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2001 Annual Report To Parliament - 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

Michel Pagé

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.

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 day products in Canada.

During the 1998-1999 dairy year, the World Trade Organization (WTO) Panel found that Canada's export system under classes 5 (d) and (e) constituted an export subsidy and that its method of implementing the fluid milk tariff rate quota (TRQ) impaired the rights of the U.S. to access the Canadian market. Canada filed an appeal of the Panel's decision. The Appellate body upheld the Panel's ruling in the case of classes 5 (d) and (e) but reversed the Panels decision regarding TRQ with minor revisions.

Performance Information

In its Corporate Plan Summary for 1999-2000 to 2003-04, CDC identified the following key issues and objectives:

Support the work on the appeal to the WTO Panel ruling on Canada's Class 5 Pricing and Pooling System and, if necessary, make changes to ensure that Canada's system for dairy exports is in conformity with world trade agreements;
Work with clients using the Class 5 Milk Permit and Pooling System and stakeholders to adjust administrative and operational guidelines to reduce paper burden and improve the competitiveness of dairy ingredients while ensuring that program compliance is appropriately monitored.

CDC's 1999-2000 Annual Report noted the achievements towards these goals, including the following:

CDC worked with the team of industry and government officials supporting the legal team appealing the WTO Panel decision. On losing the appeal, CDC continued to work with government and industry to begin the process of implementing the necessary changes to ensure that Canada complies with its trade agreements.
More resources were allocated to the audit section of the Corporation 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) are presented in the table below:

	1999-2000 Forecast	1999-2000 Actual	1998-99 Actual
Administrative expenses ($ thousand)	2,538	2,730	2,279
Costs of production and dairy policy studies ($ thousand)	500	410	432

_________________

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

Farm Credit Canada

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); and continued on June 14, 2001, under the Farm Credit Canada Act (S.C. 2001, c. 22), 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

Farm Credit Canada (FCC) offers flexible solutions to primary producers and agribusinesses. Bill C-25, an Act to amend the Farm Credit Corporation Act and to make consequential amendments to other Acts, was tabled in the House of Commons on April 5, 2001, by the Minister of Agriculture and Agri-Food. It received Royal Assent on June 14, 2001.

The Act changed the Corporation's name to Farm Credit Canada from Farm Credit Corporation to better reflect its federal identity and demonstrate the federal government's commitment to rural Canada.

The Act allows FCC to offer financial and business management services that meet and anticipate the emerging needs of the agricultural industry. Through FCC, producers and agribusinesses across rural Canada will have increased access to a broader range of services to help them achieve long-term success.

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

Performance Information

FCC's Corporate Plan Summary for 2000-01 to 2004-05 identified objectives and specific goals in each of the following areas: (1) human resources, (2) customer loyalty and market presence, (3) process effectiveness and quality improvement, and (4) financial success.

The Corporation's 2000-01 Annual Report restated these objectives and reported on the results achieved during the year. Selected examples include the following:

FCC employees participated in the testing and validation of new lending and loan administration processes, redesigned in the previous year, and in the redesign of human resources processes;
The Corporation disbursed a total of $1.28 billion to primary producers and $235.5 million to agribusiness customers.
FCC implemented a new lending policy in July 2000 as a result of re-engineered loan processes. These enhancements saved 2,600 hours of field staff time, allowing them to spend more time developing customer relationships.
FCC began work on a corporate service delivery channel strategy and identified a strategic direction for ensuring that all customers receive high quality service, no matter how they choose to interact with the Corporation. The strategy will be refined in 2001-02.

Selected summary information is presented in the table below.

	2000-01 Forecast	2000-01 Actual	1999-2000 Actual
Net income ($ million)	42.6	31.6	38.4
Return on equity (%)	6.6	8.4	6.6
Efficiency ratio (%)*	57.0	55.0	56.8
Administration expenses ($ million)	97.0	94.5	90.8

_________________

* 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, enjoyment and production of works in the arts.

Corporate Profile

The Canada Council (the 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, the Governor General's Literary Awards and the Governor General's Awards in Visual and Media Arts.

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 2000-01 Annual Report. The Council noted the following activities and achievements:

Hosted the World Summit on the Arts and Culture, which brought together representatives of arts councils and arts funding agencies from some 50 countries around the world. The Summit resulted in the creation of the International Federation of Arts Councils and Culture Agencies.
Funded approximately 3,500 readings across Canada - in libraries, universities, colleges, community centres, literary associations, galleries, national service organizations and at festivals.
Awarded some 5,700 grants to artists and arts organizations, and made payments to over 12,740 authors through the Public Lending Right Commission. These grants, payments and awards totalled $117 million.
Announced the creation of three new annual prizes, worth $10,000 each, to recognize outstanding professional theatre productions aimed at young audiences. The prizes will be presented in partnership with the associations that currently organize theatre prizes in Canada's three largest cities: the Dora Awards in Toronto, the Soirée des Masques in Montreal and the Jessie Awards in Vancouver.
2000 marked the final year of the Millennium Arts Fund, which funded 187 arts projects across Canada, over a period of three years to celebrate the new millennium. A total of $9.2 million was distributed.

The Council also reported that in May 2001, the government announced a major investment in the arts and culture of more than half a billion dollars, to be paid over a three-year period. Of this amount, $75 million was earmarked for the Canada Council.

Selected summary information is presented in the table below.

	Actual 2001-01	Actual 1999-2000
Revenue ($ thousand)	26,551	33,358
Expenses ($ thousand)	140,285	134,302
Parliamentary appropriation ($ thousand)	127,431	116,584
Net income after parliamentary appropriation ($ thousand)	13,697	15,640

Canadian Broadcasting Corporation

Appropriate Minister

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

Chairperson

Carole Taylor

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 2000-01 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 corporation as set out in the tabled Estimates for that financial year. This corporate plan summary is tabled in Parliament.

CBC's Annual Report for 2000-01 documented its achievements during the year under review, some of which included the following:

CBC is a key vehicle for showcasing Canadian arts and culture including orchestras, theatre, and dance ensembles on both national and regional levels.
CBC established a new model of co-operation between its English and French Television services when it launched a documentary series, Canada: A People's History. The series, produced using entirely digital technology, will be broadcast commercial-free over two years.
The Corporation improved services for children and youth - English TV added 750 hours of additional programming for young people and French TV added an average of 20 hours per week, of which 14 hours were Canadian productions.
CBC's programs and people were once again honoured with national and international awards.

Selected summary information is presented in the table below.

	2000-01 Actual	1999-2000 Actual	1998-99 Actual
Revenue from operations ($ million)	521.9	504.6	484.1
Expenses ($ million)	1,396.3	1,408.2	1,431.3
Parliamentary appropriation for operating expenditures ($ million)	794.1	764.7	759.5

Canadian Film Development Corporation

Appropriate Minister

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

Chairperson

François Macerola

Acting Executive Director

Johanne St-Arnaud

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 Canada 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.

On October 5, 2000, the Minister of Canadian Heritage launched the new Canadian Feature Film Policy, From Script to Screen: New Policy Directions for Canadian Feature Film. The Policy, which comes with an annual budget of $100 million, established the Canada Feature Film Fund (CFFF), $86 million of which is to be administered by Telefilm Canada. The CFFF began operating on April 1, 2001 and includes the Screenwriting Assistance Program; programs for Complementary Activities, the Low Budget Independent Feature Film Assistance Program, and the Development, Production and Marketing Programs.

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.

Since Telefilm's 2000-01 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 2000-01 have not been reflected in this report.

Canadian Museum of Civilization

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

CMCC's Corporate Plan Summary for 2000-01 to 2004-05 established three strategic issues: Canadian identity and unity; the safeguard and promotion of Canada's heritage; and financial and operational viability of the Corporation.

The Corporation's 2000-01 Annual Report related its achievements for the year in the above-noted areas. Selected examples are shown in the table below.

2000-01 Performance Target	2000-01 Achievement
Canadian identity and unity Renewing Canadian War Museum exhibitions and programmes in order to maintain visitor levels	Attendance targets were surpassed at the Canadian Museum of Civilization (1.39 million visitors), and the Canadian War Museum (127,500 visitors).
Safeguarding and promotion of Canada's heritage Digitize 20,000 CMCC artifacts Communicate its knowledge throughout Canada and the world	13,822 images have already been digitized (9% artifacts; 91% historical photographs). 17.4 million accesses to the Corporation's web site.
Financial and operational viability Ongoing evaluation via audits, reviews and surveys	A total of 17 audits, reviews and surveys were completed as part of the continuous evaluation of the Corporation for operational viability.

The Corporation also noted that on May 15, 2001, the federal government announced its decision to locate the new Canadian War Museum (CWM) on LeBreton flats in Ottawa. The new CWM is expected to cost $105.75 million, of which the government is contributing $83.75 million, up from the $58.25 million in funding committed in March 2000. The museum is scheduled to open in late 2004 or early 2005.

Selected financial information is shown in the table below:

	2000-01 Forecast	2000-01 Actual	1999-2000 Actual
Revenue ($ thousand)	13,000	13,940	11,522
Expenses ($ thousand)	60,516	58,007	54,725
Parliamentary appropriation for operating expenditures ($ thousand)	43,516	43,516	44,089
Non-government revenues (%)	21.48	21.65	19.70

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) acquires and maintains collections of a wide variety of plants, animals and minerals. In addition to conducting research and publishing scientific articles, CMN 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 CMN's Corporate Plan Summary for 2000-01 to 2004-05 refined the Corporation's four objectives identified in the previous fiscal year: to increase national service and impact; to better demonstrate the value of the work done by the institution; to put in place, maintain and improve an effective and efficient infrastructure of systems and facilities to support all institutional work; and to increase self-generated revenue. CMN developed strategies to achieving these objectives as well as identified performance measures for judging progress.

Selected performance against stated objectives outlined in the Corporation's 2000-01 Annual Report is listed in the table below:

Objective	Performance
To increase national service and impact	CMN created 40,000 new Master catalogue records bringing the total of national collections records now available electronically to over 450,000. CMN helped centralize public access to information on millions of museum objects, natural history specimens and archaeological sites through the CHIN Web site.
To better demonstrate the value of the work done by CMN	CMN produced two special exhibitions - Passionate Vision which was presented by the Investors Group and supported by the Millennium Bureau of Canada featured Scientist/Astronaut Dr. Roberta Bondar's photography, and Animal Athletes which opened at the end of September 2000 to coincide with the 2000 Summer Olympics.
To put in place, maintain and improve an effective and efficient infrastructure of systems and facilities	CMN concluded an agreement to purchase an Environmental Scanning Electron Microscope that will enable scientists to perform fine examination of surface sculpture and ornamentation of biological organisms without damaging specimens.
To increase self-generated revenue	Funds and/or in-kind donations were received from the private sector and from foundations.

Selected financial information is as follows:

	2000-01 Forecast	2000-01 Actual	1999-2000 Actual
Revenue ($ thousand)	2,863	2,359	1,863
Expenses ($ thousand)	23,488	25,820	23,478
Parliamentary appropriation for operating expenditures ($ thousand)	21,125	22,874	21,772

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.

Executive Director

Karen R. Mock

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 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 2000-01 Annual Report.

The Foundation held its second biennial Award of Excellence with a ceremony and symposium titled "Inspiring Excellence to Achieve Change" in Vancouver, British Columbia. The ceremony brought together race relations practitioners and stakeholders from across Canada to share information and ideas and reinforce networks in the field of anti-racism.

CRRF continued with its mandate of encouraging the development of programs to combat racism through its Initiatives Against Racism sponsorships. During the year in review, the program expanded funding for a Rural Category recognizing that rural initiatives may have less access to resources.

The Foundation focused its attention on preparations for the United Nations World Conference Against Racism, Racial Discrimination, Xenophobia, and Other Forms of Related Intolerance (WCAR) which was held in Durban, South Africa in September, 2001.

The Foundation was also engaged in the fourth year review of its operations as required under the Canadian Race Relations Foundation Act. Though incomplete, part of the discussions focused on the importance of maintaining the Foundation's mandate and arm's length relationship with the federal government.

Selected summary information is presented in the table below.

	2000-01 Actual	1999-2000 Actual
Total revenues including government grant ($ thousand)	2,027	2,092
Government grant ($ thousand)	-	533
Expenses ($ thousand)	2,148	1,873
Excess of revenues over expenses ($ thousand)	(121)	219

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 1999-2000 Annual Report, which noted that:

The National Arts Centre Orchestra had a successful national tour.
NAC had record subscription revenues of $4,327,401 and almost 35,000 subscribers.
NAC completed the year with an annual surplus of $479,028, and an accumulated surplus of $861,186, including government funding.
The youth and education programming attracted more than 57,000 students and family members - a 10 per-cent increase over the previous year.

Selected summary information is presented in the table below.

	1999-2000 Actual	1998-99 Actual
Attendance as a per cent of capacity: English theatre French theatre Music Dance and variety Rentals and other programming	76 81 72 82 65	73 80 74 73 74
Revenue ($ million)	24.4	23.4
Expenses ($ million)	49.99	44.27
Parliamentary appropriations for operating expenditures ($ million)	23.8	20.5

_________________

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.capitaleducanada.gc.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 X 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, the equality of status of the official languages of Canada, and the heritage of the people of Canada.

Corporate Profile

The National Capital Commission (NCC) works throughout the National Capital Region (NCR) to create greater pride and unity for the increasingly diverse body of Canadians 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 NCR. The NCC manages and maintains its own lands and looks after other key federal lands and buildings, including the six Official Residences, urban lands, parks, parkways and bridges, Gatineau Park and the Greenbelt.

Performance Information

The NCC's Corporate Plan Summary for 2000-01 to 2004-05 identified objectives and strategies in four broad areas: promoting and animating the NCR; planning the NCR; real asset management and development; and corporate services. Specific performance targets were also identified in each area.

In its 2000-01 Annual Report, the NCC reported its achievements against each of the performance targets, including the following:

Sponsorship revenues totalled $2.65 million ($1.19 million in goods and services) due to record sponsorship levels for Winterlude and the Rideau Canal Skateway.
Completed the Plan for Canada's Capital and prepared to circulate and promote it.
Delayed completion in order to extend consultation with special interest groups over outstanding issues, particularly off-leash dog areas.
Developed content for the corporate Web site. Focus tested the site design and modified the approach in light of feedback received. Launch planned for early 2001-02.

Selected financial information is presented in the table below:

	2000-01 Forecast	2000-01 Actual	1999-2000 Actual
Parliamentary appropriation for operating expenses ($ thousand)	54,959	62,555	53,302
Operating revenues ($ thousand)	26,356	43,024	27,350
Total expenditures ($ thousand)	95,276	97,897	91,774
Net cost of operations ($ thousand)	(13,961)	7,682	(11,122)

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

In its 2000-01 to 2004-05 Corporate Plan Summary, the Gallery identified the same three priorities as for the previous year: 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 Summary also highlighted the Gallery's objectives, strategies and performance targets to address the three priorities.

The Corporation's 2000-01 Annual Report highlighted the following achievements:

The National Gallery:

Added 427 works to its permanent collection through donations and purchases;
Presented 33 in-house exhibitions including Monet, Renoir and the Impressionist Landscape. CMCP hosted 13;
Lent works from the collection including 73 Group of Seven paintings as part of the exhibition Terre Sauvage: The Canadian Landscape and the Group of Seven, which completed a Scandinavian tour and will travel to China in 2001-02;
Initiated the online Provenance Research Project, which traces the ownership of works of art through the rise and fall of the Nazi empire;
Attracted 8,512 members and increased the levels of donation; and
Was awarded the first international contemporary art prize in Canada.

The Gallery also reported that:

Attendance at the Gallery and the CMCP increased by more than 15 per cent as they welcomed more than 661,000 visitors. Attendance at special exhibitions rose by a full 27 per cent;

Several exhibition catalogues were produced for temporary exhibitions, including Monet, Renoir and the Impressionist Landscape, and the scholarly publication The Review was created;
The CyberMuse online databank gained 4,000 files including video files of interviews with artists and audio files interpreting works from the permanent collection;
The CMCP travelling exhibition Extended Vision: the Photography of Thaddeus Holownia was seen by viewers in New Brunswick, Quebec and Ontario.

Selected financial information is shown in the table below.

	2000-01 Forecast	2000-01 Actual	1999-2000 Actual
Revenue ($ thousand)	9,439	9,020	7,367
Expenses ($ thousand)	45,463	45,356	42,453
Parliamentary appropriation ($ thousand) for operating purposes for collections	32,624 3,000	33,290 3,235	30,197 3,172

National Museum of Science and Technology

Appropriate Minister

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

Chairperson

Virender K. Handa

Director and Chief Executive Officer

Christopher J. Terry

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 (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 2000-01 to 2004-05 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;
Sharing knowledge: 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 reported its performance on each of the above objectives in its 2000-01 Annual Report.

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

Performance Indicators	2000-01 Target	2000-01 Result
Artifacts catalogued to CSTMC standards (%)	93	93
Artifacts with conservation report completed (%)	32	32

Selected financial information is shown in the table below.

	2000-01 Forecast	2000-01 Actual	1999-2000 Actual
Revenue ($ thousand)	3,740	3,765	3,695
Expenses ($ thousand)	24,480	25,318	23,857
Parliamentary appropriation ($ thousand)	20,565	22,594	20,036

Finance

Bank of Canada

Appropriate Minister

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

Governor

David A. Dodge

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

Auditors

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. In 2000, the Bank issued a Request for Proposal to outsource the operations and systems support for the program.

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 2000 Annual Report, which included the following:

The Bank announced that beginning on December 5, 2000, Bank Rate changes would be set on eight pre-established dates per year, except in extraordinary circumstances.
The Bank also hosted a conference to revisit the case of flexible exchange rates. Motivated by the introduction of the euro in 1999 and by the recent collapse of fixed exchange rate systems in many emerging-market economies, the Bank noted that the conference was also an opportunity to recognize the adoption of a floating exchange rate by Canada 50 years earlier.
Bank officials participated in many international groups where significant developments in the world economy were discussed. These included working parties and committees of the Organisation for Economic Cooperation and Development, the meetings of G-10 central bank governors, regular meetings held at the Bank for International settlements, and meetings of the G-7, G-10, G-20, and the International Monetary and Financial Committee.
Effective May 12, 2000, the Bank stopped issuing $1,000 bank notes and began to withdraw them from circulation as part of the federal government's fight against money laundering.

Selected summary information is presented in the table below.

	2000 Actual	1999 Actual	1998 Actual
Revenue ($ million)	2,111.0	1,910.8	1,799.4
Expenses ($ million)	118.6	144.7	120.6
Net revenue paid to Canada ($ million)	1,992.4	1,766.1	1,678.8

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 2000-01 to 2004-05 grouped the Corporation's objectives into four themes: proactively manage the risks of providing deposit insurance; ensure CDIC's financial stability and efficient operations; sustain a strong people and knowledge base encompassing human resources and technology; and continually assess and enhance relationships with stakeholders.

The Corporation reported on its achievements in its 2000-01 Annual Report, including the following:

CDIC formalized and continued to work on its new risk assessment framework and developed new technology tools for monitoring and evaluating members' risks.
CDIC analyzed the issues relating developments in e-commerce, Internet banking and new financial products as a preliminary step to assessing implications for making payments. In addition, the Corporation undertook work on establishing comparative benchmarking by reviewing pay-out methods used in other countries, commenced a re-engineering of the Corporation's pay-out processes, and assisted other deposit insurers in evaluating their readiness to deal with failures and manage interventions.
CDIC developed strategic plans on human resources and information technology. The Corporation continued to review and update its job descriptions and conducted an employee satisfaction survey at year-end.
The Corporation launched a public awareness and education campaign on deposit insurance in Canada to ensure that depositors know and understand how their deposits are insured. It conducted a survey, which indicated that general awareness of CDIC has increased 7 per cent to 54 per cent and general awareness of the $60,000 deposit insurance limit has increased from 23 per cent to 27 per cent.

As at March 31, 2001, CDIC's deposit insurance member institutions included 40 domestic banks and subsidiaries, 25 domestic trust and loan companies, and 36 foreign bank subsidiaries.

Selected financial information is provided in the table below.

	2000-01 Forecast	2000-01 Actual	1999-2000 Actual
Premium revenue ($ million)	135	140	134
Total revenue ($ million)	142	196	169
Net income ($ million)	151	157	157

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

Auditors

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 remaining assets in an orderly fashion and reducing its operating costs to a minimum as soon as possible.

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

In its Corporate Plan Summary for 2000 to 2004, CDIC identified the following main objectives for 2000:

Manage the investment in Canada Hibernia Holding Corporation with emphasis on developing a marketing plan and strategy for the sale of the asset and 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 and Canadair; and
Continue the orderly wind-down of the Corporation.

CDIC's 2000 Annual Report noted that:

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

	2000 Forecast	2000 Actual	1999 Actual
Net income (loss) ($ thousand)	(15,562)	(968)	(948)
Dividends ($ thousand)	5,000	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 2700
One Queen Street East
Toronto ON
M5C 2W5
Telephone: (416) 868-4075
Facsimile: (416) 868-4083
Web site: www.cppib.ca

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.

By March 31, 2001 the CPP Investment Board had $7.2 billion invested in capital markets and projects. It expects to have $130 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 CPP 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 CPP Investment Board's governing legislation imposes rigorous accountability, including a detailed annual report that must be publicly available. The CPP 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 2001 Annual Report noted that the CPP Investment Board:

Developed a comprehensive risk management framework;
Reviewed its asset alloaction policy and developed investment strategy alternatives;
Completed a series of public meetings across Canada; and

Enhanced its benchmarking and performance measurement capabilities.

Investment performance and benchmark returns are as follows:

	For the year ended March 31, 2001		For the period ended March 31, 2000*
	Portfolio Return (%)	Benchmark Return (%)	Portfolio Return (%)	Benchmark Return (%)
Canadian equities	(7.7)	(18.6)	45.3	45.5
Non-Canadian equities	(17.5)	(18.2)	16.6	16.1
Total return	(9.4)	(17.8)	40.1	39.3

Selected summary information is presented in the table below.

	For the year ended March 31, 2001	For the six months ended March 31, 2000*
Investment income / (loss) ($ thousand)	(844,855)	463,786
Investment and administrative expenses ($ thousand)	6,735	3,650
Net income / (loss) from operations ($ thousand)	(851,590)	460,136

_________________

* The CPP Investment 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 (until February 5, 2001)

President

Guy Bujold (until February 5, 2001)

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 was to manage its investment portfolio and to meet its obligations on its outstanding bonds.

The Corporation, which had no employees, was managed by officials of the Department of Finance Canada.

Performance Information

In its 1999 Annual Report, Petro-Canada Limited noted that its board of directors approved a motion on December 10, 1999, 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.

Petro-Canada Limited was officially dissolved on February 5, 2001. At that time the assets and liabilities of the Corporation were transferred to the accounts of Canada.

Since the 2000 Annual Report for Petro-Canada Limited has 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 performance results for 2000 have not been reflected in this report.

Fisheries and Oceans

Freshwater Fish Marketing Corporation

Appropriate Minister

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

Chairperson

Jim Bear

President and Chief Executive Officer

Robert F. 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 (FFMC) 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 2000-01 to 2004-05 Corporate Plan Summary, FFMC indicated that the 1999-2000 and 2000-01 fiscal years saw an increase in deliveries that were above the average of the last ten years. The Corporation expected this trend to continue as it tries to solve production problems and to strengthen its delivery system.

The Corporation also noted in its Corporate Plan Summary that although the partners and the majority of fishers support the theory and practice of the Corporation, a vocal minority question the Corporation's single desk selling mandate and is pushing for some form of dual marketing. One of the Corporation's continuing challenges will be to communicate to fishers the real advantage of the single selling desk approach.

The Corporation reported on its achievements in its 2000-01 Annual Report, including the following:

Total sales of $61.9 million set a new record for the Corporation, building on a three-year growth cycle that has produced a cumulative 44-per cent increase.
Total payments to fishers in all provinces served by the Corporation increased over the last year: Manitoba by 15 per cent, Saskatchewan by 6 per-cent, Alberta by 7 per cent, Northwest Territories by 10 per-cent and Northwestern Ontario by 168 per cent (although on a very small volume).

Selected financial information is shown in the table below:

	2000-01 Actual	1999-2000 Actual
Sales ($ thousand)	61,914	54,856
Cost of sales ($ thousand)	51,293	46,959
Marketing and administrative expenses ($ thousand)	3,846	3,643
Income before provision for final payments to fishers ($ thousand)	6,775	4,254
Provision for final payments to fishers ($ thousand)	6,775	4,254

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 principal 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 2000-01 Annual Report. IDRC's Annual Report listed the following corporate objectives for 2000-2005:

To strengthen and help mobilize the indigenous research capacity of developing countries, especially directed to achieving greater social and economic equity, better management of the environment and natural resources, and more equitable access to information;
To foster and support the production, dissemination, and application of research results leading to policies and technologies that enhance the lives of people in developing countries;
To explore new opportunities and build selectively on past investments within IDRC's new program framework.

Highlights of IDRC's activities during the year in review included the following:

Co-sponsored with the Canadian Museum of Nature and other donors the AQUAtox 2000 project in which students from more than 90 schools in Canada and the developing world learned to use simple and inexpensive tests to measure chemical toxicity and microbiological pollution in water samples taken directly from their local environment.
Launched the Spanish version of its publication Cultivating Peace at the Centro de Extensión de la Universidad Católica, in Santiago, Chile, during the 16^th Symposium of the International Farming Systems Association.
Hosted the second international Community-based Natural Resources Management workshop in collaboration with the Guizhou Academy of Agricultural Sciences in Southwestern China.
Contributed to several meetings and consultations leading up to the Summit of the Americas, held in Quebec City in April 2001.

Selected financial information is shown in the table below.

	2000-01 Actual	1999-2000 Actual
Revenue excluding parliamentary appropriation for operating expenditures ($ million)	44.1	46.9
Expenses ($ million)	135.3	139.7
Parliamentary appropriation for operating expenditures ($ million)	91.2	90.3