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2000 Annual Report to Parliament on Crown Corporations and Other Corporate Interests of Canada

Corporate Abstracts by Ministerial Portfolio

Introduction

The corporate abstract for each parent Crown corporation describes the corporation's mandate and activities. It begins by identifying the key individuals responsible for the corporation, including the appropriate minister, the chairperson of the board of directors, the chief executive officer and the external auditors. Each corporation's contact information is also provided.

This chapter identifies the legislative authority under which the corporation was incorporated and its scheduling under the Financial Administration Act. In addition, information is provided on whether or not the corporation is an agent of Her Majesty. A corporation that has agency status enjoys the immunities, privileges and prerogatives that are enjoyed by the Crown and can bind the Crown by its Acts.

Performance information, where presented, is based on the corporation's annual report, and the summary of the corporate plan approved at the beginning of the year under review and tabled in Parliament pursuant to section 125(4) of the Financial Administration Act.

Readers wishing to obtain further information about a particular corporation should refer to the corporation's annual report or contact the corporation directly.

Agriculture and Agri-Food

Canadian Dairy Commission

Appropriate Minister

The Honourable Lyle Vanclief, P.C., M.P.
Minister of Agriculture and Agri-Food

Chairperson and Chief Executive Officer

Guy Jacob

Head Office

Carling Executive Park
Suite 300
1525 Carling Avenue
Ottawa ON
K1A 0Z2
Telephone: (613) 792-2000
Facsimile: (613) 998-4492
Web site: www.cdc.ca

Auditor

Auditor General of Canada

Incorporation and Status

1966 by the Canadian Dairy Commission Act (R.S.C. 1985, c. C-15) (S.C. 1994, c. 26 and c. 38) (S.C. 1995, c. 23); Schedule III, Part I of the Financial Administration Act; an agent of Her Majesty.

Mandate

To provide efficient milk and cream producers the opportunity to obtain a fair return for their labour and investment while giving consumers a continuous and adequate supply of high quality dairy products.

Corporate Profile

The Canadian Dairy Commission (CDC) has the authority to purchase, store, process or sell dairy products except where a voluntary export mechanism is involved; to make payments to milk and cream producers for the purpose of stabilizing the price of industrial milk and cream; to investigate matters relating to the production, processing or marketing of any dairy product; and to help promote the use of dairy products.

CDC advises the Minister of Agriculture and Agri-Food on matters relating to dairy policy and determines domestic requirements for industrial milk and cream for purposes of establishing Market Sharing Quota. It also establishes the target price for industrial milk, sets support prices for butter and skim milk powder, and offers to purchase products at these prices.

Since August 1, 1995, CDC has administered a new special milk class pricing and pooling system on behalf of the dairy industry. This has eliminated the need for CDC to make assistance payments to processors and exporters of dairy products.

Through its research and advisory functions, as well as its facilitative efforts on behalf of the Canadian Milk Supply Management Committee, CDC helps to build the consensus among industry players and governments that underlies the orderly marketing of dairy products in Canada.

Performance Information

In its Corporate Plan Summary for 1998-99 to 2002-03, CDC identified six main goals for the planning period. CDC's 1998-99 Annual Report noted the achievements towards these goals, including the following:

CDC worked with the team of industry and government officials that was assembled to defend the trade challenge to Canada's Class 5 Milk Permit and Pooling System.

Discussions on promoting and developing a national program for the export of Canadian value-added dairy products had stalled pending the results of the trade challenge process.

CDC's information systems were year 2000 ready in July 1999.

More resources were allocated to the Audit section for the purpose of providing greater assurance that clients using the Class 5 Milk Permit and Pooling System and other CDC programs are in compliance with the established administrative and operational guidelines.

Costs funded by the Government of Canada (excluding subsidies to producers of industrial milk and cream) were as follows:

	1998-99 Forecast	1998-99 Actual	1997-98 Actual
Administrative expenses ($ thousand)	2,487	2,279	2,385
Costs of production and dairy policy studies ($ thousand)	500	432	488

Note: CDC's financial year is August 1 to July 31.

Farm Credit Corporation

Appropriate Minister

The Honourable Lyle Vanclief, P.C., M.P.
Minister of Agriculture and Agri-Food

Chairperson

Rosemary Davis

President and Chief Executive Officer

John J. Ryan

Head Office

1800 Hamilton Street
PO Box 4320
Regina SK
S4P 4L3
Telephone: (306) 780-8100
Facsimile: (306) 780-5875
Web site: www.fcc-sca.ca

Auditor

Auditor General of Canada

Incorporation and Status

1959 by the Farm Credit Act; continued on April 2, 1993, under the Farm Credit Corporation Act (S.C. 1993, c. 14); Schedule III, Part I of the Financial Administration Act; an agent of Her Majesty.

Mandate

To deliver specific programs of the Government of Canada on a cost-recovery basis; and to assist Canadian farmers in establishing and developing viable and farmer-owned agribusinesses by providing long-term credit and other financial services. The Corporation's legislated mandate was expanded in 1993 to include aquaculture, agri-forestry and agri-business.

Corporate Profile

The Farm Credit Corporation (FCC) makes mortgage loans to farmers for the purchase of farmland, livestock and machinery, permanent farm improvements and debt refinancing. It also lends to farmers and farmer-owned agribusinesses for the acquisition of agricultural facilities and equipment, and participates in joint initiatives with provinces and other institutions.

FCC maintains a corporate office in Regina and serves clients through over 100 offices across Canada primarily based in farming communities.

Performance Information

FCC's Corporate Plan Summary for 1999-2000 to 2003-04 identified objectives and specific goals in each of the following areas: (1) customer loyalty and market presence; (2) human resources and organization; (3) process effectiveness and quality improvement; and (4) financial success.

The Corporation's 1999-2000 Annual Report restated these objectives and reported on the results achieved during the year. Selected examples include the following:

FCC introduced new capital leasing and mortgage property loan products, as well as developing specific agribusiness strategies that focus on the financial needs and growth opportunities in the agribusiness sector;

The Corporation developed new pension and compensation plans to help retain and attract high calibre employees with the agricultural expertise required by its customers; formed a National Diversity Advisory Committee to ensure consideration of employment equity in new policies and programs; introduced a Leadership Development Program; and provided various other learning opportunities.

FCC's review of its field operations resulted in a more customer-driven process, resulting in an improved efficiency ratio; as well, the Corporation introduced a new technology application to provide improved service to its customers, and it implemented procedures to improve data quality.

FCC noted that its new Risk Scoring and Pricing system helps evaluate the type and potential impact of the risks present in each loan, and that the Corporation continued to develop its Integrated Risk Management framework.

Selected summary information is presented in the table below.

	1999-2000 Forecast	1999-2000 Actual	1998-99 Actual
Net income ($ million)	34.7	38.4	42.6
Return on equity (%)	5.7	6.3	7.5
Efficiency ratio (%)^*		56.8	57.7
Administration expenses ($ million)	90.0	90.8	90.1

* Expenses incurred to earn a dollar of revenue.

Canadian Heritage

Canada Council

Appropriate Minister

The Honourable Sheila Copps, P.C., M.P.
Minister of Canadian Heritage

Chairperson

Jean-Louis Roux

Director and Chief Executive Officer

Shirley L. Thomson

Head Office

12^th Floor
350 Albert Street
PO Box 1047
Ottawa ON
K1P 5V8
Telephone: 1-800-263-5588 or (613) 566-4414
Facsimile: (613) 566-4390
Web site: www.canadacouncil.ca

Auditor

Auditor General of Canada

Incorporation and Status

1957 by the Canada Council Act (R.S.C. 1995, c. C-2); exempt from Divisions I to IV of Part X of the Financial Administration Act; not an agent of Her Majesty; a charitable organization for the purposes of the Income Tax Act.

Mandate

To promote the study and enjoyment of, and the production of works in, the arts.

Corporate Profile

The Canada Council provides grants and services to Canadian artists and arts organizations in dance, interdisciplinary work and performance art, media arts, music, theatre, visual arts, and writing and publishing. In addition, the Council administers the Art Bank, endowment funds, the Killam Program of scholarly awards and prizes, and offers a number of awards.

The Council is also responsible for the Canadian Commission for the United Nations Educational, Scientific and Cultural Organization (UNESCO), as well as for the Public Lending Right Commission.

The Council seeks both individually and collectively the advice of artists and arts professionals regarding its activities. It also co-operates closely with federal and provincial cultural agencies and departments. Sources of funding for the Council include parliamentary appropriations, income from its endowment funds, and private donations and bequests.

Performance Information

The Canada Council is exempt from Divisions I to IV of Part X of the Financial Administration Act (FAA), pursuant to subsection 85(1) of the FAA. As a result, a Corporate Plan Summary pursuant to the FAA is not tabled in Parliament and the performance information for this corporate abstract was extracted from the Council's 1999-2000 Annual Report. The Council, however, noted in its Annual Report that in 1999 its board had adopted its first three-year corporate plan. A Summary of the Corporate Plan and Operations and Capital Budgets for the period 1999-2002 was deposited with the Clerk of the Senate on June 13, 2000.

In 1997, the government announced the addition of new funds to the Canada Council totalling $25 million a year for five years beginning in fiscal year 1997-98 and a $10 million Millennium Arts Fund.

With regard to the Millennium Arts Fund, the Council reported that a total of 82 grants worth $3.7 million were allocated in 1999-2000.

During 1999-2000 the Council awarded some 5,000 grants to artists and arts organizations, and made payments to over 12,000 authors through the Public Lending Right Commission. These grants and payments totalled $111 million.

Selected summary information is presented in the table below.

	Actual 1999-2000	Actual 1998-99
Revenue ($ thousand)	33,358	24,033
Expenses ($ thousand)	134,302	132,555
Parliamentary appropriation ($ thousand)	116,584	116,169
Net income after parliamentary appropriation ($ thousand)	15,640	7,647

Canadian Broadcasting Corporation

Appropriate Minister

The Honourable Sheila Copps, P.C., M.P.
Minister of Canadian Heritage

Chairperson

(Vacant post)

President and Chief Executive Officer

Robert Rabinovitch

Head Office

250 Lanark Avenue
PO Box 3220, Station C
Ottawa ON
K1Y 1E4
Telephone: (613) 724-5721
Web site: www.cbc.radio-canada.ca

Auditor

Auditor General of Canada

Incorporation and Status

Established by the 1936 Canadian Broadcasting Act and continued by the 1958, 1968 and 1991 Broadcasting Acts (R.S.C. 1991, c. 11); exempt from Divisions I to IV of Part X of the Financial Administration Act; an agent of Her Majesty.

Mandate

As Canada's national public broadcaster, the corporation's mission is to inform, entertain and enlighten; to contribute to the development of a shared national consciousness and identity; to reflect the regional and cultural diversity of Canada; and to contribute to the development of Canadian talent and culture.

Corporate Profile

The Canadian Broadcasting Corporation (CBC) produces, procures and distributes Canadian programming in English, French and eight native languages. It also offers a selection of programs from around the world.

Its services include: two main television networks, one English and one French, that offer general and special interest programs; four main radio networks, two English and two French, that offer information and general interest programs as well as music and cultural programs; two all-news and information television networks that are entirely financed by cable subscriptions and advertising revenue; radio and television services to the North in English, French and eight aboriginal languages; a digital pay audio service offering 30 continuous music channels 24 hours per-day without talk or commercials; and English and French Internet services carrying CBC's radio and television productions, new media programming and corporate information.

On behalf of the Government of Canada, the CBC also provides an international short-wave radio service, Radio Canada International, which broadcasts programs in seven languages.

CBC's programs are distributed via satellite in combination with microwave and landline, feeding 97 CBC owned stations, 1,164 CBC rebroadcasters, 27 private affiliated stations and 292 affiliated or community-owned rebroadcasters and stations.

Performance Information

CBC is exempt from Divisions I to IV of Part X of the Financial Administration Act (FAA), pursuant to subsection 85(1) of the FAA. As a result, a Corporate Plan Summary is not tabled in Parliament pursuant to the FAA, and the performance information for this corporate abstract was extracted from the Corporation's 1999-2000 Annual Report. Section 55 of the Broadcasting Act, however, requires the CBC to submit to its minister a corporate plan summary that has been modified to reflect the financial resources proposed to be allocated to the CBC as set out in the tabled Estimates for that financial year. This corporate plan summary is tabled in Parliament.

CBC's Annual Report for 1999-2000 highlighted the Re-engineering Task Force struck in December 1999. It was charged with examining several aspects of the Corporation's operations in order to identify efficiencies that would enable CBC to focus its resources on programming. CBC noted the priorities that had already been identified.

The Corporation also documented its achievements during the year under review, some of which included the following:

CBC won a multitude of awards in television, radio, and new media, including its second technical Emmy for its pioneering efforts to distribute television programming by satellite full time.

The CBC's digital pay audio service, Galaxie, reached the break-even point in October 1999 - 25 months after its launch.

The expanded sports coverage on English Television complements the CBC's presentation of the next five Olympic Games, Winter and Summer.

Selected summary information is presented in the table below.

	1999-2000 Actual	1998-99 Actual	1997-98 Actual
Revenue from operations ($ million)	504.6	484.1	525.3
Expenses ($ million)	1,408.2	1,431.3	1,411.6
Parliamentary appropriation for operating expenditures ($ million)	764.7	759.5	759.7

Canadian Film Development Corporation

Appropriate Minister

The Honourable Sheila Copps, P.C., M.P.
Minister of Canadian Heritage

Chairperson

Laurier L. LaPierre

Executive Director

François Macerola

Head Office

Suite 700
360 St. Jacques Street
Montreal QC
H2Y 4A9
Telephone: (514) 283-6363
Facsimile: (514) 283-8212
Web site: www.telefilm.gc.ca

Auditor

Auditor General of Canada

Incorporation and Status

1967 by the Canadian Film Development Corporation Act (R.S.C. 1985, c. C-16); exempt from Divisions I to IV of Part X of the Financial Administration Act; an agent of Her Majesty.

Mandate

To foster and promote an independent film and television production industry in Canada.

Corporate Profile

The Canadian Film Development Corporation (Telefilm Canada) administers some 15 funds and programs including the Equity Investment Program of The Canadian Television Fund, a public-private partnership; the Feature Film Fund; and the Multimedia Fund. It also contributes to the development and production of feature films, made-for-TV movies, drama series, documentaries, children's programs, variety shows and multimedia products. To ensure that these products reach large audiences, Telefilm Canada participates in other industry activities such as distribution, export, versioning, marketing and promotion at Canadian and foreign festivals and markets.

Performance Information

Telefilm Canada is exempt from Divisions I to IV of Part X of the Financial Administration Act (FAA), pursuant to subsection 85(1) of the FAA. As a result, a Corporate Plan Summary pursuant to the FAA is not tabled in Parliament. In its 1999-2000 Annual Report, however, Telefilm Canada indicated that, in November 1997, the Corporation had published a Business Plan for 1997-2000 defining its 12 primary goals and some 100 strategies that have served as the basis for its actions and activities during the past three years.

Examples of the achievements outlined by Telefilm Canada in its 1999-2000 Annual Report included the following:

Contributed $121 million or 24% of the budgets for the development and production of 644 new feature film, television and multimedia projects;

Increased, from 29% in the previous year to 36% in 1999-2000, the allocation of the Equity Investment Program resources to projects outside Montreal and Toronto; increased contributions to British Columbia from $12.9 million to more than $16 million, and assistance to Manitoba projects from $800,000 to $2.2 million;

The Multimedia Fund provided support in the amount of $5.9 million or 35% of the budget for the development, production and marketing of Canadian multimedia products. A total of 65 projects with combined budgets of $16.7 million were undertaken.

Selected financial information is shown in the following table:

	1999-2000 Actual	1998-99 Actual	1997-98 Actual
Parliamentary appropriation for operations ($ thousand)	77,605	78,301	80,723
Contributions from the Department of Canadian Heritage ($ thousand) Canadian Television Fund - Equity Investment Program Multimedia Pre-professional development Other	49,775 5,750 2,400 174	57,241 5,750 1,300 -	75,500 - 1,300 -

Canadian Museum of Civilization Corporation

Appropriate Minister

The Honourable Sheila Copps, P.C., M.P.
Minister of Canadian Heritage

Chairperson

John R. English

President and Chief Executive Officer

Victor Rabinovitch

Head Office

100 Laurier Street
PO Box 3100, Station B
Hull QC
J8X 4H2
Telephone: (819) 776-7116
Facsimile: (819) 776-7122
Web site: www.civilization.ca

Auditor

Auditor General of Canada

Incorporation and Status

1990 by the Museums Act (S.C. 1990, c.3); Schedule III, Part I of the Financial Administration Act; an agent of Her Majesty.

Mandate

To increase interest in, knowledge of, and appreciation for human cultural achievements and behaviour throughout Canada and internationally. This involves establishing, for research and posterity, a collection of objects of historical or cultural interest with special but not exclusive reference to Canada.

Corporate Profile

The Canadian Museum of Civilization Corporation (CMCC) comprises the Canadian Museum of Civilization (CMC) - Canada's national museum of social and cultural human history, and its affiliate museums: the Canadian War Museum (CWM) - Canada's national museum of military history, and the entirely virtual Museum of New France.

CMCC also houses the Canadian Children's Museum, the Canadian Postal Museum, and one of the world's first IMAX^®/IMAX^®/HD/OMNIMAX^® theatres.

Performance Information

The Canadian Museum of Civilization Corporation's Corporate Plan Summary for
1999-2000 to 2003-04 established three objectives: to enhance the understanding of Canadian history and culture; to safeguard and to promote Canada's heritage nationally and internationally; and to continue to strengthen the financial and operational viability of the Corporation.

The Corporation's 1999-2000 Annual Report related its achievements for the year in the above-noted areas, including the following:

The federal government announced, in March 2000, $58.25 million in funding for the building of a new Canadian War Museum (CWM) to be completed around 2004.

Ongoing completion of the long-term exhibition spaces of the Canadian Museum of Civilization (CMC) brought the total completed space in the Canada Hall to 80% and in the First Peoples Hall to 67%.

The inauguration of Nunavut was celebrated at the CMC, the southern site of official ceremonies, including a live Webcast and numerous exhibitions and programs.

Visitor surveys have shown marked satisfaction with both the CMC and the CWM: 66% and 55% respectively rated "very satisfied"; 30% and 44% respectively rated "satisfied".

The "Passing the Torch" fundraising campaign resulted in a cumulative total of $4.6 million for programming at the new CWM.

Selected financial information is shown in the table below:

	1999-2000 Forecast	1999-2000 Actual	1998-1999 Actual
Revenue ($ thousand)	10,750	11,522	11,428
Expenses ($ thousand)	57,031	54,725	55,366
Parliamentary appropriation for operating expenditures ($ thousand)	46,281	44,089	43,722
Non-government revenues (%)	19.03	19.70	19.64

Canadian Museum of Nature

Appropriate Minister

The Honourable Sheila Copps, P.C., M.P.
Minister of Canadian Heritage

Chairperson

Frank Ling

President and Chief Executive Officer

Joanne DiCosimo

Head Office

Victoria Memorial Museum Building
240 McLeod Street
PO Box 3443, Station D
Ottawa ON
K1P 6P4
Telephone: (613) 566-4700
Facsimile: (613) 364-4020
Web site: www.nature.ca

Auditor

Auditor General of Canada

Incorporation and Status

1990 by the Museums Act (S.C. 1990, c. 3); Schedule III, Part I of the Financial Administration Act; an agent of Her Majesty.

Mandate

To increase throughout Canada and internationally, interest in, knowledge of and appreciation and respect for the natural world by establishing, maintaining and developing for research and posterity a collection of natural history objects, with special but not exclusive reference to Canada, and by demonstrating the natural world, the knowledge derived from it and the understanding it represents.

Corporate Profile

The Canadian Museum of Nature (CMN) had its origins in the Geological Survey of Canada (GSC), which was created in 1842. In 1927, the GSC became the National Museum of Canada, and in 1968, with passage of the National Museums Act, the National Museum of Sciences was officially established. Twenty-two years later, the Museums Act established the CMN as a separate and autonomous Crown corporation with an expanded mandate.

The Museum acquires and maintains collections of a wide variety of animals and minerals. In addition to conducting research and publishing scientific articles, the Canadian Museum of Nature educates the public through various programs. These educational products include a variety of interactive and multimedia exhibits, lectures, broadcasts and a Web site.

Performance Information

The Canadian Museum of Nature's Corporate Plan Summary for 1999-2000 to 2003-04 identified four objectives for the planning period: to increase national service and impact; to better demonstrate the value of the work done by the institution; to put in place, maintain and continually improve an effective and efficient infrastructure of systems and facilities to support all institutional work; and to increase self-generated revenue.

The Corporation's 1999-2000 Annual Report outlined the Museum's progress in realizing these objectives, including the following:

The Museum took a lead role in launching the Natural Science Collections and Research Special Interest Group at the Canadian Museums Association's annual meeting in May 1999.

The Museum joined a network of over 200 Canadian museums by agreeing to contribute records from palynology and palæobotony to Artefacts Canada, a shared database of Canadian Museum Collections.

A strong promotional campaign drew the public's attention to the rich variety of programming offered. As a result, attendance increased for a third year in a row.

Upgrading of information systems, applications, hardware and links between the Natural Heritage Building and the Victoria Memorial Museum Building all contributed to a more effective and efficient technology infrastructure for the Museum.

Active memberships grew from 473 to 781 during the year under review, translating to over 3,000 members.

New investments in Museum activities by the private sector included:

Investors Group, Presenting Sponsor of the national travelling exhibition Passionate Vision, pledged over $300,000.

Canadian Geographic contributed $100,000 in media support in its magazine over the next three years.

Selected financial information is as follows:

	1999-2000 Forecast	1999-2000 Actual	1998-99 Actual
Revenue ($ thousand)	1,827	1,863	1,649
Expenses ($ thousand)	24,118	23,478	23,225
Parliamentary appropriation for operating expenditures ($ thousand)	20,537	21,772	20,737

Canadian Race Relations Foundation

Appropriate Minister

The Honourable Sheila Copps, P.C., M.P.
Minister of Canadian Heritage

Chairperson

The Honourable Lincoln M. Alexander, P.C.

Acting Executive Director

Fred L. D'Silva

Head Office

Suite 701
4576 Yonge Street
Toronto, ON
M2N 6N4
Telephone: (416) 952-3500
Facsimile: (416) 952-3326
Web site: www.crr.ca

Auditor

Hilborn Ellis Grant LLP

Incorporation and Status

1996 under the Canadian Race Relations Foundation Act; exempt from Part X of the Financial Administration Act; not an agent of Her Majesty; a charitable organization for the purposes of the Income Tax Act.

Mandate

To facilitate, throughout Canada, the development, sharing and application of knowledge and expertise to contribute to the elimination of racism and all other forms of racial discrimination in Canadian society.

Corporate Profile

The Canadian Race Relations Foundation's (CRRF's) work focuses on raising public awareness of the causes and manifestations of racism in Canada. It is a source of information, providing perspective and research data to contribute to the elimination of racism.

The Foundation focuses on a variety of issues through the contract research program and conferences, forums and workshops placing particular emphasis on eliminating racism in employment and education. Information and resource development include disseminating information through the CRRF's Web site, annotated bibliographies and published materials.

The Foundation was proclaimed by the federal government on October 29, 1996 and, in accordance with the Japanese Canadian Redress Agreement, the government provided the Foundation with a one-time endowment fund of $24 million. CRRF operates on income generated by investing the endowment fund, and donations. The Department of Canadian Heritage has provided start-up funds for the fiscal years 1996-97 through to 1999-2000.

Performance Information

CRRF is exempt from Part X of the Financial Administration Act (FAA), pursuant to its constituent Act. As a result, a Corporate Plan Summary is not tabled in Parliament and the performance information for this corporate abstract was extracted from the Foundation's 1999-2000 Annual Report.

The Foundation declared the past year to be an extremely active and fruitful one. The largest-ever national anti-racism campaign was launched, bringing together over 20 partners with a wide range of interests, and reaching over 22 million television viewers with advertisements under the banner "Unite Against Racism". A campaign Web site was also launched.

Two major consultations were completed in the year under review. An environmental scan was undertaken by the Canadian Council on Social Development to provide guidelines for the CRRF to set priorities for the next five years. The Aboriginal Issues Task Force reviewed critical issues facing Aboriginal peoples in Canada and examined key areas in which the Foundation could contribute most effectively. As a result of the Task Force's report, a Standing Committee on Aboriginal Issues was created to advise and make recommendations to CRRF's board of directors.

The Foundation continued to recognize the efforts made by non-governmental organizations in their effort to combat racism: the Initiatives Against Racism Sponsorship Program provided funding support to 22 organizations. In 1999, CRRF issued its second call for research proposals and the Research Advisory Panel made recommendations to fund six projects.

Selected summary information is presented in the table below.

	1999-2000 Actual	1998-99 Actual
Total revenues including government grant ($ thousand)	2,092	2,268
Government grant ($ thousand)	533	1,033
Expenses ($ thousand)	1,873	1,533
Excess of revenues over expenses ($ thousand)	219	735

National Arts Centre Corporation

Appropriate Minister

The Honourable Sheila Copps, P.C., M.P.
Minister of Canadian Heritage

Chairperson

David S. R. Leighton

Director General and Chief Executive Officer

Peter A. Herrndorf

Head Office

53 Elgin Street
PO Box 1534, Station B
Ottawa ON
K1P 5W1
Telephone: (613) 947-7000
Facsimile: (613) 996-9578
Web site: http://www.nac-cna.ca/en/index.cfm

Auditor

Auditor General of Canada

Incorporation and Status

1966 by the National Arts Centre Act (R.S.C. 1985, c. N-3); exempt from Divisions I to IV of Part X of the Financial Administration Act; not an agent of Her Majesty; a charitable organization for the purposes of the Income Tax Act.

Mandate

To play a leadership role in fostering artistic excellence in all of the performing arts disciplines.

Corporate Profile

The National Arts Centre Corporation (NAC) operates and maintains the National Arts Centre in Ottawa. The Corporation develops the performing arts in the National Capital Region and assists the Canada Council in the development of the performing arts elsewhere in Canada through touring and media venues (radio, television, Internet, CD's).

The NAC fulfils its artistic mandate through the following programs:

English Theatre;
French Theatre;
Music;
Dance;
Youth Programs; and
Arts Education Initiatives.

Other sources of revenue for the Corporation include rentals and food services.

Performance Information

The NAC is exempt from Divisions I to IV of Part X of the Financial Administration Act (FAA), pursuant to subsection 85(1) of the FAA. As a result, a Corporate Plan Summary is not tabled in Parliament and performance information for this corporate abstract was extracted from the Corporation's 1998-99 Annual Report, which noted that:

NAC's management systems - which had been the focus of a special examination, completed in June 1998 by the Auditor General's Office, that was sharply critical of many aspects of the Centre's management - have been upgraded and replaced.

NAC achieved a significant turnaround in its financial results. The Corporation had an annual operating surplus of $2.05 million, which completely eliminated the previous year's accumulated deficit of $1.66 million and resulted in an accumulated surplus at August 31, 1999 of $382,000.

Selected summary information is presented in the table below.

	1998-99 Actual	1997-98 Actual
Attendance as a per cent of capacity: English theatre French theatre Music Dance and variety Rentals and other programming	73 80 74 73 74	64 78 68 70 62
Revenue ($ million)	23.4	21.6
Expenses ($ million)	44.3	44.9
Results of operations after government funding ($ million)	2.0	(3.1)

Note: NAC's financial year is September 1 to August 31.

National Capital Commission

Appropriate Minister

The Honourable Sheila Copps, P.C., M.P.
Minister of Canadian Heritage

Chairperson and Chief Executive Officer

Marcel Beaudry

Head Office

40 Elgin Street
Ottawa ON
K1P 1C7
Telephone: (613) 239-5555
Facsimile: (613) 239-5039
Web site: http://www.capcan.ca/bins/ncc_web_content_page.asp?cid=16296&lang=1&bhcp=1

Auditor

Auditor General of Canada

Incorporation and Status

1958 by the National Capital Act (R.S.C. 1985, c. N-4; amended in 1988 S.C. 1988, c. 54); Schedule III, Part I of the Financial Administration Act; an agent of Her Majesty.

Mandate

To prepare plans for and assist in the development, conservation and improvement of the National Capital Region; to organize, sponsor, or promote public activities and events in the National Capital Region to enrich the cultural and social fabric of Canada.

Corporate Profile

The National Capital Commission (NCC) works throughout the National Capital Region to create greater pride and unity in Canada through the presentation of major events including Canada Day and Winterlude; through the Capital InfoCentre and other interpretation programs that orient and inform Canadians and visitors about the Capital; and through outreach and marketing activities that present the Capital to Canadians and international audiences.

The NCC is also responsible for planning the development and use of federal lands in the National Capital Region. The NCC manages and maintains its own lands and looks after other key federal lands, including the Official Residences, urban lands, parks, parkways and bridges, Gatineau Park and the Greenbelt.

Performance Information

The NCC's Corporate Plan Summary for 1999-2000 to 2003-04 identified objectives and strategies in four broad areas: promoting and animating the National Capital Region (NCR); planning the NCR; real asset management and development; and corporate services. Specific performance targets were also identified in each area.

In its 1999-2000 Annual Report, NCC reported its achievements against each of the performance targets. Selected examples are shown in the table below.

1999-2000 Performance Target	1999-2000 Achievement
Promoting and Animating the Capital NCC will deliver special millennial celebrations such as a New Year's Eve event on Parliament Hill that will attract 60,000 participants.	A New Year's eve celebration on Parliament Hill was delivered to an audience of 50,000
Planning the National Capital Region The NCC will finalize and distribute the Plan for Canada's Capital and subsequent to this will complete the review of NILM (National Interest Land Mass) land.	The Plan for Canada's Capital and its environmental assessment were finalized and approved. Distribution was delayed to early 2000-2001. The NILM review continues.
Real Asset Management and Development The NCC will prepare a revised and updated real asset management strategy	This target was met. A draft document was developed as the basis for budget planning.
Corporate Services The NCC will enter into its first collective agreement as a separate employer.	This target was met. The NCC signed its first collective agreement on June 10, 1999.

Selected financial information is presented in the table below:

	1999-2000 Forecast	1999-2000 Actual	1998-99 Actual
Parliamentary appropriation for operating expenses ($ thousand)	52,433	53,302	58,614
Operating revenues ($ thousand)	24,304	27,350	24,679
Total expenditures ($ thousand)	87,738	91,774	90,564
Net cost of operations ($ thousand)	(10,508)	(11,122)	(7,271)

National Gallery of Canada

Appropriate Minister

The Honourable Sheila Copps, P.C., M.P.
Minister of Canadian Heritage

Chairperson

H. Harrison McCain

Director and Chief Executive Officer

Pierre Théberge

Head Office

380 Sussex Drive
PO Box 427, Station A
Ottawa ON
K1N 9N4
Telephone: (613) 990-1985
Facsimile: (613) 993-4385
Web site: national.gallery.ca

Auditor

Auditor General of Canada

Incorporation and Status

1990 by the Museums Act (S.C. 1990, c. 3); Schedule III, Part I of the Financial Administration Act; an agent of Her Majesty.

Mandate

To develop, maintain and make known, throughout Canada and internationally, a collection of historic and contemporary works of art with special, but not exclusive, reference to Canada; and to further the knowledge, understanding and enjoyment of art among Canadians.

Corporate Profile

The National Gallery of Canada carries out its mandate through four broad activity areas: adding to and preserving the collections of works of art; educating and communicating; housing and protecting the collections, visitors and staff; and managing its staff and resources. The Gallery also operates the Canadian Museum of Contemporary Photography (CMCP) in Ottawa.

The Gallery acquires Canadian and foreign works for its collections through purchases, gifts and bequests. Its exhibits are shown in Canada and around the world. The Gallery publishes documents including pamphlets and catalogues, as well as in the production of video products. Its Web site includes teacher support kits. The Gallery's programming activities include lectures, symposia, concerts and educational programs.

Performance Information

The Gallery's Corporate Plan Summary for 1999-2000 to 2003-04 identified the following three priorities for the Corporation: Raise the Gallery's profile nationally and internationally in order to reach more of the public; establish solid networking by developing and strengthening relationships with other institutions across Canada; and optimize financial resources.

The Corporation's 1999-2000 Annual Report highlighted the following objectives and reported on the results achieved - a selection of which is in the table below:

Objectives	1999-2000 Results
To acquire, preserve, and record historic and contemporary works of art, both national and international, to respect Canada's visual arts heritage and to use them in its programs.	Added 290 works of art to the Gallery's collection through donations and purchases. Added 146 works to the CMCP's collection.
To further knowledge, understanding, and enjoyment of the visual arts among all Canadians and to make the collections known in Canada and abroad.	Attracted 921,921 Canadian and international visitors to the Gallery, CMCP and the travelling exhibitions. Hosted 36 exhibitions at the Gallery, and an additional 12 at the CMCP.

Selected financial information is shown in the table below.

	1999-2000 Forecast	1999-2000 Actual	1998-99 Actual
Revenue ($ thousand)	7,565	7,367	8,976
Expenses ($ thousand)	40,100	42,453	47,634
Parliamentary appropriation ($ thousand) for operating purposes for collections	29,535 3,000	30,197 3,172	29,962 3,310

National Museum of Science and Technology Corporation

Appropriate Minister

The Honourable Sheila Copps, P.C., M.P.
Minister of Canadian Heritage

Chairperson

Virender K. Handa

Director and Chief Executive Officer

Geneviève Sainte-Marie

Head Office

2380 Lancaster Road
PO Box 9724, Station T
Ottawa ON
K1G 5A3
Telephone: (613) 991-3044
Facsimile: (613) 990-3636
Web site: http://www.technomuses.ca/our_corporation/index-eng.asp

Auditor

Auditor General of Canada

Incorporation and Status

1990 by the Museums Act (S.C. 1990, c. 3); Schedule III, Part I of the Financial Administration Act; an agent of Her Majesty.

Mandate

To foster scientific and technological literacy throughout Canada by establishing, maintaining and developing a collection of scientific and technological objects with special, but not exclusive, reference to Canada, and by demonstrating the products and processes of science and technology, as well as their economic, social and cultural relationships with society.

Corporate Profile

The National Museum of Science and Technology Corporation (now referred to as the Canada Science and Technology Museum Corporation) is responsible for the development and management of a representative collection of scientific and technological artifacts and materials which focuses on seven major subject areas - aviation, communications, industrial technology, natural resources, renewable resources, scientific instrumentation and transportation.

The Corporation manages three museum sites: the Canada Science and Technology Museum, the Canada Agriculture Museum and the Canada Aviation Museum. Each museum sets its own public programming activities and strategies in recognition of the different markets and clientele each serves. The museums operate under a common set of corporate policies. Support services such as human resources, finance and facilities management are provided centrally.

Performance Information

The 1999-2000 to 2003-04 Corporate Plan Summary for the Corporation (CSTMC) identified objectives and the associated strategies in the following five areas:

Heritage preservation: to develop and manage a representative collection, and to make it accessible;

Knowledge dissemination: to provide opportunities for a broad public audience to enjoy an enriching museum experience;

Facilities: to provide quality venues for public programming activities, protection of the collection, and to promote operational effectiveness;

Revenue generation: to develop a strong revenue base to allow for greater financial and management flexibility in fulfilling the Corporation's mandate; and

Management: to provide effective and efficient services within a framework of appropriate management control.

The Corporation's 1999-2000 Annual Report reported its performance on each of the above objectives.

The following table notes two of the performance indicators where numerical targets were included in the Corporate Plan Summary.

Performance Indicators	1999-2000 Target	1999-2000 Result
Artifacts catalogued to CSTMC standards (%)	78	92
Artifacts with conservation report completed (%)	32	32

Selected financial information is shown in the table below.

	1999-2000 Forecast	1999-2000 Actual	1998-99 Actual
Revenue ($ thousand)	3,660	3,695	4,584
Expenses ($ thousand)	23,445	23,857	23,875
Parliamentary appropriation ($ thousand)	19,677	20,036	20,007

Finance

Bank of Canada

Appropriate Minister

The Honourable Paul Martin, P.C., M.P.
Minister of Finance

Governor

Gordon G. Thiessen

Head Office

234 Wellington Street
Ottawa ON
K1A 0G9
Telephone: 1-800-303-1282
Facsimile: (613) 782-7713
Web site: www.bank-banque-canada.ca

Auditor

Caron Bélanger Ernst & Young
Raymond Chabot Grant Thornton

Incorporation and Status

1934 by the Bank of Canada Act (R.S.C. 1985, c. B-2); acts as the fiscal agent of the Government of Canada; exempt from Divisions I to IV of Part X of the Financial Administration Act.

Mandate

To formulate and implement monetary policy in Canada; and to act as the government's fiscal agent. The Bank has the sole right to issue paper currency for circulation in Canada.

Corporate Profile

The Bank of Canada's primary functions are as follows:

Monetary policy: The Bank is responsible for managing the rate of monetary expansion in a way that is consistent with preserving the value of money.

Currency: The Bank issues bank notes in Canada. This involves note design as well as the printing and distribution of bank notes, and their eventual replacement.

Central banking services: The Bank regulates and supports the major clearing and settlement systems through which financial institutions execute securities transactions and transfer funds. As the federal government's banker, the Bank provides advice on debt management, handles new borrowings, maintains bondholder records, and makes payments for interest and debt redemption. It also manages Canada's foreign exchange reserves. As a service to the public, the Bank holds unclaimed bank balances and helps people reclaim money left in unused accounts.

Retail debt services: The Bank is responsible for maintaining debt registers and for servicing the accounts of holders of Canada Savings Bonds and other debt instruments issued by the federal government. The management of this debt, however, is now under the direction of Canada Investment and Savings.

On the international front, the staff of the Bank participate in meetings of major international organizations, work closely with government departments on international economic and financial issues, and take part in technical assistance programs for developing countries.

Performance Information

The Bank of Canada is exempt from Divisions I to IV of Part X of the Financial Administration Act (FAA), pursuant to subsection 85(1) of the FAA. As a result, a Corporate Plan Summary is not tabled in Parliament and performance information for this corporate abstract was extracted from the Bank's 1999 Annual Report, which included the following:

The Bank played a significant role in the work leading up to the government's June 1999 policy paper outlining a modified framework for the Canadian financial sector.

Through participation in two new international fora, the Financial Stability Forum and the Group of Twenty, the Bank of Canada continued to play an active role in strengthening the international financial system and reducing the vulnerability of economies to global crises.

The new electronic system designed to handle large-value Canadian dollar payments (LVTS) began full operation in February 1999. LVTS is fully risk-proofed and represents a milestone in promoting the safety and soundness of Canada's financial network.

As a result of collaborative efforts with numerous groups from the Canadian financial sector, the Canadian financial system made a smooth transition to the year 2000.

Selected summary information is presented in the table below.

	1999 Actual	1998 Actual	1997 Actual
Revenue ($ million)	1,910.8	1,799.4	1,578.6
Expenses ($ million)	144.7	120.6	144.2
Net revenue paid to Canada ($ million)	1,766.1	1,678.8	1,434.4

Canada Deposit Insurance Corporation

Appropriate Minister

The Honourable Paul Martin, P.C., M.P.
Minister of Finance

Chairperson

Ronald N. Robertson

President and Chief Executive Officer

Jean Pierre Sabourin

Head Office

17^th Floor
50 O'Connor Street
PO Box 2340, Station D
Ottawa ON
K1P 5W5
Telephone: (613) 996-2081
Facsimile: (613) 996-6095
Web site: www.cdic.ca

Auditor

Auditor General of Canada

Incorporation and Status

1967 by the Canada Deposit Insurance Corporation Act (R.S.C. 1985, c. C-3; R.S.C. 1985, c. 18 (2^nd Supp.); S.C. 1992, c. 26); Schedule III, Part I of the Financial Administration Act; an agent of Her Majesty.

Mandate

To provide limited insurance for deposits with member institutions; to promote standards of sound business and financial practices, and contribute to the stability of the Canadian financial system; and to pursue the foregoing for the benefit of depositors and in such a manner as will minimize exposure to loss.

Corporate Profile

In providing deposit insurance, the Canada Deposit Insurance Corporation (CDIC) undertakes a wide range of initiatives to increase understanding of deposit insurance, to assess and monitor the risks of insuring deposits in collaboration with regulators, to manage relationships with federal and provincial governments, member institutions and their organizations, and other interested parties, to keep abreast of economic and policy issues, and to minimize the cost of deposit insurance. The primary functions of CDIC involve insurance and risk management, and claims and recoveries.

Performance Information

CDIC's Summary of the Corporate Plan for 1999-2000 to 2003-04 grouped the Corporation's objectives into three themes: maintain financial stability and efficient operations; manage risks of insuring deposits; and manage relationships with the federal and provincial governments, member institutions and their associations, and other interested parties. The Corporation reported on its achievements in its 1999-2000 Annual Report, including the following:

CDIC developed the Differential Premiums By-law, which came into force on March 31, 1999. For the 1999 premium year, over 90 per cent of member institutions were placed in the two highest-rated categories, resulting in significant reductions in their premium rates. After the first year of the new differential premiums, CDIC believed that the aim of the system, which is to ensure that members exhibiting a lower risk profile be rewarded with lower premiums, was being achieved.

The risk assessment methodology project was begun. It is intended to integrate emerging, economic, market and third-party issues into the risk assessment process and to provide a more focused approach to the assessment of both individual members and the CDIC membership as a whole.

The Corporation also began work on the review and modernization of CDIC Standards, and it is developing a three-year internal information technology strategic plan.

The Office of the Auditor General's special examination of CDIC concluded that overall the Corporation is well managed and that there are no significant deficiencies in its operations.

CDIC chaired the study group on deposit insurance, created by the G-7's Financial Stability Forum, as well as the working group that will develop international guidance for deposit insurance.

As at March 31, 2000, CDIC's deposit insurance member institutions included 40 domestic banks and subsidiaries, 26 domestic trust and loan companies, and 43 foreign bank subsidiaries.

Selected financial information is provided in the table below.

	1999-2000 Forecast	1999-2000 Actual	1998-99 Actual
Premium revenue ($ million)	125	134	515
Total revenue ($ million)	212	169	579
Net income ($ million)	200	157	566

Canada Development Investment Corporation

Appropriate Minister

The Honourable Paul Martin, P.C., M.P.
Minister of Finance

Chairperson

Donald McQ. Shaver

Head Office

L'Esplanade Laurier
PO Box 71058
Ottawa ON
K2P 2L9
Telephone: (613) 943-9391
Facsimile: (613) 943-9390

Auditor

Auditor General of Canada
KPMG LLP

Incorporation and Status

1982 under the Canada Business Corporations Act. Letters patent, May 26, 1982; Schedule III, Part II of the Financial Administration Act; an agent of Her Majesty.

Mandate

To manage Crown corporations and investments assigned to it, and to privatize its holdings when appropriate. In January 1995, the government completed an assessment of the Corporation's future role. As a result, the Corporation's current mandate is to wind down its operations by divesting its assets and reducing its operating costs.

Corporate Profile

The Canada Development Investment Corporation (CDIC) manages two wholly owned subsidiaries: Canada Eldor Inc. and Canada Hibernia Holding Corporation. The latter manages the federal government's 8.5-per-cent interest in the Hibernia Oil and Gas Offshore Development Project.

CDIC also administers outstanding issues pursuant to prior divestitures, including the sale of Canadair Limited and Theratronics International Limited and the sale of the operating assets of Canada Eldor Inc. to Cameco Corporation. These issues, relating primarily to Canada Eldor Inc., include certain waste contingencies and outstanding litigation.

Performance Information

CDIC, in its Corporate Plan Summary for 1999 to 2003, identified the following main objectives for 1999:

Manage the investment in Canada Hibernia Holding Corporation with emphasis on developing a marketing plan and strategy for the sale of the asset and possibly commencing the sales process;

Continue to manage the remaining obligations pursuant to the Purchase and Sale Agreement for Canada Eldor Inc.;

Manage the post-sale agreements resulting from the sale of Theratronics, Nordion and Canadair;

Continue the orderly wind-down of CDIC.

CDIC's 1999 Annual Report noted that:

The Corporation has hired a financial advisor to assist with the eventual sales process for Canada Hibernia Holding Corporation;

The Board of Directors now manages CDIC and is focused on winding it down in an effective and efficient manner.

Selected financial information is shown in the table below.

	1999 Forecast	1999 Actual	1998 Actual
Net income (loss) ($ thousand)	(12,252)	(948)	3,464
Dividends ($ thousand)	5,000	-	-

Canada Pension Plan Investment Board

Appropriate Minister

The Honourable Paul Martin, P.C., M.P.
Minister of Finance

Chairperson

Gail Cook-Bennett

President and Chief Executive Officer

John A. MacNaughton

Head Office

Suite 1800
181 University Avenue
Toronto ON
M5H 3M7
Telephone: (416) 868-4075
Facsimile: (416) 868-4083
Web site: http://www.cppib.ca/index_en.html

Auditor

Deloitte & Touche LLP

Incorporation and Status

1999 by the Canada Pension Plan Investment Board Act (S.C. 1997, c. 40); exempt from Divisions I to IV of Part X of the Financial Administration Act; not an agent of Her Majesty.

Mandate

To manage prudently and professionally in the best interests of contributors and beneficiaries, with a view to achieving a maximum rate of return without undue risk of loss, funds transferred to the Investment Board from the Canada Pension Plan Account.

Corporate Profile

The role of the Canada Pension Plan Investment Board (CPP Investment Board) is to increase the long-term value of the Canada Pension Plan (CPP) assets by prudently investing, in capital markets, funds not required by the Canada Pension Plan to pay current pensions.

On March 31, 2000 the CPP Investment Board had $2.4 billion invested in capital markets and projects. It will have $100 billion of assets under management within the decade. The assets and the income earned on them will be available to the Canada Pension Plan to pay future pensions.

Performance Information

The Canada Pension Plan Investment Board is exempt from Divisions I to IV of Part X of the Financial Administration Act (FAA), pursuant to subsection 85(1) of the FAA and, as a result, a Corporate Plan Summary is not tabled in Parliament. However, the Investment Board's governing legislation imposes rigorous accountability, including a detailed annual report that must be publicly available. The Investment Board is required to publish in the annual report its success in reaching the prior year's investment objectives and the objectives for the next year and the foreseeable future.

The 2000 Annual Report noted that the corporate strategy and initial business plan were developed by management and approved by the board of directors. Also, stakeholders were kept informed through four quarterly reports, an annual report and a Web site activated in June 1999. While the Investment Board reported exceptional investment returns, it also cautioned that as the asset allocation base is broadened, the portfolio volatility will decline, as will the likelihood of achieving such outstanding annual results again.

Investment performance and benchmark returns are as follows:

	For the year ended March 31, 2000		For the period ended March 31, 1999 *
	Portfolio Return (%)	Benchmark Return (%)	Portfolio Return (%)	Benchmark Return (%)
Canadian equities	45.3	45.5	4.9	4.8
Non-Canadian equities	16.6	16.1	5.4	4.4
Total return	40.1	39.3	5.0	4.7

Selected summary information is presented in the table below.

	For the year ended March 31, 2000	For the six months ended March 31, 1999 *
Investment income ($)	463,785,627	203,209
Investment expenses ($)	482,312	847
Net income from operations ($)	460,135,347	202,362

* The Board commenced operations on October 1, 1998. Investment activity commenced with receipt of the first cash flow on March 1, 1999.

Petro-Canada Limited

Appropriate Minister

The Honourable Paul Martin, P.C., M.P.
Minister of Finance

Chairperson

David A. Tobin

President

Guy Bujold

Head Office

c/o Department of Finance Canada
L'Esplanade Laurier
140 O'Connor Street
Ottawa ON
K1A 0G5

Auditor

Auditor General of Canada

Incorporation and Status

1975 by the Petro-Canada Act (R.S.C. 1985: c. P-11); continued as Petro-Canada Limited on February 1, 1991 under the Petro-Canada Public Participation Act; Schedule III, Part II of the Financial Administration Act; an agent of Her Majesty.

Mandate

To manage Petro-Canada Limited's investment portfolio to ensure that there are sufficient funds to meet its obligations on the outstanding long-term debt.

Corporate Profile

Petro-Canada Limited was the parent Crown corporation of Petro-Canada, which was privatized in July 1991. Upon privatization, Petro-Canada refinanced its previously government-backed debt with the proceeds going to Petro-Canada Limited.

The Corporation's principal business is to manage its investment portfolio and to meet its obligations on its outstanding bonds.

The Corporation, which has no employees, is managed by officials of the Department of Finance Canada.

Performance Information

In its 1999 to 2003 Corporate Plan Summary, Petro-Canada Limited confirmed its objective to ensure that the Corporation is able to meet its obligations on its outstanding bonds and its current and future operating costs, from the funds generated by the investment portfolio and its cash reserve.

The Corporate Plan Summary also highlighted the Corporation's strategic issue over the planning period, which is to continue to reduce its assets and liabilities.

The Corporation's 1999 Annual Report noted that:

Revenues from the securities in the investment portfolio closely matched interest obligations on the outstanding bonds.

The Corporation had a net loss of $1 million.

The Corporation has sufficient revenues and cash reserves to meet future cash flow requirements.

On December 10, 1999, the Board of Directors approved a motion to recommend to the Minister of Finance that the Corporation be dissolved in accordance with the Petro-Canada Public Participation Act during the 2000 fiscal year.

Selected financial information is provided in the table below.

	1999 Forecast	1999 Actual	1998 Actual
Total assets ($ million)	496.2	354	493
Revenues ($ million)	42.7	28	41
Net earnings (loss) ($ million)	0.8	(1)	1

Fisheries and Oceans

Freshwater Fish Marketing Corporation

Appropriate Minister

The Honourable Herb Dhaliwal, P.C., M.P.
Minister of Fisheries and Oceans

Chairperson

Sam Murdock

President and Chief Executive Officer

Robert Hand

Head Office

1199 Plessis Road
Winnipeg MB
R2C 3L4
Telephone: (204) 983-6600
Facsimile: (204) 983-6497

Auditor

Auditor General of Canada

Incorporation and Status

1969 by the Freshwater Fish Marketing Act (R.S.C. 1985, c. F-13); Schedule III, Part I of the Financial Administration Act; an agent of Her Majesty.

Mandate

To market fish in an orderly manner, to maximize returns to fish producers and to promote international markets and increase trade in fish.

Established with the participation of each of the provinces and the territory in which it operates for the purpose of marketing and trading in and outside of Canada in fish, fish products and fish by-products produced within its mandated region. The participation of the provinces of Manitoba, Saskatchewan, Alberta and Ontario, and the Northwest Territories was established by agreement with the Government of Canada.

Corporate Profile

The Freshwater Fish Marketing Corporation operates on a self-sustaining basis with no appropriations from Parliament. In practice, the Corporation operates much like a producers' co-operative, with the beneficiaries being the commercial fish producers in Manitoba, Saskatchewan, Alberta, the Northwest Territories and Northwestern Ontario. The Corporation has the exclusive right to trade and market the products of the commercial fishery on an interprovincial and export basis. Its primary goal is to achieve the greatest economic returns possible for the commercial fish producers it serves, by providing a range of products and services to its customers.

Performance Information

In its 1999-2000 to 2003-04 Corporate Plan Summary, FFMC indicated that it faced serious challenges of low fish-production levels. Deliveries of pickerel and sauger have been stable in recent years as well as in 1999 but whitefish production has decreased. Since these are the Corporation's principal species, abnormally low deliveries are causing serious financial challenges for the Corporation. In order to meet its financial obligations, the Corporation also indicated that it would need to borrow up to $20 million in short-term bank loans during 1999-2000.

Since the FFMC's 1999-2000 Annual Report had not been tabled in Parliament as of the closing date for its inclusion in the database for the President of the Treasury Board's annual report, the Corporation's activities and performance results for 1999-2000 have not been reflected in this report.

Foreign Affairs

International Development Research Centre

Appropriate Minister

The Honourable John Manley, P.C., M.P.
Minister of Foreign Affairs

Chairperson

Gordon S. Smith

President and Chief Executive Officer

Maureen O'Neil

Head Office

250 Albert Street
PO Box 8500
Ottawa ON
K1G 3H9
Telephone: (613) 236-6163
Facsimile: (613) 238-7230
Web site: http://www.idrc.ca/en/ev-1-201-1-DO_TOPIC.html

Auditor

Auditor General of Canada

Incorporation and Status

1970 by the International Development Research Centre Act, (R.S.C. 1985, c. I-19); exempt from Divisions I to IV of Part X of the Financial Administration Act; not an agent of Her Majesty.

Mandate

To initiate, encourage, support and conduct research into the problems of the developing regions of the world. The Centre also promotes and carries on research into the means for applying and adapting scientific, technical and other knowledge for the economic and social advancement of those regions.

Corporate Profile

The main objective of the International Development Research Centre (IDRC) is to help researchers and communities in the developing world find solutions to their social, economic and environmental problems. IDRC connects people, institutions and ideas to ensure that the results of the research it supports and the knowledge that research generates, are shared equitably among all its partners, North and South.

To achieve its objective, the Centre funds research; trains researchers and promotes research networks. Through its Canadian Partnership Program, IDRC promotes collaborative research between scientists in Canada and those in developing countries.

The Centre's principle source of funding is parliamentary appropriations. It adds to this by entering into co-funding ventures with donors and pursuing contract research opportunities in collaboration with the private sector.

Performance Information

IDRC is exempt from Divisions I to IV of Part X of the Financial Administration Act (FAA), pursuant to subsection 85(1) of the FAA. As a result, a Corporate Plan Summary is not required to be tabled in Parliament, and the performance information for this corporate abstract was extracted from the Centre's 1999-2000 Annual Report.

IDRC reported on the results of its second corporate program framework covering the period 1997 to 2000. The goals of this framework were to:

foster and support the production and application of research results leading to policies and technologies that enhance the lives of people in the developing regions; and

mobilize and strengthen the indigenous research capacity in the countries of those regions, particularly capacity for policies and technologies for more healthy and prosperous societies, food security, biodiversity, and access to information.

The framework also set forth some examples of the development outcomes and benefits, both institutional and programmatic, that IDRC would help deliver by the year 2000.

Selected financial information is shown in the table below.

	1999-2000 Actual	1998-99 Actual
Revenue including parliamentary appropriation for operating expenditures ($ million)	134.1	125.1
Expenses ($ million)	139.0	129.8