reporting.

($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance between Planned Spending and Actual Spending
Program Activity: Trade and Market Development
Total Grants - 0.1 0.1 0.1 0.1 -
Total Contributions - 21.5 22.7 28.0 26.3 (3.6)
Total Transfer Payment Program - 21.6 22.8 28.1 26.4 (3.6)

Comment(s) on Variance(s):
AgriMarketing 
The variance between total authorities and actual spending is primarily as a result of some of the associations' inability to 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 resource limitations and/or changes to timing and planning as a result of shifting market conditions.

ERCA Contributions
2010-11 Actual Spending was slightly lower than authorities due to some of the variable expenses for the networks not being as high as anticipated.

Market Information and Export Capacity Building
The variance between total authorities and actual spending is 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 2011-12.

Audit Completed or Planned:
AgriMarketing: AMP completed one audit in 2010-11. There are three audits planned for 2011-12.

Grant to OECD (part of ERCA): There was no audit undertaken for this program in 2010-11.

ERCA Contributions: There was no audit undertaken for this program in 2010-11.

Market Information and Export Capacity Building: Two audits of Growing Forward cost-shared programs will be completed by 2012 for British Columbia and Prince Edward Island.

Evaluation Completed or Planned:
AgriMarketing: There was no evaluation undertaken for this program in 2010-11.

Grant to OECD (part of ERCA): There was no evaluation undertaken for this program in 2010-11.

ERCA Contributions: The Recipient Audit Unit of the Centre of Program Excellence conducted an initial risk assessment of the 5 ERCA programs and deemed them to be of low risk. The Office of Audit and Evaluation has initiated an Evaluation of the Trade and Market Development Initiative (of which ERCA is a part of) starting in June, 2011 that will conclude in June, 2012.

Market Information and Export Capacity Building: Under the Growing Forward Bilateral Agreement, Provincial and Territorial governments are to report the results of their Growing Forward evaluation to AAFC by March 2012.

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



Name of Transfer Payment Program: Control of diseases in the hog industry - Phase 2 (Voted)

Start Date: September 4, 2008

End Date: March 31, 2013

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 for the Control of Diseases in the Hog Industry Phase 2 is a mid to long-term strategy to establish the foundation of a risk management framework for the Canadian hog sector. It is 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 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.

Circovirus Inoculation Program

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

Results Achieved:
Under the Biosecurity Pillar, the National Biosecurity Standard was completed; Under the Research Pillar, 13 research projects are underway and 6 post doctoral fellowships were established; Under the Long Term Disease Risk Management Pillar, development of a pork mortality insurance product is underway.

($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance between Planned Spending and Actual Spending
Program Activity: Food Safety and Biosecurity Risk Management Systems
Total Grants - - - - - -
Total Contributions 2.6 4.0 37.9 37.9 8.9 28.9
Total Transfer Payment Program 2.6 4.0 37.9 37.9 8.9 28.9

Comment(s) on Variance(s): Actual Spending in 2010–11 was less than Planned Spending largely due to timing in program implementation. Budget 2011 announced an extension to the Initiative for the Control of Diseases in the Hog Industry Phase 2 for an additional two years to March 31, 2013. This will enable the Canadian Swine Health Board to complete initiatives directed at national biosecurity standards and best management practices. As such, the majority of unspent funding from 2010-11 is expected to be carried forward for use in future years.

Audit Completed or Planned: There was no audit undertaken for this program in 2010-11.

Evaluation Completed or Planned: There was no evaluation undertaken for this program in 2010-11. According to AAFC's five year Strategic Evaluation Plan, the program is expected to be evaluated in 2014-15 with a number of other recent assistance programs for the hog sector.

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



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

Start Date: March 29, 2007

End Date: March 31, 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 through domestic production. Eligible recipients include corporations (including but not restricted to co-operatives), individuals, and partnerships, which are not subject to a controlling interest by a federal, provincial or municipal government, which can demonstrate that their equity investments from agricultural producers are equal to or exceed five percent of projected eligible project costs, and which intend to build plants or expand existing facilities to produce renewable transportation fuels in Canada from agricultural feedstock.

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

Results Achieved:
EcoABC has committed $53 million to 9 biofuels projects representing 690 million new litres per year of biofuels production and $48 million of investment by 534 farmers.

($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance between Planned Spending and Actual Spending
Program Activity: Science, Innovation and Adoption
Total Grants - - - - - -
Total Contributions 17.4 1.5 65.3 36.9 33.1 32.2
Total Transfer Payment Program 17.4 1.5 65.3 36.9 33.1 32.2

Comment(s) on Variance(s): Planned Spending was higher than actual because, due to the timing of the RPP, the Planned Spending did not reflect the reallocation of funding over the two-year extension of the program from March 2011 to March 2013. Under this extension, program parameters were broadened and, in response to the poor economic conditions of 2008-09, more time was provided for projects to be completed and better aligned with other programs under the federal Renewable Fuels Strategy.

Audit Completed or Planned: EcoABC was part of the Horizontal Audit of Grants and Contribution Programs during 2010-11.

Evaluation Completed or Planned: An evaluation of this program was completed during 2010-11.

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



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

Start Date: October 25, 2007

End Date: March 31, 2011

Description:
This Orchards and Vineyards Transition program (OVTP) funded plant removal to support replanting orchards and vineyards or planting other crops to help producers compete in changing global markets. The program responded to market pressure by funding strategic planning activities to increase the industry's knowledge and decision-making. The program operated in British Columbia, Ontario, Quebec, New Brunswick and Nova Scotia, and ended on March 31, 2011.

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

Results Achieved:
The objective of the program was to ensure acreage was readily available for replanting of more marketable crops, and to develop an improved understanding of the opportunities for the orchards and vineyards sector. The OVTP resulted in fruit trees and grape vines being removed from 7,000 hectares, which made land available for the planting of more marketable varieties of tree fruits, grapes and other crops. The program encouraged producers to make the adjustments necessary to become more competitive.

($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance between Planned Spending and Actual Spending
Program Activity: Agri-Business Development
Total Grants - - - - - -
Total Contributions 11.4 11.0 9.2 11.3 11.1 (2.0)
Total Transfer Payment Program 11.4 11.0 9.2 11.3 11.1 (2.0)

Comment(s) on Variance(s): The variance between the planned spending and the actual spending in 2010-11 is due to higher than expected demands for the program in the province of Quebec.

Audit Completed or Planned: There was no audit undertaken for this program in 2010-11.

Evaluation Completed or Planned: A lessons learned exercise for the program is expected to be finalized in 2011-12. Under the federal-provincial agreements, the provinces are responsible for evaluating the activities carried out under the agreements.

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



Name of Transfer Payment Program: Over Thirty Months Payment Program (Voted)

Start Date: June 17, 2010

End Date: March 31, 2011

Description:
This program, also referred to as the Abattoir Competitiveness Program (ACP), was a one year, $25 million program which ended on March 31, 2011. The program provided direct payments (grants) to eligible recipients based on the volume of specified risk materials produced from over thirty month old (OTM) cattle during the 2010 calendar year. ACP was designed to:

  • Help federally, provincially and territorially registered cattle slaughter facilities address short-term competitiveness issues;
  • Facilitate improved management of specified risk materials; and
  • Contribute to maintaining a critical slaughter capacity in Canada for OTM cattle while industry makes efforts to better manage the cost differential with the U.S.

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

Results Achieved:
The short-term assistance provided under this program has been well received by industry with 16 applications received from federally inspected facilities and 217 applications received from provincially inspected facilities for a total of 233 applications received nationally. The expected result was that Canadian OTM (over thirty months old) slaughter capacity be maintained, the target being 75% of the 2009 value. This target was exceeded, as capacity was maintained at 98%.

($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance between Planned Spending and Actual Spending
Program Activity: Agri-Business Development
Total Grants - - - 23.0 22.7 (22.7)
Total Contributions - - - - - -
Total Transfer Payment Program - - - 23.0 22.7 (22.7)

Comment(s) on Variance(s): There was no planned spending reported as this program was approved after the 2010-11 RPP.

Audit Completed or Planned: There was no audit undertaken for this program in 2010-11.

Evaluation Completed or Planned: There was no evaluation undertaken for this program in 2010-11. This program is included in the Evaluation of Cattle Slaughter Industry Assistance that is planned to be completed in 2013-14.

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



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

Start Date: 1997

End Date: On-going under AMPA

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 2010-11 production period, 64 agreements were signed to deliver the APP with producer organizations. Approximately $1.57 billion was issued in advances to approximately 39,566 producers. The uptake of the program fluctuates from year to year. 2010-11 saw an increase in the number of participants but a decrease in the amount advanced. This is likely due to lower commodity prices and a decrease in the amount that livestock producers are borrowing under the program.

($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance between Planned Spending and Actual Spending
Program Activity: Business Risk Management
Total Grants - - - - - -
Total Contributions 37.0 28.5 184.0 34.0 34.0 150.0
Total Transfer Payment Program 37.0 28.5 184.0 34.0 34.0 150.0

Comment(s) on Variance(s): The variance between planned and actual spending was primarily due to the fact that in 2010-11, fewer guarantee payments related to advances provided for the 2008 production period were made than originally expected due to two separate stays of default. Low interest rates during the fiscal year also resulted in a large cost savings.

Audit Completed or Planned: There was no audit undertaken for this program in 2010-11.

Evaluation Completed or Planned: The Advance Payments Program (APP) is enacted and governed by the Agricultural Marketing Programs Act (AMPA). The AMPA requires that a legislative review take place every five years in consultation with the Minister of Finance (the next five year anniversary being November 27, 2011).

The legislative review is currently underway and is comprised of 3 distinct activities: a program evaluation, a review of program delivery, and an evaluation of administrative efficiency. In spring 2011, targeted engagement sessions were conducted across Canada with industry stakeholders, APP administrators and producer organizations. Additionally, 3,000 individual producers were selected to complete a questionnaire, and 20 key stakeholders were selected for personal interviews.

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



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

Start Date: April 19, 2004

End Date: March 31, 2011

Description:
The Plum Pox Eradication Program (PPEP) provided 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) was 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).

Canadian Food Inspection Agency

Results Achieved:
During 2010-11, the number of trees and orchards that have been identified as PPV positive were 211 cases and 58 cases respectively. One of the program's key performance targets was a 15% reduction in PPV incidences annually between 2004-2011. While this target had been met during the first six years of the program, a significant increase in positive tested trees during 2010-11 resulted in an annual reduction of 11% (a reduction from 942 PPV positives in 2004 to 211 PPV positives in 2010) when the program was terminated as of March 31, 2011.

($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance between Planned Spending and Actual Spending
Program Activity: Food Safety and Biosecurity Risk Management Systems
Total Grants - - - - - -
Total Contributions 8.6 8.6 8.6 8.6 8.6 -
Total Transfer Payment Program 8.6 8.6 8.6 8.6 8.6 -

Comment(s) on Variance(s): Funding has been fully spent as planned.

Audit Completed or Planned: There was no audit undertaken for this program in 2010-11.

Evaluation Completed or Planned: The final evaluation report and management responses for the Plum Pox Eradication Program are expected to be completed in September 2011.

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



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

Start Date: June 18, 2009

End Date: March 31, 2014

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

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

Strategic Outcomes:

  • 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:
As the Agricultural Flexibility Fund was meant to be flexible, no targets were set at the beginning of the fund for provincial, territorial and industry initiatives in partnership with the federal government. Provinces, territories and industry identified needs for the sector and presented proposals accordingly. Targets for individual contribution agreements/bilateral agreements were then established. In general, targets are for the duration of the agreements. Performance indicators, specific to the nature of each initiative, were developed and included in contribution/bilateral agreements. As most AgriFlexibility projects/initiatives are taking place over several years, it is a challenge to report annually on the achievement of specific targets. It should also be noted that targets may change, as provinces and territories are allowed to change their targets annually under their contribution agreements. From the beginning of the Fund to March 31, 2011 a total of 36 proposals received from provinces, territories and industry have been approved for a total value of about $149.4 million.

Under the Agri-Processing Initiative (API), a federal initiative established under AgriFlexibility, 20 facilities completed upgrades before the end of March 2011 compared to a target of 35 facilities. Another eight projects had agreements signed in the reporting period but projects will not be completed until 2011-12 and later. In total, by the end of March 2011, API had 33 contribution agreements signed for a total of $19.1 million compared to a target of 53 agreements and $20.7 million.

($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance between Planned Spending and Actual Spending
Program Activity: Environmental Knowledge, Technology, Information, and Measurement
Total Grants - - - - - -
Total Contributions - - 2.6 0.9 - 2.6
Total Environmental Knowledge, Technology, Information, and Measurement - - 2.6 0.9 - 2.6
Program Activity: On-Farm Action
Total Grants - - - - - -
Total Contributions - - 22.8 11.6 0.9 21.9
Total On-Farm Action - - 22.8 11.6 0.9 21.9
Program Activity: Food Safety Biosecurity Risk Management Systems
Total Grants - - - - - -
Total Contributions - - 17.7 10.9 0.2 17.4
Total Food Safety Biosecurity Risk Management System - - 17.7 10.9 0.2 17.4
Program Activity: Trade and Market Development
Total Grants - - - - - -
Total Contributions - - 12.1 7.2 2.4 9.7
Total Trade and Market Development - - 12.1 7.2 2.4 9.7
Program Activity: Science, Innovation and Adaptation
Total Grants - - - - - -
Total Contributions - 4.1 28.8 25.8 14.8 14.0
Total Science, Innovation and Adaptation - 4.1 28.8 25.8 14.8 14.0
Program Activity: Agri-Business Development
Total Grants - - - - - -
Total Contributions - - 2.1 6.0 4.3 (2.2)
Total Agri-Business Development - - 2.1 6.0 4.3 (2.2)
Total Transfer Payment Program - 4.1 86.1 62.3 22.7 63.4

Comment(s) on Variance(s): As announced in Budget 2010, a total of $42M of 2010-11 planned spending was transferred to the Slaughter Improvement Program (SIP), the Over Thirty Months Payment Program (OTMPP) and the Slaughter Waste Improvement Program (SWIP), and is not reflected in the AgriFlexibility actual spending. A portion of the unspent funding is expected to be carried forward into future years.

Audit Completed or Planned: A "Program under Development Audit" was completed in January 2011. Observations from the audit were generally positive. Most of the expected elements of the governance, risk management and control frameworks of the Agricultural Flexibility Fund were found to be in place and working appropriately. Roles and responsibilities were clear, a senior-level committee provided appropriate oversight, key risks were identified and controls implemented to mitigate the assessed risks, templates consistent with the approved terms and conditions were used to assess projects, and funding agreements were generally complete and consistent with program terms and conditions.

An internal audit is planned for 2013-14.

Evaluation Completed or Planned: A mid-term evaluation was planned for 2011-12. Given that the scope of the audit was broader than anticipated, it was determined that the mid-term evaluation was no longer necessary and a complete evaluation will take place in 2015-16.

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


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Atlantic Canada Opportunities Agency

Details of Transfer Payment Programs




Name of Transfer Payment Program: Atlantic Innovation Fund – Voted

Start Date: May 10, 2001

End Date: Ongoing

Description:
The Atlantic Innovation Fund (AIF) focuses on increasing research and development linked to economic growth 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 ACOA's 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 2010-11, there were 27 projects approved under the AIF, accounting for over $69 million in ACOA assistance toward projects valued at $116.4 million.

The AIF facilitates the development of strategic sectors characterized by regional clusters of firms. Twenty-one of 27 approved projects in 2010-11, accounting for $49.3 million in AIF funding, augmented development of the IT, life sciences-biotechnology, 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 opportunities for partnerships/collaboration. In 2010-11, there were 77 meaningful partnerships stemming from AIF-funded projects.

Furthermore, ACOA continued to support Springboard Atlantic Inc., which combines the research and commercialization strengths of its 19 university and college members to create a pan-Atlantic network. Springboard Atlantic Inc. supports the commercialization of Atlantic Canadian research through the transfer of knowledge and technology to the private sector. This network has been instrumental in facilitating public-private partnerships nationally, internationally and throughout Atlantic Canada.

Program Activity: Enterprise Development
($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance
Total Contributions 58.1 57.6 38.1 57.1 55.7 (17.6)

Comment on Variance:
Planned spending for 2010-11 was affected by the timing of the approval of ongoing funding for AIF of $19 million (which was approved only on August 3, 2010 – TB #835763). It was excluded from the Main Estimates and, therefore, was not part of the planned spending reported in the 2010-11 Report on Plans and Priorities.

Audit Completed or Planned:

  • Completed
    • Audit of Advance Management, completed March 2011
  • In Progress
    • Audit of Post-Payment Verification, estimated completion was July 2011
    • Audit of Due Diligence in the Atlantic Innovation Fund, estimated completion December 2011
  • Planned (for 2011-12)
    • Audit of Management of Provisionally Repayable Contributions, estimated completion March 2012

Evaluation Completed or Planned:
Following the introduction of the Program Activity Architecture (PAA), the Agency began to conduct evaluations at the program sub-activity level starting in fiscal year 2009-10. In addition to direct program spending, program sub-activity evaluations include the assessment of transfer payment programs. The next planned evaluation of the Innovation program sub-activity (which includes the AIF) is 2013-14.



Name of Transfer Payment Program: Business Development Program – Voted

Start Date: July 25, 1995

End Date: Ongoing

Description:
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 2010-11, to improve productivity and preserve long-term employment prospects, the BDP invested in 27 projects to establish new businesses, 146 projects to help companies expand and/or modernize their facilities, and 64 innovation projects. 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 $25 million in community development projects in 2010-11. These projects improved community capacity to identify economic development needs and opportunities, ensured that Atlantic Canada businesses had access to capital as well as business information and counselling, and improved community capacity to address economic and business development needs and opportunities. More information on the BDP can be found on ACOA's website.

Program Activity: Enterprise Development
($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance
Total Grants 0.2 0.1 0.1 1.0 0.2 (0.1)
Total Contributions 99.9 105.7 87.5 92.9 108.6 (21.1)
Total Program Activity 100.1 105.8 87.6 93.9 108.8 (21.2)

Program Activity: Community Development
($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance
Total Grants 0.5 0.3 0.1 1.0 0.4 (0.3)
Total Contributions 23.3 42.3 28.5 23.9 39.6 (11.1)
Total Program Activity 23.8 42.6 28.6 24.9 40.0 (11.4)

Program Activity: Policy, Advocacy and Coordination
($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance
Total Grants 0.0 0.0 0.0 0.0 0.1 (0.1)
Total Contributions 0.6 0.7 0.5 0.5 0.6 (0.1)
Total Program Activity 0.6 0.7 0.5 0.5 0.7 (0.2)
Total for TPP 124.5 149.1 116.7 119.9 149.5 (32.8)

Comments on Variances:
An additional $32.8 million was made available for the BDP during the year due to an increased demand for programming. This provided funding to SMEs facing challenges during the current economic downturn and for the funding of initiatives in communities.

Audit Completed or Planned:

  • Completed
    • Follow-up on the 2006-07 Audit of the Business Development Program, completed February 2011
    • Audit of Due Diligence in the Business Development Program, completed February 2011
    • Audit of Advance Management, completed March 2011
    • Audit of Due Diligence in the Delivery of the Economic Action Plan (Recreational Infrastructure Canada program and Canada Adjustment Fund), completed July 2011
  • In Progress
    • Audit of Post-Payment Verification, estimated completion was July 2011
  • Planned (for 2011-12)
    • Audit of Business Development Program – Monitoring of Commercial Projects, estimated completion December 2011
    • Follow up of Audit of Trade and Investment, estimated completion December 2011
    • Audit of Due Diligence – Non-Commercial Projects, estimated completion March 2012
    • Audit of Management of Provisionally Repayable Contributions, estimated completion March 2012

Evaluation Completed or Planned:
Following the introduction of the Program Activity Architecture (PAA), the Agency began to conduct evaluations at the program sub-activity level starting in fiscal year 2009-10. In addition to direct program spending, program sub-activity evaluations include the assessment of transfer payment programs. Evaluations completed or in progress related to the Business Development Program include:

  • Evaluation of the Financing Continuum Program Sub-activity, completed September 2010
  • Evaluation of the Trade and Investment Program Sub-activity, completed September 2010
  • Evaluation of the Entrepreneurship and Business Skills Development Program Sub-activity, completed September 2010
  • Evaluation of Business Skills Development, completed June 2011
  • Evaluation of the Policy, Advocacy and Coordination Program Sub-activities, estimated completion date of October 2011


Name of Transfer Payment Program: Community Futures Program – Voted

Start Date: May 18, 1995

End Date: Ongoing (renewed on an ongoing basis as of October 2011)

Description:
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 (i.e. Community Business Development Corporations in Atlantic Canada), enabling them, in collaboration with other partners and stakeholders, to assess their respective situation and develop strategies to meet their needs. The CF Program also provides support to small and medium-sized enterprises and social enterprises for undertaking appropriate community economic development initiatives.

Strategic Outcome: A competitive Atlantic Canadian economy

Results Achieved:
In 2010-11, Community Business Development Corporations (CBDCs) continued to achieve sustainable solutions for their economic need by approving 1,121 loans that represent an investment of $52.5 million and 954 new jobs in rural communities in the Atlantic region. The CBDCs also provided 7,844 counselling sessions to clients throughout the region. The Agency provides other support by using various funding programs to respond to the need for building community economic development capacity and identifying opportunities, which includes regional strategic planning.

Program Activity: Community Development
($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance
Total Contributions 12.4 13.0 11.0 12.6 12.9 (1.9)

Comment on Variance:
The variance between planned spending and actual spending occurred because the incremental funding for the CF Treasury Board Submission was approved in September 2010, which affected the normal budgeting cycle. Additional funding was subsequently received.

Audit Completed or Planned:

  • Completed
    • Follow-up on the 2006-07 Audit of Community Development, completed November 2010
    • Audit of Advance Management, completed March 2011
  • In Progress
    • Audit of Post-Payment Verification, estimated completion was July 2011
  • Planned (for 2011-12)
    • Follow-up of Audit of Community Futures, estimated completion December 2011

Evaluation Completed or Planned:
Following the introduction of the Program Activity Architecture (PAA), the Agency began to conduct evaluations at the program sub-activity level starting in fiscal year 2009-10. In addition to direct program spending, program sub-activity evaluations include the assessment of transfer payment programs. The next planned evaluation of the Community-based Business Development program sub-activity (which includes the Community Futures Program) is 2012-13. This evaluation is expected to be completed before June 2014.


Name of Transfer Payment Program: Innovative Communities Fund – Voted

Start Date: April 1, 2005

End Date: Ongoing (renewed as an ongoing program in March 2010)

Description:
The program is designed to support strategic initiatives that respond to the economic development needs of communities through non-repayable contributions. To effectively address the wide range of challenges and opportunities of regions, communities and sectors, the Innovative Communities Fund (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 (SC), is designed to support non-commercial, non-profit strategic initiatives that target the economic development needs of rural communities. The second, Proactive Investments (PI), is intended to stimulate transformative change. This component supports proactive identification and implementation of strategic opportunities with local partners. The third component, the Community Adjustment Fund (CAF), was a two-year funding initiative ending March 31, 2011, that was part of Canada’s Economic Action Plan (CEAP). CAF was put in place by the Government of Canada to provide economic stimulus to mitigate the short-term impacts of the economic downturn; it created employment opportunities and addressed transitional and adjustment challenges in restructuring communities. In Atlantic Canada, ACOA delivered CAF using its existing Innovative Communities Fund (ICF) and Business Development Program.

Strategic Outcome: A competitive Atlantic Canadian economy

Results Achieved:
During fiscal year 2010-11, 159 projects were approved under the ICF, of which 142 were funded under the SC component, 17 under the PI component. Another 20 projects were funded under the CAF component. The 159 projects approved under the original ICF (SC and PI components) had total project costs of $119.4 million, with an ACOA contribution of $45.5 million and dollars leveraged amounting to $73.9 million. The 20 CAF projects had total project costs of $8.1 million, with an ACOA contribution of $3.8 million and dollars leveraged amounting to $4.3 million.

In 2010-11, ACOA continued to work in partnership with communities and stakeholders in strategic investments that focused on infrastructure, capacity building at the community level, and business-sector development. Strategic investments reflect economic development plans and priorities that are elaborated and implemented by communities. The ICF exceeded its annual target for partnership, with a total of 495 collaborators for 308 approved projects.

Program Activity: Community Development
($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance
Total Contributions 48.9 73.4 87.8 92.8 72.8 15.0

Comment on Variance:
The variance can be explained by the timing of the program’s renewal and ACOA’s focus on the delivery of initiatives under Canada’s Economic Action Plan, such as the Community Adjustment Fund and Recreational Infrastructure Canada program.

Audit Completed or Planned:

  • Completed
    • Follow-up on the 2006-07 Audit of Community Development, completed November 2010
    • Audit of Advance Management, completed March 2011
    • Audit of Due Diligence in the Delivery of the Economic Action Plan (Recreational Infrastructure Canada Program and Canada Adjustment Fund), completed July 2011
  • In Progress
    • Audit of Post-Payment Verification, estimated completion was July 2011
  • Planned (for 2011-12)
    • Audit of Due Diligence – Non-Commercial Projects, estimated completion March 2012

Evaluation Completed or Planned:
Following the introduction of the Program Activity Architecture (PAA), the Agency began to conduct evaluations at the program sub-activity level starting in fiscal year 2009-10. In addition to direct program spending, program sub-activity evaluations include the assessment of transfer payment programs. The next planned evaluation of the Community Investment program sub-activity (which includes the ICF) is 2012-13.


Name of Transfer Payment Program: Recreational Infrastructure Canada – Voted

Start Date: April 1, 2009

End Date: October 31, 2011

Description:
The Recreational Infrastructure Canada (RInC) program provided $500 million nationally for projects to assist in the rehabilitation of recreational facilities across Canada. The initial end date for the RInC program was March 31, 2011. An extension to the program was announced on December 2, 2010, with a new end date of October 31, 2011.

Through RInC, the Government of Canada committed 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 was designed to provide a timely, targeted stimulus to the economy and to help mitigate the impacts of the global economic recession by increasing the total volume of construction activity related to recreational infrastructure. Through the rehabilitation of recreational infrastructure, this program also encouraged participation in physical activity and community building.

Strategic Outcome: A competitive Atlantic Canadian economy

Results Achieved: ACOA has fully committed its RInC allocation by investing $34.2 million in 230 approved projects across Atlantic Canada. During fiscal year 2010-11, seven projects were approved under RInC, with total projects costs of $1.6 million and dollars leveraged amounting to $1.2 million. Since the beginning of the RInC program, 188 projects were successfully completed by March 31, 2011, and 49 were proposed to be extended to October 31, 2011.

Program Activity: Community Development
($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance
Total Contributions 0.0 11.3 22.4 24.0 19.4 3.0

Comment on Variance:
The discrepancy is due to a number of factors, many of which were beyond ACOA’s control, including severe weather conditions and consequent delays to construction schedules. Forty-nine projects were proposed for an extension to October 31, 2011, as per the conditions announced by the Prime Minister in December 2010.

Audit Completed or Planned:

  • Completed
    • Audit of Advance Management, completed March 2011
    • Audit of Due Diligence in the Delivery of the Economic Action Plan (Recreational Infrastructure Canada program and Canada Adjustment Fund), completed July 2011
  • In Progress
    • Audit of Post-Payment Verification, estimated completion was July 2011
  • Planned (for 2011-12)
    •  None

Evaluation Completed or Planned:
Not applicable. There is no evaluation planned for this transfer payment program.


Name of Transfer Payment Program: Saint John Shipyard Adjustment Initiative – Voted

Start Date: May 29, 2003

End Date: May 31, 2011

Description:
The initiative aims to address the economic impact of the lack of manufacturing activities at the site of the former Saint John shipbuilding yard in the province of New Brunswick.

Strategic Outcome: A competitive Atlantic Canadian economy

Results Achieved:
On June 16, 2010, the Minister of ACOA agreed to make changes to the Saint John Shipyard Adjustment Initiative (SJSAI). These modifications allowed for the extension of the project approval date to May 31, 2011, and for project contract payments to be made beyond this date.

On March 4, 2011, the Minister approved a $6.1-million project for Atlantic Wallboard Limited Partnership to install natural gypsum rock crushing equipment at its plant in Saint John. A total of $3 million was committed for the 2010-11 fiscal year, in addition to $3.1 million that will flow in 2011-12.

Program Activity: Community Development
($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance
Total Contributions 0.0 0.0 10.0 10.0 3.0 7.0

Comment on Variance:
The client did not proceed with the project, which was expected to flow $10 million during fiscal 2010-11. A replacement project was not approved until late in the year, and only $3 million of the approved project funds were expended during the year. The balance of this project and the remaining initiative funds are expected to flow during 2011-12, with two projects currently under review.

Audit Completed or Planned: None

Evaluation Completed or Planned:
Not applicable. There is no evaluation planned for this transfer payment program.

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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 2010-2011. 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 Allowance 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 281 agencies and foster parents on behalf of 53,951 children. Payments were issued on schedule, no delays were reported.

Program Activity: Benefit Programs

All dollar amounts in the following table are in thousands of dollars
2008-2009
Actual Spending
2009-2010
Actual Spending
2010-2011
Planned Spending
Total Authorities
Actual Spending
Variance(s) Planned/Actual
Total Grants
 
 
 
 
 
 
Total Contributions
 
 
 
 
 
 
Total Other Transfer Payments Table note 1
        211,848
        215,264
225,000
222,438
222,438
2,562
Total
211,848
215,264
225,000
222,438
222,438
2,562
Table note 1
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. Return to Table note 1 source text

Comment(s) on variance(s): N/A

Significant Evaluation Findings and URL(s) to Last Evaluation(s): N/A

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

All dollar amounts in the following table are in thousands of dollars
2008-2009
Actual Spending
2009-2010
Actual Spending
2010-2011
Planned Spending
Total Authorities
Actual Spending
Variance(s) Planned/Actual
Total Grants
Total Contributions
Total Other Transfer Payments Table note 2
        180,495
        205,545
479,000
220,735
220,735
258,265
Total
180,495
205,545
479,000
220,735
220,735
258,265
Table note 2
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. Return to Table note 2 source text

Comment(s) on variance(s): N/A

Significant Evaluation Findings and URL(s) to Last Evaluation(s): N/A



Return to Footnote 1 source text
Responsibility for CSA Statutory Vote payment was transferred effective August 28, 1995 from Human Resources and Social Development Canada (P.C. Order 1995-342) Return to Footnote 1 source text
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Canadian Food Inspection Agency

Details of Transfer Payment Programs


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. These payments are to compensate Canadians, in accordance with the appropriate regulations, for plants ordered destroyed for the purpose of disease control.

Strategic Outcome: A safe and sustainable plant and animal resource base.

Results Achieved: 53 Canadians were compensated for plants ordered destroyed.

Program Activity: Plant Health Risk and Production Systems
($ Millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance(s)
Total Grants 0 0 0 0 0 0
Total Contributions 0 0 0 0 0 0
Total Other Types of Transfer Payments 11.9 3.0 0.8 0.7 0.7 -0.1
Total Program Activity: Plant Health Risks and Production Systems 11.9 3.0 0.8 0.7 0.7 -0.1

Comment(s) on Variance(s): Actual compensation payments made to Canadians were only $100,000 less than the amount that was earmarked under Planned Spending.

Audit Completed or Planned: None

Evaluation Completed or Planned: None


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. These payments are to compensate Canadians, in accordance with the appropriate regulations, for animals ordered destroyed for the purpose of disease control.

Strategic Outcome: A safe and sustainable plant and animal resource base.

Results Achieved: 127 Canadians were compensated for animals ordered destroyed.

Program Activity: Animal Health Risk and Production Systems
($ Millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance(s)
Total Grants 0 0 0 0 0 0
Total Contributions 0 0 0 0 0 0
Total Other Types of Transfer Payments 8.6 4.3 0.7 2.9 2.9 2.2
Total Program Activity: Plant Health Risks and Production Systems 8.6 4.3 0.7 2.9 2.9 2.2

Comment(s) on Variance(s): Actual compensation payments made to Canadians were $2.2 million higher than the $0.7 million that was earmarked under Planned Spending. This increase is largely attributed to Avian Influenza ($1.2M) and Chronic Wasting Disease ($0.7M).

Audit Completed or Planned: None

Evaluation Completed or Planned: None

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Canadian Heritage

Details on Transfer Payment Programs (TPP)


  • Canada Arts Presentation Fund
  • Canada Cultural Spaces Fund
  • Canada Cultural Investment Fund
  • Canada Arts Training Fund
  • Canada Periodical Fund
  • Canada Book Fund
  • Canada Music Fund
  • Canada Media Fund
  • Canada Interactive Fund
  • TV5
  • Museums Assistance Program
  • Celebration and Commemoration Program
  • Exchanges Canada Program
  • Katimavik Program
  • Building Communities Through Arts and Heritage Program
  • Aboriginal People’s Program
  • Development of Official‑Language Communities Program
  • Enhancement of Official Languages Program
  • Sport Hosting Program
  • Sport Support Program
  • Athlete Assistance Program


Name of Transfer Payment Program: Canada Arts Presentation Fund

Start Date: 2001–02

End Date: 2014–15

Description: The Canada Arts Presentation Fund (CAPF) aims to give Canadians direct access to a variety of professional artistic experiences in their communities. It provides financial assistance to Canadian not-for-profit organizations that professionally present arts festivals or performing arts series, as well as their support organizations. The CAPF also supports the emergence of presenters and presenter support organizations for under-served communities or artistic practices. The expected result is that more Canadians, from all regions, experience and value professional artistic experiences.

Strategic Outcome: Canadian artistic expressions and cultural content are created and accessible at home and abroad.

Results Achieved: The CAPF has provided access for Canadians to a wide variety of professional artistic experiences in their communities. In recent years, CAPF recipients have reported an annual total attendance of more than 20 million. In 2010-11, funded organizations presented a variety of disciplines: music (75% of all funded organizations present music as part of their activities); dance (49%); theatre (49%); visual arts (26%); literature (14%); and media arts (17%).

The CAPF has helped organizations expand and diversify their audiences. The percentages of funded organizations that reach out to a variety of audiences in underserved communities are: 64% for culturally diverse audiences, 72% for young audiences, 32% for Aboriginal audiences, 40% for rural/remote regions and 35 % for official language minorities.

The following two examples illustrate results achieved by organizations and activities funded by CAPF in 2010-11:

Labrador Creative Arts Festival (Newfoundland)
The Labrador Creative Arts Festival is an annual, multi-disciplinary, week-long festival presented in Goose Bay, Newfoundland. The festival estimated 1,500 participants in 2010-11.The Festival's mandate is to provide young audiences from rural and remote Labrador, including aboriginal students, with arts experiences that are not otherwise available in the region. The Festival also allows Aboriginal youth to participate in a performing arts apprenticeship program through a partnership with the Ross Creek Centre for the Arts in Nova Scotia. The 2010 Festival explored the theme of Flight in relation to the history and cultural development of Labrador. In 2010-11, the CAPF awarded $20,000 over two years for the 2010 and 2011 editions of the festival, including $10,000 in community engagement funding.

Festival du Voyageur (Manitoba)
The Festival du Voyageur is a culture, arts and heritage festival that celebrates the culture and heritage of the Manitoba Francophone community with cultural activities like popular, folk and traditional performances. The festival expected 103,000 participants in 2010-11. The Festival du Voyageur unifies its community and is internationally renowned for its unique historic and cultural experiences. Festival activities are geared to a variety of demographic groups and contribute to audience development, thanks to numerous community partnerships and a school-based program that attracts more than 10,000 students per year. In 2010–11, the CAPF made an investment of $199,000 over two years for the 2010 and 2011 festivals, including $90,000 for community engagement.

Output
In fiscal year 2010-11, the program provided funding to 268 festivals (45%), 246 performing arts series presenters (42%), as well as 49 organizations presenting both a series and a festival (8%), and 29 presenter support organizations (5%). A total of 592 projects in 245 communities were supported through grants and contributions provided by CAPF in 2010-11.

Program Activity: Arts
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance(s)2
Total Grants $5,803,425 $7,025,086 $10,500,000 $10,500,000 $7,724,063 $2,775,937
Total Contributions $24,066,547 $21,649,785 $17,378,855 $17,001,855 $18,618,678 ($1,239,823)
Total Other Types of Transfer Payments $29,869,972 $28,674,871 $27,878,855 $27,501,855 $26,342,741 $1,536,114
Total Program Activity(ies) N/A1 $138,904,779 $105,448,850 $105,071,850 $104,497,091 $951,759

Comment(s) on Variance(s):

Overall variance of $1.5M is explained as follows:

  • $0.1M was transferred to the Canada Council for the Arts.
  • $0.3M was transferred to the National Art Centre.
  • $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 2010-11 reporting period.

Evaluation Completed or Planned:

No projects were completed or planned for the 2010-11 reporting period.

1 The Department undertook a major review of its 2009-10 Program Activity Architecture and therefore cannot report on 2008-09 expenditures under the new architecture.
2 Difference between Planned Spending 2010-11 and Actual Spending 2010-11.



Name of Transfer Payment Program: Canada Cultural Spaces Fund

Start Date: 2001–02

End Date: 2014–15

Description: The Canada Cultural Spaces Fund (CCSF) seeks to contribute to the improvement of physical conditions for arts and heritage related creation, presentation, preservation and exhibition; and to increase and improve access for Canadians to performing arts, visual arts, media arts, and to museum collections and heritage displays. To achieve these objectives, the CCSF provides financial assistance to Canadian not-for-profit arts and heritage organizations for construction/renovation projects, specialized equipment purchases and/or feasibility studies for cultural infrastructure projects. The expected result is that Canadians in all regions have access to arts and heritage spaces for creation, presentation, preservation and/or exhibition.

Strategic Outcome: Canadian artistic expressions and cultural content are created and accessible at home and abroad.

Results Achieved: Since its inception in 2001-02, the CCSF program has contributed to 925 projects, in more than 295 communities across Canada through contributions totaling $283,659,830. In 2010-11, the second year of Canada’s Economic Action Plan (EAP), the CCSF program contributed to 64 infrastructure improvement projects across the country. These included funding to 27 construction and major renovation projects; 31 projects devoted specifically to the purchase and installation of specialized equipment; and 6 projects that assisted organizations with the costs of feasibility studies for cultural infrastructure projects, with a total of $16,861,014 awarded in 2010-11. 

These projects improve infrastructure to allow for greater access for Canadians to arts and heritage spaces. For instance, a $1.6 million contribution from CCSF was approved in 2010-11 to support the construction of a Discovery Centre both for the Upper Canada Village, a living pioneer village, and the adjoining Crysler’s Farm, a National Historic Site in Ontario. The new facility will provide space for year-round interactive exhibits, including a rotating display of some 7,000 artifacts, as well as a multi-purpose space for augmenting program activities, festivals and events. The project will provide Canadians increased access to arts and heritage spaces for creation, presentation, conservation and exhibition activities.

Also in 2010-11, CCSF provided assistance to the Musée de la Mer located in the Magdalen Islands in the Gulf of St Lawrence. CCSF contributed $273,000 to support major renovations and expansion of the Museum. This project involves bringing the existing building up to current safety standards, optimizing the entrance conditions and adding additional exhibition spaces. This project will increase and improve access for Canadians to museum collections, arts and heritage displays.

Program Activity: Arts
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance(s)4
Total Grants $477,866 $2,105,630 $4,000,000 $4,000,000 $708,753 $3,291,247
Total Contributions $28,652,220 $61,549,649 $22,949,850 $22,949,850 $27,430,352 ($4,480,502)
Total Other Types of Transfer Payments $29,130,086 $63,655,279 $26,949,850 $26,949,850 $28,139,105 ($1,189,255)
Total Program Activity(ies) N/A3 $138,904,779 $105,448,850 $105,071,850 $104,497,091 $951,759

Comment(s) on Variance(s):

Overall variance of ($1.2M) is explained as follows:

  • $1.4M was transferred from other departmental programs to adjust for emerging priorities.
  • Year-end surplus of $0.2M.

Audit Completed or Planned:

No projects were completed or planned for the 2010-11 reporting period.

Evaluation Completed or Planned:

No projects were completed or planned for the 2010-11 reporting period.

3 The Department undertook a major review of its 2009-10 Program Activity Architecture and therefore cannot report on 2008-09 expenditures under the new architecture.
4 Difference between Planned Spending 2010-11 and Actual Spending 2010-11.

Name of Transfer Payment Program: Canada Cultural Investment Fund

Start Date: 2001–02

End Date:  2014–15

Description:  The Canada Cultural Investment Fund (CCIF) aims to help arts and heritage organizations build and diversify their revenue streams, strengthen their organizational capacity, business skills and competencies, and to assist them in being better rooted and recognized in their communities. This will be achieved through four components: Endowment Incentives, Cultural Capitals of Canada, Strategic Initiatives, and Limited Support to Endangered Arts Organizations. The CCIF provides financial assistance to Canadian not-for-profit organizations in the arts and heritage sectors, foundations, Canadian municipalities, as well as First Nations, Métis, and Inuit equivalent governments. The expected result is to contribute to the long-term organizational, administrative and financial health of Canadian arts and heritage organizations.

Strategic Outcome: Canadian artistic expressions and cultural content are created and accessible at home and abroad

Results Achieved: The CCIF encourages leadership, high standards of entrepreneurial and managerial skills, and the leveraging of a full range of partnerships between Canadians, Canadian businesses, various levels of government and the broader public sector, and communities, to contribute to the long-term sustainability of a healthy, competitive cultural sector that matters to Canadians. Federal investment through CCIF is delivered mainly through the Endowment Incentives component, Cultural Capitals of Canada and Strategic Initiatives (launched in 2010).

The following are highlights of results achieved by the CCIF in 2010-11 based on key performance indicators.

Strategic Initiatives
2010-11 marked the launch of the new Strategic Initiatives component which aims to encourage cultural organizations to work with one another as well as partners from various other sectors in order to become better rooted in their communities. Working together, cultural organizations and their partners pool knowledge and resources so that they are better equipped to strengthen management practices, can make strategic use of new technologies and can succeed with their revenue diversification goals. 

During the first intake in 2010-11, 83* organizations formed various partnerships and shared resources, including financial investments and professional expertise, to undertake 15 strategic initiatives. Over 70% of these organizations had never worked together before. Partners were from a number of sectors including: the private sector such as Sun Life Financial, the Power Corporation of Canada and The Globe and Mail; universities such as the University of Alberta and the University of Ottawa; Crown corporations such as the CBC/Radio-Canada and the Canada Council for the Arts; various levels of government and a number of other not-for-profit organizations such as the Guelph Jazz Festival, Les Arts et la Ville and the Dawson City Arts Festival.

To successfully undertake the 15 projects, organizations developed a number of activities and tools, the majority of which were aimed at improving financial self-sufficiency, developing markets and making strategic use of new technologies. Projects included cross-promotional marketing campaigns, the development of Smartphone applications, leadership development programs and workshops, online tools and a business-arts prize. According to applicants, it is anticipated that the 15 strategic initiatives will have a direct impact on over 3000 organizations.

The total amount CCIF has committed to invest in these projects is close to $3 million; which represents only 21% of the total cost for undertaking such initiatives. This means that for every one dollar invested by the CCIF, close to $4 came from a combination of the lead applicant’s investment and partners within their community.

Endowment Incentives
The Endowment Incentives component of the CCIF aims to incent private sector donations to well-managed arts organizations by providing matching funds to these organizations’ endowment funds. To have the most significant impact and respond to Canadians’ desire to strongly invest in arts organizations’ endowment funds, this year, the program invested a new high of $18.9 million in matching grants. This means that for every dollar donated by Canadians, Canadian businesses, non-government foundations and arts organizations, the program invested $0.71.

In 2010-11, through the CCIF Endowment Incentives application process, Canadians donated close to $26.6 million to 85 endowment funds, a 26.9% increase from the previous year. Of this amount, nearly half (50% or $13.4 million) was donated by individuals while corporations and non-government foundations donated 12% ($3.3 million) and 19% ($5.1 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 Endowment Incentives, the federal government’s contribution of $122 million has leveraged close to $176 million in donations from the private sector, for a total combined investment of $298 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 2010-11, eleven communities submitted applications for the 2011 CCC Awards. Of these, three were awarded a designation, for a total of $3,250,000 in approved contributions. The 2011 Cultural Capitals of Canada are: Lévis, Quebec; Vancouver, British Columbia; and Charlottetown, Prince Edward Island.

Over 50 partner organizations within these communities have committed to assist their municipality in undertaking arts and culture activities during the year of designation. Similar to last year, this year’s 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 communities. Heritage exhibits and festivals, multi-media and theatre productions, public art programs, workshops and cultural planning tools are among those activities that are being funded; close to 70% of these activities are new and a direct result of the CCC designation. Over 36% of these activities are intended to leave a lasting legacy in the designated communities.
The application process alone brought together over 200 partners within applicant communities to develop proposals.

Since 2002-03, 152 eligible applications have been submitted to the program and 40 CCC designations have been awarded, for a total of $29.45million in approved contributions.

Output
Through its various components, CCIF approved 90 grants and 13 contributions for a total of $25,046,066 awarded, in 2010-11.

*Includes applicant organizations.

Program Activity: Arts
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance(s) 6
Total Grants $15,930,869 $15,685,600 $19,038,432 $19,038,432 $19,019,844 $18,588
Total Contributions $8,376,411 $6,599,029 $6,144,273 $6,144,273 $5,820,401 $323,872
Total Other Types of Transfer Payments $24,307,280 $22,284,629 $25,182,705 $25,182,705 $24,840,245 $342,460
Total Program Activity(ies) N/A5 $138,904,779 $105,448,850 $105,071,850 $104,497,091 $951,759

Comment(s) on Variance(s):

Overall variance of $0.3M 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 2010-11 reporting period.

Evaluation Completed or Planned:

No projects were completed or planned for the 2010-11 reporting period.

5 The Department undertook a major review of its 2009-10 Program Activity Architecture and therefore cannot report on 2008-09 expenditures under the new architecture.
6 Difference between Planned Spending 2010-11 and Actual Spending 2010-11.

Name of Transfer Payment Program:Canada Arts Training Fund

Start Date: 1997-98

End Date: 2012–13

Description: The Canada Arts Training Fund (CATF) aims to contribute to the development of Canadian creators and future cultural leaders of the Canadian arts sector by supporting the training of artists with high potential through institutions that offer training of the highest calibre. It provides financial assistance to independent professional Canadian not-for-profit institutions that specialize in providing focused, intensive and practice-based studies. These schools provide professional training at the highest level in disciplines such as ballet, contemporary dance, theatre, circus arts, Aboriginal and culturally diverse art forms, musical performance (opera, orchestral), etc. The expected result is that Canadians and the world benefit from high-quality artistic achievements by Canadian artists trained in Canada.

Strategic Outcome: Canadian artistic expressions and cultural content are created and accessible at home and abroad

Results Achieved: Since the inception of the program, from 1997-98 through 2010-11, the CATF has disbursed a total of $208,415,992 in operating funding to national arts training schools in a range of disciplines. In 2010-11, the program supported 39 organizations specializing in a wide variety of artistic disciplines and awarded a total of $22,270,000 in contributions.

In 2010-11, Canada’s Economic Action Plan provided 35 funded organizations with an additional $12 million in stimulus support to enable increased long-term competitiveness and stability as well as capacity to deliver expected results.

A summative evaluation of the CATF, completed in March 2007, identified 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 across Canada. The CATF’s ultimate outcome; that Canadians and the world benefit from high-quality artistic achievements by Canadian artists trained in Canada; was also substantiated by the evaluation. It indicated that the program had an “invaluable” and “significant” impact on Canadians’ access to high quality artistic and cultural products. The evaluation also noted that graduates of CATF-funded schools were more likely to earn a living wholly by the practice of their art within three years, as compared to peers from unfunded schools, who were more likely to seek work unrelated to their art.

One of CATF’s expected results is that graduates of funded institutions have professional careers and are recognized for their excellence in Canada and internationally. Annual surveys of these institutions indicate that there are approximately 1,300 graduates per year and that another 2,300 participate in shorter-term workshops. Over 80% of these individuals are working professionally, of whom 20% also work internationally. The surveys show that nearly 50% of graduates of CATF-funded institutions receive an award in their first three years after graduation. 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 of the surveyed professional Canadian performing arts organizations, the majority had hired from at least one CATF-funded institution in the last five years and that graduates of CATF-funded performing arts programs were highly assessed in all aspects of their training by employers. The highest ratings were in the areas of technical expertise in their discipline (89%); professionalism and career readiness (88%); and performance qualifications and experience (87%). The research also confirmed that CATF-funded training institutions are recognized by Canadian performing arts employers as being among the leaders in their fields.

Program Activity: Arts
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance(s) 8
Total Grants $0 $0 $0 $0 $0 $0
Total Contributions $18,400,000 $21,825,000 $22,742,440 $22,742,440 $22,270,000 $472,440
Total Other Types of Transfer Payments $18,400,000 $21,825,000 $22,742,440 $22,742,440 $22,270,000 $472,440
Total Program Activity(ies) N/A7 $138,904,779 $105,448,850 $105,071,850 $104,497,091 $951,759

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:

No projects were completed or planned for the 2010-11 reporting period.

Evaluation Completed or Planned:

No projects were completed or planned for the 2010-11 reporting period.


7 The Department undertook a major review of its 2009-10 Program Activity Architecture and therefore cannot report on 2008-09 expenditures under the new architecture.
8 Difference between Planned Spending 2010-11 and Actual Spending 2010-11.

Name of Transfer Payment Program: Canada Periodical Fund9

Start Date: 2010-11

End Date:  N/A

Description:  The objective of the Canada Periodical Fund (CPF) is to ensure that Canadians have access to diverse Canadian magazines and non-daily newspapers. It is delivered through three components:

1) Aid to Publishers provides formula funding to Canadian magazines and non-daily newspapers for publishing activities, such as distribution, content creation, online activities and business development.

2) Business Innovation provides project funding to print and online magazines for business development and innovation.

3) Collective Initiatives provides project funding to Canadian magazine and non-daily newspaper associations for industry-wide projects to increase the overall health of the Canadian magazine and non-daily newspaper industries.

Strategic Outcome: Canadian artistic expressions and cultural content are created and accessible at home and abroad

Results Achieved: In 2010-11, the CPF helped to further the Department’s goal of supporting the creation and dissemination of Canadian cultural content through:

Output
Funding delivered through 961 grants and 38 contributions, including projects from the Business Innovation and Collective Initiatives components.

In 2010-11:

  • 1. The Aid to Publishers component provided funding to 928 periodicals, including 485 magazines and 443 non-daily newspapers. Of these 928 publications, 683 were English, 185 were French, and the remainder were bilingual or in other languages. This included support to 10 Aboriginal publications, 58 ethnocultural, and 27 minority official language publications. 
  • 2. and 3. The program does not have information on the profit margin of publishers or the total number of copies distributed for this year. An accelerated application process was put in place to avoid a gap in funding after the end of the previous periodical support programs and this process led to less information being collected by the program. Information on profit margin and total number of copies distributed will be available for future years.

Program Activity: Cultural Industries
  2008-09
Actual
Spending10
2009-10
Actual
Spending11
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance(s) 13
Total Grants $45,400,000 $56,300,000 $72,775,054 $72,775,054 $69,595,441 $3,179,613
Total Contributions $14,296,262 $13,892,239 $1,999,544 $1,999,544 $3,118,917 ($1,119,373)
Total Other Types of Transfer Payments $59,696,262 $70,192,239 $74,774,598 $74,774,598 $72,714,358 $2,060,240
Total Program Activity(ies) N/A12 $285,984,236 $290,061,337 $292,711,337 $281,496,752 $8,564,585

Comment(s) on Variance(s):

Overall variance of $2.1M is explained as follows:

  • $1.7M was transferred to other departmental programs to adjust for emerging priorities.
  • Year-end surplus of $0.4M.

Audit Completed or Planned:

No projects were completed or planned for the 2010-11 reporting period.

Evaluation Completed or Planned:

No projects were completed or planned for the 2010-11 reporting period.



9 The Publications Assistance Program and the Canada Magazine Fund were replaced by the Canada Periodical Fund on April 1, 2010.
10 For 2008-09 Actual Spending amounts please refer to the 2009-10 Departmental Performance Report (DPR) for the former Canada Magazine Fund and Publications Assistance programs.
11 For 2009-10 Actual Spending amounts refer to the 2009-10 Departmental Performance Report (DPR) for the former Canada Magazine Fund and Publications Assistance programs.
12 The Department undertook a major review of its 2009-10 Program Activity Architecture and therefore cannot report on 2008-09 expenditures under the new architecture.
13 Difference between Planned Spending 2010-11 and Actual Spending 2010-11.

Name of Transfer Payment Program: Canada Book Fund

Start Date: 2010-11

End Date: 2014-15

Description:  The Canada Book Fund (CBF) supports the activities of Canadian book publishers and other sectors of the book industry to ensure access to a broad range of Canadian-authored books. This support is delivered through two components: 1) Support for Publishers (SFP), which helps to ensure the sustainable production and marketing of Canadian-authored books by offsetting the high costs of publishing in Canada and building the capacity and competitiveness of the sector (the bulk of SFP support is distributed through a sales-based funding formula that rewards publishers’ success in delivering content to consumers); and 2) Support for Organizations, which helps to develop the Canadian book industry and the market for its products by assisting industry associations and related organizations to undertake collective projects offering a broad benefit to the industry and, ultimately, to readers everywhere.

Strategic Outcome: Canadian artistic expressions and cultural content are created and accessible at home and abroad

Results Achieved: In 2010-11, the CBF helped to further the Department’s goal of supporting the creation and dissemination of Canadian cultural content through:

Output:

  • Over 350 contributions and grants. These funds helped some 300 business and non-profit organizations in the Canadian book industry to undertake initiatives in publishing, marketing, professional development, technology-driven collective projects and other areas in support of departmental objectives.

In 2010-11:

  1. Publishers supported by the CBF produced over 6,500 new Canadian-authored titles (in both physical and digital format) by more than 4,000 Canadian writers and translators, including over 900 first-time authors. 

  2. The CBF continues to support a broad range of industry activities across the country, including the work of 235 Canadian-owned publishers in more than 75 Canadian towns and cities which directly employ close to 3,000 Canadians. Publishers supported by the program realized an aggregate profit margin of 3.9%. 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.

  3. Support for a range of collective marketing and technology initiatives, combined with direct support to publishers helped these companies realize almost $335 million in sales of Canadian-authored books in Canada, and over $100 million more abroad for a total of more than $435 million in sales.
Program Activity: Cultural Industries
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance(s)15
Total Grants $0 $0 $5,200,000 $8,300,000 $405,003 $4,794,997
Total Contributions $36,206,767 $36,001,249 $31,466,301 $28,366,301 $35,178,962 ($3,712,661)
Total Other Types of Transfer Payments $36,206,767 $36,001,249 $36,666,301 $36,666,301 $35,583,965 $1,082,336
Total Program Activity(ies) N/A14 $285,984,236 $290,061,337 $292,711,337 $281,496,752 $8,564,585

Comment(s) on Variance(s):

Overall variance of $1.1M 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 2010-11 reporting period.

Evaluation Completed or Planned:

No projects were completed or planned for the 2010-11 reporting period.


14 The Department undertook a major review of its 2009-10 Program Activity Architecture and therefore cannot report on 2008-09 expenditures under the new architecture.
15 Difference between Planned Spending 2010-11 and Actual Spending 2010-11.


Name of Transfer Payment Program: Canada Music Fund

Start Date: 2001-02

End Date: 2014-15

Description:  The Canada Music Fund is the principal means for achieving the goals of the Canadian Sound Recording Policy, ‘From Creators to Audience’, which seeks 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.
It achieves these objectives by providing support to music artists and entrepreneurs for the creation, production, marketing, and distribution of Canadian music. Support is also provided to a range of organizations for activities to develop the industry as a whole. Finally, support is provided for the preservation of Canadian musical sound recordings.

The Canada Music Fund consists of five components: 1) Music Entrepreneur; 2) New Musical Works; 3) Collective Initiatives; 4) Creators’ Assistance; and 5) Canadian Music Memories.

Strategic Outcome: Canadian artistic expressions and cultural content are created and accessible at home and abroad

Results Achieved: In 2010-11, the CMF helped to further the Department’s goal of supporting the creation and dissemination of Canadian cultural content through:

Output:

  • contributions to 22 Canadian sound recording firms, 12 Canadian music publishing firms and 2 Canadian music industry associations through the Music Entrepreneur Component (MEC), all 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.

In 2010-11:

  1. The CMF continued to support the production of a diverse range of Canadian musical works by emerging and established artists. The MEC recipients released 144 albums in the past year. The New Musical Works component of the CMF provided production support to 293 albums. 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.
  2. MEC recipients reported $29 million in sales of physical formats in 2010, nearly unchanged from the previous year, despite a global trend of declining revenue from sales of music in physical formats. The dollar value of their digital sales increased by 36% to $9.3 million. Total gross revenue reported by MEC recipients rose to almost $82 million, which is an increase of $10 million or 14.5% above the total revenues of the preceding year. In addition to an increased trade in digital music formats, MEC recipients saw a 31% increase in revenue from ancillary activities (i.e. activities other than recording, production and sales of sound recordings). In particular, more record labels are reporting significant income from activities like distribution of music and merchandise, or concert promotion.
  3. Unit sales of albums by Canadian artists increased again in 2010, as Canadians continued to purchase and access more Canadian music. Almost 27% of albums sold in Canada were by Canadian artists. This continues a ten-year growth trend that began with the inception of CMF in 2001. During the same period, the market share of albums by CMF-supported artists, or artists supported by its predecessor program, increased from under 10% in 2001 to 16% in 2009. 

    Overall unit sales of albums (including physical CDs and full-length album downloads) by Canadian artists who received MEC support decreased by 12% from the preceding year.

    • Sales to the domestic market slowed by less than 10% while international sales declined by 20% during the year. In large part, the decrease in sales of physical albums and full-length album downloads is attributable to a shift in consumption toward the purchase of individual music tracks and streaming music delivery services. Indeed, growth in sales of digital singles has been explosive for several years; total sales of digital singles (including paid streaming) by MEC recipients has tripled in just two years, growing from 4.3 million tracks in 2008 to over 13 million tracks in 2010.
    • Downloaded music, not including streams, (albums and track equivalent albums) accounted for about 750,000 units, or more than 27% of MEC recipients' total Canadian-artist music sales in 2010, up from 20% two years earlier. Digital music streaming, grew by 450% between 2009 and 2010, however this format still represents a negligible revenue stream for record labels.
Program Activity: Cultural Industries
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance(s)17
Total Grants $0 $0 $0 $2,000,000 $0 $0
Total Contributions $24,907,581 $25,340,985 $25,828,331 $23,828,331 $25,800,528 $27,803
Total Other Types of Transfer Payments $24,907,581 $25,340,985 $25,828,331 $25,828,331 $25,800,528 $27,803
Total Program Activity(ies) N/A16 $285,984,236 $290,061,337 $292,711,337 $281,496,752 $8,564,585

Comment(s) on Variance(s): N/A

Audit Completed or Planned:

No projects were completed or planned for the 2010-11 reporting period.

Evaluation Completed or Planned:

No projects were completed or planned for the 2010-11 reporting period.

16 The Department undertook a major review of its 2009-10 Program Activity Architecture and therefore cannot report on 2008-09 expenditures under the new architecture.
17 Difference between Planned Spending 2010-11 and Actual Spending 2010-11.


Name of Transfer Payment Program: Canada Media Fund18

Start Date: 2010-11

End Date: Ongoing 

Description: The Canada Media Fund (CMF), a public/private partnership, provides funding for the creation of television convergent digital content in both official languages and leading-edge non-linear content and applications designed for distribution on multiple platforms (e.g. television broadcast, the Internet, and/or mobile phones). The CMF focuses investments on the creation of content Canadians want and harnesses the opportunities provided by new technologies to deliver the content to Canadians where and when they want it. Organizations supported by the CMF include, but are not limited to, Canadian television and interactive production companies, broadcasters, broadcast distribution undertakings, Internet service providers and mobile communications operators. Canadians as consumers of convergent programs and creators of leading-edge content and applications represent to ultimate target group. Aboriginal communities and francophones in minority language communities are also targeted by specific production envelopes.

Strategic Outcome: Canadian artistic expressions and cultural content are created and accessible at home and abroad

Results Achieved:
In 2010-11, the CMF invested $337 million in Canadian content creation, generating over 2,400 hours of new Canadian programming.*

This funding is broken down as follows:

  • In the Convergent Stream of the program, 444 projects in production, totalling 2,491 production hours and $288 million; 308 projects in development totalling 1,685 hours and $13 million. CMF contributed a further $9 million to dual-year projects. CMF commitments in the Experimental Stream, including 78 projects, totalling $27 million.

  • Audience share for CMF-funded television productions as a percentage of total audiences, by genre and by language (due to differences between the broadcast year and the program’s fiscal year, the most recent audience data available is from 2008-09. Audience data from 2009-10 will not be available until the program publishes its 2010-11 annual report):

English market (total hours tuned of Canadian Television Funds-funded shows in comparison to all other Canadian and foreign programming)

  • Total  48%
  • Drama  27%
  • Children’s and Youth  9%
  • Documentary  10%
  • Variety and Performing Arts  2%

French market (total hours tuned of CTF-funded shows in comparison to all other Canadian and foreign programming)

  • Total  46%
  • Drama  23%
  • Children’s and Youth  5%
  • Documentary  15%
  • Variety and Performing Arts  3%

Number of users of digital convergent content from platforms other than television: user data would not be available until the release of the program’s next CMF annual report in October 2011.

* Data is not final until the release of the program’s annual report. Numbers may not add up due to rounding. The CMF annual report for 2010-11 will be available at www.cmf-fmc.ca.

Program Activity: Cultural Industries
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance(s)20
Total Grants $0 $0 $0 $0 $0 $0
Total Contributions $134,450,000 $134,250,000 $134,146,077 $134,146,077 $134,146,000 $77
Total Other Types of Transfer Payments $134,450,000 $134,250,000 $134,146,077 $134,146,077 $134,146,000 $77
Total Program Activity(ies) N/A19 $285,984,236 $290,061,337 $292,711,337 $281,496,752 $8,564,585

Comment(s) on Variance(s): N/A

Audit Completed or Planned:

No projects were completed or planned for the 2010-11 reporting period.

Evaluation Completed or Planned:

No projects were completed or planned for the 2010-11 reporting period.


18 The Canadian Television Fund and Canada New Media Fund were combined to form the Canada Media Fund on April 1, 2010.
19 The Department undertook a major review of its 2009-10 Program Activity Architecture and therefore cannot report on 2008-09 expenditures under the new architecture.
20 Difference between Planned Spending 2010-11 and Actual Spending 2010-11


Name of Transfer Payment Program: Canada Interactive Fund21

Start Date: 2010-11

End Date: 2014-15

Description: The Canada Interactive Fund (CIF) provides funding for the creation of online Canadian content developed by Official Language Minority Community (OLMC), Aboriginal, ethnocultural and other not-for-profit cultural organizations by focusing on the creation of interactive cultural products and applications. Examples of projects supported under the CIF could be where not-for-profit cultural organization partners with a targeted community to develop a living history of a community which combines a blog, an interactive timeline, community photos and stories of individual members. As Canadians increasingly adopt new technologies, the CIF is needed to ensure that OLMC, Aboriginal, ethnocultural and other not-for-profit cultural organizations contribute to leading-edge content online. This will complement action the Government has taken to update cultural programs, in particular the CMF which ensures the for-profit sector to create and distribute Canadian programming on multiple platforms.

Strategic Outcome: Canadian artistic expressions and cultural content are created and accessible at home and abroad

Results Achieved: In 2010-11, 34 contribution agreements were signed for a total dollar value awarded of $7.6M. As this is the first year of the CIF, no projects have been completed yet, but will be in 2011-12.

Program Activity: Cultural Industries
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance(s)23
Total Grants $0 $0 $0 $0 $0 $0
Total Contributions $13,065,512 $8,056,875 $6,185,130 $8,835,130 $1,140,866 $5,044,264
Total Other Types of Transfer Payments $13,065,512 $8,056,875 $6,185,130 $8,835,130 $1,140,866 $5,044,264
Total Program Activity(ies) N/A22 $285,984,236 $290,061,337 $292,711,337 $281,496,752 $8,564,585

Comment(s) on Variance(s):

Overall variance of $5.0M is explained as follows:

  • $4.4M was approved to be transferred for use in the next fiscal period (2011-12).
  • Year-end surplus of $0.6M.
During the first year of CIF operations, it was discovered that not all available funds could be spent during the fiscal year. This was a one time situation.

Audit Completed or Planned:

No projects were completed or planned for the 2010-11 reporting period.

Evaluation Completed or Planned:

No projects were completed or planned for the 2010-11 reporting period.


21 The Canada Interactive Fund was built on the successes of the Partnerships and Gateway Funds. 
22 The Department undertook a major review of its 2009-10 Program Activity Architecture and therefore ca nnot report on 2008-09 expenditures under the new architecture.
23 Difference between Planned Spending 2010-11 and Actual Spending 2010-11.


Name of Transfer Payment Program: TV5

Start Date: 1990-91

End Date: 2012-13

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 of Canadian Heritage provides annual funding to the channel (single-recipient program) through a contribution agreement to TV5 Québec Canada and a grant to TV5MONDE. Funding from Canadian Heritage 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 are cultural content are created and accessible at home and abroad

Results Achieved:

  • This year, the percentage of Canadian programming broadcast on TV5MONDE increased from an average of around 7.0 % in 2009 to around 9.0 % in 2010. The number of households around the world where TV5MONDE’s signals were broadcast also increased by 3.9%. This enabled it to showcase a greater amount of Canadian content to a larger number of households on the international stage (215 million households).

  • TV5 Québec Canada’s broadcasting included an important component of programming from TV5’s European and African partners not available on other Canadian French-language networks. These programs provide Canadians access to content from the international and culturally diverse Francophonie. Around 21.0% of Canadian content was broadcast on the network, which included programming from producers outside Quebec as specific efforts were directed at fostering creation from these areas. Canadians had better access to the cultural vitality of Canada’s Francophonie.

    • Despite strong competition which led to a more fragmented market for broadcasters, TV5 Québec Canada’s efforts at attracting new viewers were reflected in its positive market share results (data available in Quebec only) which steadily increased in the autumn of 2010 from 1.1 % (1.3% in prime time hours) to reach an average of 1.4 % (1.7 % in prime time hours) in the winter-spring portion of 2011.

    • TV5 Québec Canada's subscribers remained stable, reaching close to 7 million subscribers in Canada in 2010-11.
  • 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 key to attracting new viewers and maintaining the existing base of viewership. Thus, in 2010-11, TV5MONDE and TV5 Québec Canada further pursued efforts to position themselves favourably and compete as a global media network.

    • TV5MONDE launched TV5MONDE+ Afrique (WebTV focused on Africa), continued to develop its video-on-demand and catch-up TV components, various iPad/IPhone applications, its Web site and tools to learn French, launched new programming, and increased its visibility and communication efforts while it maintained an ever-growing presence on social networks.
    • TV5 Québec Canada continued to create new micro sites linked with its programming, launched a virtual newsroom and once again supported digital creation in Canada through the « Fonds TV5 pour la création numérique » in which interest continues to increase. Furthermore, the monthly average of visits to its Web site TV5.ca climbed from 88,000 in 2008-09 to 122,000 in 2009-10 and 162,000 in 2010-11. It also continues to have an active and growing presence on social networks.
Program Activity: Cultural Industries
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance(s)25
Total Grants $4,385,826 $7,049,448 $8,000,000 $8,000,000 $7,435,690 $564,310
Total Contributions $2,581,174 $5,093,440 $4,460,900 $4,460,900 $4,675,345 ($214,445)
Total Other Types of Transfer Payments $6,967,000 $12,142,888 $12,460,900 $12,460,900 $12,111,035 $349,865
Total Program Activity(ies) N/A24 $285,984,236 $290,061,337 $292,711,337 $281,496,752 $8,564,585

Comment(s) on Variance(s):

Overall variance of $0.3M 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 2010-11 reporting period.

Evaluation Completed or Planned:

No projects were completed or planned for the 2010-11 reporting period.


24   The Department undertook a major review of its 2009-10 Program Activity Architecture and therefore cannot report on 2008-09 expenditures under the new architecture.
25 Difference between Planned Spending 2010-11 and Actual Spending 2010-11.


Name of Transfer Payment Program: Museums Assistance Program

Start Date: 1972-73

End Date: 2010-11

Description: The Museums Assistance Program (MAP) 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 eligible projects which aim to develop and circulate travelling exhibitions across different regions of Canada, to preserve and present Aboriginal heritage, and to enhance professional excellence in the management of key museological functions, including projects submitted under the Canada-France Agreement.

MAP also supports the Canadian Museums Association through a single-beneficiary component for activities to enhance professional standards of Canada’s museum community. In addition, MAP includes Young Canada Works (YCW) at Building Careers in Heritage and Young Canada Works in Heritage Organizations, in support of the Youth Employment Strategy (YES), a horizontal initiative coordinated by Human Resources and Skills Development Canada. The objective of the YES heritage components is to enable heritage institutions to benefit from the assistance of young, qualified workers by providing summer employment and career internship opportunities that help students develop and upgrade their skills in heritage 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 2010-11, MAP assessed 178 applications and funded a total of 147 projects, of which 92 were new projects and 55 were multi-year projects initiated in previous years

  • 66 projects helped heritage institutions and heritage workers improve key museological knowledge, skills and practices.
  • 56 projects created opportunities for Canadians to access our heritage by supporting the production and circulation of domestic travelling exhibitions and associated interpretive material; and 
  • 25 projects supported the preservation and presentation of Aboriginal cultural heritage.
The YCW in Heritage Organizations Program created 1,677 youth employment opportunities in 1,055 heritage institutions (summer jobs and career internships) to improve key museological knowledge, skills and practices.

Program Activity: Heritage
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance(s)27
Total Grants $1,973,189 $1,774,587 $2,500,000 $2,500,000 $2,042,921 $457,079
Total Contributions $11,990,808 $12,195,813 $12,076,284 $12,076,284 $12,146,174 ($69,890)
Total Other Types of Transfer Payments $13,963,997 $13,970,400 $14,576,284 $14,576,284 $14,189,095 $387,189
Total Program Activity(ies) N/A26 $14,365,019 $15,739,964 $15,739,964 $14,701,491 $1,038,473

Comment(s) on Variance(s):

Overall variance of $0.4M is explained as follows:

  • $0.4M was transferred to other departmental programs to adjust for emerging priorities.
  • Year-end surplus of $0.8M.

Audit Completed or Planned:

No projects were completed or planned for the 2010-11 reporting period.

Evaluation Completed or Planned:

No projects were completed or planned for the 2010-11 reporting period.


26 The Department undertook a major review of its 2009-10 Program Activity Architecture and therefore cannot report on 2008-09 expenditures under the new architecture.
27 Difference between Planned Spending 2010-11 and Actual Spending 2010-11.


Name of Transfer Payment Program: Celebration and Commemoration Program

Start Date: 2008-09

End Date: 2011-12 

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 1st 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 share, express and appreciate their Canadian identity

Results Achieved: Celebrate Canada supported 1872 projects in 2010 providing approximately 9 million Canadians the opportunity to participate in over 3,000 community events across Canada celebrating one or more of the days in the Celebrate Canada period from June 21 through July 1 (National Aboriginal Day, Saint-Jean Baptiste Day, Canadian Multiculturalism Day, and Canada Day).

The Canada Day youth outreach initiative, the Canada Day Poster Challenge, resulted in 10,000 entries from children and youth, aged 5 to 18, creatively expressing the theme ‘My Canada is…”. The original artwork of the thirteen provincial/territorial winning posters was displayed at the Canadian Children’s Museum in Gatineau from June 21st through Fall 2010.

Commemorate Canada provides opportunities for Canadians to commemorate significant national events or people and fosters pride and a sense of belonging to Canada. Support to the ‘Memory Project: Stories of the Second World War’ project resulted in 462,000 unique visitors to the web site to date. The ‘Membertou: Building a Nation’ event drew more than 80,000 participants and another 12,000 unique visits to their web site. Support to new projects such as the Canadian Fallen Firefighters Memorial and projects related to the commemoration of the War of 1812 were also a focus in 2010.

The Program’s Interdepartmental Commemorations Committee (ICC) met bi-annually in 2010 bringing together representatives from 27 federal departments and agencies to share information on commemoration activities and to ensure a coordinated federal approach to commemorations.

The ICC working group for the War of 1812 Bicentennial is composed of representatives from 14 federal departments and they met 4 times. The advisory committee for the Queen’s Diamond Jubilee in 2012 also met 4 times. These sub-committees continue to meet and provide strategic advice and direction for these two high-profile commemoration initiatives.

A new ICC working group on Canada’s 150th was struck in January 2011 and brings together 17 departments for the planning of this major national celebration. The Canada 150 working group met once and will continue to meet on an as-needed basis.

Program Activity: Promotion of and Attachment to Canada
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance(s)29
Total Grants $3,643,642 $8,473,765 $5,500,000 $5,500,000 $4,829,987 $670,013
Total Contributions $42,243,050 $49,754,485 $6,329,553 $6,329,473 $5,769,102 $560,451
Total Other Types of Transfer Payments $45,886,692 $58,228,250 $11,829,553 $11,829,473 $10,599,089 $1,230,464
Total Program Activity(ies) N/A28 $99,663,403 $52,512,012 $52,176,692 $50,327,479 $2,184,533

Comment(s) on Variance(s):

Overall variance of $1.2M is explained as follows:

  • $0.8M was transferred to other departmental programs to adjust for emerging priorities.
  • Year-end surplus of $0.4M due to unforeseen delays in project implementation.

Audit Completed or Planned:

No projects were completed or planned for the 2010-11 reporting period.

Evaluation Completed or Planned:

No projects were completed or planned for the 2010-11 reporting period.


28 The Department undertook a major review of its 2009-10 Program Activity Architecture and therefore cannot report on 2008-09 expenditures under the new architecture.
29 Difference between Planned Spending 2010-11 and Actual Spending 2010-11.


Name of Transfer Payment Program: Exchanges Canada Program

Start Date: 2000-01

End Date: No end date. The program is ongoing, 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 provide young Canadians with a range of exchange and forum activities that enable them to 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 share, express and appreciate their Canadian identity

Results Achieved:

  • The Exchanges Canada Program offered opportunities to approximately 12,800 youth30 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, 83% 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; and 94% indicated that their participation in the Program resulted in new ties with people from other communities31.

  • Support was provided to youth exchanges and forums through 22 contribution agreements with non-governmental organizations. Furthermore, the Program launched the Information Video Series in 2010-11on its website to provide information on opportunities for youth exchanges in Canada to potential youth participants, their parents and exchanges organizers.

Program Activity: Promotion of and Attachment to Canada
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance(s)33
Total Grants $0 $0 $100,000 $100,000 $17,000 $83,000
Total Contributions $18,537,122 $17,882,489 $17,686,359 $17,686,359 $18,116,151 ($429,792)
Total Other Types of Transfer Payments $18,537,122 $17,882,489 $17,786,359 $17,786,359 $18,133,151 ($346,792)
Total Program Activity(ies) N/A32 $99,663,403 $52,512,012 $52,176,692 $50,327,479 $2,184,533

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 2010-11 reporting period.

Evaluation Completed or Planned:

No projects were completed or planned for the 2010-11 reporting period.


30 Based on final reports from recipients for 2009-10.
31  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 2009-10 survey results.
32 The Department undertook a major review of its 2009-10 Program Activity Architecture and therefore cannot report on 2008-09 expenditures under the new architecture.
33 Difference between Planned Spending 2010-11 and Actual Spending 2010-11.


Name of Transfer Payment Program: Katimavik Program

Start Date: 1997-98

End Date:  No end date. The program is ongoing, but subject to evaluation every 5 years.

Description:  The Katimavik Program provides opportunities for young Canadians to discover their country and create ties with communities and with other Canadians. The objectives of the program are to contribute significantly to the personal, social and professional development of the participants; to promote social engagement and community service; and to offer a diverse experience, fostering a better understanding of the Canadian reality. Through complementary six-month programs, comprising community service, training and group interaction, participants aged 17 to 21 are enabled to acquire personal, social and professional skills through participation in community projects in diverse regions of Canada, including French-speaking and English-speaking communities.

Strategic Outcome: Canadians share, express and appreciate their Canadian identity

Results Achieved:

  • In 2010-1134, the Katimavik Program provided approximately 600 youth from diverse groups and regions of Canada with opportunities to enhance their appreciation of Canada and its diversity, as well as to develop their personal, social and professional skills through its traditional programming and its four thematic programs: Cultural Discovery and Civic Engagement; Eco-Citizenship and Active Living; Second Language and Cultural Identity; and the North/South Pilot project.

  • The Program carried out projects in approximately 70 communities across Canada, which involved nearly 620 community organizations. Final results are not yet available but the Program is expecting a favourable response from the partner organizations who agreed last year at 90% that the Program has helped them improve their capacity to better serve their community, through projects involving youth volunteers35.

  • The Katimavik Program, delivered by a not-for-profit organization, supports youth leadership and learning development through community service by means of a contribution agreement.
Program Activity: Promotion of and Attachment to Canada
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance(s)37
Total Grants $0 $0 $0 $0 $0 $0
Total Contributions $18,992,154 $20,411,654 $19,776,000 $15,000,000 $17,000,000 $2,776,000
Total Other Types of Transfer Payments $18,992,154 $20,411,654 $19,776,000 $15,000,000 $17,000,000 $2,776,000
Total Program Activity(ies) N/A36 $99,663,403 $52,512,012 $52,176,692 $50,327,479 $2,184,533

Comment(s) on Variance(s):

Overall variance of $2.8M is explained as follows:

  • $3.8M was transferred to the Youth Take Charge program.
  • $1.0M was transferred to the Canadian Studies program.
  • $2.0M was transferred from other departmental programs to adjust for emerging priorities.

Audit Completed or Planned:

Audit of the Katimavik Program – Completed October 2010.

Evaluation Completed or Planned:

Summative Evaluation of the Katimavik Program – Completed November 2010.


34 Note that the programming year overlaps two fiscal years (2010-11 and 2011-12).  For the purposes of this exercise, it should be highlighted that the activities for the programming year 2010-11 took place between September 1, 2010 and June 30, 2011. 
35 Based on the 2009-10 partner organizations survey results.
36 The Department undertook a major review of its 2009-10 Program Activity Architecture and therefore cannot report on 2008-09 expenditures under the new architecture.
37 Difference between Planned Spending 2010-11 and Actual Spending 2010-11.


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

Start Date: September 1, 2007

End Date: March 31, 2012 

Description: The Building Communities Through Arts and Heritage Program supports activities that celebrate local historical heritage as well as local artists and artisans. Its objective is to engage citizens in their communities through performing and visual arts as well as through the expression, celebration and preservation of local historical heritage. The program has three components: 1) Local Festivals; 2) Community Anniversaries; and 3) Legacy Fund.

Strategic Outcome: Canadians share, express and appreciate their Canadian identity

Results Achieved:

Over the 2010-11 fiscal year, the Program provided funding to local festivals, community anniversaries, and commemorative capital projects. In 2010-11, the Program supported 914 projects (811 grants and 103 contribution agreements), held in 561 communities across the country, thus offering increased exposure for local artists and artisans 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 heritage38.

In addition, the Program updated its guidelines and application forms and changed its spring application deadline in response to client recommendations. The Program also completed preparatory work for the summative evaluation that is to take place in 2011-12.

Program Activity: Engagement and community participation
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance(s)40
Total Grants $4,427,594 $8,399,200 $14,355,000 $14,355,000 $9,514,241 $4,840,759
Total Contributions $2,381,951 $6,154,664 $4,800,000 $4,800,000 $6,476,758 ($1,676,758)
Total Other Types of Transfer Payments $6,809,545 $14,533,864 $19,155,000 $19,155,000 $15,990,999 $3,164,001
Total Program Activity(ies) N/A39 $76,623,691 $76,512,187 $79,662,187 $75,737,509 $774,678

Comment(s) on Variance(s):

Overall variance of $3.2M 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 2010-11 reporting period.

Evaluation Completed or Planned:

No projects were completed or planned for the 2010-11 reporting period.


38  Based on the comparison of data from final reports data from fiscal year 2009-10 and 2010-11.
39 The Department undertook a major review of its 2009-10 Program Activity Architecture and therefore cannot report on 2008-09 expenditures under the new architecture.
40 Difference between Planned Spending 2010-11 and Actual Spending 2010-11.


Name of Transfer Payment Program: Aboriginal People’s Program

Start Date: 1971-72

End Date: Ongoing

Description:  The Aboriginal Peoples’ Program serves to strengthen Aboriginal cultural, identity and participation in Canadian society and to preserve and promote Aboriginal languages and cultures as living cultures. It 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. It focuses specifically on the unique challenges faced by Aboriginal women, youth and urban communities with the intent of strengthening Aboriginal cultural identity and participation of Aboriginal Peoples in Canadian society.

2) The Aboriginal Living Cultures Component supports the preservation and promotion of Aboriginal languages and cultures. Specifically, this component focuses on access to programs and activities that preserve and promote Aboriginal languages and cultures as well as the production and distribution of Aboriginal radio and television programming.

Strategic Outcome: Canadians share, express and appreciate 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 the Association and the 118 friendship centre organizations across Canada. Core funding of this network of Aboriginal Friendship Centres enabled them to serve the urban Aboriginal population through key activities focused on social development and community engagement across Canada.

Cultural Connections for Aboriginal Youth – Contribution agreements with 10 national, provincial and regional Aboriginal organizations and 66 local community organizations provided 228 projects, in which more than 60,000 Aboriginal youth across Canada participated. These projects were 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. Eighteen 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 for endowed scholarships contributed to $5,035,250 being available in scholarships and bursaries for 1,395 Aboriginal post-secondary students. Another contribution agreement provided funding for career fairs, which included 73 seminars and 60 booths held in Thunder Bay and Saskatoon, and were attended by 1,500 students in grades 9-12.

Aboriginal Women’s Programming Elements – Grants and contribution agreements with 31 Aboriginal women's organizations gave Aboriginal women access to 45 projects in communities across Canada that focused on cultural development, social development, community engagement, Aboriginal self-government and family violence.

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 broadcast on Aboriginal Peoples Television Network and the Global Television network, reaching over 10,000,000 households through cable, direct-to-home satellite and wireless television providers.

Aboriginal Languages Initiative – Contribution agreements provided funding for 55 national, provincial and regional Aboriginal organizations to administer 210 Aboriginal language projects in communities across Canada in the preservation and revitalization of 55 Aboriginal languages. An estimated 29.000 individuals participated in language learning projects.

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.

Northern Aboriginal Broadcasting – Contribution agreements with 13 Aboriginal communications societies enabled the production and broadcasting of original television and radio programming in 17 Aboriginal languages. These broadcasts reached 367 Aboriginal communities in Canada.

Program Activity: Engagement and community participation
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance(s)42
Total Grants $598,426 $586,568 $1,340,000 $1,340,000 $582,414 $757,586
Total Contributions $56,810,730 $59,040,288 $54,724,907 $54,874,907 $54,640,023 $84,884
Total Other Types of Transfer Payments $57,409,156 $59,626,856 $56,064,907 $56,214,907 $55,222,437 $842,470
Total Program Activity(ies) N/A41 $76,623,691 $76,512,187 $79,662,187 $75,737,509 $774,678

Comment(s) on Variance(s):

For many of our historical funding recipients, 2009-10 was the last year of either a three or four-year contribution agreement. During these last three to four years, much has changed with respect to due diligence and accountability requirements. In addition, the 2008 and 2009 audits of the APP identified many deficiencies in terms of management of funds and adherence to Treasury Board requirements.

For 2010-11 funding, the branch instituted formal funding procedures and required that all organizations adhere to the new standards and to program objectives and authorities. The historical system of specific allocations to specific groups was changed to a competitive process, based on merit. Recognizing that some flexibility would be needed to accommodate clients, 2010-11 was planned to be a year of transition. Nonetheless, many of the 21 historic third party delivery relationships have ended.  

As a result, the branch proceeded with direct delivery in many regions across Canada. This new means to access funding took some time to be understood by new direct recipients. A further complication arose as, in many cases; the branch could only direct calls for proposals to "members" of the third party delivery organizations. This limited our clientele and resulted in a lower intake than expected in some regions. The branch was therefore unable to award all monies set aside for these regions.

Based on the experiences and results of this current year, the APP is holding a series of workshops with community organizations on program and application requirements. The APP is specifically targeting regions with low application intake in the 2010-11 process. Workshops have taken place in seven regions. The objective is also to increase general awareness of the program and to foster open access, as well as to inform potential clients on the new direct delivery process and requirements.

Comment(s) on Variance(s):  

Overall variance of $0.8M is explained as follows:

  • $0.2M was transferred from the Department of Indian Affairs and Northern Development.
  • $0.9M was transferred to other departmental programs to adjust for emerging priorities.
  • Year-end surplus of $0.1M.

Audit Completed or Planned:

No projects were completed or planned for the 2010-11 reporting period.

Evaluation Completed or Planned:

Summative Evaluation of the Aboriginal Peoples’ Program – February 2011.


41 The Department undertook a major review of its 2009-10 Program Activity Architecture and therefore cannot report on 2008-09 expenditures under the new architecture.
42 Difference between Planned Spending 2010-11 and Actual Spending 2010-11.


Name of Transfer Payment Program: Development of Official‑Language Communities Program

Start Date: 2009–10

End Date: 2013–14

Description: The Development of Official‑Language Communities Program has three components: Community Life, Minority‑Language Education, and Language Rights Support. 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 give minority official‑language communities greater access to quality education and various programs and services in their language in their communities.

Strategic Outcome: Canadians share, express and appreciate their Canadian identity

Results Achieved:

Members of official‑language minority communities (OLMCs) have access to programs and services in their language, in their communities
Support to more than 400 community organizations across Canada in their efforts to promote the development and vitality of official‑language minority communities (OLMCs).

  • Canadian Heritage primarily supports a network of 131 cultural organizations, 29 community centres, 27 community radio stations and 74 community newspapers, 24 organizations for youth (under 24 years of age), and 13 parent organizations that help create an environment where OLMCs can participate in Canadian society.

13 education agreements with all provinces and territories that help:

  • close to 245,000 young Canadians living in minority communities to study in their language in over 900 schools across the country
  • support the work of 40 minority‑language school boards and 39 minority‑language postsecondary institutions in all regions of Canada

13 agreements with each province and territory to allow them to offer services in the minority language, particularly in the areas of justice, health, culture, economic development and municipal services. An agreement with the City of Ottawa as the national capital.

Knowledge and integration of the responsibilities set out in section 41 of the Official Languages Act (OLA) and OLMC perspectives in federal institutions’ development of initiatives and programs
Monitoring of federal institutions for optimal implementation of Part VII of the OLA:

  • Provision of advice and guidance to 200 federal institutions
  • Networking between 50 institutions (four meetings per year) and coordination of working groups on culture as part of the Agreement for the Development of Francophone Arts and Culture in Canada (seven meetings per year)
  • Strengthening of ten or so regional interdepartmental networks
  • Production of awareness, information and accountability tools: three Bulletins 41‑42, Gateway 41, Part VII guides, Web site
  • Analysis of action plans and reports on results produced by 33 federal institutions
  • Production of Volume 2 of the Annual Report on Official Languages based on results obtained by the 33 designated institutions

Monitoring of Canadian Heritage programs for exemplary implementation of section 41 of the OLA

Agreements (cooperation agreements with communities, intergovernmental agreements, agreements with the Council of Education Ministers (Canada), etc.)

13 agreements (cooperation agreements with communities, intergovernmental agreements, agreements with the Council of Education Ministers (Canada), etc.)

Grants, contributions, funds transfers
Over 750 grants, contributions and funds transfers

Federal institution support and coordination mechanisms, action plan summaries and section 41 record of achievement summaries from federal institutions

32 action plans submitted by federal institutions

Program Activity: Official Languages
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance(s)44
Total Grants $7,666,376 $6,592,172 $33,322,973 $33,322,973 $6,250,717 $27,072,256
Total Contributions $224,391,091 $225,418,803 $192,709,011 $192,634,011 $217,500,489 ($24,791,478)
Total Other Types of Transfer Payments $232,057,467 $232,010,975 $226,031,984 $225,956,984 $223,751,206 $2,280,778
Total Program Activity(ies) N/A43 $351,479,343 $337,555,115 $337,480,115 $340,561,244 ($3,006,129)

Comment(s) on Variance(s):

Overall variance of $2.3M is explained as follows:

  • $0.1M was transferred to Health Canada
  • $2.1M was transferred to other departmental programs to adjust for emerging priorities
  • Year-end surplus of $0.1M

Audit Completed or Planned:

No projects were completed or planned for the 2010-11 reporting period.

Evaluation Completed or Planned:

No projects were completed or planned for the 2010-11 reporting period.


43 The Department undertook a major review of its 2009-10 Program Activity Architecture and therefore cannot report on 2008-09 expenditures under the new architecture.
44 Difference between Planned Spending 2010-11 and Actual Spending 2010-11.


Name of Transfer Payment Program: Enhancement of Official Languages Program

Start Date: 2009–10

End Date: 2013–14

Description: The Enhancement of Official Languages Program has three components: Promotion of Linguistic Duality, Second‑Language Learning, and Language Rights Support. The Program fosters among Canadians a greater understanding and appreciation of the benefits of linguistic duality. Through partnerships and agreements with provinces, territories and non‑government organizations in support of second‑language learning as well as initiatives fostering mutual understanding between English‑ and French‑speaking Canadians, this program allows Canadians to recognize and support linguistic duality as a fundamental value of Canadian society. 

Strategic Outcome: Canadians share, express and appreciate their Canadian identity

Results Achieved:

A greater number of Canadians have a better understanding of and appreciation for the benefits of linguistic duality:
Support to close to 70 community organizations that promote second‑language learning or linguistic duality

  • Over 200 programs and projects in 2009–10

Over 100 Canadian volunteer organizations have been able to hold some of their activities (conferences, annual meetings, services) in both official languages.
In 2006 the number of bilingual (English–French) individuals reached an unparalleled high in Canada (5.4 million according to the most recent census). The English–French bilingualism rate in 2006 was 17.4%. (2006 Census)

13 education agreements with the provinces and territories support the teaching of English and French as a second language to 2.4 million young Canadians, including over 317,000 immersion students; over 7,900 young Canadians (out of more than 17,000 applications) participated in a summer Language Acquisition Development Program; over 300 young people out of 1,000 applications got jobs as language instructors, and more than 750 found a job through Young Canada Works.

Knowledge and integration of the responsibilities set out in section 41 of the Official Languages Act (OLA) and OLMC perspectives in federal institutions’ development of initiatives and programs
Performance indicator:

Monitoring of federal institutions for optimal implementation of Part VII of the OLA:

  • Provision of advice and guidance to 200 federal institutions;
  • Networking between 50 institutions (four meetings per year) and coordination of working groups on culture as part of the Agreement for the Development of Francophone Arts and Culture in Canada (seven meetings per year)
  • Strengthening of ten or so regional interdepartmental networks;
  • Production of awareness, information and accountability tools: three Bulletins 41‑42, Gateway 41, Part VII guides, Web site;
  • Analysis of action plans and reports on results produced by 33 federal institutions; and
  • Production of Volume 2 of the Annual Report on Official Languages based on results obtained by the 33 designated institutions.

Monitoring of Canadian Heritage programs for exemplary implementation of section 41 of the OLA .

Agreements (federal–provincial/territorial agreements, Council of Education Ministers (Canada), etc.)
13 agreements (cooperation agreements with communities, intergovernmental agreements, agreements with the Council of Education Ministers (Canada), etc.).

Grants and contributions
Close to 200 grants, contributions, funds transfers.

Support and coordination mechanisms, and summaries of action plans and section 41 records of achievement  

32 action plans submitted by federal institutions.

Program Activity: Official Languages
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance(s)46
Total Grants $1,293,027 $655,167 $5,599,842 $5,599,842 $507,871 $5,091,971
Total Contributions $120,180,195 $118,813,200 $105,923,289 $105,923,289 $116,302,167 ($10,378,878)
Total Other Types of Transfer Payments $121,473,222 $119,468,367 $111,523,131 $111,523,131 $116,810,038 ($5,286,907)
Total Program Activity(ies) N/A45 $351,479,343 $337,555,115 $337,480,115 $340,561,244 ($3,006,129)

Comment(s) on Variance(s):

Overall variance of ($5.3M) 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 2010-11 reporting period.

Evaluation Completed or Planned:

No projects were completed or planned for the 2010-11 reporting period.


45 The Department undertook a major review of its 2009-10 Program Activity Architecture and therefore cannot report on 2008-09 expenditures under the new architecture.
46 Difference between Planned Spending 2010-11 and Actual Spending 2010-11.


Name of Transfer Payment Program: Sport Hosting Program

Start Date: 1967

End Date: 2010-11 

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, 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:

1.  Canadian athletes, coaches and officials had opportunities during the 2010-11 fiscal year to participate at events in Canada. Based on the analysis of 79 applications1 for funding for the 2010-11 fiscal year, 55 events and 2 bids were selected for funding, including International Single Sport Events (ISSE), 2011 Canada Winter Games and 2010 Défi Sportif. Based on the data reports from 34 of the events hosted in the summer and fall of 2010, the Hosting Program has delivered on its objectives by providing competition opportunities for 5,577 Canadian athletes, 1,436 Canadian coaches and managers, and 1,359 Canadian officials.

2.  The Hosting Program provided opportunities for 305 athletes who chose to self-identify as part of an under-represented group, namely aboriginal peoples and persons with a disability. There were no International Multisport Games for Aboriginal Peoples and Persons with a Disability (IMGAPPD) hosted during the 2010-11 fiscal year.

Output:  During the 2010-11 fiscal year, there were 48 contribution agreements covering 53 ISSE events, plus 2 contribution agreements covering 2 ISSE bids. The discrepancy in the number of contribution agreements to the number of events is due to some events being included in either a Multi-Event contribution agreement or a Multi-Year contribution agreement. There were 2 contribution agreements and 1 multiparty agreement in effect for the 2011 Canada Games, and there was 1 contribution agreement in effect for the 2010 Défi Sportif. There was 1 contribution agreement signed for the 2012 Arctic Winter Games and 1 contribution agreement signed for the 2015 Pan American and Parapan American Games during the 2010-11 fiscal year.

Note 1:  There was funding provided during the 2010-11 for events that will occur in future fiscal years (e.g. 2015 PanAmerican and Parapan American Games), however only events and bids that took place during the 2010-11 fiscal year have been included in this report .

Program Activity: Sport
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance(s)48
Total Grants $0 $0 $0 $0 $0 $0
Total Contributions $44,521,653 $58,499,142 $16,315,575 $16,043,739 $23,809,991 ($7,494,416)
Total Other Types of Transfer Payments $44,521,653 $58,499,142 $16,315,575 $16,043,739 $23,809,991 ($7,494,416)
Total Program Activity(ies) N/A47 $198,264,884 $160,316,547 $189,927,551 $196,602,216 ($36,285,669)

Comment(s) on Variance(s):

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

  • $0.3M was transferred to Social Sciences and Humanities Research Council of Canada, via the Sport Support Program.
  • $8.0M was transferred from other departmental programs to adjust for emerging priorities, including a contribution to the 2015 PanAmerican and Parapan American Games
  • Year-end surplus of $0.2M.

Audit Completed or Planned:

Audit of the Sport Canada Branch – June 2010.

Evaluation Completed or Planned:

Evaluation of Sport Canada Programs – Completed May 2011.


47 The Department undertook a major review of its 2009-10 Program Activity Architecture and therefore cannot report on 2008-09 expenditures under the new architecture.
48 Difference between Planned Spending 2010-11 and Actual Spending 2010-11.


Name of Transfer Payment Program: Sport Support Program

Start Date: 1961

End Date: 2010-11 

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:

1. As sports progress with the approval and implementation of their Long-Term Athlete Development (LTAD) models, more and more have aligned their coaching programs with LTAD. 16 NSOs (29%) report to have aligned the National Coaching Certification Program coaching programs with their LTADs. An additional 34 NSOs (61%) reported they are in the process of aligning their coaching programs with their LTADs.49

2. The 56 (100%) funded National Sport Organizations (NSOs) and the 15 (100%) Multisport Service Organizations (MSOs) all comply with the CPADS. This is an eligibility condition for funding.

3. There are a total of 5 (100%) domestic knowledge transfers and leadership actions between Sport Canada and federal departments. Health/PHAC (ParticipACTION), Justice (Working Together Initiative); DFAIT( Special Olympics Canada Missions); Intergovernmental Affaires (Bilateral Agreements); and INAC (Aboriginal Sport Circle); and there were 27 international knowledge transfer and leadership actions that took place, with international organizations and with five countries (China, El Salvador, France, Haiti, Russia).

Outputs:

There were a total of

  • 56 National Sport Organizations agreements
  • 15 Multisport Service Organization agreements
  • 23 Project agreements
  • 20 bilateral agreements with PT governments
  • 9 bilateral agreements with international governments
  • 5 international multilateral agreements
  • 9 contribution agreements with organizations for international activity (7 international organizations, 2 Canadian organization)

Program Activity: Sport
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance(s)51
Total Grants $0 $0 $0 $0 $0 $0
Total Contributions $111,930,707 $113,657,960 $117,000,972 $146,883,812 $146,916,885 ($29,915,913)
Total Other Types of Transfer Payments $111,930,707 $113,657,960 $117,000,972 $146,883,812 $146,916,885 ($29,915,913)
Total Program Activity(ies) N/A50 $198,264,884 $160,316,547 $189,927,551 $196,602,216 ($36,285,669)

Comment(s) on Variance(s):

Overall variance of ($29.9M) is explained as follows:

  • $30.1M for the Sport Support Program to support high-performance sport and to increase sport participation obtained through the Supplementary Estimates was not included in the 2010-11 planned spending.
  • Year-end surplus of $0.2M.

Audit Completed or Planned:

Audit of the Sport Canada Branch – June 2010.

Evaluation Completed or Planned:

Evaluation of Sport Canada Programs – Completed May 2011.


49 Sport Canada has worked to increase the number of NSOs with a sport specific Long-Term Athlete Development Model in place. There are now 52 NSOs which have completed their model, up from 37 in 2009-10. This is a greater rate of increase from 2005-06 when only one NSO had completed their LTAD model and 2007-08 when 12 were completed.  By 2008-09 28 were done. Furthermore by January 2010, 18 NSOs had also completed their LTAD competition reviews.
50 The Department undertook a major review of its 2009-010 Program Activity Architecture and therefore cannot report on 2008-09 expenditures under the new architecture.
51 Difference between Planned Spending 2010-11 and Actual Spending 2010-11.


Name of Transfer Payment Program: Athlete Assistance Program

Start Date: 1971

End Date: 2010-11 

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 sixteen in the world in their sport. 

Strategic Outcome: Canadians participate and excel in sport

Results Achieved:

4. Athletes’ level of satisfaction with financial resources available from the Athlete Assistance Program will be evaluated through the 2013 Status of the High Performance Athlete survey. The most recently completed survey (2009) indicated that the financial support received was considered adequate by 27% of athletes and moderately adequate by 54%.52 Please note thatthese results are not specific to the AAP

5. In 2010-11, 545 carded athletes used tuition grants for a total amount of $1,600,941 and a total of 236 formerly carded athletes used Deferred tuition grants for a total amount of $753,617.

6. The total dollar amount allocated, by card type and category are as follow:

Card Type Payment Category Total $ Amount
Development Living & Training $7,880,400
Tuition/Deferred Tuition $1,202,346
Special Needs $12,522
Senior Living & Training  $15,434,100
Tuition/Deferred Tuition  $1,152,212
Special Needs $70,060

7. In 2010-11, a total amount of $23,314,500 in Living and Training allowances was granted to carded athletes. 
Total amount of $2,354,558 in Tuition and Deferred Tuition was granted.
Total of $82,582 in Special Needs Allowance was granted.

8. In 2010-11 the total number of carded athletes by card type are as follow:
Development cards (Development (D), Development, injured DI, first year Senior National (C1)): 964.

9. Senior cards (Senior National (SR), Senior National, injured (SRI), first year Senior International (SR1), second year Senior International (SR2), Olympic (OLY)): 907.

Program Activity: Sport
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance(s)54
Total Grants $26,486,000 $26,107,782 $27,000,000 $27,000,000 $25,875,340 $1,124,660
Total Contributions $0 $0 $0 $0 $0 $0
Total Other Types of Transfer Payments $26,486,000 $26,107,782 $27,000,000 $27,000,000 $25,875,340 $1,124,660
Total Program Activity(ies) N/A53 $198,264,884 $160,316,547 $189,927,551 $196,602,216 ($36,285,669)

Comment(s) on Variance(s):

Overall variance of $1.1M is explained as follows:

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

Audit Completed or Planned:

Audit of the Sport Canada Branch – June 2010.

Evaluation Completed or Planned:

Evaluation of Sport Canada Programs – Completed May 2011.


52 Status of the High Performance Athlete, Ekos Research Associates, 2009, p. 25
53 The Department undertook a major review of its 2009-10 Program Activity Architecture and therefore cannot report on 2008-09 expenditures under the new architecture.
54 Difference between Planned Spending 2010-11 and Actual Spending 2010-11.

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Canadian Institutes of Health Research

Details of Transfer Payment Programs


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 select organizations.

Strategic Outcome: 1.0 A world-class health research enterprise that creates, disseminates and applies new knowledge across all areas of health research.

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 supported over 14,000 researchers and trainees in all domains of health research.
  3. CIHR invested a significant portion of its grants budget to fund health research in the areas of importance to Canadians, including: alternatives to medical isotopes, sodium reduction in food, HIV/AIDS, aging, Alzheimer's Disease, and regenerative medicine.
  4. CIHR strengthened critical partnerships with industry partners to support the commercialization of publicly funded research; 182 Health Research Commercialization grants were funded, with an average annual value of $76,795.
Program Activity: 1.1 Health Knowledge, 1.2 Health Researchers, 1.3 Health Research Commercialization, 1.4 Health and Health Services Advances, in $ millions
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance(s)
Total Grants $ 852.9 $ 845.1 $ 842.9 $ 870.8 $ 870.0 $ 0.8
Total Contributions            
Total Other Types of Transfer Payments            
Total Program Activity(ies) $ 852.9 $ 845.1 $ 842.9 $ 870.8 $ 870.0 $ 0.8

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

Audit Completed or Planned:

  1. Salary and Training Awards (August 2010)
  2. Non-Financial Administration of Open Operating Grants (June 2009)
  3. Financial Administration of Open Operating Grants (November 2008)

Evaluation Completed or Planned:

  1. Canada Research Chairs Program (Completed March 2011)
  2. Salary Support Program (To be completed October 2011)
  3. National Anti-Drug Strategy Treatment Research Initiative (To be completed October 2011)
  4. Knowledge Translation Programs (To be completed January 2012)
  5. Regenerative Medicine and Nanomedicine Initiative (To be completed January 2012)
  6. Collaborative Health Research Partnerships Program (To be completed January 2012)
  7. Open Operating Grant Program (To be completed March 2012)

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: 1.0 A world-class health research enterprise that creates, disseminates and applies new knowledge across all areas of health research.

Results Achieved: CIHR's ability to train, retain and sustain outstanding health researchers remains a key priority in its five-year strategic plan. In 2010-11, CIHR supported the learning and development of its health research trainees by awarding 178 new Doctoral awards and 171 new Master's awards through the CGS program.

Program Activity: 1.2 Health Researchers, in $ millions
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance(s)
Total Grants $ 18.7 $ 34.6 $ 36.3 $ 36.3 $ 35.2 $ 1.1
Total Contributions            
Total Other Types of Transfer Payments            
Total Program Activity(ies) $ 18.7 $ 34.6 $ 36.3 $ 36.3 $ 35.2 $ 1.1

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

Audit Completed or Planned:

  1. Salary and Training Awards (August 2010)

Evaluation Completed or Planned:

  1. Planned to be evaluated jointly with the Vanier Canada Graduate Scholarships program from April 2011 to November 2012, but postponed by agreement amongst the Tri-Council Granting Agencies. New start date has yet to be determined.

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: 1.0 A world-class health research enterprise that creates, disseminates and applies new knowledge across all areas of health research.

Results Achieved: In 2010-11, 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 support activities that facilitate and develop national research networks linking the Institutes' respective research communities.

Program Activity: 1.4 Health and Health Services Advances, in $ millions
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance(s)
Total Grants $ 13.0 $ 13.1 $ 13.0 $ 13.0 $ 13.0 $ -
Total Contributions            
Total Other Types of Transfer Payments            
Total Program Activity(ies) $ 13.0 $ 13.1 $ 13.0 $ 13.0 $ 13.0 $ -

Comment(s) on Variance(s): N/A

Audit Completed or Planned: N/A

Evaluation Completed or Planned:

  1. Evaluation planned for July 2012, to be completed September 2013.

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: 1.0 A world-class health research enterprise that creates, disseminates and applies new knowledge across all areas of health research

Results Achieved: In 2010-11, 14 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: 1.3 Health Research Commercialization, in $ millions
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance(s)
Total Grants $ 26.1 $ 27.5 $ 27.5 $ 27.5 $ 27.1 $ 0.4
Total Contributions            
Total Other Types of Transfer Payments            
Total Program Activity(ies) $ 26.1 $ 27.5 $ 27.5 $ 27.5 $ 27.1 $ 0.4

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

Audit Completed or Planned: N/A

Evaluation Completed or Planned:

  1. Evaluation of the Networks of Centres of Excellence Program planned for October 2012, to be completed January 2014.
  2. Evaluation of the Business-Led Networks of Centres of Excellence (BL-NCE) Program is in progress, to be completed October 2011.

Name of Transfer Payment Program: Vanier Canada Graduate Scholarships

Start Date: 2008-09

End Date: N/A

Description: Administered by CIHR, the Natural Sciences and Engineering Research Council (NSERC) and the Social Sciences and Humanities Research Council (SSHRC). The Vanier Canada Graduate Scholarships program is designed to attract and retain world-class doctoral students by offering them a significant financial award to assist them during their studies at Canadian universities. Vanier Scholars demonstrate leadership skills and a high standard of scholarly achievement in the social sciences and humanities, natural sciences and engineering, and health-related fields.

Strategic Outcome: 1.0 A world-class health research enterprise that creates, disseminates and applies new knowledge across all areas of health research.

Results Achieved: Through Vanier Scholarship Program, CIHR contributed to building world-class research capacity by attracting and retaining the best doctoral students, both nationally and internationally. In 2010-11, CIHR awarded a total of 56 Vanier CGS Doctoral Awards, which includes 6 awardees from abroad.

Program Activity: 1.2 Health Researchers, in $ millions
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance(s)
Total Grants $ - $ 2.7 $ 5.5 $ 5.5 $ 5.5 $ -
Total Contributions            
Total Other Types of Transfer Payments            
Total Program Activity(ies) $ - $ 2.7 $ 5.5 $ 5.5 $ 5.5 $ -

Comment(s) on Variance(s): N/A

Audit Completed or Planned: N/A

Evaluation Completed or Planned:

  1. Planned to be evaluated jointly with the Canada Graduate Scholarships (CGS) program from April 2011 to November 2012, but postponed by agreement amongst the Tri-Council Granting Agencies. New start date has yet to be determined.

Name of Transfer Payment Program: Centres of Excellence for Commercialization and Research

Start Date: 2007-2008

End Date: N/A

Description: The Centres of Excellence for Commercialization and Research (CECR) Program supports research and commercialization centres capable of achieving global leadership for Canada and translating knowledge into significant commercial advantage. CECR is a joint program of the Tri-council, in partnership with Industry Canada. Through this program, the Federal Government will identify the best initiatives based on international peer review and advice from a Private Sector Advisory Board, and make investments in partnership with others, such as the provinces and businesses.

Strategic Outcome: 1.0 A world-class health research enterprise that creates, disseminates and applies new knowledge across all areas of health research.

Results Achieved: In 2010-11, CIHR supported Canadian universities in their efforts to build on Canada's growing reputation as a global leader in research and innovation by awarding two Centres of Excellence for Commercialization and Research Awards to advance research and facilitate commercialization of technologies, products and services within the four priority areas identified in the federal Science and Technology (S&T) Strategy.

Program Activity: 1.3 Health Research Commercialization, in $ millions
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance(s)
Total Grants $ 4.4 $ 4.4 $ - $ 9.8 $ 9.8 $ -
Total Contributions            
Total Other Types of Transfer Payments            
Total Program Activity(ies) $ 4.4 $ 4.4 $ - $ 9.8 $ 9.8 $ -

Comment(s) on Variance(s): N/A

Audit Completed or Planned: N/A

Evaluation Completed or Planned:

  1. Evaluation in progress, to be completed February 2012.
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Canadian International Development Agency

Details of Transfer Payment Programs


Program Activity:
($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance(s) between 2010-2011 Planned and Actual Spending
Fragile countries and crisis-affected communities
Total Grants 696.86 687.19 539.01 715.52 715.52 (176.50)
Total Contributions 126.63 141.00 71.38 210.87 210.08 (138.70)
Total Other Types of TPs           0.00
Total Program Activity 823.49 828.20 610.39 926.38 925.60 (315.21)
Low-income countries
Total Grants 172.68 195.64 259.98 303.48 303.48 (43.50)
Total Contributions 687.78 518.65 503.18 502.31 501.63 1.55
Total Other Types of TPs           0.00
Total Program Activity 860.46 714.29 763.16 805.80 805.12 (41.95)
Middle-income countries
Total Grants 123.38 135.28 154.38 111.16 111.16 43.22
Total Contributions 251.24 216.52 250.40 185.49 185.24 65.16
Total Other Types of TPs           0.00
Total Program Activity 374.62 351.79 404.78 296.65 296.40 108.38
Global engagement and strategic policy
Total Grants 612.21 928.20 700.63 762.92 762.92 (62.29)
Total Contributions 239.29 223.15 6.10 18.82 18.82 (12.71)
Total Other Types of TPs 238.55 268.10 230.69 269.39 269.39 (38.70)
Total Program Activity 1,090.05 1,419.45 937.42 1,051.13 1,051.13 (113.71)
Canadian engagement
Total Grants 1.13 2.70 31.37 13.97 13.97 17.41
Total Contributions 19.65 11.03 246.96 221.00 221.00 25.96
Total Other Types of TPs           0.00
Total Program Activity 20.78 13.73 278.34 234.97 234.97 43.37
Total 3,169.40 3,327.47 2,994.10 3,314.93 3,313.22 (319.12)

CIDA's transfer payments actual spending of 3,313.22 millions accounts for 92% of CIDA's 2010-2011 total actual spending, excluding non-budgetary expenditures.

"Since 2010-2011 is the first year of the new program activity architecture, no comparaison with the previous years is provided by program activity. CIDA's Program Activities were amended as follows: "Countries of Concentration" and "Selected Countries and Regions" realigned to "Low" and "Middle-Income Countries"; "Multilateral, International and Canadian Institutions" realigned to "Global Engagement and Strategic Policy" and "Canadian Engagement", and; "Engaging Canadian Citizens" realigned to "Canadian Engagement."


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Canadian Northern Economic Development Agency

Details of Transfer Payment Programs




Name of Transfer Payment Program: Community Adjustment Fund (voted)

Start Date: April 23, 2009

End Date: March 31, 2011

Description: The Community Adjustment Fund (CAF) is a two-year national program established under Budget 2009, Canada’s Economic Action Plan.  Its objectives are to provide economic stimulus to create or maintain jobs in and around communities affected by the global recession, and to promote economic diversification of those communities.  CanNor delivers CAF in Yukon, the Northwest Territories and Nunavut.

Strategic Outcome: Developed and diversified territorial economies that support prosperity for all Northerners

Results Achieved: There were 27 active CAF projects in 2010-11 with a total funding expenditure of $18,095M.  These 27 projects leveraged $7.3M from other partners.

Program Activity: Community Development
($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance(s)
Total Grants N/A N/A N/A N/A N/A N/A
Total Contributions N/A 13.964 15.585 18.223 18.096 2.51
Total Other Types of Transfer Payments N/A          
Total Program Activity(ies) N/A 13.964 15.585 18.223 18.096 2.51

Comment(s) on Variance(s): The approved re-profiling of unspent 2009-10 G&C funds increased the total 2010-11 authority of this program by $2.638M.  Sources of these funds are: $1.611M; $967,250 unspent Aboriginal Business Development Program funds; and $59,550 unspent Community Economic Development funds.  The variance of $2.51M is the difference of the increased total authority and the spending by project against the allocation.

Audit Completed or Planned: The OAG conducted audits of the programs under the Economic Action Plan.

Evaluation Completed or Planned: CanNor has provided input into this horizontal initiative.



Name of Transfer Payment Program: Strategic Investments in Northern Economic Development (SINED)

Start Date: April 1, 2009

End Date: March 31, 2014

Description: Strategic Investments in Northern Economic Development is a project-based suite of programs to strengthen the driver sectors of the territorial economies; diversifying them; and encouraging Northerners’ participation in the economy.  Eligible recipients include social enterprises, individuals, other levels of government and other non-federal entities, public or private, that have an interest in economic development in the North.

Strategic Outcome: Developed and diversified territorial economies that support prosperity for all Northerners

Results Achieved:
Through the implementation of the SINED Investment Plans, CanNor has made progress in all of the following areas:

  • strengthened Northern innovation and technology capacity and increased knowledge base
  • increased access to funding for northern and Aboriginal entrepreneurs
  • increased uptake of economic opportunities in existing, expanding and emerging sectors
  • increased capacity through training and business skills development activities of northern individuals and communities to identify and respond to economic development needs and opportunities
  • enhanced quality infrastructure for northern communities
Program Activity: Community Development and Business Development
($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance(s)
Total Grants N/A N/A N/A N/A N/A N/A
Total Contributions N/A 7.867 18.157 18.232 16.084 2.073
Total Other Types of Transfer Payments N/A          
Total Program Activity(ies) N/A 8.157 18.157 18.232 16.084 2.073

Comment(s) on Variance(s): The approved re-profiling of unspent 2009-10 G&C funds increased the total 2010-11 authority of this program by $75,000.  Sources of these funds are from an inter-departmental letter of agreement with HRSDC, PCO and AANDC to support the Conference Board of Canada - Centre for the North project.  The variance of $2.073M is the difference of the increased total authority and the spending by project against the allocation.

Audit Completed or Planned:

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



Name of Transfer Payment Program: Aboriginal Economic Development (voted)

Start Date: April 1, 2009

End Date: On-going

Description: Aboriginal Economic Development funding is designed to increase Aboriginal participation in the Canadian economy.  Through community investment, community infrastructure programming, and individual and community business development, CanNor provides funding and other supports to viable and sustainable proposals brought forward by First Nation, Métis and Inuit entrepreneurs in the North, as well as by northern communities, Aboriginal businesses and financial organizations.

Strategic Outcome: Developed and diversified territorial economies that support prosperity for all Northerners

Results Achieved:
Through the Aboriginal Economic Development programming, CanNor’s funding helped to increase northern Aboriginal participation in the Canadian economy.  The Agency provided funding to support a wide array of viable Aboriginal economic businesses in the three territories.  CanNor’s funding also helped to support the development of a skilled Aboriginal workforce.

Program Activity: Community Development and Business Development
($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance(s)
Total Grants N/A N/A N/A N/A N/A N/A
Total Contributions N/A 9.6 11.8 11.8 10.169 1.631
Total Other Types of Transfer Payments N/A          
Total Program Activity(ies) N/A 9.6 11.8 11.8 10.169 1.631

Comment(s) on Variance(s): The variance of $1.631 is the difference of the total authority and the spending by project against allocation.

Audit Completed or Planned:

Evaluation Completed or Planned: CanNor will provide input into an evaluation of Aboriginal Economic Development programming planned by Aboriginal Affairs and Northern Development in 2012-13.


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Canadian Space Agency

3.3.5) Details on Transfer Payment Programs (TPPs)

Contribution under the Canada / European Space Agency Cooperation Agreement

Start date: January 1, 2000

End Date: December 31, 2019

Description

Enhance Canadian industry's technological base and provide access to European markets for value added products and services in the fields of Earth Observation (EO), telecommunications and generic technological activities; foster the participation of Canadian academia and make possible the demonstration of Canadian space technologies in European science and exploration missions. This is achieved through a financial contribution by the CSA to ESA optional programs.

Strategic Outcome

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

Expected Results (Program Activities Level)

  1. 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.

  2. 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 physics and life sciences.

  3. 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.

  4. Generic Technological Activities in support of EO, SE, and SC : Canada's industrial technological capabilities can meet the needs of future space missions and activities.

Expected Results Specific to the Transfer Payment Program:

Successful development and demonstration of advanced technologies, systems, components, and studies provided for in the contracts awarded by ESA to Canadian firms under the following ESA EO programs: EOEP (Earth Observation Envelop Program), GMES (Global Monitoring for Environment and Security) 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 ESA Telecommunications and Navigation programs: ARTES 1, 3-4, 5, 8 and GalileoSat.

Successful development and demonstration of advanced technologies, systems, components, or studies provided for in the contracts awarded by ESA to Canadian firms under Europe's space exploration program Aurora, under the European Transportation and Human Exploration Preparatory Activities program and under the European Physical and Life Science program (ELIPS).

Growing utilization of data obtained from ESA relating to European markets and Earth observation and telecommunications technologies as strategic information for government departments, agencies and industries in Canada.

Because of our participation in Europe's satellite communication, Earth observation and science and space exploration programs, increased demonstration opportunities for space-qualified technologies and products developed by Canadian firms for the space markets are available.

Development of new alliances and/or strengthening of established alliances between Canadian and European companies.

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.

($ in millions)
  Actual Spending
2008-2009
Actual Spending
2009-2010
Planned Spending
2010-2011
Total Authorities
2010-2011
Actual Spending
2010-2011
Variances
Space Based Earth Observation (EO) 7.4 6.0 9.3 9.3 6.9 2.4
Space Science and Exploration (SE) 8.2 8.8 9.9 9.9 6.9 1.9
Satellite Communications (SC) 10.9 7.6 8.3 8.3 6.0 2.3
Generic Technological Activities (GTA) in support of EO, SE and SC 8.3 8.0 10.4 10.4 12.7 (2.3)
Total Contributions 34.9 30.4 37.8 37.8 3.5 4.3
Total Program Activities 34.9 30.4 37.8 37.8 33.5 4.3

Comment on Variances

The positive variance of $4.3 million in 2010-2011 corresponds to the difference between risk funds re-profiled to future years; and strategic year-end reallocations to help the Program meet additional commitments stemming from the application of the ESA industrial policy which is based on the "juste retour" principle. These variances arise from the sound management of this Program, and are in accordance with its objectives and terms and conditions.

Several factors explain the year to year fluctuations in spending as well as the yearly variation between program activities: the budgetary cycle of ESA differs from the one of Canada, the cash flow requirements of ESA programs which Canada is participating in, and the slippage in the planned disbursements. The programs and associated contracts to industry are delivered by ESA, hence, the CSA has no control on actual program implementation, on potential cost increases, on inflation rates, and exchange rate fluctuations.

Significant Audit and Evaluation Findings and URL (s) to the Last and/or Evaluation

Further to the summative evaluation of the Canada/European Space Agency Cooperation Agreement, the contribution program under the said Agreement was recommended for continuation. Therefore, the revised terms and conditions for the contributions under the 2010-2019 Cooperation Agreement was aligned with the new 2011-2012 Program Activity Architecture (PAA).

To learn more about it, go to:
www.asc-csa.gc.ca/pdf/evaluation_2010-canada-esa_eng.pdf

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.

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

This program supports knowledge growth and innovation in the Canadian Space Agency's (CSA) priority areas while increasing the awareness and participation of Canadians in space-related disciplines and activities. The program has two components: a) Research and b) Awareness and Learning.

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

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)

  1. 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.

  2. 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 physics and life sciences.

  3. Generic Technological Activities in support of EO, SE, and SC: Canada's industrial technological capabilities can meet the needs of future space missions and activities.

  4. Space Awareness and Learning: Targeted level of awareness of space among Canadians is reached.

Expected Results (Transfer Payment Program Level):

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.
  • Leveraged partner contributions.
  • 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

In 2010-2011 the program was in its first full year of implementation. Performance measurement has mainly focus on immediate results and establishing baselines in 2010-2011 and will capture more outcomes as the program matures.

Research Component

Canadian universities have made significant contribution to knowledge creation in space science and technology areas in 2010-2011 through more than 80 research projects (6M$ awarded). More than 185 peer reviewed publications have resulted from these initiatives involving around 130 Highly Qualified Personnel.

CSA supported academic teams engaged in developing new knowledge and information from missions supported by the CSA (Space Science Enhancement Program); and specific projects in areas of priority for the Agency in the field of space astronomy (BRITE, Spider, EBEX).

CSA launched two new competitive Announcements of Opportunity to train the next generation of space scientists and engineers (FAST) and create distributed Centres of Excellence in areas of priority for the CSA (Cluster Pilots).

Awareness and Learning component

Over 235 learning and awareness opportunities were supported in 2010-2011. A total of $1.2 million was awarded to individuals and organization to facilitate conferences, workshops, scientific competitions and trainings opportunities targeting audiences ranging from elementary school to university students, as well as supporting not-for-profit organizations and educational institutions in the development of space-focused content designed for Canadian students. Some specific projects reached visually impaired students or underprivileged youth. Approximately 1.7 million Canadian students were the ultimate beneficiaries of this funding.

Five Canadian physicians have had the chance this year to trained in aerospace medicine, enhancing Canadian expertise in this field. and supporting the medical needs of CSA astronauts during all phases of human spaceflight and exploration of space Recent R&D medicine related projects financed contributed to expand knowledge in areas such as muscle atrophy and bone loss in space, the development of autonomous telemedicine system and of a regional anesthetic capability for spaceflight, and long duration mission challenge for the human psyche.

($ in millions)
  Actual Spending
2008-2009
Actual Spending
2009-2010
Planned Spending
2010-2011
Total Authorities
2010-2011
Actual Spending
2010-2011
Variances
Space Based Earth Observation (EO) - - 0.5 0.5 - 0.5
Space Science and Exploration (SE) - - 1.5 1.7 0.9 0.6
Space Awareness and Learning (AL) 0.3 0.3 0.4 0.4 0.5 -
Generic Technological Activities (GTA) in support of EO, SE and SC - - 0.5 0.5 - 0.5
Total Contributions 0.3 0.3 2.9 3.0 1.2 1.7
Space Based Earth Observation (EO) 0.3 0.9 0.3 1.1 1.6 (1.3)
Space Science and Exploration (SE) 2.4 3.9 3.1 3.5 3.3 (0.2)
Space Awareness and Learning (AL) 0.7 0.6 0.9 0.9 0.8 0.1
Generic Technological Activities (GTA) in support of EO, SE and SC 0.4 0.4 0.5 0.5 0.2 0.3
Total Grants 3.8 5.7 4.8 6.0 6.0 (1.2)
Total TPPs 4.1 6.0 7.7 9.0 7.2 0.4

Notes:

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

Comment on Variances

No comment.

Significant Audit and Evaluation Findings and URL (s) to the Last and / or Evaluation

The summative evaluation of the previous Class Grant and Contribution Program was completed in 2009.

To learn more about it, go to:
www.asc-csa.gc.ca/eng/publications/ar-0570-2745.asp
.

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Citizenship and Immigration Canada

Details of Transfer Payment Programs


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

Start Date: 2006–07

End Date: 2011–12

Description: CHRP provides funding for eligible community-based projects that (i) commemorate and/or recognize the historical experiences of 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.

Expected Results:

  • Historical experiences of affected communities are recognized.
  • Information on the historical experiences of affected communities is available.

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

Results Achieved: During 2010–11, 42 new projects received ministerial approval, bringing the overall total of funded projects to 60.

Eight projects are complete, while many additional projects released products, including monuments, films, books, plays and other deliverables. Several projects won awards for their film, website or theatrical production.

During 2010–11, six news releases were produced in support of new projects and several public announcements of funded projects were made by the Minister and delegated members of Parliament.

Program Activity: Citizenship Program
($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance(s)
Total Grants $0.3 $0.3 $0.3 $0.3

$0.0

Total Contributions $1.6 $5.9 $5.9 $2.9 $3.0
Total Other Types of Transfer Payments
Total Program Activity(ies) $1.9 $6.2 $6.2 $3.2 $3.0

Comment(s) on Variance(s): CHRP’s $3.0 million lapse is due primarily to the delays in approvals for projects that were scheduled to start earlier in 2010–11.

Audit Completed or Planned: No internal audit completed or planned.

Evaluation Completed or Planned: A summative evaluation is planned for 2012–13.

* Authorities for this program were transferred to Citizenship and Immigration Canada (CIC) from Canadian Heritage (PCH). As a result, there are no comparable figures for planned spending or previous years’ actual spending.


 

Name of Transfer Payment Program: Multiculturalism Program

Start Date: 1982–83

End Date: Program terms and conditions end on March 31, 2012.

Description: The Multiculturalism Program is an important way the Government of Canada supports its Multiculturalism Policy. In 2010–11, funding was provided under the terms and conditions of the program to address the following new program objectives: (i) building an integrated socially cohesive society; (ii) improving the responsiveness of institutions to the needs of a diverse population; and (iii) actively engaging in discussions on multiculturalism and diversity at an international level.

To support these objectives, the funding priorities for 2010–11 were: (i) supporting economic, social and cultural integration of new Canadians and cultural communities; (ii) facilitating programs such as mentorship, volunteerism, leadership and civic education among at-risk youth; and (iii) promoting intercultural understanding and Canadian values.

Expected Results:

  1. Program participants and the targeted public gain knowledge, develop strategy and take action toward increasing awareness of Canadian history and institutions, Canadian values, cultural diversity, and the cultural, racial, ethnic and religious barriers to full participation in society and economy.

  2. a) Targeted institutions have external and internal policies and practices that are reflective of a diverse society.
    b) Increased reporting, and increased quality of reports, by federal institutions under the Canadian Multiculturalism Act.

  3. a) Increased policy awareness in Canada regarding international approaches to diversity through Canada’s active participation in international networks and activities on multiculturalism, diversity and integration policy, programming, or initiatives.
    b) Increased implementation of international best practices to national multiculturalism policy, programming or initiatives.

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

Results Achieved: Inter-Action, the new component of the Multiculturalism Program’s grants and contributions program, was launched in 2010–11with two streams, projects and events. The projects stream focuses on long-term, multi-year projects that support community engagement. A call for proposals approach was introduced for projects to enhance the transparency and integrity of the selection process. A new events stream was introduced to provide grants to small community-based events that promote intercultural understanding.

All Multiculturalism Program tools, such as funding guidelines, general application form and a new eligibility and assessment grid, were revised to streamline and provide a stronger rationale for programming.

CIC encourages intercultural dialogue at national and international levels to combat all forms of discrimination and racism, including anti-Semitism. The Department worked with the Canadian Parliamentary Coalition to Combat Antisemitism, which is affiliated with the Inter-parliamentary Coalition for Combating Antisemitism (ICCA), to support the development of the ICCA conference in Ottawa (November 7–9, 2010). Parliamentarians and experts from over 50 countries were in attendance. The Ottawa Protocol was a major outcome of this conference and represents global cooperation in the fight against anti-Semitism.


Program Activity: Citizenship Program
($ millions)
  2008-09
Actual
Spending*
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance(s)
Total Grants $0.1 $3.0 $3.0 $1.0 $2.0
Total Contributions $4.1 $7.9 $7.9 $5.8 $2.1
Total Other Types of Transfer Payments
Total Program Activity(ies) $4.2 $10.9 $10.9 $6.8 $4.1

Comment(s) on Variance(s): The $4.1 million variance in the Multiculturalism Program is caused by delays in the implementation of the program and recipients not spending as planned.

Audit Completed or Planned: An audit is planned for 2011–12, and expected to be completed in December 2011.

Evaluation Completed or Planned: An evaluation is planned for 2011–12.

* Authorities for this program were transferred to CIC from PCH. As a result, there are no comparable figures for planned spending or previous years’ actual spending.


 

Name of Transfer Payment Program: 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–Québec 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 all refugees. Quebec receives an annual grant from the federal government to support these settlement and integration services.

Objective/Anticipated Outcomes: An objective of the Canada–Quebec Accord is, among other things, the preservation of Quebec’s demographic importance within Canada and the integration of immigrants to the province in a manner that respects the distinct identity of Quebec.

Activities: Quebec has responsibility for the selection, reception and integration of immigrants to Quebec. Under section 26 of the Canada–Quebec Accord, Canada is required to pay compensation to Quebec, where it is established that:

  • the reception and integration services offered by Quebec correspond, when considered in their entirety, with those offered by Canada in the rest of the country; and
  • those services are offered without discrimination to all permanent residents in the province, whether or not they have been selected by Quebec.

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

Strategic Outcome(s): 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)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance(s)
Total Grants $226.0 $234.2 $253.7 $258.4 $258.4 ($4.7)
Total Contributions
Total Other Types of Transfer Payments
Total Program Activity(ies) $226.0 $234.2 $253.7 $258.4 $258.4 ($4.7)

Comment(s) on Variance(s): Actual spending was $4.7 million higher than planned due to adjustments in the final payment formula, which were higher than anticipated.

Audit Completed or Planned: No internal audit completed or planned.

Evaluation Completed or Planned: Evaluation planned for 2011–12.


 

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

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

End Date: September 30, 2011 (CIC will seek renewal of program terms and conditions before they expire)

Description: RAP support provides immediate resettlement assistance to government-assisted refugees who have been resettled in Canada. The program provides income support and immediate and 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 for newcomers.

Expected Results: Government-assisted refugees are able to live safely and independently.

Note: CIC is currently developing performance measures and performance indicators for monitoring and reporting.

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

Results Achieved:As part of the Balanced Refugee Reform Act, CIC received $5.2 million additional funding for RAP, bringing the budget from $44.6 million to a total of $49.8 million.

Work was initiated to revise the RAP terms and conditions and clarify the text to increase flexibility and provide users with a clearer understanding of the program. In addition, a RAP performance measurement framework (PMF) is being developed to measure program outcomes. This PMF will allow for a more efficient way of measuring program success.

Program Activity: Integration Program
($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance(s)
Total Grants
Total Contributions $51.6 $56.5 $44.6 $54.0 $54.0 ($9.4)
Total Other Types of Transfer Payments
Total Program Activity(ies) $51.6 $56.5 $44.6 $54.0 $54.0 ($9.4)

Comment(s) on Variance(s): Actual spending exceeded planned spending by $9.4 million; additional authorities were received through Supplementary Estimates and internal reallocations, however, to meet additional program requirements.

Audit Completed or Planned: An internal audit of the administration of the resettlement programs was completed in 2010–11.

Evaluation Completed or Planned: Evaluation completed in 2010–11.


 

Name of Transfer Payment Program: Settlement Program

Start Date: May 15, 2008

End Date: March 31, 2013

Description: The terms and conditions for the Settlement Program describe both eligible recipients of contribution funding and eligible clients. 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.

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 requirements.

Expected Results: The program’s ultimate outcomes are that:

  • newcomers are better able to find employment commensurate with their skills and experience;
  • newcomers enjoy their rights and act on their responsibilities in Canadian society;
  • Canadians provide a welcoming community to facilitate the full participation of newcomers into Canadian society; and
  • newcomers contribute to the economic, social and cultural development needs of Canada.

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

Results Achieved: CIC delivers settlement programs across Canada except in Quebec, Manitoba and British Columbia, and for the period 2010–11 there was an increase of more than 8% in the number of interventions for newcomers.

To facilitate newcomers landing in Canada, CIC funded in-person pre-departure orientation sessions. Third parties delivered these sessions to 14,251 individuals in 2010–11 (13,104 through Canadian Orientation Abroad, and 1,147 through the Active Engagement and Integration Project).

Program Activity: Integration Program
($ millions)
  2008-09
Actual
Spending*
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance(s)
Total Grants
Total Contributions $641.7 $654.8 $644.6 $628.1 ($26.7)
Total Other Types of Transfer Payments
Total Program Activity(ies) $641.7 $654.8 $644.6 $628.1 ($26.7)

Comment(s) on Variance(s): Actual spending was $26.7 million less than planned because of enhanced review of claims and recipient claims cost less than planned.

Audit Completed or Planned: Internal audit of the administration of the Settlement Program was completed in 2010–11.

Evaluations Completed or Planned:

Completed: 2010–11—Host, Welcoming Communities Initiative, Immigration Settlement and Adaptation Program, Going to Canada Immigration Portal.

Planned: The next program evaluation will be carried out in stages. By 2014–15 the entire Settlement Program will be evaluated:

  • 2011–12: Overseas orientation initiatives, Recruitment and Integration of French-speaking Immigrants to Francophone Communities, Foreign Credentials Referral Office
  • 2012–13: Contributions to British Columbia, Contributions to Manitoba
  • 2014–15: Information and referral, language training and skills development, labour market, and Welcoming Communities components.

* The reconfiguration of the Settlement Program in the 2009–10 Estimates Cycle has affected the comparability of previous years’ information.


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Department of Finance Canada

Details of Transfer Payment Programs


NEW (not included in the 2010–11 Report on Plans and Priorities)


Name of Transfer Payment Program: Compensation to Canadian Agencies or Entities Established by an Act of Parliament for Reduction of Debts of Debtor Countries (Vote 5)

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 payment to EDC and CWB to compensate for debt relief to debtor countries

Program Activity: Transfer and Taxation Payment Programs
($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance(s)
Total Grants 172.1 53.4 229.0 229.0 25.1 203.9
Total Contributions 16.2
Total Other Types of Transfer Payments
Total Program Activity(ies) 188.3 53.4 229.0 229.0 25.1 203.9

Comment(s) on Variance(s): Variances between planned spending and actual expenditures are generally unavoidable because of the many uncertainties surrounding the timing and amounts of debt relief payments. Each year the International Trade and Finance Branch of the Department of Finance Canada estimates the amounts of debt relief compensation payments that the Department of Finance Canada will pay to EDC and CWB for the fiscal year. This is always a rough estimate because EDC and CWB provide debt relief only after heavily indebted poor countries have fulfilled certain conditions and are granted their debt relief "completion point" by the executive boards of the International Monetary Fund and the World Bank. The timing of when the "completion point" is given varies depending on the progress of the country toward that point. As soon as the conditions are deemed to be met, EDC and CWB provide debt relief to the country and issue an invoice to the Department for compensation.

For example, Côte D'Ivoire was expected to reach its completion point in 2010–11, which would have resulted in a payment to EDC for full debt relief to Côte D'Ivoire. However, because of delays resulting from political instability in Côte D'Ivoire, the country is not expected to receive debt relief until 2011–12 at the earliest.

Audit Completed or Planned: Not applicable

Evaluation Completed or Planned: The Internal Audit and Evaluation Committee of the Department of Finance Canada performed an evaluation of Canada's international debt relief initiatives, which is available at http://www.fin.gc.ca/treas/evaluations/ecidri-eiiadc-eng.asp.



Name of Transfer Payment Program: Toronto Waterfront Revitalization Initiative (Vote 5)

Start Date: April 2001

End Date: March 31, 2014

Description: The Toronto Waterfront Revitalization Initiative (TWRI) is both an infrastructure and an urban renewal investment. The goals of the TWRI include positioning Canada, Ontario and Toronto in the new economy, thereby 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 during 2010–11, including two waterfront venues that are well used by the public (Sugar Beach and the Sherbourne Common South Side Park). In addition, capital work was carried out on several federally funded projects that are scheduled to open in 2011–12.

Program Activity: Transfer and Taxation Payment Programs
($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance(s)
Total Grants
Total Contributions 107.7 65.0 75.2 53.6 11.4
Total Other Types of Transfer Payments
Total Program Activity(ies) 107.7 65.0 75.2 53.6 11.4

Comment(s) on Variance(s): Variance between planned spending and actual spending is attributable to the budget re-profiling to future years that was necessary to address project requirements beyond fiscal year 2010–11. This is consistent with the program's automatic re-profile authority.

The decrease in actual spending from 2009–10 to 2010–11 occurred because the majority of the projects associated with the program were completed in fiscal year 2009–10.

Audit Completed or Planned: Project audits were carried out on behalf of the federal TWRI Secretariat in 2010–11 on the contracting practices of the Toronto Waterfront Revitalization Corporation and on the Central Waterfront Public Realm Planning and Design Contribution Agreement. The audits found that the Toronto Waterfront Revitalization Corporation has implemented controls related to previous audit recommendations that dealt with contracting and procurement issues and that the organization was complying with the Terms and Conditions of the Central Waterfront Public Realm Planning and Design Contribution Agreement.

Evaluation Completed or Planned: In 2010, a consultant engaged by the federal TWRI Secretariat completed evaluation work related to the York and John Quay projects. The evaluation determined that the projects were successful from multiple perspectives and represented "important early wins in the overall effort to develop the Toronto waterfront."



Name of Transfer Payment Program: Harbourfront Centre Funding Program (Vote 5)

Start Date: March 2006

End Date: March 31, 2012

Description: The primary objective of the Harbourfront Centre Funding Program is to provide operational funding support to Harbourfront Centre until March 31, 2012. Such support will assist Harbourfront Centre in covering its fixed operational costs. The funding program will also facilitate 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 held in Toronto's waterfront area.

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

Results Achieved: Harbourfront Centre received and spent the full complement of its annual funding under the Harbourfront Centre Funding Program, using the funding to cover its operational costs. Accordingly, Harbourfront Centre remained open and carried out its mandate to provide the general public with continued access to cultural, educational and recreational activities.

Program Activity: Transfer and Taxation Payment Programs
($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance(s)
Total Grants
Total Contributions 5.0 5.0 5.0 4.2 0.8
Total Other Types of Transfer Payments
Total Program Activity(ies) 5.0 5.0 5.0 4.2 0.8

Comment(s) on Variance(s): Variance between planned spending and actual spending occurred because the first quarterly payment for fiscal year 2010–11 was made in advance in fiscal year 2009–10, as allowed for in the Contribution Agreement. This advance payment was also the cause of the decrease in actual expenditures from 2009–10 to 2010–11.

Audit Completed or Planned: A federal desk audit of the Harbourfront Centre Funding Program concluded that the funds were being spent according to the Terms and Conditions of the program.

Evaluation Completed or Planned: The five-year evaluation of the Harbourfront Centre Funding Program that was completed in 2010 received approval from the Departmental Audit and Evaluation Committee in December 2010. The report can be found at http://www.fin.gc.ca/treas/evaluations/ehcfp-epfhc-eng.asp.



Name of Transfer Payment Program: Payments to the International Development Association

Start Date: 1960

End Date: Ongoing

Description: This program provides 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. IDA has been consistently evaluated by independent studies as one of the top ways to deliver aid and constitutes an integral part of how Canada delivers its international assistance.

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

Results Achieved: Payments were completed on time. Results achieved by IDA over the last five years include the following:

  • One million additional teachers have qualified to teach at the primary level;
  • Seven million people have access to a basic package of health, nutrition, or population services;
  • Two thousand health facilities have been constructed, renovated or equipped;
  • At least 7.8 million pregnant women have received prenatal care; and
  • At least 2480 km of rural roads and 1790 km of non-rural roads have been constructed or rehabilitated.

For more information on IDA's results, please visit http://www.worldbank.org/ida/.

Program Activity: Transfer and Taxation Payment Programs
($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance(s)
Total Grants
Total Contributions
Total Other Types of Transfer Payments 318.3 384.3 384.3 384.3 384.3 0
Total Program Activity(ies) 318.3 384.3 384.3 384.3 384.3 0

Comment(s) on Variance(s): No variance identified

Audit Completed or Planned: Not applicable

Evaluation Completed or Planned: Internal evaluation ongoing, with results expected in fall 2011



Name of Transfer Payment Program: Fiscal Equalization (Part I—Federal-Provincial Fiscal Arrangements Act)

Start Date: 1957

End Date: Ongoing

Description: Formula-based Equalization payments are made to eligible provincial governments to enable them to provide reasonably comparable levels of public services at reasonably comparable levels of taxation. Equalization payments are unconditional.

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
($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance(s)
Total Grants
Total Contributions
Total Other Types of Transfer Payments 13,462.2 14,185.0 14,372.0 14,372.0 14,372.0 0
Total Program Activity(ies) 13,462.2 14,185.0 14,372.0 14,372.0 14,372.0 0

Comment(s) on Variance(s): The increase in expenditures from 2009–10 to 2010–11 is attributable to the commitment in Budget 2009 to establish a sustainable growth path for the Equalization program that had been announced by the Minister of Finance in November 2008. Aggregate payments, including those for 2010–11, are based on a three-year moving average of nominal Gross Domestic Product growth applied to the previous year's Equalization amount.

Audit Completed or Planned: The Department's Internal Audit and Evaluation Branch released its Audit of the Management of Transfer Payments to Provinces and Territories in December 2010. The audit concluded that overall, "the Department's controls and processes related to the administration of the four major statutory vote transfer payments are effective and appropriate." The annual audit by the Office of the Auditor General of Canada was in progress in August 2011.

Evaluation Completed or Planned: An evaluation by the Department's Internal Audit and Evaluation Branch of the Federal-Provincial Relations Division, including the administrative aspects of all major transfer payments, was in progress in August 2011.



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 that are 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
($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance(s)
Total Grants
Total Contributions
Total Other Types of Transfer Payments 2,312.9 2,497.9 2,663.6 2,663.6 2,663.6 0
Total Program Activity(ies) 2,312.9 2,497.9 2,663.6 2,663.6 2,663.6 0

Comment(s) on Variance(s): Territorial Formula Financing is a gap-filling formula between a proxy of each territory's expenditure need and its revenue-raising capacity. The increase in expenditures from 2009–10 to 2010–11 of $165.6 million (6.6 per cent) is attributable to an increase in the gap between the measured proxies of territorial expenditure need (Gross Expenditure Bases, or GEBs) and their measured revenue capacities. While revenue capacities increased, they did not increase by as much as GEBs.

Audit Completed or Planned: The Department's Internal Audit and Evaluation Branch released its Audit of the Management of Transfer Payments to Provinces and Territories in December 2010. The audit concluded that overall, "the Department's controls and processes related to the administration of the four major statutory vote transfer payments are effective and appropriate." The annual audit by the Office of the Auditor General of Canada was in progress in August 2011.

Evaluation Completed or Planned: An evaluation by the Department's Internal Audit and Evaluation Branch of the Federal-Provincial Relations Division, including the administrative aspects of all major transfer payments was in progress in August 2011.



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 through cash and tax transfers to provincial and territorial governments. The CHT supports the government's commitment to maintain the Canada Health Act's national criteria (comprehensiveness, universality, portability, accessibility and public administration), conditions and prohibitions against user fees and extra-billing.

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 support to provinces and territories

Program Activity: Transfer and Taxation Payment Programs
($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance(s)
Total Grants
Total Contributions
Total Other Types of Transfer Payments 22,759.0 24,081.0 25,426.3 25,605.4 25,605.4 (179.1)
Total Program Activity(ies) 22,759.0 24,081.0 25,426.3 25,605.4 25,605.4 (179.1)

Comment(s) on Variance(s): The variance between planned and actual spending occurred because the Main Estimates did not include the protection payment amounts added as a result of the fall 2010 re-estimates of prior years. These protection payments were legislated in Budget 2007 as additional funding to provinces and territories to ensure that their Canada Health Transfer payments were not lower than the 2007–08 amounts that they would have received prior to the introduction of other changes in Budget 2007. These amounts are recalculated on a regular basis. In addition, the Main Estimates figure did not include March 2011 deductions under the Canada Health Act.

The year-over-year change in actual expenditures is primarily attributable to the annual 6 percent escalated payment. In addition, there was funding from Budget 2007 that legislated protection payments to provinces and territories to ensure that their payments were not lower than the 2007–08 amounts that they would have received prior to the introduction of other changes in Budget 2007. Each year's actual expenditures also include (different) amounts for deductions under the Canada Health Act.

Audit Completed or Planned: The Department's Internal Audit and Evaluation Branch released its Audit of the Management of Transfer Payments to Provinces and Territories in December 2010. The audit concluded that overall, "the Department's controls and processes related to the administration of the four major statutory vote transfer payments are effective and appropriate." The annual audit by the Office of the Auditor General of Canada was in progress in August 2011.

Evaluation Completed or Planned: An evaluation by the Department's Internal Audit and Evaluation Branch of the Federal-Provincial Relations Division, including the administrative aspects of all major transfer payments was in progress in August 2011.



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 support and tax transfer support to provincial and territorial governments to assist them in financing social programs, post-secondary education, and programs for children. The CST gives provinces and territories the flexibility to allocate payments to those 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
($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance(s)
Total Grants
Total Contributions
Total Other Types of Transfer Payments 10,567.9 10,857.9 11,178.7 11,178.8 11,178.8 (0.1)
Total Program Activity(ies) 10,567.9 10,857.9 11,178.7 11,178.8 11,178.8 (0.1)

Comment(s) on Variance(s):The variance between planned and actual spending occurred because the 2010–11 Main Estimates did not include the protection payment amounts added as a result of the fall 2010 re-estimates of prior years. These protection payments were legislated in Budget 2007 as additional funding to provinces and territories to ensure that their payments were not lower than the 2007–08 amounts that they would have received prior to the introduction of other changes in Budget 2007. These amounts are recomputed on a regular basis.

The increase in actual spending from 2009–10 to 2010–11 is attributable to the annual payment increase of 3 per cent. In addition, there was funding resulting from Budget 2007 that legislated protection payments to provinces and territories to ensure that their payments were not lower than the 2007–08 amounts that they would have received prior to the introduction of other changes in Budget 2007. 

Audit Completed or Planned: The Department's Internal Audit and Evaluation Branch released its Audit of the Management of Transfer Payments to Provinces and Territories in December 2010. The audit concluded that overall, "the Department's controls and processes related to the administration of the four major statutory vote transfer payments are effective and appropriate." The annual audit by the Office of the Auditor General of Canada was in progress in August 2011.

Evaluation Completed or Planned: An evaluation by the Department's Internal Audit and Evaluation Branch of the Federal-Provincial Relations Division, including the administrative aspects of all major transfer payments, was in progress in August 2011.



Name of Transfer Payment Program: Statutory Subsidies (Constitution Act, 1867; Constitution Act, 1982; and other statutory authorities)

Start Date: 1867

End Date: Ongoing

Description: 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
($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance(s)
Total Grants
Total Contributions
Total Other Types of Transfer Payments 32.0 32.2 32.0 32.1 32.1 (0.1)
Total Program Activity(ies) 32.0 32.2 32.0 32.1 32.1 (0.1)

Comment(s) on Variance(s): Very small variance due to rounding

Audit Completed or Planned: The annual audit by the Office of the Auditor General of Canada was in progress in August 2011.

Evaluation Completed or Planned: An evaluation by the Department's Internal Audit and Evaluation Branch of the Federal-Provincial Relations Division, including the administrative aspects of all major transfer payments, was in progress in August 2011.



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." These arrangements ensure that all provinces and territories are treated the same through cash and tax transfers in support of health and social programs.

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

Program Activity: Transfer and Taxation Payment Programs
($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance(s)
Total Grants
Total Contributions
Total Other Types of Transfer Payments (332.7) (596.3) (655.8) (678.2) (678.2) 22.4
Total Program Activity(ies) (332.7) (596.3) (655.8) (678.2) (678.2) 22.4

Comment(s) on Variance(s): The Youth Allowance Recovery represents a recovery from Quebec of the cash value of the tax points (three points) that under previous funding arrangements, the Province opted to collect through its own tax system, instead of receiving cash payments from the Government of Canada to fund a youth allowances program. Since the program for which it received this tax transfer no longer exists, the value of these tax points is reimbursed to the Government of Canada each year. Until the tax data for 2010 are finalized, the figures will be based on forecasts. 

The variance between the planned and actual amounts is a result of prior year adjustments as well as a revised estimate of the 2010–11 recovery, made in March 2011.

The recovery for 2010–11 was greater than that for 2009–10 because the value of the estimated tax points was greater in that year.

Audit Completed or Planned: The annual audit by the Office of the Auditor General of Canada was in progress in August 2011.

Evaluation Completed or Planned: An evaluation by the Department's Internal Audit and Evaluation Branch of the Federal-Provincial Relations Division, including the administrative aspects of all major transfer payments, was in progress in August 2011.



Name of Transfer Payment Program: Alternative Payments for Standing Programs (Part VI—Federal-Provincial Fiscal Arrangements Act)

Start Date: 1977

End Date: Ongoing

Description: 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 Quebec, like other provinces, 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. These arrangements ensure that all provinces and territories are treated the same through cash and tax transfers in support of health and social programs.

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

Program Activity: Transfer and Taxation Payment Programs
($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance(s)
Total Grants
Total Contributions
Total Other Types of Transfer Payments (2,973.9) (2,702.6) (2,976.7) (3,072.6) (3,072.6) 95.9
Total Program Activity(ies) (2,973.9) (2,702.6) (2,976.7) (3,072.6) (3,072.6) 95.9

Comment(s) on Variance(s): The Alternative Payments for Standing Programs program represents a recovery from Quebec of the cash value of tax points (13.5 points) that under previous funding arrangements, the province opted to collect through its own tax system, instead of receiving cash payments from the Government of Canada to fund social programs. Since, like other provinces, Quebec now receives its full cash entitlement under the Canada Health Transfer and the Canada Social Transfer, the value of these tax points is reimbursed to the Government of Canada each year. Until the tax data for 2010 and 2011 are finalized, the figures will be based on forecasts.

The variance between planned spending and actual amounts is a result of prior-year adjustments arising from the estimates cycle as well as a revised estimate of 2010–11 recoveries, made in February 2011. The recovery for 2010–11 was greater than that for 2009–10 because the value of the estimated tax points was greater in that year.

Audit Completed or Planned: The annual audit by the Office of the Auditor General of Canada was in progress in August 2011.

Evaluation Completed or Planned: An evaluation by the Department's Internal Audit and Evaluation Branch of the Federal-Provincial Relations Division, including the administrative aspects of all major transfer payments was in progress in August 2011.



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

Start Date: 2004–05

End Date: 2013–14

Description: As part of the 10-Year Plan to Strengthen Health Care, the Government of Canada committed support to the 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. A total of $4.25 billion was provided through a third-party trust fund in 2004 and was notionally allocated over five years, from 2004–05 to 2008–09. This amount has been paid in full. From 2009–10 to 2013–14, annual funding of $250 million will be provided to the provinces and territories through a transfer.

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
($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance(s)
Total Grants
Total Contributions
Total Other Types of Transfer Payments 250.0 250.0 250.0 250.0 0
Total Program Activity(ies) 250.0 250.0 250.0 250.0 0

Comment(s) on Variance(s): No variance identified

Audit Completed or Planned: The annual audit by the Office of the Auditor General of Canada was in progress in August 2011.

Evaluation Completed or Planned: An evaluation by the Department's Internal Audit and Evaluation Branch of the Federal-Provincial Relations Division, including the administrative aspects of all major transfer payments, was in progress in August 2011.



Name of Transfer Payment Program: Payment to Ontario Related to the Canada Health Transfer (Budget Implementation Act, 2009)

Start Date: 2009–10

End Date: 2010–11

Description: Direct payments are made to the Government of Ontario to ensure that its per capita cash entitlements in relation to the Canada Health Transfer 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 payments that met all the legislative requirements for financial support to Ontario

Program Activity: Transfer and Taxation Payment Programs
($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance(s)
Total Grants
Total Contributions
Total Other Types of Transfer Payments 489.1 213.8 160.4 160.4 53.4
Total Program Activity(ies) 498.1 213.8 160.4 160.4 53.4

Comment(s) on Variance(s): The Budget Implementation Act, 2009 provides Ontario with separate payments outside of the Canada Health Transfer (CHT) cash envelope for 2009–10 and 2010–11. These payments ensure that Ontario's per capita cash entitlements in relation to the CHT are the same as those for other Equalization-receiving provinces. With the recalculation of the CHT for 2010–11, the decline in the value of Ontario's CHT tax point transfer leads to a decline in the value of this payment to $160 million.

The payment for 2009–10 of $489 million was a legislated fixed amount, based on the December 2008 first estimate of the CHT; the payment for 2010–11 of $160 million is formula-based, such that payments are recalculated along with each new CHT estimate. With this recalculation of the CHT for 2010–11, the decline in the value of Ontario's CHT tax point transfer leads to a decline in the value of this outside payment.

Audit Completed or Planned: The annual audit by the Office of the Auditor General of Canada was in progress in August 2011.

Evaluation Completed or Planned: An evaluation by the Department's Internal Audit and Evaluation Branch of the Federal-Provincial Relations Division, including the administrative aspects of all major transfer payments, was in progress in August 2011.



Name of Transfer Payment Program: Incentive for Provinces to Eliminate Taxes on Capital (Part IV—Federal-Provincial Fiscal Arrangements Act)

Start Date: 2007–08

End Date: 2010–11

Description: Financial incentive to encourage provinces to eliminate provincial general capital taxes and/or to eliminate or restructure an existing provincial capital tax on financial institutions into a minimum tax

Strategic Outcome: A strong and sustainable economy, resulting in increased business investment, higher standards of living and improved quality of life for Canadians

Results Achieved: All provincial general capital taxes will be eliminated by July 1, 2012, increasing the competitiveness of businesses by strengthening Canada's business tax advantage.

Program Activity: Transfer and Taxation Payment Programs
($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance(s)
Total Grants
Total Contributions
Total Other Types of Transfer Payments 170.0 163.4 170.0 160.9 160.9 9.1
Total Program Activity(ies) 170.0 163.4 170.0 160.9 160.9 9.1

Comment(s) on Variance(s): The difference between planned spending and actual expenditures reflects the fact that one planned payment did not occur because one province did not provide the required information in time for a payment in 2010–11. This payment will be carried over to 2011–12.

The impact of this deferred payment on actual spending in 2010–11 was partly offset by the fact that provincial entitlements were generally higher than anticipated when compared to the projections by the provinces in 2009–10. Higher provincial entitlements reflected the use of updated corporate tax data.

The variation in payments from 2009–10 to 2010–11 reflects the change in the amount of forgone provincial capital tax revenue that is eligible for the incentive payment.

Audit Completed or Planned: Not applicable

Evaluation Completed or Planned: Not applicable



Name of Transfer Payment Program: Establishment of a Canadian Securities Regulation Regime and Canadian Regulatory Authority (Budget Implementation Act, 2009)

Start Date: 2009–10

End Date: 2010–11

Description: In Budget 2009, the Government of Canada committed to move forward quickly with willing provinces and territories to establish a Canadian securities regulator that respects regional interests and expertise as well as constitutional jurisdiction. Program funds will be used to compensate participating provinces and territories for matters relating to the transition toward a Canadian securities regulator.

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

Results Achieved: In May 2010, the government tabled for information in Parliament the proposed Canadian Securities Act, and concurrently referred it to the Supreme Court of Canada for a ruling on whether Parliament has the constitutional authority to enact the proposed legislation. Should a favourable ruling be received from the Supreme Court of Canada, the government plans to introduce for adoption in Parliament the proposed Canadian Securities Act, which would then go through the normal parliamentary legislative process.

Compensation was not provided to participating provinces and territories for matters relating to the transition toward a Canadian securities regulator in 2010–11 but is expected to be made in 2011–12 after an agreement is reached between participating jurisdictions and the government as part of the transition to a Canadian securities regulator.

Program Activity: Transfer and Taxation Payment Programs
($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance(s)
Total Grants
Total Contributions
Total Other Types of Transfer Payments 150.0 0 0 150.0
Total Program Activity(ies) 150.0 0 0 150.0

Comment(s) on Variance(s): In Budget 2009, the government indicated that it is prepared to enter into financial arrangements with participating jurisdictions as it moves toward a Canadian securities regulator. The Budget Implementation Act, 2009 provided up to $150 million for compensating provinces and territories for matters relating to transition. The payment was not made in 2010–11 but is expected to be made in 2011–12 after an agreement is reached between participating jurisdictions and the government as part of the transition to a Canadian securities regulator.

Audit Completed or Planned: Not applicable

Evaluation Completed or Planned: Not applicable



Name of Transfer Payment Program: Canadian Securities Regulation Regime Transition Office (Canadian Securities Regulation Regime Transition Office Act)

Start Date: 2009–10

End Date: 2011–12

Description: In Budget 2009, the Government of Canada committed to move forward quickly with willing provinces and territories to establish a Canadian securities regulator that respects regional interests and expertise as well as constitutional jurisdiction. In July 2009, the Canadian Securities Regulation Regime Transition Office (Transition Office) was created under the Canadian Securities Regulation Regime Transition Office Act to lead and manage all aspects of the transition to a Canadian securities regulator. The Act also provided its funding.

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

Results Achieved: The Transition Office led the development of the proposed Canadian Securities Act, which was tabled in Parliament in May 2010 and concurrently referred to the Supreme Court of Canada for a ruling on whether Parliament has the constitutional authority to enact the proposed legislation. In July 2010, the Transition Office released the Transition Plan for the Canadian Securities Regulatory Authority. The Transition Office developed the proposed Canadian Securities Act and Transition Plan in consultation with participating provinces and territories.

Program Activity: Transfer and Taxation Payment Programs
($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance(s)
Total Grants
Total Contributions
Total Other Types of Transfer Payments 5.4 11.0 13.2 13.2 (2.2)
Total Program Activity(ies) 5.4 11.0 13.2 13.2 (2.2)

Comment(s) on Variance(s): The Transition Office's enabling statute, the Canadian Securities Regulation Regime Transition Office Act, authorizes the Minister of Finance to make direct payments to the Transition Office for its use in fulfilling its mandate, in an amount not to exceed $33 million for a three-year period commencing July 13, 2009. In this regard, three equal $11 million payments were planned over the course of the mandate. Actual funding transferred to the Transition Office reflected its shorter initial year of operation for 2009-10 as well as its anticipated work for 2009-10 and 2010-11. Further information on the Transition Office's funding and activities is available in its Annual Report tabled in Parliament.

Audit Completed or Planned: The Transition Office's enabling statute requires that its financial statements be audited annually by the Auditor General of Canada. The financial statements and audit report are available in the Transition Office's Annual Report tabled in Parliament.

Evaluation Completed or Planned: Not applicable



Name of Transfer Payment Program: Debt Payments on Behalf of Poor Countries to International Organizations pursuant to section 18(1) of the Economic Recovery Act

Start Date: 2010

End Date: 2054

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
($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance(s)
Total Grants 149.3 51.2
Total Contributions
Total Other Types of Transfer Payments 51.2 73.4 73.4 (22.4)
Total Program Activity(ies) 149.3 51.2 51.2 73.4 73.4 (22.4)

Comment(s) on Variance(s): Prior to fiscal year 2010–11, this payment was considered a grant. The change to a statutory vote was made at the request of the World Bank in order to further solidify the legal framework underpinning these payments. The increase over planned spending is attributable to the contributions that Canada made for international debt relief to Haiti following the 2010 earthquake.

Audit Completed or Planned: Not applicable

Evaluation Completed or Planned: The Internal Audit and Evaluation Committee of the Department of Finance Canada performed an evaluation of Canada's international debt relief initiatives, which is available at http://www.fin.gc.ca/treas/evaluations/ecidri-eiiadc-eng.asp.



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: 2010

End Date: 2011

Description: Ontario and British Columbia decided to enter into a harmonized value-added tax framework and signed Comprehensive Integrated Tax Coordination Agreements with the Government of Canada. Canada entered into these agreements under the authority of Part III.1 of the Federal-Provincial Fiscal Arrangements Act. As part of the agreements, Canada has committed to providing Ontario with $4.3 billion and British Columbia with $1.599 billion in transitional assistance. In 2009–10, British Columbia received $250 million. In 2010–11, Ontario received $3 billion and British Columbia received $769 million.

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

Results Achieved: Transitional assistance payments for 2010–11 to Ontario and British Columbia were made as scheduled.

Program Activity: Transfer and Taxation Payment Programs
($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance(s)
Total Grants
Total Contributions
Total Other Types of Transfer Payments 250.0 3,000.0 3,769.0 3,769.0 (769.0)
Total Program Activity(ies) 250.0 3,000.0 3,769.0 3,769.0 (769.0)

Comment(s) on Variance(s): A footnote to the 2010–11 Report on Plans and Priorities (RPP) indicated that additional payments of transitional assistance could be made to British Columbia. Under the Canada-British Columbia Comprehensive Integrated Tax Coordination Agreement, $769 million was provided to British Columbia in 2010–11, which accounts for the difference between planned spending in the 2010–11 RPP and actual spending in the 2010–11 Departmental Performance Report. The $769 million payment was recorded in the Supplementary Estimates (A) for 2010–11 as a statutory appropriation.

The total amount of transitional assistance scheduled to be paid to Ontario and British Columbia as a result of their entering into the Harmonized Value-Added Tax Framework was $5.899 billion. The payment schedule for British Columbia was revised, in keeping with the terms of the agreement, and is available on the province's website. One payment of $250 million was paid to British Columbia in 2009–10. Two payments totalling $3.769 billion were paid in 2010–11: $3 billion to Ontario and $769 million to British Columbia. The remaining $1.88 billion was paid in 2011–12, as identified in the Main Estimates for 2011–12: $1.3 billion to Ontario and $580 million to British Columbia.

Audit Completed or Planned: Not applicable

Evaluation Completed or Planned: Not applicable



Name of Transfer Payment Program: Small and Medium Enterprise Finance Challenge

Start Date: June 2010

End Date: March 31, 2012

Description: Rapid growth in small and medium-sized enterprises (SMEs) drives job creation in a wide range of economies, yet more than two-thirds of SMEs in developing countries have no access to private sector financing. The large gap between the demand and supply of SME financing is a serious constraint on efforts to promote strong and sustainable global recovery. To overcome this challenge, leaders of the G20 launched the Small and Medium Enterprise Finance Challenge. The goal was to solicit innovative and scalable proposals from the private sector for governments and public institutions to be more effective in leveraging private finance for SMEs in developing countries.

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

Results Achieved: Together with contributions from other countries, follow through on the G20's commitment to mobilize funding for the implementation of the fourteen winning proposals of the Small and Medium Enterprise Finance Challenge, including the leveraging of investment resources from international financial institutions and other interested parties

Program Activity: Transfer and Taxation Payment Programs
($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance(s)
Total Grants
Total Contributions
Total Other Types of Transfer Payments 20.0 20.0 (20.0)
Total Program Activity(ies) 20.0 20.0 (20.0)

Comment(s) on Variance(s): Spending plans had not been made public in time for inclusion in the 2010–11 Main Estimates.

Audit Completed or Planned: Not applicable

Evaluation Completed or Planned: Not applicable



Name of Transfer Payment Program: International Finance Corporation (IFC)—Financial Mechanisms for Climate Change

Start Date: March 8, 2011

End Date: December 31, 2030

Description: As part of Canada's commitment under the Copenhagen Accord on climate change, the Department of Finance Canada provided $285.7 million of concessional financing to IFC to leverage energy efficiency and clean energy projects by the private sector in developing countries, and $5.8 million of technical assistance to build expertise and capacity for these types of projects.

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

Results Achieved: As part of the $400 million in new and additional climate change financing that Canada provided in 2010–11, Canada delivered on its commitment to provide its fair share of fast-start financing under the Copenhagen Accord. The Department of Finance Canada will work with the IFC to track the amount of private investment directly mobilized by this contribution, as well as the emissions reductions achieved.

Program Activity: Transfer and Taxation Payment Programs
($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance(s)
Total Grants
Total Contributions
Total Other Types of Transfer Payments 5.8 5.8 (5.8)
Total Program Activity(ies) 5.8 5.8 (5.8)

Comment(s) on Variance(s): Spending plans had not been made public in time for inclusion in the 2010-11 Main Estimates

Audit Completed or Planned: Not applicable

Evaluation Completed or Planned: Not applicable



Name of Transfer Payment Program: Funding for the Global Risk Institute in Financial Services

Start Date: 2010–11

End Date: 2010–11

Description: The Global Risk Institute in Financial Services (GRi) is a collaborative effort between the Toronto Financial Services Alliance, a partnership of the City of Toronto and the financial services industry, and the governments of Canada and Ontario. GRi will be a world-class centre for research and training across multiple financial risk management and regulatory disciplines. Research conducted by GRi will form the basis for training and ongoing professional development of capital market practitioners and regulators. The main beneficiaries of GRi's research will be the financial services practitioners and regulators as well as policy makers. Research will be conducted by participating universities and consultants and disseminated by GRi through publications and public events.

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

Results Achieved: GRi was incorporated on January 1, 2011, under the Canada Business Corporations Act, thus allowing it to enter into legal agreements. Federal funding was transferred to GRi by March 31, 2011. GRi is in the process of selecting its board of directors and preparing a calendar of events.

Program Activity: Transfer and Taxation Payment Programs
($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance(s)
Total Grants 10.0 10.0 (10.0)
Total Contributions
Total Other Types of Transfer Payments
Total Program Activity(ies) 10.0 10.0 (10.0)

Comment(s) on Variance(s): Spending plans had not been made public in time for inclusion in the 2010–11 Main Estimates

Audit Completed or Planned: Not applicable

Evaluation Completed or Planned: Not applicable



Name of Transfer Payment Program: Subsidy Resources to the International Monetary Fund's Poverty Reduction and Growth Trust

Start Date: April 1, 2010

End Date: September 22, 2010

Description: The International Monetary Fund (IMF) has established the Poverty Reduction and Growth Trust (PRGT) as its concessional lending framework for low-income countries. The PRGT's assistance and conditionality is guided by a country's Poverty Reduction Strategy, which is country-specific and involves broad-based participation by civil society and the private sector. In Budget 2010, Canada provided $40 million in subsidy resources to PRGT to support its poverty reduction activities in low-income countries over the medium-term, which is consistent with the commitments made at the G20 London Summit.

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

Results Achieved: Together with contributions from G20 countries and the IMF's internal resources, Canada's contribution will allow PRGT to provide up to US$17 billion worth of flexible and concessional financing to low-income countries over the medium term, thereby allowing them to meet their poverty reduction and Millennium Development Goals.

Program Activity: Transfer and Taxation Payment Programs
($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance(s)
Total Grants
Total Contributions
Total Other Types of Transfer Payments 40.0 40.0 (40.0)
Total Program Activity(ies) 40.0 40.0 (40.0)

Comment(s) on Variance(s): Spending plans had not been made public in time for inclusion in the 2010-11 Main Estimates

Audit Completed or Planned: Not applicable

Evaluation Completed or Planned: Not applicable



Name of Transfer Payment Program: Additional Fiscal Equalization Payment – Total Transfer Protection (Part I—Federal-Provincial Fiscal Arrangements Act)

Start Date: 2010–11

End Date: 2010–11

Description: Complementing Canada's Economic Action Plan, the Government of Canada provided provinces with protection to prevent declines in major transfers between 2009–10 and 2010–11. Specifically, for those two years, a comparison was made of the sum of Equalization, the Canada Health Transfer, the Canada Social Transfer, and the Payment to Ontario Related to the Canada Health Transfer. When there was a decline, the province received Total Transfer Protection. For Equalization-receiving provinces, this payment was made as an additional Fiscal Equalization payment. Under this program, protection payments were made to Prince Edward Island, Nova Scotia, New Brunswick, and Manitoba.

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
($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance(s)
Total Grants
Total Contributions
Total Other Types of Transfer Payments 509.5 509.5 (509.5)
Total Program Activity(ies) 509.5 509.5 (509.5)

Comment(s) on Variance(s): Legislation was not passed in time for the transfer payment to be included in Planned Spending

Audit Completed or Planned: The annual audit by the Office of the Auditor General of Canada was in progress in August 2011.

Evaluation Completed or Planned: An evaluation by the Department's Internal Audit and Evaluation Branch of the Federal-Provincial Relations Division, including the administrative aspects of all major transfer payments, was in progress in August 2011.



Name of Transfer Payment Program: Canada Health Transfer and Canada Social Transfer to Saskatchewan, Newfoundland and Labrador – Total Transfer Protection

Start Date: 2010–11

End Date: 2010–11

Description: Complementing Canada's Economic Action Plan, the Government of Canada provided provinces with protection to prevent declines in major transfers between 2009–10 and 2010–11. Specifically, for those two years, a comparison was made of the sum of Equalization, the Canada Health Transfer, the Canada Social Transfer, and the Payment to Ontario Related to the Canada Health Transfer. When there was a decline, the province received Total Transfer Protection. Protection payments to provinces that did not receive Equalization were provided as additional Canada Health Transfer payments. Under this measure, protection payments were made to Saskatchewan and Newfoundland and Labrador.

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
($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance(s)
Total Grants
Total Contributions
Total Other Types of Transfer Payments 15.7 15.7 (15.7)
Total Program Activity(ies) 15.7 15.7 (15.7)

Comment(s) on Variance(s): Legislation was not passed in time for the transfer payment to be included in Planned Spending.

Audit Completed or Planned: The annual audit by the Office of the Auditor general of Canada was in progress in August 2011.

Evaluation Completed or Planned: An evaluation by the Department's Internal Audit and Evaluation Branch of the Federal-Provincial Relations Division, including the administrative aspects of all major transfer payments, was in progress in August 2011.


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Department of Justice Canada

Details of Transfer Payment Programs




Legal Aid Systems

Name of Transfer Payment Program: Legal Aid Systems (voted)

Start Date: August 17, 1971

End Date: March 31, 2012 and ongoing

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

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

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.

Program Activity: Justice policies, laws and programs
($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance(s)
Total Contributions $119,827,507 $125,827,507 $119,827,507 $124,572,507 $124,572,507 -$4,745,000
Total Program Activity(ies) $119,827,507 $125,827,507 $119,827,507 $124,572,507 $124,572,507 -$4,745,000

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

Audit Completed or Planned: N/A1

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

Name of Transfer Payment Program: Youth Justice Services Funding Program (voted)

Start Date: April 1, 1984

End Date: March 31, 2011 and ongoing

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

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

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.

Program Activity: Justice policies, laws and programs
($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance(s)
Total Contributions $177,302,415 $177,302,415 $177,302,415 $177,302,415 $177,302,415 $0
Total Program Activity(ies) $177,302,415 $177,302,415 $177,302,415 $177,302,415 $177,302,415 $0

Comment(s) on Variance(s): N/A

Audit Completed or Planned: N/A1

Evaluation Completed or Planned: A summative evaluation of the funding components of the Youth Justice Initiative undertaken during 2009-10 was completed in 2010-11.



Victims of Crime

Name of Transfer Payment Program: Victims of Crime Initiative (voted) and Federal Victims Strategy (voted)

Start Date: April 1, 2000

End Date: March 31, 2011

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 victims registered with Correctional Services Canada and their support persons to attend National Parole Board hearings).

Recipients:

  1. Individuals
  2. National, provincial, territorial, municipal, Aboriginal, community or professional organizations, societies or associations
  3. Canadian educational institutions/Boards of Education
  4. 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
  5. Private sector organizations sponsoring non-profit projects)
  6. Bands, Tribal Councils and self-governing First Nations who are working to provide services and assistance to victims of crime in Aboriginal communities
  7. Provincial, territorial, municipal and regional governments and agencies

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

Results Achieved:

In 2010-2011, the Victims Fund provided:

  • $350,255 in funding for 347 victims and 109 support persons to attend Parole Board Canada hearings;
  • $374,321 in direct funding for 87 Canadians victimized abroad;
  • $3,262,044 in grants and contributions funding to a wide range of stakeholders for 80 victim focussed projects including service enhancements, training events, program evaluations, research and community activities;
  • $1,394,655 in contribution funding to provinces and territories to help meet the needs of under-served victims of crime, to help support victims in attending sentencing hearings in order to submit their Victim Impact Statement, to provide emergency financial support for territorial victims, and to advance the Canadian Statement of Basic Principles of Justice for Victims of Crime;
  • $711,352 in funding to support 91 organizations/communities across Canada to organize and host events in recognition of victims of crime during the fifth annual “National Victims of Crime Awareness Week”;
  • $260,567 to support Child Advocacy Centres;
  • $439,292 in funding to support the development or enhancement of culturally sensitive victim services for Aboriginal victims of crime specifically related to missing and murdered Aboriginal women.
Program Activity: Justice policies, laws and programs
($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance(s)
Total Grants $398,752 $842,605 $850,000 $850,000 $847,249 $2,751
Total Contributions $3,100,934 $4,067,867 $6,900,000 $9,981,500 $6,179,736 $720,264
Total Program Activity(ies) $3,499,686 $4,910,472 $7,750,000 $10,831,500 $7,026,985 $723,015

Comment(s) on Variance(s): Management practices implemented in 2010-2011 have resulted in greater awareness of the fund and the development of project proposals that are supported (resulting in a decrease in the variance from previous years). Working directly with victims of crime to support them in accessing financial assistance, as well as working with NGOs, Aboriginal organizations and/or provincial and territorial (PT) partners to develop strong and viable proposals which satisfy government requirements for due diligence, are resource intensive processes to which we are committed. Justice Canada is making changes to improve our ability to deliver this funding.

While in 2010-2011 the Financial Assistance component of the fund saw an increase in the resources committed to victims and their support persons as well as in resources committed to Canadians victimized abroad, those commitments are difficult to forecast as the Victims Fund responds directly to requests for assistance from victims of crime.

Further improvements to the criteria, processes and administration of the Fund will be developed to ensure that federal funding continues to meet the needs of victims of crime and this variance continues to decrease.

Audit Completed or Planned: N/A1

Evaluation Completed or Planned: The summative evaluation of the Federal Victim Strategy (FVS) was completed in the Fall 2010. The evaluation found that the FVS is highly relevant to the Government of Canada’s priorities, is improving the experience of victims in the criminal justice system, and that there is a strong continuing need for the FVS. The evaluation also concluded that funding lapses are impeding the full potential of the Victims Fund. In future years, improvements to the criteria, processes and administration of the Fund will be developed 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-terms to augment victim services across the country and develop new services where required, more flexibility in project spending will be advanced when appropriate, and multi-purpose funding will be supported. In addition, methods for decreasing the administrative burden on recipient organizations will be identified as will opportunities to increase awareness of the Fund.



Intensive Rehabilitative Custody and Supervision

Name of Transfer Payment Program: Intensive Rehabilitative Custody and Supervision Program (voted)

Start Date: April 1, 2002

End Date: March 31, 2013 and ongoing

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

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

Results Achieved: During 2010-11, a total of 12 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 44. In addition, another 13 exceptional cases were approved for funding during 2010-11, bringing the total number of other active cases to 15.

Program Activity: Justice policies, laws and programs
($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance(s)
Total Contributions $9,028,126 $10,561,587 $11,048,000 $11,048,000 $10,929,773 $118,227
Total Program Activity(ies) $9,028,126 $10,561,587 $11,048,000 $11,048,000 $10,929,773 $118,227

Comment(s) on Variance(s): Spending under this Program is largely dependent on court decisions and as such remains highly unpredictable.

Audit Completed or Planned: N/A1

Evaluation Completed or Planned: A summative evaluation of the funding components of the Youth Justice Initiative undertaken during 2009-10 was completed in 2010-11.



Contraventions Act Fund

Name of Transfer Payment Program: Implementation of Official Languages Requirements in respect of the Contraventions Act (voted)

Start Date: April 1, 2002

End Date: March 31, 2013 and ongoing

Description: The Contraventions Act allows the federal government to designate federal statutory offences as contraventions so that they can be processed using a contraventions scheme, thus reducing the burden on the court system, reducing the costs for the accused and the government, and limiting the impact of a conviction based on a federal offence. The Act authorizes the federal government to sign administration agreements with provinces, territories and municipalities allowing the federal government to use existing provincial penal regimes to prosecute federal contraventions. The Contraventions Act Fund provides funding to provinces, territories and municipalities that have signed administration agreements so that they can implement the Act in a manner consistent with the applicable constitutional language rights laws involving compliance with judicial services (section 530 and 530.1 of the Criminal Code) and extra-judicial services (Part IV of the Official Languages Act).

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.

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

Results Achieved:

  • Four jurisdictions (British Columbia, Manitoba, Ontario and Nova Scotia) and one municipality (Mississauga) have entered into an agreement with language provisions 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 jurisdictions and municipality 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.
  • In 2010-11, the Department invited the Government of Newfoundland and Labrador and the Government of Alberta to begin negotiations towards signing agreements to implement the contraventions scheme that will contain provisions increasing both provinces’ capacity to offer judicial and extra-judicial services in both official languages.
  • Ongoing negotiations with the Government of Prince Edward Island to sign a new agreement which will include standard provisions that will increase PEI’s capacity to offer judicial and extrajudicial services in both official languages made great strides and an agreement is expected to be signed in 2011-2012. The current agreement with the Province signed in 1997 does not contain language rights obligations.
  • Negotiations with the Government of Québec to revise the existing agreement were positive and a new agreement is expected to be signed in 2011-2012.
Program Activity: Justice policies, laws and programs
($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance(s)
Total Contributions $4,289,100 $4,580,600 $9,094,900 $5,799,900 $4,541,496 $4,553,404
Total Program Activity(ies) $4,289,100 $4,580,600 $9,094,900 $5,799,900 $4,541,496 $4,553,404

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 2010-2011 as anticipated.
  • The province of Prince Edward Island did not sign an agreement in 2010-2011.

Audit Completed or Planned: N/A1

Evaluation Completed or Planned: The Department undertook an evaluation of the Contraventions Act in 2010 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 (2007), which provides assistance in the delivery of services in both official languages.

The summative evaluation of the Fund will be undertaken in 2011-2012.



Supporting Families experiencing Separation and Divorce Fund

Name of Transfer Payment Program: Supporting Families Fund (voted)2

Start Date: April 1, 2009

End Date: March 31, 2014

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.

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

Results Achieved: Provided funding in the amount of $15,485,228 to provincial and territorial governments for family justice services and programs, particularly those that promote compliance with family law obligations.

Provided $450,154 to non-government organizations for developing family justice information resources, particularly those that promote compliance with family law obligations.

Program Activity: Justice policies, laws and programs
($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance(s)
Total Grants $7,600 $29,970 $50,000 $23,259 $23,249 $26,751
Total Contributions $15,992,391 $15,847,819 $15,950,000 $15,976,741 $15,975,107 -$25,107
Total Program Activity(ies) $15,999,991 $15,877,789 $16,000,000 $16,000,000 $15,998,356 $1,644

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 2010-2011.

Fewer grant proposals than anticipated were received under the PLEI and Professional training component of the SF Fund in fiscal year 2010-2011.

Audit Completed or Planned: N/A1

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 Justice Strategy

Name of Transfer Payment Program: Aboriginal Justice Strategy (voted)

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

End Date: March 31, 2012

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:

  1. Bands, First Nations, Tribal Councils, local, regional and national Aboriginal organizations
  2. Agencies and institutions of regional/municipal governments
  3. Non-profit community organizations, societies, and associations which have voluntarily associated themselves for a non-profit purpose
  4. Provincial and territorial governments
  5. Individuals
  6. For-profit corporations, so long as these corporations will not make a profit on the work performed

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

Results Achieved: In 2010-2011, the Aboriginal Justice Strategy supported 1443 community-based justice programs serving approximately 400 Aboriginal communities across Canada. This represents an overall increase of two community-based justice programs as compared to the 2009-2010 fiscal year.

48 capacity building projects, which support Aboriginal communities’ involvement in the local administration of justice, were funded during 2010-2011. This includes an increase of one capacity building project as compared to last fiscal year.

Program Activity: Justice policies, laws and programs
($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance(s)
Total Grants $13,105 $85,836 $260,000 $72,000 $62,702 $197,298
Total Contributions $11,706,919 $11,904,293 $12,240,000 $11,943,000 $11,942,639 $297,361
Total Program Activity(ies) $11,720,024 $11,990,129 $12,500,000 $12,015,000 $12,005,341 $494,659

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.

Audit Completed or Planned: N/A1

Evaluation Completed or Planned: A formative evaluation of the AJS was completed in spring 2010. The evaluation is available on the DOJ website. A summative evaluation is planned for 2011-2012.



Youth Justice Fund

Name of Transfer Payment Program: Youth Justice Fund (voted)

Start Date: April 1, 1999

End Date: Ongoing

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 provincial/territorial departments and agencies.

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

Results Achieved:

  • The Youth Justice Fund provided support to 33 projects to promote the making of “smart choices” through community-based educational, cultural, sporting and vocational opportunities for youth involved in gun, gang and drug activities; 17 projects for treatment services and programs targeting young persons in conflict with the law who have illicit substance abuse issues; and 18 projects targeting other priorities, including youth in conflict with the law with Fetal Alcohol Spectrum Disorder. (Some projects targeted more than one of the above priorities.)
  • The Fund initiated one major Call for Proposals in 2010-2011 resulting in 15 projects to develop networks among stakeholders on addressing issues related to gang-involved young offenders or provide training for youth service providers.
Program Activity: Justice policies, laws and programs
($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance(s)
Total Grants $384,169 $632,739 $730,000 $730,000 $674,678 $55,322
Total Contributions $2,805,596 $3,796,700 $4,275,000 $4,275,000 $3,770,350 $504,650
Total Program Activity(ies) $3,189,765 $4,429,439 $5,005,000 $5,005,000 $4,445,028 $559,972

Comment(s) on Variance(s): The Youth Justice Fund’s variance has decreased significantly in recent years, from approximately 40% in 2007-2008 to slightly over 10% in 2010-2011. 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.

Audit Completed or Planned: N/A1

Evaluation Completed or Planned: The Youth Justice Fund was evaluated as part of the 2010 Youth Justice Funding Components Evaluation.



Access to Justice in Both Official Languages Support Fund

Name of Transfer Payment Program: Access to Justice in Both Official Languages Support Fund (voted)

Start Date: April 1, 2003

End Date: March 31, 2013 and ongoing

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.

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

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 a total of 38 projects that responded to the needs of official language minority communities across Canada, including projects related to the implementation of the training component. In particular, in fiscal year 2010-2011, the Department funded:
    • 12 projects that provide advance training focusing on legal terminology for bilingual justice professionals
    • 1 project that contributes to the development of a curriculum for bilingual students interested in pursuing a career in the field of justice
    • 8 projects that aim to develop a recruitment strategy and to promote justice-related careers
    • 6 projects that are focused on developing linguistic training tools.
  • The Department held an Access to Justice in both Official Languages Sub-Committee meeting in November 2010 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.
  • The Access to Justice in Both Official Languages FPT Working Group also met in March 2010. For the first time, PT partners were represented both by PT Justice Departments and PT Francophone Affairs. This dual representation allowed for a more comprehensive discussion of issues and challenges facing access to justice in both official languages.
Program Activity: Justice policies, laws and programs
($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance(s)
Total Grants $49,912 $0 $50,000 $50,000 $24,050 $25,950
Total Contributions $2,776,839 $3,295,230 $7,175,845 $6,975,845 $4,471,689 $2,704,156
Total Program Activity(ies) $2,826,751 $3,295,230 $7,225,845 $7,025,845 $4,495,739 $2,730,106

Comment(s) on Variance(s): There were fewer projects than anticipated related to the training component that were received and approved in fiscal year 2010-2011.

Audit Completed or Planned: N/A1

Evaluation Completed or Planned: Case studies were undertaken of four recipients.



Aboriginal Courtwork Program

Name of Transfer Payment Program: Aboriginal Courtwork Program (voted)

Start Date: April 1, 1978

End Date: March 31, 2013 and ongoing

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.

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

Results Achieved:

  • Contribution agreements with participating 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 over 455 communities and approximately 54,307 Aboriginal people (adults and youth) charged with an offence of which approximately 30% are Aboriginal women.
  • A map titled Location of Aboriginal Courtwork Programs in Canada has been printed and distributed. The map is available on the Department’s internet site.
  • In addition, over the past 3 years, 38 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.
Program Activity: Justice policies, laws and programs
($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities
2010-11
Actual
Spending
Variance(s)
Total Contributions $5,320,708 $5,366,085 $4,911,363 $5,411,363 $5,352,416 -$441,053
Total Program Activity(ies) $5,320,708 $5,366,085 $4,911,363 $5,411,363 $5,352,416 -$441,053

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.

Audit Completed or Planned: N/A1

Evaluation Completed or Planned: A national court official survey began in 2010/2011. A national client survey is underway in 2011-2012. Both surveys will be used to inform the summative evaluation planned for 2012-2013.


1 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 transfer payment programs.

2 The Supporting Families Fund replaces the former Child-centred Family Justice Fund which terminated on March 31st, 2009

3 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

Details of Transfer Payment Programs


Name of Transfer Payment 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.

Start Date: April 1, 2007

End Date: March 31, 2012

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 by building on its own assets. This program has three objectives: to foster communities’ development and increase their mobilization by drawing up visions and projects of local and regional scope; to assist communities through support for entrepreneurship and through creation or maintenance of viable enterprises; and to increase communities’ capability to attract tourists and skilled individuals.

This program has also led to intervention for implementation of the Community Adjustment Fund (CAF), a temporary CEAP initiative (2009-2010 and 2010-2011), and of the Temporary Initiative for the Strengthening of Quebec’s Forest Economies (TISQFE) and the Economic Development Initiative (EDI).

Eligible beneficiaries are primarily small and medium-sized enterprises and non-profit organizations.

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

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.
($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities1
2010-11
Actual
Spending
Variance(s)
Program activity: Community development
Total Grants - - - - - -
Total Contributions 67.7 86.7 93.7 96.7 82.3 (9.2)
Total Other Types of Transfer Payments - - - - - -
Program activity: Special intervention measures
Total Grants - - - - - -
Total Contributions - 78.0 81.1 86.0 86.0 2.8
Total Other Types of Transfer Payments - - - - - -
Total Program Activities 67.7 164.7 174.8 182.7 168.3 (6.4)

Comment(s) on Variance(s): Total authorities are higher than planned spending, primarily owing to the awarding of new funding to support vulnerable communities, for the CAF and for implementation of the TISQFE.

The variance between total authorities and actual expenditures is primarily attributable to the reprofiling of funds to 2011-2012 for such initiatives as the Support Initiative for International Cruise Development, the Linguistic Duality Economic Development Initiative and the Montreal Planetarium project.

Audit Completed or Planned: N/A

Evaluation Completed or Planned: The formative evaluation of the Community Diversification program was completed in 2010. The report is available at: Formative Evaluation of the Community Diversification and Business and Regional Growth programs . The summative evaluation is in progress, and will be completed in 2011-2012.


Name of Transfer Payment Program: Community Futures Program (CFP). This program represents a voted item.

Start Date: May 18, 1995

End Date: Indeterminate, in line with the Treasury Board of Canada’s Policy on Transfer Payments, in effect since October 1, 2008.

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 local and regional development agencies, including
Community Futures Development Corporations (CFDCs), Community Economic
Development Corporations
(CEDCs) and Business Development Centres (BDCs).

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

Results Achieved:

  • Communities are pursuing a development vision and implementing resulting initiatives.
  • Enterprises are contributing to community economic growth and maintenance.
($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities2
2010-11
Actual
Spending
Variance(s)
Program activity: Community development
Total Grants - - - - - -
Total Contributions 41.7 42.6 32.3 44.0 44.0 11.7
Total Other Types of Transfer Payments - - - - - -
Total Program Activity 41.7 42.6 32.3 44.0 44.0 11.7

Comment(s) on Variance(s): The variance between planned spending and total authorities is attributable to the payment of funds, in 2010-2011, for the Business Startup and Succession initiative and the Réseau mandataire initiative and for capitalization of the Fonds commun des SADC (CFDC Common Fund). Actual expenditures correspond to total authorities.

Audit Completed or Planned: N/A

Evaluation Completed or Planned: N/A


Name of Transfer Payment Program: Infrastructure Canada Program (ICP)

Start Date: October 2000

End Date: March 31, 2011

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 the province 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.

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

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

($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities3
2010-11
Actual
Spending
Variance(s)
Program activity: Infrastructure
Total Grants - - - - - -
Total Contributions 50.0 12.0 0.0 14.0 10.7 10.7
Total Other Types of Transfer Payments - - - - - -
Total Program Activity 50.0 12.0 0.0 14.0 10.7 10.7

Comment(s) on Variance(s): The variance between planned spending and total authorities is attributable to the reprofiling of unused funds under the ICP in 2009-2010, with a view to improving water quality, fostering transit and generating regional economic spinoffs.

The variance between actual expenditures and authorities is attributable to progress in
the completion of ICP-funded projects. Under the agreement signed with the Government
of Canada, the Quebec government is the implementing authority for the program.

Audit Completed or Planned: The annual audit of the Infrastructure Canada Program was completed in 2011, and the report will be available during 2011-2012.

Evaluation Completed or Planned: The summative evaluation of the Canada-Quebec Infrastructure Works 2000 program was completed in 2010. The report is available at: Evaluation of the Canada-Quebec Infrastructure Works 2000 Program.


Name of Transfer Payment Program: Recreational Infrastructure Canada (RInC)

Start Date: April 1, 2009

End Date: October 31, 2011

Description: RInC is a Canada-wide initiative intended to be a targeted, short-term measure to stimulate the Canadian economy. Its aim is to help reduce the impact of the recent global recession by increasing the total value of construction activities associated with recreational infrastructure. RInC-funded projects primarily involve modernizing, repairing, replacing or expanding existing recreational infrastructure, such as swimming pools, arenas and playing fields. In Quebec, the program is implemented in partnership with the Quebec government.

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

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

($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities4
2010-11
Actual
Spending
Variance(s)
Program activity: Infrastructure
Total Grants - - - - - -
Total Contributions 0.0 1.4 73.1 76.7 60.2 (12.9)
Total Other Types of Transfer Payments - - - - - -
Total Program Activity 0.0 1.4 73.1 76.7 60.2 (12.9)

Comment(s) on Variance(s): The variance between planned spending and total authorities is attributable to the reprofiling of $3.6 million in funding under RInC between 2009-2010 and 2010-2011.

Actual expenditures, which are lower than authorities obtained, depend on progress in the completion of projects. Under the agreement signed with the Government of Canada, the Quebec government is the implementing authority for RInC. Funds unused in 2010-2011 were thus carried forward to 2011-2012.

Audit Completed or Planned: An internal audit of project analyses under the CAF and RInC was completed in 2010-2011. An internal audit on the co-ordination of the delivery of financial assistance under the CAF and RInC also ended in 2010-2011. The Agency is currently conducting a follow-up review of agreements under the CAF and RInC, which is to be completed during 2011-2012.

Evaluation Completed or Planned: N/A


Name of Transfer Payment Program: Contribution program to supply the Municipality of Shannon with drinking water

Start Date: April 1, 2009

End Date: March 31, 2011

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

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

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

($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities5
2010-11
Actual
Spending
Variance(s)
Program activity: Infrastructure
Total Grants - - - - - -
Total Contributions 0.0 6.4 7.3 6.9 6.9 (0.4)
Total Other Types of Transfer Payments - - - - - -
Total Program Activity 0.0 6.4 7.3 6.9 6.9 (0.4)

Comment(s) on Variance(s): The variance between planned spending and total authorities is attributable to the fact that certain work scheduled for 2010-2011 was brought forward to 2009-2010. Actual expenditures correspond to authorities.

Audit Completed or Planned: N/A

Evaluation Completed or Planned: N/A


Name of Transfer Payment Program: Business and Regional Growth

Start Date: April 1, 2007

End Date: March 31, 2012

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

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

This program has also been used for implementation of the CAF, a temporary CEAP initiative (2009-2010 and 2010-2011), and of the TISQFE and the Linguistic Duality Economic Development Initiative (EDI).

Eligible recipients are primarily small and medium-sized enterprises and non-profit organizations.

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

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 opportunities and greater capacity to meet challenges
  • Enterprises created, maintained and expanded
  • Jobs created or maintained
($ millions)
  2008-09
Actual
Spending
2009-10
Actual
Spending
2010-11
Planned
Spending
2010-11
Total
Authorities6
2010-11
Actual
Spending
Variance(s)
Program activity: Enterprise competitiveness
Total Grants - - - - - -
Total Contributions 40.4 60.7 67.0 100.1 79.7 5.9
Total Other Types of Transfer Payments - - - - - -
Program activity: Competitive positioning of sectors and regions
Total Grants - - - - - -
Total Contributions 29.2 34.1 30.3 36.2 36.2