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ARCHIVED - 2012-13 RPPs - Up-Front Multi-Year Funding

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Agriculture and Agri-Food Canada

Up-Front Multi-Year Funding




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

Program Activity: Business Risk Management

Name of recipient: Canada Pork International (CPI)

Start date: June 22, 2009

End date: September 30, 2013

Description:
The Marketing Fund provides support to Canada Pork International (CPI) to assist the sector in adding value to Canadian pork products allowing for greater differentiation from the competition. This funding will be used by CPI to bolster critical market development; undertake strategic activities to capture greater value from export markets; gain recognition for Canadian pork products and building markets; increase market access for Canadian pork products; and enhance capacity that responds to identified industry needs.

($ millions)
Total Funding Prior Years' Funding Planned Funding
2012-13
Planned Funding
2013-14
Planned Funding
2014-15
17.0 17.0 - - -

Summary of annual plans of recipient:
CPI's 2011-12 business plan outlines the strategy and tactics to be used in increasing Canadian pork exports to key markets such as Japan, South Korea, China, Hong Kong, Taiwan, Russia, and Mexico.

CPI submitted a strategic marketing plan for 2009-2013 that serves to guide their market development focus over the length of the program. The plan serves as the base for updates of the annual business implementation plan in the remaining years of the program.

To achieve its market development objectives, CPI will deliver a series of technical seminars, develop promotional materials, implement retail and food service promotions, and provide Canadian processors with market information and intelligence. CPI will also be active in helping to establish wider market access for Canadian pork products.

Link recipient's site: Canada Pork International



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

Program Activity: Business Risk Management

Name of recipient: Canadian Agri-Food Policy Institute (CAPI)

Start date: December 14, 2006

End date: March 31, 2022

Description:
The conditional grant for CAPI encourages independent policy research benefitting the Canadian agricultural sector. It will help ensure continued success in building an inclusive and forward looking dialogue on the future of Canadian agriculture, and provide a stable and sustained forum to discuss issues of importance to the industry.

($ millions)
Total Funding Prior Years' Funding Planned Funding
2012-13
Planned Funding
2013-14
Planned Funding
2014-15
15.0 15.0 - - -

Summary of annual plans of recipient:
In accordance with article 9 of its funding agreement, CAPI submitted the required Business Plan for 2011-12 in February 2011. An interim performance evaluation of CAPI was done by an independent auditor and submitted by CAPI to AAFC in June 2010. The 2010-11 Annual Report was received in July 2011.

At its Annual General Meeting in June 2009, the CAPI Board of Directors confirmed the Institute's three-year objectives and research strategy, after input from its advisory committee and with broad input from consultations with academia, government and the agri-food chain organizations. CAPI's three-year objectives are to shape a national dialogue by addressing the policy models for the emerging agri-food world; to define Canada's advantage through the themes of food and wellness, sustainability, viability, and to develop the policy linkages to improve competitiveness and profitability of the sector.

To meet this target, two projects types have been identified. The first, referred to as Partnership projects, aims to leverage industry and government support to address specific sector challenges and policy issues. The second, referred to as Visionary projects, will explore critical issues in the agri-food sector, identify policy options and engage decision-makers in dialogue.

Link recipient's site: Canadian Agri-Food Policy Institute


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Canadian Heritage

Up-Front Multi-Year Funding


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

Program activity: Heritage

Name of recipient: Trans Canada Trail

Start date: December 2003

End date: March 2011

Description: Trans Canada Trail/Sentier transcanadien leads an initiative, based on widespread voluntary support, to establish a national recreational trail that runs through every Canadian province and territory, linking hundreds of communities. The federal grant for this project is used solely to establish a fund to achieve the following objectives: to administer a program of grants to community-based groups in support of trail-building capital projects (thereby leveraging additional support from other sources); to provide planning for and coordinate development of the Trail; and to establish Trail Pavilions and signage along the route.

The Trail will connect Canadians from all regions of the country with each other, their environment, and Canada’s cultural and natural diversity.
Total Funding Prior Years’ Funding Planned Funding
2012-13
Planned Funding
2013-14
Planned Funding
2014-15
$15,000,000 $15,000,000 N/A N/A N/A

Summary of annual plans of recipient:
The impact of the one-year extension of the grant to TCT has been significant. During 2010-11, the organization undertook a critical analysis of trail development in different regions. This led to the development and implementation of a Connection Plan which permitted revisions to the methods used to connect the Trail sections. The Connection Plan will concentrate efforts on the goal of completing the Trail by 2017. 

A donation of ad space and print ad design resulted in ten ads appearing in the Globe and Mail in 2010-11 to highlight different sections of the Trans Canada Trail and introduce Canadians across the country to the Trail initiative. These donations will continue annually until 2017.

During this period, TCT negotiated a new contribution agreement with the Government of Canada. The Government will invest a further $10 million through Parks Canada.

The 2010-15 TCT Strategic Plan will continue to guide actions around four pillars: Generate Funding, Build Reputation, Facilitate Trail Building and Promote the Benefits of the Trail.

Link recipient’s site: http://www.tctrail.ca/



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

Program activity: Promotion of and Attachment to Canada

Name of recipient: Michaëlle Jean Foundation

Start date: October 1, 2010

End date: March 31, 2020

Description: The Michaëlle Jean Foundation is a Canadian non-profit organization that encourages communities to use art and creativity to stimulate and enhance citizen participation and dialogue with a particular emphasis on youth.

The objectives of the Foundation are, among others, to: raise awareness of, and leverage the creative power of, the arts to generate a more socially harmonious, civically engaged and innovative Canada; enhance collaborative linkages and networks connecting the arts and creative communities with other sectors of society; promote local and national initiatives to create a new discourse and branding around Canadian culture that better communicate the value of the arts and creativity to the broader public; and contribute to empowering youth and emerging artists in their efforts to use art as a tool to address challenges facing their neighbourhoods and communities.

To achieve these ends, the Foundation will provide programming in the areas of creative communities, youth action and democracy. The programming will, thus, bring together support for community initiatives, discussion forums and the promotion of citizen participation through social media.
Total Funding Prior Years’ Funding Planned Funding
2012-13
Planned Funding
2013-14
Planned Funding
2014-15
$3,210,660* $3,210,660 N/A N/A N/A

Summary of annual plans of recipient:

The following five actions are the basis upon which the Foundation will be building its organization for the next three years.

Youth Community Program: Working with communities across Canada, the Foundation encourages underserved young people to use the arts to become actively engaged in their communities.

Creative Spaces: Collaborating with the private and public sectors, the Foundation is working to increase the number of virtual and physical spaces for young creative people to share their ideas and talents and take action for change.

Power of the Arts Forums: The Foundation will facilitate and participate in dialogues, workshops and forums across the country to share learning and encourage a national dialogue on the creative power of the arts to enable action and affect change in communities.

Mentorships and Bursaries: To foster intergenerational exchanges of ideas, perspectives and experiences, the Foundation will connect underserved youth engaged in their communities with mentors. Bursaries will also be available in association with the mentorship program.

Fellowships: The Foundation will provide research fellowships to support graduate and post-doctoral research in Canada on the themes of the arts as a tool for: social mediation, building healthy communities and empowering youth.

Link recipient’s site: http://www.fmjf.ca/index.html

*$3M was released in 2010-11 from Vote 5; an additional $210,660 will be paid in 2011-12 pending approval. The grant payment will not exceed $7M for the period 2011-12 to 2019-20. 



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

Program activity: Engagement and community participation

Name of recipient: National Aboriginal Achievement Foundation

Start date: 2003-04

End date: N/A

Description: The National Aboriginal Achievement Foundation (NAAF) is a charitable organization dedicated to raising funds to deliver programs that provide the tools necessary for Aboriginal peoples, especially youth to achieve their potential. The NAAF promotes the development and education of Aboriginal peoples and their professional advancement in Canadian society through the implementation of such initiatives as the Blueprint for the Future, Post-Secondary Education Program, the National Aboriginal Achievement Awards and Taking Pulse. Overall, the Foundation's programs are made possible through the support of the federal government, corporate sponsors, charitable foundations and individual donors.

The Foundation’s core focus continues to be providing scholarships for Aboriginal students. The NAAF is the largest supporter of Aboriginal education outside the federal government. In 2003-04, Canadian Heritage provided a $12 million endowment for the establishment of an Aboriginal Post-Secondary Scholarship Program. An additional endowment of $10 million was approved in March 2007. Investment revenues of the endowment are used to award scholarships and bursaries to Aboriginal post-secondary students across Canada.

This Endowment Fund encourages higher levels of achievement in education to help Aboriginal Canadians gain the skills and learning needed to fully contribute to the economic life of their communities and Canadian society.
Total Funding Prior Years’ Funding Planned Funding
2012-13
Planned Funding
2013-14
Planned Funding
2014-15
$22,000,000 $22,000,000 N/A N/A N/A

Summary of annual plans of recipient:
The NAAF's Education Program includes the Post-Secondary Scholarship Program. It awards $2 million a year in scholarships through a juried process to Aboriginal students across Canada for careers in Fine Arts and Culture, Health, and post-secondary education in all disciplines.

The NAAF supports studies at accredited universities, colleges or CEGEP for a certificate, diploma or degree. Support for one-year upgrading or certificate programs is also available. Students enrolled in graduate studies towards masters or doctoral degrees are eligible for study outside of Canada.

The NAAF monitors and tracks the progress of bursary and scholarship recipients. Students complete questionnaires about their current studies and future plans and the NAAF reports annually on these results.

Link recipient’s site: http://www.naaf.ca


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

Program activity: Official Languages

Name of recipient: Endowment Fund-Canadian Institute for Research on Linguistic Minorities

Start date: 2001-02

End date: Perpetual

Description: Thanks to an endowment of $10M funded by the Department of Canadian Heritage, the Canadian Institute for Research on Linguistic Minorities (CILRM) was created in March 2002 for the purpose of becoming a national centre of expertise to better understand the challenges that official language minority communities face and the trends in their environment. Although it is housed at the Université de Moncton, the Institute has a national mission. It carries out activities related to official-language minority communities through revenues generated by the Endowment Fund and other revenues.

The goal of the Institute is to increase research on issues related to official-language minority communities. More and improved research will ensure that leaders of minority-language communities and officials responsible for developing public policy will have a better understanding of the issues that affect the development of Canada’s Francophone and Anglophone minority communities.
Total Funding Prior Years’ Funding Planned Funding
2012-13
Planned Funding
2013-14
Planned Funding
2014-15
$10,000,000 for the first year $10,000,000 N/A N/A N/A

Summary of annual plans of recipient:
For Canadian Heritage, CILRM will publish an annual report of its activities and performance measures six months after the end of the fiscal year.

Link recipient’s site: http://www.icrml.ca/index.php?lang=en


Strategic outcome: Canadians participate and excel in sport

Program activity: Sport

Name of recipient: Grant to the 2010 Games Operating Trust

Start date: 2004-05

End date: Perpetual

Description: In accordance with a Multi-Party Agreement (MPA), the Government of Canada and the Province of British Columbia each contributed $55 million to the Legacy Endowment Fund, which is managed by the 2010 Games Operating Trust. The Legacy Endowment Fund supports the maintenance and operating expenses of specific 2010 Winter Games sporting venues and charitable and not-for-profit organizations managing high-performance amateur sport and coach development programming at those venues and elsewhere in Canada. The three legacy facilities receiving the funds are the Richmond Oval (Richmond, BC), Whistler Olympic Park and the Whistler Sliding Centre (Resort Municipality of Whistler, BC). This commitment by the Government of Canada and the Province of British Columbia ensures that Canadians will continue to use the venues and benefit from sport programming well beyond 2010 (http://www.vancouver2010.com).

The Board of Directors of the 2010 Games Operating Trust Society (the Society) consists of eight representatives from the signatories to the MPA (Government of Canada, the Province of British Columbia, the Canadian Olympic Committee, the Canadian Paralympic Committee, the Vancouver Organizing Committee for the 2010 Olympic and Paralympic Winter Games [VANOC], the City of Vancouver, the City of Richmond, and the Resort Municipality of Whistler). The Society will oversee and manage this Trust until an agreed-upon future date or until the end of the Monarchy.

Beyond maintaining and operating the three principle venues, the Society will provide the needed funding to continue high-performance programming for Canadian athletes at these venues and elsewhere in Canada.

Total Funding Prior Years’ Funding Planned Funding
2012-13
Planned Funding
2013-14
Planned Funding
2014-15
$ 55,000,000 $ 55,000,000 N/A N/A N/A

Summary of annual plans of recipient:
The 2010 Games Operating Trust Society will continue to monitor the investment of the Legacy Endowment Fund with regular advice and guidance from a team of investment professionals in order to maximize its growth and ensure the continued operations of legacy venues and leaving a lasting sports legacy for all Canadians beyond 2010. The Society will hold annual general meetings to determine and approve the annual distribution amounts for the venues and determine if funds are available for related high-performance sports development initiatives. Payments are contingent upon post-Games Operating Agreements provided by the Legacy Venues’ owners and operators and are monitored regularly by a Society sub-committee. The Society is also committed to undertaking and publicly disclosing annual audits of the Trust and the Trust Society's Financial Statements.

Link recipient’s site: http://www.vancouver2010.com


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Citizenship and Immigration Canada

Up-Front Multi-Year Funding




Strategic outcome: Newcomers and citizens participate to their full potential in fostering an integrated society

Program activity: Multiculturalism for Newcomers and All Canadians

Name of recipient: Global Centre for Pluralism (GCP)

Start date: 2006–07—one-time conditional grant

End date: Perpetual

Description:

The GCP is a not-for-profit organization, co-founded by the Aga Khan Development Network and the Government of Canada, which addresses a global gap in institutions that advocate pluralism as a foundation for new governance, peace and human development at the international level. The GCP will pursue its mandate through four core functions:

  • sustaining an international policy dialogue on pluralism in governance, elections, judicial systems, media and education to help factions integrate in states at risk;
  • providing programs for academic and professional development;
  • fostering research and learning on pluralism; and
  • fostering and sharing the results of research and learning on pluralism. These activities will target primarily the developing world, offering a platform from which existing organizations and experts on pluralism in Canada can reach an international audience.
($ millions)
Total Funding Prior Years’ Funding Planned Funding
2012-13
Planned Funding
2013-14
Planned Funding
2014-15
30.0 30.0

Summary of annual plans of recipient:

The GCP has pursued a deliberate institution-building course since its creation to establish a global institution with a multigenerational lifespan in a measured way. It was envisioned that achievement of medium-term goals could take five to seven years and longer-term objectives 10 years. Since the funding agreement was signed, the GCP has been preoccupied primarily with organizing its governance and operational mechanisms.

The appointment of the GCP’s Board of Directors in 2010 and the appointment of the GCP’s inaugural Secretary-General in September 2011 completed a critical stage in the GCP’s formative development. The GCP is now in a position to move forward with development of its substantive program and operational initiatives beginning with a three-year strategic outline for the 2013–2015 period.

It is envisioned that the plan be completed in 2012–13 for action in 2013–15. The sequencing of priorities during this period will include the objectives of developing and initiating program projects, advancement of the Sussex property renovation project with a view to occupancy in 2015, and development of a strategic communications plan.

To begin the programmatic exercise and build general awareness internationally, the GCP will continue to engage with international community representatives in Canada and abroad to identify potential program partners and test project ideas. The GCP will also engage and draw on the experience and insights of similar not-for-profit organizations.

Link recipient’s site: www.pluralism.ca



Strategic outcome: Newcomers and citizens participate to their full potential in fostering an integrated society

Program activity: Multiculturalism for Newcomers and All Canadians

Name of recipient: Ukrainian Canadian Foundation of Taras Shevchenko

Start date: 2008–09—one-time conditional grant

End date: Funding agreement governing endowment ends in May 2023

Description:

Recognizing the historical significance of First World War internment of “enemy aliens,” the Government of Canada provided a conditional grant of $10 million under the Community Historical Recognition Program (CHRP) to the Ukrainian Canadian Foundation of Taras Shevchenko for the establishment and management of an endowment fund, known as the Canadian First World War Internment Recognition Fund. Affected communities include Ukrainians, Poles, Italians, Bulgarians, Croatians, Turks, Serbians, Hungarians, Russians, Jews and Romanians. Through calls for proposals managed by the Foundation, applicants apply for financial support for activities that commemorate, acknowledge and educate Canadians about the experiences of communities affected by internment and the subsequent contributions of these communities to shaping Canada. The funding agreement will remain in effect for 15 years.

($ millions)
Total Funding Prior Years’ Funding Planned Funding
2012-13
Planned Funding
2013-14
Planned Funding
2014-15
10.0 10.0

∗ This funding was provided on a one-time basis when CHRP was managed by the Department of Canadian Heritage.

Summary of annual plans of recipient:

Recipient’s objectives:

The Fund is designated for the support of projects to commemorate and recognize the experiences of ethnocultural communities affected by the First World War internment. The Fund will help to bring closure to these communities and satisfy long-standing requests for appropriate recognition of their experiences.

In 2012–13, the Foundation will support educational curriculum strategies, research and historical exhibits. On recommendation from the Endowment Council’s Artifacts Acquisition Committee, the Foundation will continue to acquire internee artifacts while working toward a permanent museum.

Link recipient’s site: www.internmentcanada.ca

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Environment Canada

Up-Front Multi-Year Funding




Strategic Outcome: Canada’s natural environment is conserved and restored for present and future generations

Program Activity: Sustainable Ecosystems: Education and Engagement (1.3.3.4)

Name of recipient: Clayoquot Biosphere Trust

Start date: February 2000

End date: In perpetuity

Description: Creation of an endowment fund for the Clayoquot Biosphere Trust (CBT) – the cornerstone of the Clayoquot Sound UNESCO Biosphere Reserve. The CBT will use the income from the endowment fund to support local research, education and training in the Biosphere Reserve region.

($ millions)
Total Funding Prior Years' Funding Planned Funding
2012-13
Planned Funding
2013-14
Planned Funding
2014-15
$12 $12 (2000) $0 $0 $0

Summary of annual plans of recipient:

During 2012–2013, the CBT will focus on the following objectives and deliverables:

  • Implement a multimedia camp program for high school students focused on biosphere-related topics such as stewardship and philanthropy;
  • Implement a Board-led, multi-year strategy and fundraising campaign to support the establishment of a permanent biosphere centre;
  • Implement a $50,000 call for projects;
  • Publish a community health snapshot that identifies successes and challenges;
  • Maintain the CBT/Genus Scholarship Program; and
  • Implement a fund development plan to build endowments and secure donations for CBT priorities.

Link to recipient’s site: www.clayoquotbiosphere.org



Strategic Outcome: Threats to Canadians and their environment from pollution are minimized.

Program Activity: Climate Change and Clean Air

Name of recipient: Green Municipal Fund (GMF)

Start date: February 2000

End date: In perpetuity

Description: The Green Municipal Fund (GMF) is a $550M revolving fund administered by the Federation of Canadian Municipalities (FCM) in support of grants, loans and loan guarantees to encourage investment in environmental municipal projects. The Government of Canada endowed the FCM with a total of $550 million for this initiative through a series of Budget decisions from 2000 to 2005.

The GMF was established to have a positive impact on the health and the quality of life of Canadians by reducing greenhouse gas emissions, improving local air, water and soil quality and promoting renewable energy by supporting environmental studies and projects within the municipal sector. Eligible projects may fall in one or more of the following categories: energy, water, waste, sustainable transportation, brownfields, or integrated community projects. $150 million is to be used exclusively to support brownfield remediation and redevelopment.

The amount of GMF financing available to municipalities is directly related to the environmental benefits and/or innovation of the projects undertaken, with grant-loan combinations of up to 80 percent of eligible costs available for capital projects with exceptional environmental benefits.       

The FCM has created two advisory bodies, the GMF Council and the Peer Review Committee, as stipulated in the GMF Funding Agreement between the FCM and the Government of Canada. The Council’s role is to assist the FCM Board of Directors, the decision-making body for the GMF, in approving projects proposed by municipalities. The 15-member GMF Council includes 5 federal members: 2 from Environment Canada, 2 from Natural Resources Canada and 1 from Transport Canada. All federal members are appointed by the FCM Board of Directors based on recommendations from the Minister of Environment. Environment Canada peer reviewers provide the GMF and federal Council Members with expert environmental science and clean technology advice. They also review and analyze funding proposals and help evaluate the environmental outcomes of funded projects.

($ millions) by Environment Canada1
Total Funding Prior Years' Funding Planned Funding
2012-13
Planned Funding
2013-14
Planned Funding
2014-15
275 275      

1 All amounts in this table represent the amounts transferred to the GMF by Environment Canada. An equivalent amount was transferred by Natural Resources Canada for a total of $550 million.

Summary of annual plans of recipient: The GMF’s most recent Annual Statement of Plans and Objectives (ASPO) 2011–2012 states that the expected results for fiscal year 2011–2012 include the following:

Grants for sustainable community plans, feasibility studies and field tests
After March 31, 2009, FCM must aim to commit $6 to $8 million in grants for sustainable community plans, feasibility studies and field tests.

In fulfillment of this requirement, FCM will make a minimum total of $6 million available for feasibility studies, field tests and sustainable community plans in 2011–2012.

Loans and grants for capital projects
FCM offers a combination of grants and low-interest loans in support of capital projects. Grants are only offered in combination with loans. Under the Funding Agreement, FCM must aim to commit $50 to $70 million per year in loans. Up to March 31, 2009, FCM may commit $7 to $10 million per year in grants to capital projects, and $5 to $6 million thereafter.

FCM must also aim to commit $150 million in the GMF loans for brownfield projects by March 31, 2012. In fulfillment of these requirements, a minimum of $150 million in low-interest loans will be available for capital projects in 2011–2012. Of this amount, a minimum total of $85 million will be available for brownfield projects.

A minimum total of $5 million will be available in grants for capital projects. This amount has been allocated consistent with the funding levels targeted for loans. Under the provisions of the Funding Agreement, brownfield projects are not eligible for grants.

Performance measures
To measure and demonstrate the qualitative, quantitative, short-term and long-term success of the GMF, the planned activities for 2011–2012 include the following:

  • Streamlining operations: Establish the prospect, application and contract-to-disbursement process so that the process is defined by an indicator, standard timeline and performance reporting, and facilitates access and participation for both rural and urban municipalities and across regions.
  • Determining and understanding the needs of the GMF target audience: Focus activities and develop products so that they are aligned with client needs.
  • Measuring outcomes: Measure and demonstrate the qualitative, quantitative, short-term and long-term success of the GMF.
  • Leveraging for greater impact: Collaborate with stakeholders (e.g. other funding agencies, NGOs, governments, service providers, etc.) for mutual benefit and greater overall impact reflected in projects, plans and studies approved for funding by FCM.
  • Building capacity: Deliver knowledge, training and networking activities that leverage the GMF to accelerate the implementation, communication and replication of sustainability initiatives in Canadian municipalities.
  • Focused marketing: Design and implement highly targeted, customer-based messaging and sales activities that speak to the direct needs of our priority markets.
  • Integrating communications: Ensure that targeted/core priority messages are infused, supported and integrated into all GMF points of touch, both internally and externally.
  • Funding brownfields: Continue to provide best efforts to achieve $150 million in funding by 2012.

Note: For more information on the plans and objectives of the GMF for fiscal year 2011-2012, refer to the GMF Annual Statement of Plans and Objectives (ASPO) 2011-2012 by clicking here:

Link to recipient’s site: http://gmf.fcm.ca/



Strategic Outcome: Canada's natural environment is conserved and restored for present and future generations.

Program Activity: 1.1 Biodiversity – Wildlife and Habitat

Name of Recipient: Nature Conservancy of Canada (NCC)

Start date: March 2007

End date: Until the total funding is expended (note that the funding agreement is a grant)

Description: Funding enables the Nature Conservancy of Canada (NCC) to implement the Natural Areas Conservation Program. The Conservancy works to ensure the long-term protection of biodiversity by working with private landowners to secure ecologically significant lands that have been identified as priorities for conservation. The Conservancy acquires and preserves private land through one of four methods: land purchase, land donations, conservation easements and relinquishment of rights. The goal of the program is to secure 200,000 ha of private land for conservation.

($ millions)
Total Funding Prior Years' Funding Planned Funding
2012-13
Planned Funding
2013-14
Planned Funding
2014-15
$225 $167.3 transferred from April 1, 2007 to March 31, 2011 plus $33.7 pending for FY 2011–2012 To be determined based on the annual workplan of the NCC (until funding is exhausted) To be determined based on the annual workplan of the NCC (until funding is exhausted) To be determined based on the annual workplan of the NCC (until funding is exhausted)

Summary of annual plans of recipient: The Natural Areas Conservation Program (NACP) operates on the basis of the EC-approved annual NACP Work Plan.  The NACP Work Plan is based on priorities approved by the NACP Program Committee for the coming fiscal year of the Nature Conservation of Canada (July 1 to June 30 of the following year). The annual workplan identifies priority areas for land acquisition and projects the expenditures and number of land transactions (including acreage) anticipated for those priority areas. Required funding is transferred each fall based on the approved workplan.

In terms of performance reporting for the program, NCC submits to EC in December a yearly progress report that highlights the land transactions and other achievements in meeting the program’s goals. In turn, these progress reports shape the activities for the following year’s workplan. It is important to note that, as with other land conservation initiatives that use land securement, conservation easements, and other means to increase the volume of private land conserved, the program’s achievements are dependent on the landowners’ engagement and willingness to close the deal in a timely fashion.

Link to recipient’s site: www.natureconservancy.ca



Strategic outcome: Threats to Canadians and their environment from pollution are minimized.

Program activity: Climate Change and Clean Air

Name of recipient: Sustainable Development Technology Canada (SDTC)

Start date: March 2001 Sustainable Development Technology Fund (SD Tech Fund), and April 2007 Next Generation Biofuels Fund (NGBF)

End date: Currently June 2015 for SD Tech Fund (under renegotiation to December 2017) and September 2027 for NGBF

Description: SDTC is a not-for-profit foundation created by the Government of Canada, with a series of federal grants that now total to $1.05 billion1. As sponsoring departments for the federal government, Environment Canada and Natural Resources Canada provide federal oversight of SDTC to ensure it complies with the two funding agreements and the founding legislation. Natural Resources Canada is the federal SDTC lead.

SDTC manages two separate funds: the SD Tech Fund (consisting of $550 million1 up-front funding) to provide financial support to projects that have the potential to advance sustainable development, including technologies to address climate change, clean air and water and soil quality issues; and, the NGBF ($500 million) to provide financial support towards establishment of facilities producing next-generation renewable fuels at large demonstration scale. SDTC-funded projects are active in all major Canadian economic sectors, including: energy exploration and production, power generation, energy utilization, transportation, agriculture, forestry and wood products and waste management.

(million $) by Environment Canada2
Total Funding Prior Years’ Funding Planned Funding
2012-13
Planned Funding
2013-14
Planned Funding
2014-15
SD Tech Fund – Up‑Front Portion3 275 275 01 01 01
NGBF4 250 33.2 62.5 50.0 25.0
Total 525 308.2 62.5 50.0 25.0

1 Further recapitalization of $40 million for the SD Tech Fund was announced in Budget 2011 and, accordingly, a new funding agreement and Treasury Board Submission are under development. SDTC has requested further recapitalization of the SD Tech Fund in Budget 2012.
2 All amounts in this table represent the amounts transferred to SDTC by Environment Canada. An equivalent amount is transferred by Natural Resources Canada.
3 $275 million of the SD Tech Fund was paid out by Environment Canada “up-front” in prior years.
4 Please also see “Details of Transfer Payment Programs (TPP) for NGBF”.

Summary of annual plans of recipient: SDTC publishes a corporate plan in November of each year which describes plans for the current year and provides a forecast for the following year for both the SD Tech Fund and NGBF. It includes a disbursement plan, planned administration expenditures, objectives and proposed actions, an investment update, operating strategy, and performance expectations. The SDTC Annual Report and the Executive Summary of the Corporate Plan are tabled in the House of Commons by the Minister of Natural Resources, usually in July or August.

1. SD Tech Fund

As of June 2011, SDTC’s SD Tech Fund has allocated $548 million to 223 projects. SDTC’s allocation has been leveraged by an additional $1.3 billion in contributions from the private and public project partners for a total project value of $1.9 billion. SDTC has estimated that all projects funded from 2002 to December 2010 have the potential to reduce annual greenhouse gas emissions by 7 to 17 megatonnes by the end of 2015.

Each year, the SD Tech Fund allocates funds to approved projects and then, over time, disburses those funds. Allocations and disbursements occur on separate timelines. Annual disbursements are projected to be $80 million in 2011 (which will result in total disbursements of $300 million to $315 million by the end of 2011) and $85 million to $100 million in both 2012 and 2013.

2. NextGen Biofuels Fund (NGBF)

The amount transferred to date from the Government of Canada to SDTC’s NGBF is $66.3 million (half from Environment Canada and half from Natural Resources Canada). From April 1, 2012 to March 31, 2013, SDTC plans to disburse $31.9 million to NGBF projects. Accordingly, SDTC has sufficient funds on hand for FY 2012-13 and no new transfers are needed for that period. SDTC plans to allocate the entire $500 million (possibly to 4 or 5 projects) by the end of December 2012 and to fully disburse $500 million to NGBF projects by March 31, 2017, according to the 2012 Corporate Plan.

Link to recipient’s site: www.sdtc.ca

Link to Environment Canada’s SDTC page:
www.ec.gc.ca/scitech/default.asp?lang=En&n=7C0A752B-1

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Fisheries and Oceans Canada

Up-Front Multi-Year Funding




Pacific Salmon Foundation

Strategic Outcome: Economically Prosperous Maritime Sectors and Fisheries

Program Activity: Integrated Fisheries Resource Management

Start Date: September 1997

End Date: Ongoing

Description: The Pacific Salmon Endowment Fund, supported by a $30 million federal endowment from Fisheries and Oceans Canada in 1999, and managed by a non profit organization (Pacific Salmon Foundation), uses interest income proceeds from the fund to undertake specific plans and activities to support salmon. The mission of the Pacific Salmon Endowment Fund is to: conserve and rebuild Pacific salmon populations through strategic and focused efforts where people and resources are mobilized to work together to achieve common goals.

Summary of Annual Plans of Recipient: http://www.psf.ca

Link to Recipient's Website: http://www.psf.ca

($ millions)
Total Funding Prior Years' Funding Planned Funding 2012–13 Planned Funding 2013–14 Planned Funding 2014–15
30.0 1.0 1.0 1.0 1.0

Atlantic Salmon Conservation Foundation

Strategic Outcome: Economically Prosperous Maritime Sectors and Fisheries

Program Activity: Integrated Fisheries Resource Management

Start Date: January 2007

End Date: Ongoing

Description: The Atlantic Salmon Endowment Fund is a one time conditional grant that will be invested in order to provide long-term funding for the operation of the Atlantic Salmon Conservation Foundation. The Atlantic Salmon Endowment Fund will invest the funds and use the income to assist community groups in the restoration, protection and improved conservation of the Atlantic salmon resource in Atlantic Canada and Quebec. This will promote projects in research, conservation, habitat restoration and enhancement for the attainment of healthy and sustainable wild Atlantic salmon stocks and the projects the Atlantic Salmon Endowment Fund funds.

Summary of Annual Plans of Recipient: http://www.ascf-fcsa.ca/

Link to Recipient's Website: http://www.ascf-fcsa.ca/

($ millions)
Total Funding Prior Years' Funding Planned Funding 2012–13 Planned Funding 2013–14 Planned Funding 2014–15
30.0
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Foreign Affairs and International Trade Canada

Up-Front Multi-Year Funding


Strategic outcome: Canada's International Agenda - The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.

Program activity: Diplomacy and Advocacy

Name of recipient: Centre for International Governance Innovation (CIGI)

Start date: January 30, 2003

End date: n/a

Description: CIGI supports world-leading research in the area of global governance, particularly global economic and financial governance, and furthers Canada's interest in having a stable and well-governed global economic system by bringing together academics, policy analysts and researchers from around the world to discuss and carry out research on current topics and trends. In 2003, the Government of Canada contributed $30 million, which was matched by CIGI and subsequently added to by other public and private donors to establish an endowment fund. The Centre continues to be primarily funded by the proceeds of this endowment

($ millions)
Total Funding Prior Years' Funding Planned Funding
2012-13
Planned Funding
2013-14
Planned Funding
2014-15
30 30 0 0 0

Summary of annual plans of recipient: Current research interests focus on the global economy (including macro-economic coordination through forums such as the G-20, international financial regulation, and international monetary reform, and China's emerging role in the global economy), as well as global security (including nuclear-industry regulation, security-sector reform, and regional security), global development (including the role of emerging economies as donors, the Millennium Development Goals, along with a focus on Africa), and environment and energy (including sustainable economics as well as climate change). CIGI continues to implement its strategic plan, which was drafted following recommendations from an evaluation completed in 2008 and accepted in 2010. The next evaluation is scheduled for calendar year 2013.

Link recipient's site: www.cigionline.org/

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Health Canada

Up-Front Multi-Year Funding (2012-2013)



Conditional Grant to the Rick Hansen Man in Motion Foundation

1. Strategic outcome: A Health System Responsive to the Needs of Canadians

2. Program activity: Canadian Health System

3. Name of recipient: Rick Hansen Man in Motion Foundation

4. Start date: April 1, 2007

5. End date: March 31, 2012 (possible extension to March 31, 2013)

6. Description: The Rick Hansen Man in Motion Foundation (RHF) is an independent, not-for-profit organization founded by Rick Hansen in 1988 to create solutions to improve the lives of Canadians with spinal cord injury (SCI) and to drive advances in SCI research. Funding is being used to implement the Strategy of the Rick Hansen Institute (RHI), namely to: (1) reduce the incidence and severity of permanent paralysis resulting from SCI; (2) increase the recovery of function following SCI; (3) reduce the incidence and severity of secondary complications associated with SCI; (4) increase the level of satisfaction with quality of life among Canadians with SCI; (5) enhance the customized response to the priority unmet needs of Canadians with SCI; and (6) establish a world class Canadian SCI registry and data management platform.

Funding ($ millions)
Total Funding Prior Years' Funding Planned Funding
2012-13
Planned Funding
2013-14
Planned Funding
2014-15
30,000,000 30,000,000 0 Not applicable Not applicable

7. Summary of annual plans of recipient: The current Funding Agreement with the RHF expires March 31, 2012. The RHF and RHI have requested a no-cost extension to the term of the Funding Agreement to March 31, 2013. The RHI has forecasted a projected surplus of $1,850,066 of the existing Health Canada investment, which it wants to use to continue funding to key projects that support the RHI's Strategy, as outlined in the Funding Agreement.

8. Link recipient's site: Rick Hansen Foundation; Rick Hansen Institute

Conditional Grant to Canadian Health Services Research Foundation (CHSRF)

1. Strategic outcome: A Health System Responsive to the Needs of Canadians

2. Program activity: Canadian health system

3. Name of recipient: Canadian Health Services Research Foundation (CHSRF)

4. Start date: 1996-97

5. End date: N/A

6. Description: At the time of its establishment (1996-97), CHSRF received a $66.5 million endowment. In addition, it received additional federal grants for the following purposes:

1999: $25 million to support a ten-year program to develop capacity for research on nursing recruitment, retention, management, leadership and the issues emerging from health system restructuring (Nursing Research Fund or NRF)

1999: $35 million to support the CHSRF's participation in the Canadian Institutes of Health Research (CIHR)

2003: $25 million to develop a program to equip health system managers and their organizations with the skills to find, assess, interpret and use research to better manage the Canadian health care system (Executive Training for Research Application or EXTRA) over a thirteen-year period.

CHSRF is an independent organization dedicated to accelerating healthcare improvement and transformation for Canadians. It collaborates with governments, policy makers, and health system leaders to convert evidence and innovative practices into actionable policies, programs, tools and leadership development.

CHSRF's work contributes to Health Canada's aim of strengthening the knowledge base to address current and emerging health care issues and priorities.

It should be noted that CHSRF's programs receive funding from other sources through various partnerships.

Funding ($ millions)
Total Funding Prior Years' Funding Planned Funding
2012-13
Planned Funding
2013-14
Planned Funding
2014-15
151.5 1996 - 66.5
1999 - 60
2003 - 25
Not applicable Not applicable Not applicable

7. Summary of annual plans of recipient: (Because CHSRF's 2012 program of work and budget will be submitted for approval to its Board of Trustees on 1 December 2011, the following information is subject to any final direction approved by trustees on that date.)

CHSRF will seek opportunities to work with jurisdictions and organizations which demonstrate leadership, innovation and readiness for change in how the healthcare of Canadians is delivered, financed and/or managed. Both cost-sharing and cost-recovery strategies will be pursued. The organization will work in collaboration with policy makers, health system leaders and decision makers to:

  • synthesize existing evidence and generate new, applied research and policy knowledge in select priority areas;
  • collaborate on healthcare improvement and transformation initiatives at the provincial/territorial, regional and federal levels;
  • enhance our education and training programming through changes to the EXTRA program and the development of on-line education and decision-support courses and tools;
  • bring evaluation and performance management knowledge and support to our own work as well as our collaborations with others; and
  • spread innovations and knowledge to facilitate healthcare improvement and transformation.

CHSRF's total 2012 operating budget is $11,906,142. In 2012, CHSRF's activities will be grouped into four key program areas in support of CHSRF's mission. Products and services will be offered under each of these program areas:

  • Collaboration for Innovation & Improvement
  • Applied Research & Policy Analysis
  • Education & Training
  • Evaluation & Performance Management.

Collaboration for Innovation & Improvement

This program area develops and mobilizes capacity to redesign and improve healthcare, and provides evidence-informed strategic leadership and support in:

  • improvement or system redesign projects responsive to health priorities through deploying cross-regional/P/T implementation teams;
  • tailored education and shared learning through supporting change teams with access to learning coordinators, faculty, coaches and mentors; and
  • sharing and spreading of evidence-informed, effective and sustainable solutions across organizations, regions and systems.

Activities will include:

  • conducting needs assessments to clarify an organizational or health system opportunity and the policy barriers obstructing it;
  • guiding the design of improvement strategies, and supporting cross-regional/P/T teams in undertaking improvement projects;
  • providing teams access to learning coordinators, faculty, coaches and mentors, tailored education and shared learning;
  • site-visits and hands-on guidance in measuring the health, healthcare and economic impacts of the implementation initiative; and
  • using and developing various channels to promote the exchange of evidence, innovations and ideas.

Applied Research & Policy Analysis

This program area will:

  • conduct applied research that informs: (i) the development of policies to support health system improvement and transformation; and (ii) the process of health system improvement and transformation;
  • spread research findings and innovative practices across Canada and internationally; and
  • provide forums for health system leaders and policy stakeholders to engage in focused dialogue on research findings and policy recommendations in order to support their implementation.

Activities will include:

  • meeting with policy-makers and stakeholders from within a jurisdiction and/or from several jurisdictions to assess individual and shared priorities and requirements for applied research and policy analysis;
  • working with policy-makers and stakeholders to design applied research and policy analysis projects;
  • conducting applied research to inform the development of education modules and to support implementation initiatives;
  • engaging leading health system researchers to contribute to applied research projects;
  • policy and stakeholder dialogues, CHSRF On Call webinars, preparing policy briefs and other products; and
  • partnering with other researchers and organizations to support applied research projects which advance this program.

Education & Training

This program area:

  • enhances skills and competencies of healthcare leaders, managers and organizations to better understand, lead, and implement change and improvement in the healthcare system;
  • provides education and training aimed to develop capacity to search and find evidence and to provide some hands on support to assist in the implementation of change/improvement initiative through face-to-face training and self-directed e-learning curriculum;
  • creates and develops a distance learning centre which would offer a range of policy learning modules, webinars, decision support tools, and self directed e-learning curriculum for organizations and health care managers focussed on health research literacy, health information management, improvement science and leadership tactics to initiate and manage evidence-informed improvement;
  • supports comparative learning opportunities (conferences, seminars, roundtables, etc.) for health care leaders on key system issues and challenges, quality and performance-related topics that need to be addressed for replicating or transferring these to other settings; and
  • disseminates knowledge of the why and how of performance improvement and system change goals.

Activities will include:

  • the redesign of the EXTRA training program from a 24-month to a 14-month training activity, offering a shorter and more focused training for teams in single organizations, across multi-sites, and across jurisdictions, to undertake quality improvement and system change initiatives (resulting in a more cost effective training program that is also more focused on supporting organizational improvement projects);
  • the development of a distance education and e-learning platform that offers improvement training curriculum, health system policy case studies, and workshops and seminars on quality and performance related topics to a broader group of managers and policy makers in the system; and
  • the annual CEO Forum.

Evaluation & Performance Management

In order to generate high quality evaluative evidence to demonstrate CHSRF's results, this program area provides the following services:

  • designs and conducts outcome evaluations so as to ensure corporate accountability to the Board of Trustees and Health Canada, and provide strategic evaluative evidence and recommendations to the president in support of corporate decision-making;
  • builds evaluation capacity by facilitating organizational performance management through the development and implementation of training and tools that support organizational improvement and transformation; and
  • provides outcome-focused fee-for-service evaluative services (external support, facilitation, design and conduct of evaluation and performance management services with the goal of developing high performing health services programs and organizations).

With the launch in 2012 of a series of new programs, CHSRF needs to achieve quick recognition and uptake of these programs. The organization will focus on communicating the new programs and new corporate direction to CHSRF's target audiences with the goals of: 1) creating recognition of the value of CHSRF in accelerating healthcare improvement and transformation for Canadians; and 2) articulating how CHSRF's programs are interconnected and convert evidence and innovative practices into actionable policies, programs, tools and leadership development.

8. Link recipient's site: Canadian Health Services Research Foundation

Conditional Grant to Canadian Health Infoway (Infoway)

1. Strategic outcome: A Health System Responsive to the Needs of Canadians

2. Program activity: Canadian Health System

3. Name of recipient: Canada Health Infoway (Infoway)

4. Start date: March 31, 2001(a)

5. End date: March 31, 2015(b)

6. Description: Canada Health Infoway Inc. (Infoway) is an independent, not-for-profit corporation established in 2001 to accelerate the development of electronic health technologies such as electronic health records, telehealth and public health surveillance systems on a pan-Canadian basis. Its Corporate Members are the 14 federal, provincial and territorial Deputy Ministers of Health.

Since 2001, the Government of Canada has committed the following funding allocations: $500 million in 2001 in support of the September 2000 First Ministers' Action Plan for Health System Renewal to strengthen a Canada-wide health infostructure, with the electronic health record (EHR) as a priority; $600 million in the First Ministers' Health Accord of February 2003, to accelerate implementation of the EHR and Telehealth; $100 million as part of Budget 2004 to support development of a pan-Canadian health surveillance system; and $400 million as part of Budget 2007 to support continued work on EHRs and wait times reductions. Also, as announced in Budget 2009 and confirmed in Budget 2010, Canada's Economic Action Plan allocated an additional $500 million to Infoway, to support continued implementation of EHRs, implementation of electronic medical records (EMRs) in physicians' offices, and integration of points of service with the EHR system. In March 2010, Health Canada and Infoway signed a related funding agreement, which includes enhanced accountability provisions.

It is anticipated that Infoway's approach, where federal, provincial and territorial governments participate toward a goal of modernizing electronic health information systems, will reduce costs and improve the quality of health care and patient safety in Canada through coordination of effort, avoidance of duplication and errors, and improved access to patient data.

Funding ($ millions)
Total Funding Prior Years' Funding Planned Funding
2012-13
Planned Funding
2013-14
Planned Funding
2014-15
$2,100.00 $1,580.44(c) To be determined(d) To be determined(d) To be determined(d)

7. Summary of annual plans of recipient: Infoway's overarching goal is as follows:

By 2010, every province and territory and the populations they serve will benefit from new health information systems that will help transform their health care delivery system. Further, by 2010, the electronic health records of 50 per cent of Canadians and by 2016, those of 100 per cent of Canadians, will be available to their authorized health care professional.

As of March 31, 2011, 50% of Canadians have an EHR available to their health care professionals, and electronic health tools are in place in every province and territory. Infoway is continuing to work with provincial and territorial partners towards full availability of EHRs.

In its 2011-12 Summary Corporate Plan, Infoway indicated the following four key objectives which will continue into 2012-13:

  • continue to collaborate with all jurisdictions and stakeholders to advance the availability, adoption and use of electronic health information systems so that they can enable and support health care renewal in Canada;
  • work with the provinces and territories to significantly increase the deployment and use of EMRs in physician offices across Canada;
  • work with provinces and territories to continue supporting clinicians in their quest to adopt and use new technologies with directed change management, clinical process transformation, knowledge transfer and clinical innovation activities; and
  • together with some jurisdictions, to focus on directly supporting Canadians, especially those with chronic conditions, through investment in consumer health solutions that expedite the public's access to their personal health records, and other online services.

8. Link recipient's site: Canada Health Infoway

Conditional Grant to Mental Health Commission of Canada - Conditional Grant to support Research Demonstration Projects in Mental Health and Homelessness

1. Strategic outcome: A Health System Responsive to the Needs of Canadians

2. Program activity: Canadian Health System

3. Name of recipient: Mental Health Commission of Canada -- Conditional Grant to support Research Demonstration Projects in Mental Health and Homelessness

4. Start date: March 31, 2008

5. End date: March 31, 2013

6. Description: As part of Budget 2008, the federal government provided $110 million in funding to the MHCC to support five research demonstration projects in mental health and homelessness over five years (2008 - 2013). Projects are underway in Moncton, Montreal, Toronto, Winnipeg and Vancouver and each site is exploring issues related to various sub-populations. The overall goal of this initiative is to provide evidence about what services and systems could best help people who are living with a mental illness and are homeless.

Expected outcomes:

  • the development of a knowledge-base accessible to all jurisdictions that will support more effective policy and program development and more responsive interventions;
  • determine appropriate sequencing in the provision of housing supports and the basket of necessary services (e.g. counselling, therapy, drug treatment, circles of support) that support long-term quality of life changes for this population;
  • the development of best practices and lessons learned that are applicable to future efforts with respect to mental health and homelessness across Canada, including innovative methodologies for locating, counting and providing targeted interventions to specific subpopulations;
  • data that reflects the impact and prevalence of mental health issues and substance abuse challenges among projects; data that reflects any regional and/or subset population distinction and barriers that exist with respect to mental health illness and homelessness;
  • identify the unique problems and solutions for diverse ethno-cultural groups within this population; and
  • support improvements at each project site to address fragmentation through improved system integration and support including on-the-ground information technology solutions.
Funding ($ millions)
Total Funding Prior Years' Funding Planned Funding
2012-13
Planned Funding
2013-14
Planned Funding
2014-15
$110M $110M 0 Not applicable Not applicable

Total funding of $110 M for this project was provided to the MHCC in 2008. The MHCC provides project forecast expenditures for each fiscal year in its annual business plan / corporate plan, in accordance with the terms and conditions of its funding agreement.

7. Summary of annual plans of recipient: According to MHCC's Annual Report 2010-2011, Together We Can, as of March 2011, all five project sites had nearly reached their target enrollment. As of June 2011, the MHCC reported that the recruitment phase of the project was completed with 2,277 participants, of which 1158 have been housed at least once. The MHCC is planning for the next phase of the project which includes an increased focus on supporting individuals in their recovery and ongoing research and data collection.

Over the past year, efforts were made to ensure all five sites were implementing project protocols in order to improve quality control. On-site training was put in place to help project teams deal with challenges associated with providing services to vulnerable individuals. National training events for over 200 frontline staff took place in Moncton during June 2010 and in Vancouver during May 2011.

Several activities were initiated to share information about the project. For example, members presented at local and international conferences and an Early Findings Report was published in April 2010 which provides information on the participants and the preliminary impact of the Housing First approach. The MHCC continues to work on a plan to produce a video documentary about the project and At Home / Chez Soi's Montreal team hosted a delegation from France in order to share information about the project.

The At Home / Chez Soi Team developed metrics to rate the quality of housing for participants as well as measure the impact that adverse childhood events have had on participants. This is important for understanding the path to homelessness. Project team members also developed guidelines and suggestions to help project participants and the media interact in the best way.

Sustainability planning is underway as the project funding agreement with the federal government approaches expiry in 2013. A cross-site committee is leading this work and the MHCC continues to liaise with their partners to develop a transition plan for project participants. The objective of these efforts is to ensure project participants have places to live and the necessary supports at the end of the project; and that the research findings are used to inform public policy in the area of homelessness.

8. Link recipient's site: Mental Health Commission of Canada

Footnotes

  • (a)  Infoway's original allocation (2001) was governed by a Memorandum of Understanding. Infoway is presently accountable for the provisions of four active funding agreements, signed in: March 2003 (encompasses 2001 and 2003 allocations), March 2004, March 2007, and March 2010. The first three allocations (totalling $1.2B) were provided as immediate lump sum disbursements, whereas the 2007 allocation ($400M) and 2010 allocation ($500M) are up-front multi-year funding, subject to specific conditions, with funds flowing to Infoway on an as-needed basis, at least annually (Infoway makes individual cash flow requests specific to those funding agreements).

  • (b)  As per the 2010 funding agreement, the duration of the agreement is until the later of: the date upon which all Up-Front Multi-Year Funding provided has been expended, or March 31, 2015. The duration of the 2007 funding agreement is until the later of: the date upon which all Grant Funding provided has been expended, or March 31, 2012.

  • (c)  This figure represents funds disbursed to Infoway since its creation in 2001 up to November 2011, including the immediate lump sum disbursements in 2001, 2003 and 2004 totalling $1.2 B, as well as funds disbursed through cash flow requests under the 2007 and 2010 funding agreements. This figure does not reflect additional cash flow requests that Infoway may submit between December 2011 and March 2012.

  • (d)  As per both the 2007 and 2010 funding agreements, funds are to be disbursed according to the annual cash flow requirements identified by Infoway. These requirements are to be submitted to the Department no later than March 30, in advance of the upcoming fiscal year to which that cash flow statement applies. Also, Infoway can submit additional cash flow requests within a fiscal year, should the need for additional funding arise. Infoway has not provided an advance estimate of its 2012-13 to 2014-15 requirements.

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Industry Canada

Up-Front Multi-Year Funding (Notes 1 and 2)

Industry Canada is responsible for administering funding agreements with the following foundations.

Science and Technology, Knowledge, and Innovation are Effective Drivers of a Strong Canadian Economy

Note 1: Only funding agreements to recipients that are still in effect and relate to up-front multi-year funding of greater that $5 million in total.

Note 2: Funding already reported in the Transfer Payment Program Tables is not repeated here.

Strategic Outcome 2:
Advancements in Science and Technology, Knowledge, and Innovation Strengthen the Canadian Economy


Program Activity: Science, Technology and Innovation Capacity

Name of Recipient: Canada Foundation for Innovation

Start Date: April 25, 1998

End Date: December 31, 2017

Description: The Canada Foundation for Innovation (CFI) is a non-profit corporation funded by the Government of Canada to support investments in research infrastructure. The CFI’s mandate is to strengthen the capacity of Canadian universities, colleges, research hospitals and non-profit research institutions to carry out world-class research and technology development that benefit Canadians.

Summary of Annual Plans:

In 2012–13, the CFI will continue to work towards its overall objectives:

  • Enable universities, colleges, research hospitals and not-for-profit research organizations to maintain research infrastructure;
  • Support strategic investments in current and new infrastructure that promotes leading-edge research;
  • Foster partnerships between universities, colleges and business researchers that encourage private sector innovation; and
  • Ensure that a number of large world-class research facilities in Canada maintain their capacity to support leading-edge research, by providing support for their ongoing operations.
($ millions)
Total Funding Prior Years’ Funding Planned Funding  2012–13 Planned Funding 2013–14 Planned Funding 2014–15
4,990.0 4,263.0 249.0 167.0 117.0

Recipient's website: www.innovation.ca


Program Activity: Science, Technology and Innovation Capacity

Name of Recipient: Canada School of Energy and Environment

Start Date: March 7, 2008

End Date: March 31, 2014

Description: The Canada School of Energy and Environment (CSEE) is a virtual centre that builds on capacity within the University of Calgary, the University of Alberta and the University of Lethbridge. The goal of the CSEE is to become the global leader in integrated research and policy on energy and environmental issues.

Summary of Annual Plans:

In 2012–13, the CSEE will continue to work towards its overall objectives:

  • create opportunities for national and international collaborations on policy issues;
  • provide advice to industry, academia and government;
  • coordinate research and academic programming;
  • facilitate technology transfer and commercialization; and
  • facilitate the exchange of research findings and information and promote collaboration among the international community.
($ millions)
Total Funding Prior Years’ Funding* Planned Funding 2012–13 Planned Funding 2013–14 Planned Funding 2014–15
15.0 15.0

Recipient’s website: www.canadaschoolofenergy.com

*$15 million was paid upfront in 2007–08.


Program Activity: Science, Technology and Innovation Capacity

Name of Recipient: Council of Canadian Academies

Start Date: July 2005

End Date: March 2015

Description: The Council of Canadian Academies (CCA) is an arm’s-length, not-for-profit organization that was established to assess the state of scientific knowledge underpinning key public policy issues. Its founding members are the Royal Society of Canada, the Canadian Academy of Engineering and the Canadian Academy of Health Sciences. The Government of Canada provided CCA with a $30 million one-time conditional grant in July 2005 from Budget 2005, which entitles the government to up to five assessments per year. All CCA assessments are undertaken by independent panels of qualified experts from Canada and abroad. Each assessment takes 18 months to two years to complete.

These assessments will not contain specific policy recommendations. Rather, they will report on the relevant science—identifying both what is known (or at least strongly supported by the existing evidence) and where there are gaps in our knowledge. Such findings will be relevant for policy decisions in cases where scientific factors play a significant role.

Summary of Annual Plans:

In Fiscal Year 2012–13, the CCA will complete four assessments: Science Performance and Research Funding, Women in University Research, the Sustainable Management of Water in the Agricultural Landscapes of Canada, and the State of Science and Technology in Canada. In addition to these assessments to be completed, the CCA will continue to work on five ongoing assessments within their funding agreement with the Government of Canada. 
($ millions)
Total Funding* Prior Years’ Funding* Planned Funding 2012–13 Planned Funding 2013–14 Planned Funding 2014–15
30.0 30.0

Recipient's website: www.scienceadvice.ca

*$30 million was paid upfront in 2005–06.


Program Activity: Science, Technology and Innovation Capacity

Name of Recipient: Genome Canada

Start Date: March 27, 2000

End Date: March 31, 2015

Description: Genome Canada is a non-profit corporation that funds genomics and proteomics research and supports six regional genome centres across Canada. Through its activities, Genome Canada has enabled important research to be undertaken in key areas such as agriculture, the environment, fisheries, forestry, health and new technology development. Genome Canada also promotes greater awareness of ethical, environmental, economic, legal and social issues related to genomics (GE3LS).

Summary of Annual Plans:

In 2012–13, Genome Canada will continue to work towards its overall objectives:

  • Develop and establish a coordinated strategy for genomics research, enabling Canada to become a world leader in areas such as health, agriculture, the environment, forestry and fisheries.
  • Provide leading-edge technology to researchers in all genomics-related fields through the six regional genome centres across Canada.
  • Support large-scale projects of strategic importance to Canada by bringing together industry, government, universities, research hospitals and the public.
  • Assume leadership in ethical, environmental, economic, legal, social and other issues related to genomics research (GE3LS).
  • Communicate the relative risks, rewards and successes of genomics to the Canadian public.
  • Encourage investment in the field of genomics research.
($ millions)
Total Funding* Prior Years’ Funding Planned Funding  2012–13 Planned Funding 2013–14 Planned Funding 2014–15
980.0 822.4 74.6 45.2 19.2

* Budget 2011 announced an additional $65 million for Genome Canada to launch a new competition in the area of human health, and sustain the operating costs of Genome Canada and Genome Centres until 2013–14.

Recipient's website: www.genomecanada.ca/


Program Activity: Science, Technology and Innovation Capacity

Name of Recipient: Pierre Elliott Trudeau Foundation

Start Date: March 31, 2002

End Date: Ongoing

Description: The Pierre Elliott Trudeau Foundationsupports research and disseminates research findings in the following humanities and social sciences focused on four areas: human rights and dignity; responsible citizenship; Canada in the world; and people and their natural environment.

Using a peer review process, the Pierre Elliott Trudeau Foundationoffers three types of awards: scholarships awarded to doctoral candidates, fellowships awarded to established researchers at Canadian universities and mentorships awarded to seasoned professionals who counsel the scholars. The Foundation also administers the Public Interaction Program, which communicates the work of the Foundation through conferences, lectures and symposia.

Summary of Annual Plans:

In 2012–13, the Pierre Elliott Trudeau Foundationintends to award up to 15 Scholarships, 10 Mentorships, and 5 Fellowships. In addition, under its Public Interaction Program, the Foundation will hold an annual conference and other knowledge dissemination events including lectures and symposia.

($ millions)
Total Funding Prior Years’ Funding Planned Funding 2012–13 Planned Funding 2013–14 Planned Funding 2014–15
125.0 125.0 –* –* –*

Recipient’s website: www.trudeaufoundation.ca

*The Pierre Elliott Trudeau Foundationwas given a $125-million endowment from the Government of Canada in 2002. The Foundation uses the interest on the endowment to support its activities in perpetuity.

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Natural Resources Canada

Up-Front Multi-Year Funding




Green Municipal Fund (GMF) (Statutory)

1. Strategic Outcome: 2) Natural Resource Sectors and Consumers are Environmentally Responsible

2. Program Activity: 2.1) Energy–efficient Practices and Lower-carbon Energy Sources

3. Name of recipient: Green Municipal Fund (GMF) (Statutory)

Federation of Canadian Municipalities’ (FCM) Green Municipal Fund (GMF) formerly known as the Green Municipal Enabling Fund (GMEF) and the Green Municipal Investment Fund (GMIF)

4. Start date: March 31, 2000

5. End date: In perpetuity

6. Description:
The Government of Canada endowed the Federation of Canadian Municipalities (FCM), a non-profit organization, with $550 million* to establish the Green Municipal Fund (GMF) to provide long-term, sustainable financing for municipal governments and their partners.  The GMF invests in plans, studies and projects that provide the best examples of municipal leadership in sustainable development and that can be replicated in other Canadian communities.

The intent of the GMF is to encourage investment in environmental municipal infrastructure.  Specifically, the priorities of the fund are to have a positive impact on the health and the quality of life of Canadians by reducing greenhouse gas (GHG) emissions, improving local air, water and soil quality and promoting renewable energy by supporting environmental studies and projects within the municipal sector.  Additional considerations include the potential for economic and/or social benefit.

The amount of GMF financing available to municipalities is directly related to the environmental, economic and social benefits of the projects undertaken.  Grants of up to 50% to a maximum of $350,000 are available for plans, studies and field tests.  GMF can provide below-market financing for capital projects up to 80% of costs to a maximum of $10 million in loans combined with $1 million in grants (up to a maximum of 20% of the loan amount) per project.  Brownfield projects are eligible for below-market loans only, with no funding limit.

Under the GMF agreement, the Government of Canada (represented by Natural Resources Canada (NRCan) and Environment Canada) participates in governance of this revolving fund, along with representatives from the public and private sectors, including municipal officials and technical experts, through a Peer Review Committee and an Advisory Council.

The FCM Board of Directors approves projects based on the Council’s recommendations. As of November 31, 2011, the GMF had approved more than $553 million for over 875 sustainable community plans, feasibility studies, field tests and capital projects with the potential to leverage over $3 billion of economic activity in 434 Canadian communities.  Actual environmental benefits include the reduction of an estimated 1.75 million tonnes of CO2 annually from 40 completed capital projects.

($ millions)
7. Total Funding 8. Prior Years' Funding 9. Planned Funding
2012-13
10. Planned Funding
2013-14
11. Planned Funding
2014-15
* 275.0 275.00 0.0 0.0 0.0

* NRCan's contribution via the GMF Funding agreement is $275 million. Environment Canada contributes the other $275 million.

12. Summary of annual plans of recipient: More details can be found in the Green Municipal Fund website at http://sustainablecommunities.fcm.ca/About_Us/Annual_Reports/

13. Link recipient's site: http://www.fcm.ca



Sustainable Development Technology Canada (SDTC) for the NextGen Biofuels Fund™

1. Strategic outcome: 2) Natural Resource Sectors and Consumers are Environmentally Responsible

2. Program activity: 2.1) Energy–efficient Practices and Lower-carbon Energy Sources

3. Name of recipient: Sustainable Development Technology Canada (SDTC) for the NextGen Biofuels FundTM

4. Start date: July 30, 2007

5. End date: Agreement ends Sept. 30, 2027; last disbursement of funds to SDTC by March 31, 2015

6. Description: SDTC is managing the NextGen Biofuels Fund™ (NGBF), which will support up to 40% of eligible project costs to a maximum of $200M per project for the establishment of first-of-kind, large-scale demonstration next-generation renewable fuel production facilities to encourage the future sustainability and success of renewable fuels.  Next-generation renewable fuels are derived from non-traditional renewable feedstocks, such as forest biomass, fast-growing grasses, and agricultural residues, and are produced with non-conventional conversion technologies. 

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

Of the $500M* in total funding, $200M is statutory funding.  The remaining $300M in funding is to be appropriated by Parliament over the period of 2008/09 to 2014/15. 

($ millions)
7. Total Funding 8. Prior Years' Funding 9. Planned Funding
2012-13
10. Planned Funding
2013-14
11. Planned Funding
2014-15

*250.0

       

Statutory
100.0

Statutory
20.7

Statutory
59.3

Statutory
0.0

Statutory
20.0

Appropriation
150.0

Appropriation
12.5

Appropriation
62.5

Appropriation
50.0

Appropriation
25.0

* Natural Resources Canada's contribution via the SDTC NextGen Biofuels agreement is $250 million. Environment Canada contributes an equal amount of $250 million.

12. Summary of annual plans of recipient: SDTC Corporate Plan for 2011 released October 2010.  Executive summary posted on website below.

13. Link recipient's site: www.sdtc.ca



Sustainable Development Technology Canada (STDC) (Statutory) - SD Tech Fund™

1. Strategic outcome: 2) Natural Resource Sectors and Consumers are Environmentally Responsible

2. Program activity: 2.2) Technology Innovation

3. Name of recipient: Sustainable Development Technology Canada (SDTC) (Statutory) - SD Tech Fund™

4. Start date: March 26, 2001

5. End date: June 30, 2015

6. Description: To stimulate the development and demonstration of innovative Canadian technological solutions that address climate change, clean air, clean water and clean soil.

($ millions)
7. Total Funding 8. Prior Years' Funding 9. Planned Funding
2012-13
10. Planned Funding
2013-14
11. Planned Funding
2014-15
*275.0 275.0 0.0 0.0 0.0

* Natural Resources Canada's contribution toward the SD Tech FundTM is $275 million. Environment Canada contributed an equal amount of $275 million.

12. Summary of annual plans of recipient: SDTC publishes a corporate plan in November of each year that describes plans and provides a forecast for the following year. It includes a disbursement plan, planned administration expenditures, objectives and proposed actions, an investment update, operating strategy, and performance expectations. The SDTC Annual Report and a summary of the corporate plan are tabled in the House of Commons by the Minister of Natural Resources Canada (NRCan), usually during the summer.

SDTC holds two rounds of funding each year, initially requesting Statements of Interest (SOI) from applicants. Approvals are made about nine months after the acceptance of SOIs.

As of July 2011, SDTC had completed eighteen funding rounds and allocated a total of $548 million to 223 projects. Since SDTC allocates funding based on the merit of applications, it does not have strict allocation targets.

SD Tech Fund ($550 M)

Funding Agreement Three, between the Government of Canada and the Foundation, dated March 31, 2005 for $550 million* (SD Tech FundTM), provides the terms and conditions for the Foundation on providing funding for development and demonstration of technologies focusing on climate change, clean air, water and soil. According to SDTC, 210 projects it has funded since 2002 have an estimated potential to reduce annual greenhouse gas emissions by 7 to 17 megatonnes of carbon dioxide equivalent (Mt CO2e) by 2015.

13. Link recipient's site: www.sdtc.ca


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Western Economic Diversification Canada

Up-Front Multi-Year Funding




Strategic Outcome: The western Canadian economy is developed and diversified.

Program Activity: Community Economic Development

Name of Recipient: Primrose Lake Economic Development Corporation (PLEDCO)

Start Date: March 30, 2007

End Date: Not applicable

Description: Create a community-controlled trust fund for economic diversification

($ millions)
Total Funding Prior Years' Funding Planned Funding
2012-13
Planned Funding
2013-14
Planned Funding
2014-15
15 15 - - -

Summary of Annual Plans of Recipient: The PLEDCO is approaching five years in operation.  Its recent focus included updating the Web site, helping the Mâmawi Northwest Resource Partnership launch on October 13, 2011, and continuing to provide funds to economic development initiatives.

The following are other projects and studies the PLEDCO commenced in 2011-12 and will complete in 2012-13:

  1. The Fort McMurray Road development plan;
  2. The Beauval Industrial/Commercial Park;
  3. The Review of Tourism in Northwestern Saskatchewan;
  4. Studying the potential of hydro-electric generation;
  5. Studying the feasibility of bringing natural gas to communities for home and municipal heating.

URL of Recipient Site: www.pledco.ca