ARCHIVED - 2012-13 RPPs - Transfer Payment Programs

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

Start date/End date: This is an ongoing program

Strategic Outcome: Good governance and co-operative relationships for First Nations, Inuit and Northerners

Program Activity: Governance and Institutions of Government

Description: The Governance and Institutions of Government Program Activity contributes to The Government Strategic Outcome. This Program Activity provides frameworks (legislative and non-legislative) which are consistent with the legal, collective, human, and democratic rights and freedoms of Aboriginal peoples in Canada, and where possible enables and supports First Nation development of policies and programs that embrace these values. It provides funds, legislation and guidelines, certifications, education and training, advice, policies and plans, and implemented changes to support condition and build capacity for Aboriginal governance. Typical activities include but are not limited to providing assistance to establish governance and associated capacities, processes and mechanisms (such as by-law making authority, election processes). Support is provided to First Nation and Inuit governments as well as First Nation institutions. These institutions include but are not limited to those that provide services in the areas of governance and taxation and financial management, and land claim organizations and professional associations. Support is also provided to representative organizations to participate in policy and legislation development. Ultimately, good governance practices are essential for the active participation of First Nation and Inuit in Canadian society and economy.

Expected results: Capable and accountable First Nation governments and institutions.

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

Evaluation Profile: In line with the Treasury Board's Policy on Evaluation (2009) and Policy on Transfer Payments (2008), the AANDC Five-Year Plan for Evaluation and Performance Measurement Strategies provides for full evaluation coverage of all departmental spending and grants and contributions administered by the Department over a five year cycle. The plan is designed to ensure that the results of an evaluation or review of the relevance and performance of these Transfer Payments are available for consideration in decision-making and that appropriate and timely action is taken in response to recommendations. Where appropriate, AANDC will recommend the continuation, amendment or termination of the terms and conditions for these programs.

General Targeted Recipient Group: Aboriginal

Initiatives to Engage Applicants and Recipients: This program activity provides funds, legislation and guidelines, certifications, education and training, advice, policies and plans, and implemented changes to support condition and build capacity for Aboriginal governance.

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

Start date/End date: This is an ongoing program

Strategic Outcome: Good governance and co-operative relationships for First Nations, Inuit and Northerners

Program Activity: Co-operative Relationships

Description: The Co-operative Relationships Program Activity contributes to The Government Strategic Outcome. It aims to reconcile the relationship between parties (governments and Aboriginal groups) through mutual respect, trust, understanding, shared responsibilities, accountability and dialogue. This Program Activity addresses constitutional and historic obligations, as well as good public policy by: negotiating agreements which achieve clarity with respect to law-making authority and the ownership, use and control of lands and resources; addressing specific claims; developing multi-partner processes in areas jointly identified by Aboriginal groups and the federal government; supporting an effective consultation and representation of Aboriginal groups in federal policy and program development; and providing funding to Aboriginal recipients through contributions and loan agreements. Through relationships built on trust, respectful partnerships will be established which may ultimately help to contribute to the strengthening of the social, economic and cultural well-being of Aboriginal communities and ultimately more active participation and engagement in the broader Canadian Society.

Expected results: Relationships between parties based on trust, respect, understanding, shared responsibilities, accountability, rights and dialogue.

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

Evaluation Profile: In line with the Treasury Board's Policy on Evaluation (2009) and Policy on Transfer Payments (2008), the AANDC Five-Year Plan for Evaluation and Performance Measurement Strategies provides for full evaluation coverage of all departmental spending and grants and contributions administered by the Department over a five year cycle. The plan is designed to ensure that the results of an evaluation or review of the relevance and performance of these Transfer Payments are available for consideration in decision-making and that appropriate and timely action is taken in response to recommendations. Where appropriate, AANDC will recommend the continuation, amendment or termination of the terms and conditions for these programs.

General Targeted Recipient Group: Aboriginal

Initiatives to Engage Applicants and Recipients: This Program Activity addresses constitutional and historic obligations, as well as good public policy by: negotiating agreements which achieve clarity with respect to law-making authority and the ownership, use and control of lands and resources; addressing specific claims; developing multi-partner processes in areas jointly identified by Aboriginal groups and the federal government; supporting an effective consultation and representation of Aboriginal groups in federal policy and program development; and providing funding to Aboriginal recipients through contributions and loan agreements.

Name of Transfer Payment Program: Transfer Payments for Treaty Management

Start date/End date: This is an ongoing program

Strategic Outcome: Good governance and co-operative relationships for First Nations, Inuit and Northerners

Program Activity: Treaty Management

Description: The Treaty Management Program Activity contributes to The Government Strategic Outcome. This Program Activity aims to create and maintain ongoing partnerships to support both historic and modern-treaties to fulfill Canada's legal obligations. This program supports First Nation and Inuit communities in articulating their interests, participate in land and resource development and management, where applicable and demonstrate the importance of treaties and the treaty relationship between the Crown and Aboriginal people. This is achieved by honouring Canada's obligations as set out in final agreements, improving relationships between Canada and Aboriginal peoples, and improving the relationships between Canada and Historic Treaties First Nations. Creating and maintaining partnerships that honour historic and modern-treaties contributes to the strengthened, healthy and sustainable First Nations and Inuit communities and ultimately supports them to optimize their participation in the broader Canadian society, thus benefitting all Canadians.

Expected results: Creation and Maintenance of ongoing partnerships to support historic and modern-treaty structures.

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

Evaluation Profile: In line with the Treasury Board's Policy on Evaluation (2009) and Policy on Transfer Payments (2008), the AANDC Five-Year Plan for Evaluation and Performance Measurement Strategies provides for full evaluation coverage of all departmental spending and grants and contributions administered by the Department over a five year cycle. The plan is designed to ensure that the results of an evaluation or review of the relevance and performance of these Transfer Payments are available for consideration in decision-making and that appropriate and timely action is taken in response to recommendations. Where appropriate, AANDC will recommend the continuation, amendment or termination of the terms and conditions for these programs.

General Targeted Recipient Group: Aboriginal

Initiatives to Engage Applicants and Recipients: This program supports First Nation and Inuit communities in articulating their interests, participate in land and resource development and management where applicable, and demonstrate the importance of treaties and the treaty relationship between the Crown and Aboriginal people.

Name of Transfer Payment Program: Transfer Payments for Education

Start date/End date: This is an ongoing program

Strategic Outcome: Individual, family and community well-being for First Nations and Inuit

Program Activity: Education

Description: The Education Program Activity contributes to The People Strategic Outcome. It aims to support First Nation and Inuit learners in the achievement of education outcomes that are comparable to other Canadians. Such achievement is a key to enhancing their participation in the labour market and their future success. AANDC has primary responsibility under the Indian Act for elementary and secondary education of students living on-reserve. As a matter of social policy, AANDC also supports eligible First Nations and Inuit students in the pursuit of post-secondary education. The focus of these programming efforts is on supporting students in relation to: academic progression in elementary and secondary education; provision of appropriate learning environments with culturally relevant education programs and services; and participation in post-secondary education and advancement in programs of study. The improvement of education outcomes and increased participation in the economy and society benefits all Canadians.

Expected results: First Nation and Inuit learners achieve levels of education comparable to other Canadians.

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

Evaluation Profile: In line with the Treasury Board's Policy on Evaluation (2009) and Policy on Transfer Payments (2008), the AANDC Five-Year Plan for Evaluation and Performance Measurement Strategies provides for full evaluation coverage of all departmental spending and grants and contributions administered by the Department over a five year cycle. The plan is designed to ensure that the results of an evaluation or review of the relevance and performance of these Transfer Payments are available for consideration in decision-making and that appropriate and timely action is taken in response to recommendations. Where appropriate, AANDC will recommend the continuation, amendment or termination of the terms and conditions for these programs.

General Targeted Recipient Group: First Nations and Inuit

Initiatives to Engage Applicants and Recipients: AANDC provides a number of education-related programs that help First Nations and Inuit build learning environments that promote student advancement and success in education outcomes. AANDC's First Nation Student Success Program (FNSSP), Education Partnerships Program (EPP), First Nation and Inuit Youth Employment Strategy (FNIYES), Cultural Education Centres Program (CECP), New Paths for Education, Special Education Program (SEP) and Indian Studies Support Program (ISSP) support recipients to improve First Nation and Inuit student's academic achievement and engage with applicants and recipients as well as First Nation organizations, who manage education programs. These proposal-based programs operate within structures that maintain ongoing engagement through proposal applications, funding and reporting processes with ongoing communications and feedback cycles. AANDC also contributes to the National Aboriginal Achievement Foundation (NAAF).

Name of Transfer Payment Program: Transfer Payments for Social Development

Start date/End date: This is an ongoing program

Strategic Outcome: Individual, family and community well-being for First Nations and Inuit

Program Activity: Social Development

Description: The Social Development Program Activity contributes to The People Strategic Outcome. It aims to assist First Nation individuals and communities to become more self-sufficient; protect individuals and families at risk of violence; provide prevention supports that allow individuals and families to better care for their children; and support greater participation in the labour market. This program activity assists First Nations men, women and children in achieving greater independence and self-sufficiency on reserves across Canada. It does so by flowing funds to First Nations, provincial representatives and other recipients who provide on-reserve residents and Yukon First Nations with individual and family services that are developed and implemented in collaboration with partners. These services help First Nation communities meet basic and special needs; support employability and attachment to the workforce; and ensure that individuals and families are safe. First Nations that are engaged in advancing their own development are better equipped to leverage opportunities made available by their communities and actively contribute to the broader Canadian economy and society.

Expected results: First Nations men, women and children have options; are engaged in advancing their development; and take advantage of available opportunities.

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

Evaluation Profile: In line with the Treasury Board's Policy on Evaluation (2009) and Policy on Transfer Payments (2008), the AANDC Five-Year Plan for Evaluation and Performance Measurement Strategies provides for full evaluation coverage of all departmental spending and grants and contributions administered by the Department over a five year cycle. The plan is designed to ensure that the results of an evaluation or review of the relevance and performance of these Transfer Payments are available for consideration in decision-making and that appropriate and timely action is taken in response to recommendations. Where appropriate, AANDC will recommend the continuation, amendment or termination of the terms and conditions for these programs.

General Targeted Recipient Group: Aboriginal

Initiatives to Engage Applicants and Recipients: This program activity assists First Nations men, women and children in achieving greater independence and self-sufficiency on reserves across Canada. In general, the social development programs are delivered by transfer payments to First Nations (Tribal Councils, Chiefs and Council, FNCFS Agencies, etc.), Northern communities and other governments as well as other organizations through agreements. Recipients deliver the social development programs in partnership with various organizations relevant to the individual programs being delivered.

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

Start date/End date: This is an ongoing program

Strategic Outcome: Individual, family and community well-being for First Nations and Inuit

Program Activity: Managing Individual Affairs

Description: The Managing Individual Affairs Program Activity contributes to The People Strategic Outcome by ensuring responsible federal stewardship of the legislative, administrative and treaty obligations of the Federal Government to First Nations that pertain to Estates, Indian Moneys, Registration, Band Membership and Treaty Annuities. This activity administers the portions of the First Nations Oil and Gas and Moneys Management Act that relate to Indian Moneys and is critical to ensuring that provisions of the Indian Act and other statutory obligations are fulfilled. Results are achieved through direct client-services and through partnerships with First Nations directed to: determining eligibility for registration under the Indian Act; issuing the Secure Certificate of Indian Status (SCIS); ensuring responsibility for management of Indian monies and estates under the Indian Act; and honouring treaty annuity obligations to First Nations. A sound administration of individual affairs and moneys contributes to the well-being of First Nation individuals, families and communities and enhances their participation in the Canadian society.

Expected results: Federal Stewardship of the legislative administrative and treaty obligations for which AANDC is responsible.

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

Evaluation Profile: In line with the Treasury Board's Policy on Evaluation (2009) and Policy on Transfer Payments (2008), the AANDC Five-Year Plan for Evaluation and Performance Measurement Strategies provides for full evaluation coverage of all departmental spending and grants and contributions administered by the Department over a five year cycle. The plan is designed to ensure that the results of an evaluation or review of the relevance and performance of these Transfer Payments are available for consideration in decision-making and that appropriate and timely action is taken in response to recommendations. Where appropriate, AANDC will recommend the continuation, amendment or termination of the terms and conditions for these programs.

General Targeted Recipient Group: Aboriginal

Initiatives to Engage Applicants and Recipients: Direct client-services and partnerships with First Nations directed to: determining eligibility for registration under the Indian Act; issuing the Secure Certificate of Indian Status (SCIS); ensuring responsibility for management of Indian monies and estates under the Indian Act; and honouring treaty annuity obligations to First Nations.

Name of Transfer Payment Program: Transfer Payments for Residential Schools Resolution

Start date/End date: This is an ongoing program

Strategic Outcome: Individual, family and community well-being for First Nations and Inuit

Program Activity: Residential Schools Resolution

Description: The Residential Schools Resolution Program Activity contributes to The People Strategic Outcome and aims to support a fair and lasting resolution to the legacy of Indian Residential Schools and to promote reconciliation with former students, their families and communities. In this program activity, AANDC ensures the successful implementation of the court-supervised Indian Residential Schools Settlement Agreement (IRSSA) by finalizing the Common Experience Payment (CEP) and implementing the Personal Credits strategy; resolving claims of abuse under the Independent Assessment Process; funding and monitoring Commemoration initiatives; and meeting the Government of Canada's obligations towards the Truth and Reconciliation Commission (TRC). Additionally, AANDC supports complementary initiatives to further reconciliation such as funding and monitoring of the Advocacy and Public Information Program and promoting reconciliation between the Government of Canada and Aboriginal people, as well as between Aboriginal and non-Aboriginal people.

Expected results: IRSSA is well-managed in order to contribute to a fair resolution of Indian Residential Schools.

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

Evaluation Profile: In line with the Treasury Board's Policy on Evaluation (2009) and Policy on Transfer Payments (2008), the AANDC Five-Year Plan for Evaluation and Performance Measurement Strategies provides for full evaluation coverage of all departmental spending and grants and contributions administered by the Department over a five year cycle. The plan is designed to ensure that the results of an evaluation or review of the relevance and performance of these Transfer Payments are available for consideration in decision-making and that appropriate and timely action is taken in response to recommendations. Where appropriate, AANDC will recommend the continuation, amendment or termination of the terms and conditions for these programs.

General Targeted Recipient Group: Aboriginal

Initiatives to Engage Applicants and Recipients: In this program activity, AANDC ensures the successful implementation of the Indian Residential Schools Settlement Agreement (IRSSA) by finalizing the Common Experience Payment (CEP) and implementing the Personal Credits strategy; resolving claims of abuse under the Independent Assessment Process, as per its obligations under the IRSSA; funding and monitoring Commemoration initiatives; and meeting the Government of Canada's obligations towards the Truth and Reconciliation Commission. Additionally, AANDC supports complementary initiatives to further reconciliation such as funding and monitoring of the Advocacy and Public Information Program and promoting reconciliation between the Government of Canada and Aboriginal people, as well as between Aboriginal and non-Aboriginal people through specific reconciliation initiatives.

Name of Transfer Payment Program: Transfer Payments for Aboriginal Economic Development

Start date/End date: This is an ongoing program

Strategic Outcome: Full participation of First Nation, Inuit and Métis individuals and communities in the economy

Program Activity: Aboriginal Economic Development

Description: The Aboriginal Economic Development Program Activity contributes to The Land and Economy Strategic Outcome. It aims to build and promote viable Aboriginal businesses and opportunity-ready communities. This program activity supports the vision of increasing participation of First Nation, Inuit and Métis individuals and communities in the Canadian economy and enables Aboriginal people to pursue the same opportunities for employment, income, and wealth creation as other Canadians by focusing on key areas of the Federal Framework for Aboriginal Economic Development: strengthening Aboriginal entrepreneurship; enhancing the value of Aboriginal assets; working with HRSDC in developing Aboriginal human capital; forging new and effective partnerships; and focusing the role of the federal government in the area of Aboriginal economic development. AANDC can ensure long-term, sustainable economic development by promoting partnerships with provinces and territories and the private sector. Ultimately, viable Aboriginal businesses and opportunity-ready communities will strengthen the Canadian economy and benefit all Canadians.

Expected results: Viable Aboriginal businesses; Opportunity- ready communities.

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

Evaluation Profile: In line with the Treasury Board's Policy on Evaluation (2009) and Policy on Transfer Payments (2008), the AANDC Five- Year Plan for Evaluation and Performance Measurement Strategies provides for full evaluation coverage of all departmental spending and grants and contributions administered by the Department over a five year cycle. The plan is designed to ensure that the results of an evaluation or review of the relevance and performance of these Transfer Payments are available for consideration in decision-making and that appropriate and timely action is taken in response to recommendations. Where appropriate, AANDC will recommend the continuation, amendment or termination of the terms and conditions for these programs.

General Targeted Recipient Group: Aboriginal

Initiatives to Engage Applicants and Recipients: This program activity supports the vision of increasing participation of First Nation, Inuit and Métis individuals and communities in the Canadian economy and enables Aboriginal people to pursue the same opportunities for employment, income, and wealth creation as other Canadians by focusing on key areas of the Federal Framework for Aboriginal Economic Development.

Name of Transfer Payment Program: Transfer Payments for Federal Administration of Reserve Land

Start date/End date: This is an ongoing program

Strategic Outcome: Full participation of First Nation, Inuit and Métis individuals and communities in the economy

Program Activity: Federal Administration of Reserve Land

Description: The Federal Administration of Reserve Land Program Activity contributes to The Land and Economy Strategic Outcome. It aims to ensure that the Crown fulfills its statutory and fiduciary obligations as the administrator of reserve lands held in trust for the use and benefit of the First Nation for whom the land was set aside. This is achieved through the timely response to requests for land transactions, the additions to reserve, the clarity of reserve boundaries, the designation of land for economic development purposes, and environmental management, all of which preserve the principles of communal use and benefit. Economic benefits accrue to Aboriginal communities and ultimately enhance the Canadian economy, through the activation of reserve lands and the honouring of treaty obligations.

Expected results: Timely administration of reserve land, and resource activities; On-reserve Contaminated Sites are remediated to ensure the protection of human health and the safety of the environment.

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

Evaluation Profile: In line with the Treasury Board's Policy on Evaluation (2009) and Policy on Transfer Payments (2008), the AANDC Five- Year Plan for Evaluation and Performance Measurement Strategies provides for full evaluation coverage of all departmental spending and grants and contributions administered by the Department over a five year cycle. The plan is designed to ensure that the results of an evaluation or review of the relevance and performance of these Transfer Payments are available for consideration in decision-making and that appropriate and timely action is taken in response to recommendations. Where appropriate, AANDC will recommend the continuation, amendment or termination of the terms and conditions for these programs.

General Targeted Recipient Group: Aboriginal

Initiatives to Engage Applicants and Recipients: This program activity aims to ensure that the Crown fulfills its statutory and fiduciary obligations as the administrator of reserve lands held in trust for the use and benefit of the First Nation for whom the land was set aside. This is achieved through the timely response to requests for land transactions, the additions to reserve, the clarity of reserve boundaries, the designation of land for economic development purposes, and environmental management, all of which preserve the principles of communal use and benefit.

Name of Transfer Payment Program: Transfer Payments for Community Infrastructure

Start date/End date: This is an ongoing program

Strategic Outcome: Full participation of First Nation, Inuit and Métis individuals and communities in the economy

Program Activity: Community Infrastructure

Description: The Community Infrastructure Program Activity contributes to The Land and Economy Strategic Outcome by supporting First Nation communities in acquiring, constructing, owning, operating and maintaining a base of infrastructure that protects their health and safety and enables their engagement in the economy. This program activity provides funding and advice to support housing, capacity building and community infrastructure, including water and wastewater systems, education facilities, roads and bridges, electrification, and community buildings. Ultimately, this program activity enables First Nations to participate more fully in the Canadian economy by establishing a base of safe infrastructure that meets established standards, and a housing infrastructure that meets the needs of First Nations communities.

Expected results: First Nations communities have a base of infrastructure that protects the health and safety and enables engagement in the economy.

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

Evaluation Profile: In line with the Treasury Board's Policy on Evaluation (2009) and Policy on Transfer Payments (2008), the AANDC Five- Year Plan for Evaluation and Performance Measurement Strategies provides for full evaluation coverage of all departmental spending and grants and contributions administered by the Department over a five year cycle. The plan is designed to ensure that the results of an evaluation or review of the relevance and performance of these Transfer Payments are available for consideration in decision-making and that appropriate and timely action is taken in response to recommendations. Where appropriate, AANDC will recommend the continuation, amendment or termination of the terms and conditions for these programs.

General Targeted Recipient Group: Aboriginal

Initiatives to Engage Applicants and Recipients: This program activity provides funding and advice to support housing, capacity building and community infrastructure, including water and wastewater systems, education facilities, roads and bridges, electrification, and community buildings.

Name of Transfer Payment Program: Transfer Payments for Northern Governance and People

Start date/End date: This is an ongoing program

Strategic Outcome: Self-reliance, prosperity and well-being for the people and communities of the North

Program Activity: Northern Governance and People

Description: The Northern Governance and People Program Activity contributes to The North Strategic Outcome. This program activity strengthens the North's communities and people by devolving to the governments of the North province-like responsibilities for land and natural resources; by fostering effective intergovernmental relations with territorial governments and providing support to Territorial Commissioners; by reducing the costs of nutritious perishable foods and other essential items in isolated Northern communities; by providing grants for hospital and physician services in Nunavut and the Northwest Territories; by working with Northern communities to identify the risks and challenges posed by climate change and by advancing interests of Canadians and Northerners through circumpolar forums. Canadians and Northerners will benefit with territorial governments ultimately having more control over their own affairs.

Expected results: The people of the Northwest Territories and Nunavut are responsible for the governance of Northern land and resources; Consumption of nutritious food in eligible communities.

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

Evaluation Profile: In line with the Treasury Board's Policy on Evaluation (2009) and Policy on Transfer Payments (2008), the AANDC Five- Year Plan for Evaluation and Performance Measurement Strategies provides for full evaluation coverage of all departmental spending and grants and contributions administered by the Department over a five year cycle. The plan is designed to ensure that the results of an evaluation or review of the relevance and performance of these Transfer Payments are available for consideration in decision-making and that appropriate and timely action is taken in response to recommendations. Where appropriate, AANDC will recommend the continuation, amendment or termination of the terms and conditions for these programs.

General Targeted Recipient Group: Northerners

Initiatives to Engage Applicants and Recipients: This program activity strengthens the North's communities and people by devolving to the governments of the North province-like responsibilities for land and natural resources; by fostering effective intergovernmental relations with territorial governments and providing support to Territorial Commissioners; by reducing the costs of nutritious perishable foods and other essential items in isolated Northern communities; by providing grants for hospital and physician services in Nunavut and the Northwest Territories; by working with Northern communities to identify the risks and challenges posed by climate change and by advancing interests of Canadians and Northerners through circumpolar forums.

Name of Transfer Payment Program: Transfer Payments for Northern Science and Technology

Start date/End date: This is an ongoing program

Strategic Outcome: Self-reliance, prosperity and well-being for the people and communities of the North

Program Activity: Northern Science and Technology

Description: The Northern Science and Technology Program Activity contributes to The North Strategic Outcome. It aims to support scientific research and technology in the North. Such support will aid researchers and scientists with increased access to programs and infrastructure to further research science and technology. The focus of this program activity is: researching and monitoring contaminants and their impacts on the ecosystem as carried out through the Northern Contaminants Program (NCP); supporting initiatives including the creation, management and dissemination of scientific data and results that contribute to informed public policy making; supporting the work to establish the Canadian High Arctic Research Station (CHARS). Northerners and all Canadians will benefit from a knowledge base that supports health and sustainable development, and the positioning of Canada as an international leader in Arctic science and technology.

Expected results: Northerners and all Canadians benefit from a knowledge base that supports health and sustainable development; Canada is positioned as an international leader in Arctic science and technology.

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

Evaluation Profile: In line with the Treasury Board's Policy on Evaluation (2009) and Policy on Transfer Payments (2008), the AANDC Five-Year Plan for Evaluation and Performance Measurement Strategies provides for full evaluation coverage of all departmental spending and grants and contributions administered by the Department over a five year cycle. The plan is designed to ensure that the results of an evaluation or review of the relevance and performance of these Transfer Payments are available for consideration in decision-making and that appropriate and timely action is taken in response to recommendations. Where appropriate, AANDC will recommend the continuation, amendment or termination of the terms and conditions for these programs.

General Targeted Recipient Group: Northerners

Initiatives to Engage Applicants and Recipients: The focus of this program activity is: researching and monitoring contaminants and their impacts on the ecosystem as carried out through the Northern Contaminants Program (NCP); supporting initiatives including the creation, management and dissemination of scientific data and results that contribute to informed public policy making; supporting the work to establish the Canadian High Arctic Research Station (CHARS).

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

Start date/End date: This is an ongoing program

Strategic Outcome: Self-reliance, prosperity and well-being for the people and communities of the North

Program Activity: Northern Land, Resources and Environmental Management

Description: The Northern Land, Resources and Environmental Management Program Activity supports The North Strategic Outcome. It focuses on the management, sustainable development and regulatory oversight of the land, water, natural resources, and environment of the North, delivering on the Department's role as the Government of Canada's natural resource manager North of 60º. This program activity involves: managing oil and gas resources development; supporting the sustainable management of active mineral exploration and development; supporting the sound management of contaminated sites and of land and water in the North; and ensuring the identification of territorial land use zones for conservation, development and other uses. Northerners and Canadians will benefit from economic opportunities and sustainable development.

Expected results: A more predictable and timely regulatory regime in the North; Environmental assessment processes are effective in identifying potential impacts and mitigation measures.

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

Evaluation Profile: In line with the Treasury Board's Policy on Evaluation (2009) and Policy on Transfer Payments (2008), the AANDC Five-Year Plan for Evaluation and Performance Measurement Strategies provides for full evaluation coverage of all departmental spending and grants and contributions administered by the Department over a five year cycle. The plan is designed to ensure that the results of an evaluation or review of the relevance and performance of these Transfer Payments are available for consideration in decision-making and that appropriate and timely action is taken in response to recommendations. Where appropriate, AANDC will recommend the continuation, amendment or termination of the terms and conditions for these programs.

General Targeted Recipient Group: Northerners

Initiatives to Engage Applicants and Recipients: This program activity involves: managing oil and gas resources development; supporting the sustainable management of active mineral exploration and development; supporting the sound management of contaminated sites and of land and water in the North; and ensuring the identification of territorial land use zones for conservation, development and other uses.

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

Start date/End date: This is an ongoing program

Strategic Outcome: Socio-economic well-being of Métis, non-status Indians, and urban Aboriginal people

Program Activity: Urban Aboriginal Strategy

Description: The Urban Aboriginal Strategy Program Activity contributes to the Office of the Federal Interlocutor Strategic Outcome. It supports the self reliance of urban Aboriginal people, and their participation in the economy. It aims to enhance the knowledge, skills and capacity of urban Aboriginal people to pursue social and economic opportunities; and it provides a vehicle by which the federal government can work with other governments, community organizations and Aboriginal people to support (financially and through other means) projects that respond to local priorities. The Strategy enhances the federal government's ability to align expenditures directed toward urban Aboriginal people in key centres. Ultimately, the self reliance of urban Aboriginal people, and their participation in the economy, will help strengthen Canada's economy as a whole.

Expected results: Urban Aboriginal people have the knowledge, skills and support to pursue social and economic opportunities.

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

Evaluation Profile: In line with the Treasury Board's Policy on Evaluation (2009) and Policy on Transfer Payments (2008), the AANDC Five-Year Plan for Evaluation and Performance Measurement Strategies provides for full evaluation coverage of all departmental spending and grants and contributions administered by the Department over a five year cycle. The plan is designed to ensure that the results of an evaluation or review of the relevance and performance of these Transfer Payments are available for consideration in decision-making and that appropriate and timely action is taken in response to recommendations. Where appropriate, AANDC will recommend the continuation, amendment or termination of the terms and conditions for these programs.

General Targeted Recipient Group: Aboriginal

Initiatives to Engage Applicants and Recipients: This program activity aims to enhance the knowledge, skills and capacity of urban Aboriginal people to pursue social and economic opportunities; and it provides a vehicle by which the federal government can work with other governments, community organizations and Aboriginal people to support (financially and through other means) projects that respond to local priorities.

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

Start date/End date: This is an ongoing program

Strategic Outcome: Socio-economic well-being of Métis, non-status Indians, and urban Aboriginal people

Program Activity: Transfer Payments for Métis and Non-Status Indian Organizational Capacity Development

Description: The Métis and Non-Status Indian Organizational Capacity Development program activity contributes to the Office of the Federal Interlocutor Strategic Outcome. This program activity aims to enhance the capacity, legitimacy, stability and democratic accountability of Métis and non-status Indian organizations to: represent their members; advocate within government on their key issues; and to build and expand partnerships with federal and provincial governments and with the private sector. The objective is to enhance the capacity of these organizations to find practical ways to improve the self-reliance, and social and economic conditions of Métis, non-status Indians and off-reserve Aboriginal people so that ultimately they can better realize their full potential within Canadian society.

Expected results: The Metis National Council (MNC) and the Congress of Aboriginal Peoples (CAP), and their representative provincial affiliates, are stable, democratically accountable and have the organizational capacity to represent their members' interests.

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

Evaluation Profile: In line with the Treasury Board's Policy on Evaluation (2009) and Policy on Transfer Payments (2008), the AANDC Five-Year Plan for Evaluation and Performance Measurement Strategies provides for full evaluation coverage of all departmental spending and grants and contributions administered by the Department over a five year cycle. The plan is designed to ensure that the results of an evaluation or review of the relevance and performance of these Transfer Payments are available for consideration in decision-making and that appropriate and timely action is taken in response to recommendations. Where appropriate, AANDC will recommend the continuation, amendment or termination of the terms and conditions for these programs.

General Targeted Recipient Group: Métis and Non-Status Indian

Initiatives to Engage Applicants and Recipients: This program activity aims to enhance the capacity, legitimacy, stability and democratic accountability of Métis and non-status Indian organizations to: represent their members; advocate within government on their key issues; and to build and expand partnerships with federal and provincial governments and with the private sector.

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

Start date/End date: This is an ongoing program

Strategic Outcome: Socio-economic well-being of Métis, non-status Indians, and urban Aboriginal people

Program Activity: Métis Rights Management

Description: The Métis Rights Management Program Activity contributes to the Office of the Federal Interlocutor Strategic Outcome. This program aims to help reconcile Métis Aboriginal rights within the Canadian Federation in response to the 2003 Supreme Court Powley decision, which affirmed that Métis hold section 35 Aboriginal rights under the Canadian Constitution. The program works with representative Aboriginal organizations that have substantial Métis membership numbers to develop objectively verifiable membership systems for Métis members and harvesters [Note 1] in accordance with the Supreme Court's direction. Working with willing provinces and representative Métis organizations to build common understanding in respect of Métis Aboriginal rights, activities such as the support for Métis membership, will assist in the reconciliation of Métis Aboriginal rights within the Canadian Federation in a collaborative and practical manner.

Expected results: Métis Aboriginal rights are reconciled within the Canadian federation.

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

Evaluation Profile: In line with the Treasury Board's Policy on Evaluation (2009) and Policy on Transfer Payments (2008), the AANDC Five-Year Plan for Evaluation and Performance Measurement Strategies provides for full evaluation coverage of all departmental spending and grants and contributions administered by the Department over a five year cycle. The plan is designed to ensure that the results of an evaluation or review of the relevance and performance of these Transfer Payments are available for consideration in decision-making and that appropriate and timely action is taken in response to recommendations. Where appropriate, AANDC will recommend the continuation, amendment or termination of the terms and conditions for these programs.

General Targeted Recipient Group: Métis

Initiatives to Engage Applicants and Recipients: The program works with representative Aboriginal organizations that have substantial Métis membership numbers to develop objectively verifiable membership systems for Métis members and harvesters in accordance with the Supreme Court's direction.

Name of Transfer Payment Program: AgriInsurance program (Statutory)

Start date: April 1, 2008

End date: Ongoing

Fiscal Year for Ts & Cs: 2008-09 (Terms and conditions approved)

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

Program Activity: Business Risk Management

Description:
The AgriInsurance program is one of the core pillars of the business risk management suite available to producers under Growing Forward. Funding delivered through AgriInsurance is non-repayable.

AgriInsurance (formerly the Production Insurance program), aims to reduce the financial impact on producers of production losses caused by uncontrollable natural perils.

Authorities for the program include Section 4 of the Farm Income Protection Act (FIPA), as well as Growing Forward: A Federal-Provincial-Territorial Framework Agreement on Agriculture, Agri-Food and Agri-Based Products Policy and Federal Provincial AgriInsurance Agreement.

Federal AgriInsurance website
British Columbia
Alberta
Saskatchewan
Manitoba
Ontario
Quebec
New Brunswick
Nova Scotia
Prince Edward Island
Newfoundland

Expected Results:
The financial impacts of production losses are mitigated by providing effective insurance protection.

Performance Indicators and Targets:

1. Value of insured production compared to the total value of all agricultural products eligible for insurance. Target is 60%.
2. Value of agricultural products eligible for insurance compared to the value of all agricultural products. Target is 85%.
3. Producers feel that AgriInsurance provides effective insurance to mitigate production losses. Target more than 70% of surveyed producers.
4. Operational documents ready for provincial review within a turn-around time of 30 days. Target is 80%.
5. Provincial program proposals processed within a turn-around time of 30 days. Target is 90%.
6. Provincial claims processed within a turn-around time of 30 calendar days or 20 business days. Target is 80%.

Fiscal Year of Last Completed Evaluation: 2007-08 (Evaluation of predecessor program "Production Insurance")

Decision following the Results of Last Evaluation (Continuation, Amendment, Termination, Pending, or N/A): Continuation

Fiscal Year of Planned Completion of Next Evaluation: 2012-13 (Evaluation)

General Targeted Recipient Group: For-profit and Other levels of government (Provincial)

Initiatives to Engage Applicants and Recipients:
Business Risk Management programs are being marketed to producers as a package. At the beginning of each calendar year prior to the deadlines for program sign-up, information sessions, direct mail and advertising are used to promote the advantages of each program and how the programs work together to help producers manage the business risks of farming. A second campaign takes place each fall prior to important deadlines for submitting program information. The fall campaign includes direct mail and public notices. The program web site, toll-free number, and media relations will support the promotional campaigns.

AAFC works with provinces and with third party delivery agencies to ensure a coordinated communications approach and to ensure federal identity on cost-shared programs. The department continues to build on the program web sites as a key source of program information and on options for emailing information to program clients in order to reduce paper burden on producers and to support Government of Canada goals with respect to paper reduction. The communication strategy complies with the Official Languages Act requirements.

Note:
Forecast Spending 2011-12 reflects the authorized funding levels to the end of the fiscal year 2011-12 (not necessarily forecast expenditures). Planned Spending reflects funds already brought into the Department's reference levels as well as amounts to be authorized through the Estimates process (for the 2012-13 through to 2014-15 planning years) as presented in the Annual Reference Level Update.

Name of Transfer Payment Program: AgriInvest program (Statutory)

Start date: December 19, 2007

End date: Ongoing

Fiscal Year for Ts & Cs: 2007-08 (Terms and conditions approved)

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

Program Activity: Business Risk Management

Description:
The AgriInvest program is one of the core pillars of the business risk management suite available to producers under Growing Forward. Funding delivered through AgriInvest is non-repayable.

AgriInvest allows producers to self-manage, through producer-government funded savings accounts, the first 15 percent of their margin losses for a production year and/or make investments to reduce on-farm risks or increase farm revenues. Under the program, annual producer deposits of up to 1.5 percent of their allowable net sales are matched by government deposits. Government deposits are cost-shared 60:40 by federal and provincial/territorial governments. AgriInvest provides coverage for smaller income declines, while AgriStability, another program in the suite of Business Risk Management programs, assists producers in managing larger losses.

AgriInvest provides producers with a secure, accessible, predictable and bankable source of income assistance to address small drops in farm income and manage on-farm risks.

Authorities for the program include Section 4 of the Farm Income Protection Act, as well as Growing Forward: A Federal-Provincial-Territorial Framework Agreement on Agriculture, Agri-Food and Agri-Based Products Policy and Federal/Provincial/Territorial Agreement with respect to AgriStability and AgriInvest.

For more information, visit the following websites:
Federal AgriInvest Website
AgriInvest in Quebec (La Financière agricole du Québec)

Expected Results:
Producers have the flexibility in managing small financial risks.
Producers use program account balances to address income declines or to make investments to reduce on-farm risks or increase farm revenues.

Performance Indicators and Targets:

• Percentage of AgriInvest producers receiving AgriStability payments and making withdrawals from their AgriInvest saving accounts. Target is at least 60% of AgriInvest producers.
• Percentage of producers indicating that they use their funds to address income declines or make investments to reduce on-farm risks or increase farm revenues. Target is at least 75% of producers surveyed.
• Timeliness of application processing to issuance of deposit notice - Percentage processed within 45 days. Target is 80%.

Fiscal Year of Last Completed Evaluation: Not applicable

Decision following the Results of Last Evaluation (Continuation, Amendment, Termination, Pending, or N/A): Not applicable

Fiscal Year of Planned Completion of Next Evaluation: 2011-12 (Evaluation of Income Stability Tools for AgriInvest)

General Targeted Recipient Group: For-profit and Other levels of government (Provincial)

Initiatives to Engage Applicants and Recipients:
Business Risk Management programs are being marketed to producers as a package. At the beginning of each calendar year prior to the deadlines for program sign-up, information sessions, direct mail and advertising are used to promote the advantages of each program and how the programs work together to help producers manage the business risks of farming. A second campaign takes place each fall prior to important deadlines for submitting program information. The fall campaign includes direct mail and public notices. The program web site, toll-free number, and media relations will support the promotional campaigns.

AAFC works with provinces and with third party delivery agencies to ensure a coordinated communications approach and to ensure federal identity on cost-shared programs. The department continues to build on the program web sites as a key source of program information and on options for emailing information to program clients in order to reduce paper burden on producers and to support Government of Canada goals with respect to paper reduction. The communication strategy complies with the Official Languages Act requirements. AAFC also works with the National Program Advisory Committee to engage its producers.

Notes:
As required, the allocations to Grant versus Contribution may be adjusted and these would be reflected in the Supplementary Estimates, the Departmental Performance Report and Public Accounts.

Forecast Spending 2011-12 reflects the authorized funding levels to the end of the fiscal year 2011-12 (not necessarily forecast expenditures). Planned Spending reflects funds already brought into the Department's reference levels as well as amounts to be authorized through the Estimates process (for the 2012-13 through to 2014-15 planning years) as presented in the Annual Reference Level Update.

Name of Transfer Payment Program: AgriStability program (Statutory)

Start date: December 19, 2007

End date: Ongoing

Fiscal Year for Ts & Cs:
2007-08 (previous Business Risk Management (BRM) programs terms and conditions extended)
2008-09 (AgriStability terms and conditions approved)

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

Program Activity: Business Risk Management

Description:
The AgriStability program is one of the core pillars of the business risk management suite available to producers under Growing Forward. Funding delivered through AgriStability is non-repayable.

AgriStability is a margin-based program that provides support when a producer experiences larger farm income losses, which are drops in their margin (eligible farm income, less eligible farm expenses) for the program year of more than 15% of the producer's average margin from previous years (i.e., their reference margin). Thus, a payment is triggered under the program when a producer's program year margin drops below 85% of their reference margin. AgriStability also includes coverage for negative margins, as well as mechanisms to advance a participant a portion of their expected payment during the year when a significant decline in income is expected (interim payments and Targeted Advance Payments). AgriStability assists producers in managing large losses. AgriInvest, another program in the suite of BRM programs, provides coverage for smaller income declines.

Authorities for the program include Section 4 of the Farm Income Protection Act, as well as Growing Forward: A Federal-Provincial-Territorial Framework Agreement on Agriculture, Agri-Food and Agri-Based Products Policy and Federal/Provincial/Territorial Agreement with respect to AgriStability and AgriInvest.

AgriStability Website

Expected Results:
The short-term impacts of larger income losses (losses of over 15 percent relative to their historical reference margin) are mitigated.

Performance Indicators and Targets:

• Participants' farm market revenues compared to total farm market revenues for the industry. Target - 75% of farm market revenues are covered by the program.
• Participants' production margin with payments compared to reference margin. Target - Program payments bring producer's margin up to 65% of reference margin on average (for producers receiving a payment).
• Timeliness of final application processing: Percentage of applications processed within 75 days. Target is 75%.

Fiscal Year of Last Completed Evaluation: Not applicable

Decision following the Results of Last Evaluation (Continuation, Amendment, Termination, Pending, or N/A): Not applicable

Fiscal Year of Planned Completion of Next Evaluation: 2011-12 (Evaluation of Income Stability Tools for AgriStability)

General Targeted Recipient Group: For-profit and Other levels of government (Provincial)

Initiatives to Engage Applicants and Recipients:
Business Risk Management programs are being marketed to producers as a package. At the beginning of each calendar year prior to the deadlines for program sign-up, information sessions, direct mail and advertising are used to promote the advantages of each program and how the programs work together to help producers manage the business risks of farming. A second campaign takes place each fall prior to important deadlines for submitting program information. The fall campaign includes direct mail and public notices. The program web site, toll-free number, and media relations will support the promotional campaigns.

AAFC works with provinces and with third party delivery agencies to ensure a coordinated communications approach and to ensure federal identity on cost-shared programs. The department continues to build on the program web sites as a key source of program information and on options for emailing information to program clients in order to reduce paper burden on producers and to support Government of Canada goals with respect to paper reduction. The communication strategy complies with the Official Languages Act requirements.
AAFC also works with the National Program Advisory Committee to engage its producers.

Notes:
As required, the allocations to Grant versus Contribution may be adjusted and these would be reflected in the Supplementary Estimates, the Departmental Performance Report and Public Accounts.

Forecast Spending 2011-12 reflects the authorized funding levels to the end of the fiscal year 2011-12 (not necessarily forecast expenditures). Planned Spending reflects funds already brought into the Department's reference levels as well as amounts to be authorized through the Estimates process (for the 2012-13 through to 2014-15 planning years) as presented in the Annual Reference Level Update.

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

Start date: June 27, 2005

End date: March 31, 2015

Fiscal Year for Ts & Cs:
2005-06 (Terms and conditions approved)
2010-11 (Terms and conditions amended)

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

Program Activity: Trade and Market Development

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

Expected Results:
Growth in traditional, existing, new and emerging markets for Canadian beef and genetics products; and to maximize the total value realized by the Canadian beef and cattle genetics industry through optimization of genetics and beef product values.

Performance Indicators:

• Change in consumer recognition and perceptions of Canadian beef and beef products (measured by consumer surveys and benchmark studies);
• Increase in total beef export volumes to key markets; and
• Change in international and target country market share.

Fiscal Year of Last Completed Evaluation: Not applicable

Decision following the Results of Last Evaluation (Continuation, Amendment, Termination, Pending, or N/A): Not applicable

Fiscal Year of Planned Completion of Next Evaluation: 2015-16 (Evaluation - Independent Third-Party)

General Targeted Recipient Group: Non-profit

Initiatives to Engage Applicants and Recipients:
The one single recipient for this grant is engaged through teleconferences, site visits or other outreach and project assessment and monitoring.

Notes:
Forecast Spending 2011-12 reflects the authorized funding levels to the end of the fiscal year 2011-12 (not necessarily forecast expenditures). Planned Spending reflects funds already brought into the Department's reference levels as well as amounts to be authorized through the Estimates process (for the 2012-13 through to 2014-15 planning years) as presented in the Annual Reference Level Update.

After 2011-12, it is expected that approximately $7.6 million of the total $50 million authorized will be available for the remaining years of the program. Planned Spending will be adjusted in the future once annual forecasts become available.

Name of Transfer Payment Program: Contribution in support of the Agricultural Greenhouse Gas program (AGGP) (Voted)

Start date: September 1, 2010

End date: August 31, 2015

Fiscal Year for Ts & Cs: 2010-11 (Terms and conditions approved)

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

Program Activity: On-Farm Action

Description:
AGGP is a program to develop and transfer knowledge to help farmers mitigate Greenhouse Gas (GHG) emissions. The focus is on both science and knowledge creation, and on knowledge and technology transfer activities. The objective of the AGGP is to enhance the understanding and accessibility of agricultural technologies, Beneficial Management Practices (BMPs) and processes that can be adopted by farmers to mitigate GHG emissions in Canada. The main priority issue areas include: livestock, crops, agroforestry and agricultural water-use efficiency. Eligible recipients must be legal entities and capable of entering into legally binding agreements and must demonstrate a capacity to achieve results consistent with the accountability framework as well as criteria specific to each program or initiative.

Expected Results:

• Increased knowledge by farmers about GHG mitigation BMPs and technologies; and
• Increased adoption by farmers of GHG mitigation BMPs and technologies.

Performance Indicators:

• Number of farmers with an increased level of understanding of GHG mitigation BMPs and technologies;
• Number of farmers adopting GHG mitigation practices;
• Number of new BMPs demonstrated through field days and workshops;
• Number of technologies developed, verified and validated; and
• Number of methodologies and approaches developed.

Fiscal Year of Last Completed Evaluation: Not applicable

Decision following the Results of Last Evaluation (Continuation, Amendment, Termination, Pending, or N/A): Not applicable

Fiscal Year of Planned Completion of Next Evaluation: 2015-16 (Evaluation)

General Targeted Recipient Group: Non-profit, For-profit, Other levels of government (Provincial, Territorial and Municipal) and Aboriginal

Initiatives to Engage Applicants and Recipients:
AGGP presents an opportunity to highlight the government's participation in a major international agricultural research initiative for the reduction of GHG emissions, and is a central element of this plan. AAFC communications focus on activities that generate benefits to the agricultural sector as well as to Canadians in the area of agricultural environmental sustainability. As this initiative was announced at the United Nations Climate Change Conference in Copenhagen on December 16, 2009 by Minister Prentice, AAFC communications build on that announcement and focus on priorities within the Global Alliance on Agricultural Greenhouse Gases and the AGGP.

AAFC communications effort includes ministerial participation in the form of news conferences or news releases as well as partnership opportunities with Environment Canada and the Department of Foreign Affairs and International Trade to exploit international presence for Canada.

Note:
Forecast Spending 2011-12 reflects the authorized funding levels to the end of the fiscal year 2011-12 (not necessarily forecast expenditures). Planned Spending reflects funds already brought into the Department's reference levels as well as amounts to be authorized through the Estimates process (for the 2012-13 through to 2014-15 planning years) as presented in the Annual Reference Level Update.

Name of Transfer Payment Program: Contribution payments for the ecoAgriculture Biofuels Capital Initiative (Voted)

Start date: March 29, 2007

End date: March 31, 2013

Fiscal Year for Ts & Cs: 2010-11 (Terms and conditions amended)

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

Program Activity: Science, Innovation and Adoption

Description:
The ecoAgriculture Biofuels Capital initiative (ecoABC) is a six-year, federal initiative that provides conditionally repayable contributions towards the construction or expansion of biofuel facilities that have equity investments from farmers and use agricultural feedstock. The initiative, which is part of the federal renewable fuels strategy, is providing an opportunity for farmers to benefit from the emerging renewable fuels industry while helping the government to achieve its targets for renewable fuel content in gasoline and diesel fuel through domestic production. The contributions delivered by the program are repayable.

Expected Results:
To provide agricultural producers with an opportunity for equity investment in biofuel production facilities, and to facilitate achieving the federal government's target of renewable fuel content equal to 5 percent of the gasoline pool by 2010 and 2 percent in diesel and heating oil by 2012 through domestic production.

Specific results include:

• New biofuels facilities are built;
• Increased (domestic) biofuels production capacity;
• Broadened economic base of communities where facilities are built; and
• Increased and diversified off-farm revenues for producers.

Performance Indicators:

• Number of new facilities built or expanded for renewable fuels (8-12 facilities);
• Change in annual production capacity of biofuels by funded facilities (overall increase in production of 1 billion to 1.5 billion litres of renewable fuel);
• Number of new jobs in funded facilities (200-360 overall);
• Increased spending in communities with funded facilities (specific targets determined later); and
• Change in primary producers' revenue from investment ($6 million to $12 million annually).

Fiscal Year of Last Completed Evaluation: 2010-11 (Evaluation)

Decision following the Results of Last Evaluation (Continuation, Amendment, Termination, Pending, or N/A): Continuation

Fiscal Year of Planned Completion of Next Evaluation: Not applicable

General Targeted Recipient Group: Non-profit and For-profit

Initiatives to Engage Applicants and Recipients:
Web presence exists and AAFC staff continue to engage clients as issues arise through site visits and/or telephone/electronic communications.

Note:
Forecast Spending 2011-12 reflects the authorized funding levels to the end of the fiscal year 2011-12 (not necessarily forecast expenditures). Planned Spending reflects funds already brought into the Department's reference levels as well as amounts to be authorized through the Estimates process (for the 2012-13 through to 2014-15 planning years) as presented in the Annual Reference Level Update.

Name of Transfer Payment Program: Contribution payments for the control of diseases in the hog industry - Phase 2 (Voted)

Start date: September 4, 2008

End date: March 31, 2013

Fiscal Year for Ts & Cs: 2011-12 (Terms and conditions amended)

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

Program Activity: Food Safety and Biosecurity Risk Management Systems

Description:
The overarching goal of the Initiative for the Control of Diseases in the Hog Industry (CDHI) is to improve the health of the Canadian hog herd, which will help sustain the long-term viability and profitability of the sector. Phase 2 of the CDHI is a mid to long-term strategy to establish the foundation of a risk management framework for the Canadian hog sector. It is aimed at developing the capacities and structures within the hog industry to achieve long-term health and stability of the Canadian hog herd. This phase of the program is being delivered by the industry-led Canadian Swine Health Board (CSHB). CSHB is responsible for:

• The development of a national biosecurity and best management practices standard for the industry;
• The funding of research relative to circovirus and the establishment of a structure to facilitate and coordinate research on this and other emerging diseases; and
• The establishment of long-term risk-management solutions to help the industry mitigate the impacts of new and emerging diseases.

Funding under the CDHI is non-repayable.

Control of Diseases in the Hog Industry

Expected Results:
CDHI is intended to create a foundation for a structured swine health risk management framework that contributes to the prosperity and the stability of the Canadian hog sector through biosecurity best management practices, research and long term risk management solutions.

Performance Indicators to be achieved by March 31, 2013:

• Implementation of a National Biosecurity Best Management Practices Standard for the sector;
• Number of post doctorate fellowships set up across Canada to undertake research projects that contribute to the stability of the sector;
• A study completed to determine the feasibility of a hog mortability insurance as a long term risk management solution established by industry that contributes to prosperity.

Fiscal Year of Last Completed Evaluation: Not applicable

Decision following the Results of Last Evaluation (Continuation, Amendment, Termination, Pending, or N/A): Not applicable

Fiscal Year of Planned Completion of Next Evaluation: 2014-15 (Evaluation)

General Targeted Recipient Group: Non-profit and For-profit

Initiatives to Engage Applicants and Recipients:
This program has a single recipient, the Canadian Swine Health Board. AAFC has two liaison officers on the Board of Directors. There is also a joint planning session that takes place every year where Departmental officials meet with CSHB officials and industry stakeholders to discuss last year results and discuss the work plan for the upcoming year.

Note:
Forecast Spending 2011-12 reflects the authorized funding levels to the end of the fiscal year 2011-12 (not necessarily forecast expenditures). Planned Spending reflects funds already brought into the Department's reference levels as well as amounts to be authorized through the Estimates process (for the 2012-13 through to 2014-15 planning years) as presented in the Annual Reference Level Update.

Name of Transfer Payment Program: Contributions for rural and co-operatives development (Voted)

Start date: April 1, 2009

End date: March 31, 2013

Fiscal Year for Ts & Cs: 2009-10 (Terms and conditions approved)

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

Program Activity: Rural and Co-operatives Development

Description:
The programming for Rural and Co-operatives Development covers the following:

Canada's Rural Partnership (CRP), whose objective is to support local, regional, and national stakeholders to develop collaborative activities that contribute to the engagement, knowledge development and knowledge transfer activities to address barriers to rural competitiveness, innovation and amenities development.

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

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

Expected Results:

Canada's Rural Partnership
Expected Result: New economic activities are being developed in rural communities.
Measured by: The number of communities in 20 selected rural regions where new economic activities are implemented as a result of CRP collaborative activities.
Target: 30 communities by March 31, 2013

Co-operative Development Initiative
Expected Result: Canadians are better able to utilize the co-operative model to meet their economic and social needs.
Measured by: Number of co-operatives created, which have received CDI support.
Target: 150 co-operatives by March 31, 2013

Fiscal Year of Last Completed Evaluation:

Canada's Rural Partnership: 2007-08 (Assessment)

Co-operative Development Initiative: 2006-07 (Mid-Term Evaluation)

Decision following the Results of Last Evaluation (Continuation, Amendment, Termination, Pending, or N/A):

Canada's Rural Partnership: Continuation

Co-operative Development Initiative: Continuation

Fiscal Year of Planned Completion of Next Evaluation: 2014-15 (Evaluation)

General Targeted Recipient Group: Non-profit, Other levels of government (Provincial, Territorial and Municipal) and Other (Co-operatives, Universities and Colleges)

Initiatives to Engage Applicants and Recipients:
All information on the program is available on the Web for Canada's Rural Partnership and the Co-operative Development Initiative. The information posted includes program guides, application forms and various information related to the delivery of the program. Also, other activities are undertaken on a regular basis including support to applicants and recipients to meet the requirements of the program; this is done using various communication tools - phone, meetings, emails, etc.

Recipients are also provided with tools developed internally to assist with the administration of agreements. More specifically for the Co-operative Development Initiative, as its main components are delivered by a third party, which has information posted on the Web, regular meetings and online assistance are used to support the delivery agent.

Note:
Forecast Spending 2011-12 reflects the authorized funding levels to the end of the fiscal year 2011-12 (not necessarily forecast expenditures). Planned Spending reflects funds already brought into the Department's reference levels as well as amounts to be authorized through the Estimates process (for the 2012-13 through to 2014-15 planning years) as presented in the Annual Reference Level Update.

Name of Transfer Payment Program: Contributions to accelerate the pace of innovation and facilitate the adoption of new technologies (Voted)

Start date: April 1, 2009

End date: March 31, 2013

Fiscal Year for Ts & Cs:

Agri-Science Clusters and Science to Support Commercialization of new Agri-Based Products Initiatives: 2009-10 (Terms and conditions approved)

Cost-Shared component: 2008-09 (Terms and conditions approved)

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

Program Activity: Science, Innovation and Adoption

Description:
The program is designed to accelerate industry led innovation activities leading to the development and commercialization of new products, practices and processes by supporting the required academia, industry and government foresight and applied science, technology and development activities.

The program initiatives are designed to work systematically along the three phases of the innovation continuum; they are:

• Discovery Phase: the creation of new knowledge and ideas;
• Pre-commercialization Phase: the further development of ideas into new technologies to address challenges and opportunities; and
• Commercialization, Adoption and Marketing Phase: the realization of economic and social benefits from the technologies that generate new practices, products and processes.

Expected Results:

Agri-Science Clusters and Science to Support Commercialization of new Agri-Based Products Initiatives:
Expected Result: Accelerated pace of innovation and new technologies adopted.
Performance Indicator: Percentage increase in number of applied agri-science research and development projects.
Target: 400 percent increase in number of applied agri-science research and development projects by March 2013.

Cost-Shared component:
Expected Result: Accelerated pace of innovation and new technologies adopted.

Performance Indicators:
Number of Agri-innovation Fora organized annually
Target: 20
Number of clients participating in Agri-Innovation Fora
Target: 1,400

Fiscal Year of Last Completed Evaluation:

Agri-Science Clusters and Science to Support Commercialization of new Agri-Based Products Initiatives: 2011-12 (Meta-Evaluation)

Cost-Shared component: Not applicable

Decision following the Results of Last Evaluation (Continuation, Amendment, Termination, Pending, or N/A):

Agri-Science Clusters and Science to Support Commercialization of new Agri-Based Products Initiatives: Continuation

Cost-Shared component: Not applicable

Fiscal Year of Planned Completion of Next Evaluation:

Agri-Science Clusters and Science to Support Commercialization of new Agri-Based Products Initiatives: 2013-14 (Evaluation)

Cost-Shared component: 2012-13 (Meta-Evaluation)

General Targeted Recipient Group:

Agri-Science Clusters and Science to Support Commercialization of new Agri-Based Products Initiatives: Non-profit and For-profit

Cost-Shared component: Non-profit, For-profit, Other levels of government (Provincial and Territorial) and Aboriginal

Initiatives to Engage Applicants and Recipients:

Agri-Science Clusters and Science to Support Commercialization of new Agri-Based Products Initiatives: Applicants and recipients are engaged through web presence, videoconferences, teleconferences, site visits or other outreach and project assessment and monitoring.

Cost-Shared component: Provinces and territories design and deliver cost-shared programming and thus identify the most appropriate tools to engage applicants and recipients. Methods may include websites, advertising, brochures, etc.

Note:
Forecast Spending 2011-12 reflects the authorized funding levels to the end of the fiscal year 2011-12 (not necessarily forecast expenditures). Planned Spending reflects funds already brought into the Department's reference levels as well as amounts to be authorized through the Estimates process (for the 2012-13 through to 2014-15 planning years) as presented in the Annual Reference Level Update.

Name of Transfer Payment Program: Contributions to enable competitive enterprises and sectors (Voted)

Start date: April 1, 2009

End date: March 31, 2013

Fiscal Year for Ts & Cs:

Business Development program: 2009-10 (Terms and conditions approved)

Cost-Shared component: 2008-09 (Terms and conditions approved)

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

Program Activity: Agri-Business Development

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

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

Expected Results: Improved business management knowledge and skills; increased adoption of beneficial management practices; and increased realization of business goals.

Business Development program:
Performance Indicator:
Percentage of participating businesses in Agri-Business Development activities meeting their career/business goals.
Target: 55 percent of participants will be meeting their business and career goals. This target will be met by March 2013.

Cost-Shared component:
Performance Indicators:
Number of clients reached (i.e. young or new entrants, First Nation clients, sub-sectors in transition, others)
Target: 27,529

Percentage of participants improving their skills and knowledge
Target: 70

Percentage of participants adopting Best Management Practices (BMPs)
Target: 55

Percentage of participating clients meeting their business and/or career goals
Target: 55

Fiscal Year of Last Completed Evaluation:

Business Development program: 2009-10 (Evaluation of predecessor initiative "Renewal")

Cost-Shared component: Not applicable

Decision following the Results of Last Evaluation (Continuation, Amendment, Termination, Pending, or N/A):

Business Development program: Continuation

Cost-Shared component: Not applicable

Fiscal Year of Planned Completion of Next Evaluation:

Business Development program: 2015-16 (Evaluation)

Cost-Shared component: 2012-13 (Meta-Evaluation)

General Targeted Recipient Group:

Business Development program: Non-profit

Cost-Shared component: Non-profit, For-profit, Other levels of government (Provincial and Territorial) and Aboriginal

Initiatives to Engage Applicants and Recipients:

Business Development program: Information on AAFC Growing Forward's programs including Business Development is available on AAFC's Website. This includes information on consultation/engagement sessions with stakeholders; announcements and news releases on activities and initiatives under both components of Business Development program.

Cost-Shared component: Provinces and territories design and deliver cost-shared programming and thus identify the most appropriate tools to engage applicants and recipients. Methods may include websites, advertising, brochures, etc.

Note:
Forecast Spending 2011-12 reflects the authorized funding levels to the end of the fiscal year 2011-12 (not necessarily forecast expenditures). Planned Spending reflects funds already brought into the Department's reference levels as well as amounts to be authorized through the Estimates process (for the 2012-13 through to 2014-15 planning years) as presented in the Annual Reference Level Update.

Name of Transfer Payment Program: Contributions to enhance the safety and security of Canada's food system (Voted)

Start date: April 1, 2009

End date: March 31, 2013

Fiscal Year for Ts & Cs: 2008-09 (Terms and conditions approved)

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

Program Activity: Food Safety and Biosecurity Risk Management Systems

Description:
Programming for the Contributions to enhance the safety and security of Canada's food system is comprised of the following components, which provide non-repayable contributions:

Food Safety Systems Development focuses on the development of voluntary science-based food safety systems by national organizations to effectively minimize food safety risks. It supports national (or equivalent) organizations in developing on-farm and/or post-farm Hazard Analysis Critical Control Point (HACCP) based food safety systems. Intended clients are national or regional non-profit organizations that are not represented by entities at the national level.

Food Safety Systems Implementation facilitates the early adoption of government-recognized food safety systems by producers and non-federally registered food-processing enterprises through financial incentives. Eligible projects could include the implementation of good manufacturing practices towards HACCP or ISO 22000 standards in non-federally registered processing plants and the implementation of government reviewed HACCP-based food safety systems on farms. Implementation is administered by provinces and territories under Growing Forward.

Food Safety Cost-Shared Programs are aligned with the Federally Attributed Programs and support provinces and territories in efforts to improve producer and processor awareness and knowledge of food safety risks and systems, and to assist producers and processors in implementing food safety activities that would increase the sector's ability to manage food safety risks.

Expected Results:

Food Safety Systems Development
Increased number of national on-farm and post-farm organizations with food safety systems ready to submit to Canadian Food Inspection Agency (CFIA) for recognition. Government-recognized on-farm food safety programs are technically based on the internationally accepted food safety control system known as HACCP.
Performance Indicator: Number of organizations that submit to CFIA for recognition.
Targets: On-Farm target is six organizations and Post-Farm is seven organizations. The date to achieve target is March 31, 2013.

Food Safety Systems Implementation
Increased number of producers and non-federally registered food processing enterprises engaged in food safety activities.
Performance Indicator: Number of provinces and territories with food safety activities as Growing Forward cost-shared programs.
Target: Specific targets for designated programs covering food safety activities are set out in individual bilateral agreements.

Cost-Shared component
Expected Result: Increased implementation by producers of food safety activities
Performance Indicators:
Number of on-farm individuals participating in outreach session
Target: 4,732
Number of on-farm participants having implemented food safety activities
Target: 3,152

Expected Result: Increased sector's capability to manage the food safety risks associated with food processing
Performance Indicators:
Number of post farm individuals participating in outreach session
Target: 808
Number of non-registered food processing enterprises having implemented food safety activities
Target: 331

Fiscal Year of Last Completed Evaluation: Not applicable

Decision following the Results of Last Evaluation (Continuation, Amendment, Termination, Pending, or N/A): Not applicable

Fiscal Year of Planned Completion of Next Evaluation:

Food Safety Systems Development: 2013-14 (Evaluation)

Food Safety Systems Implementation: 2012-13 (Meta-Evaluation)

Cost-Shared component: 2012-13 (Meta-Evaluation)

General Targeted Recipient Group:

Food Safety Systems Development: Non-profit

Food Safety Systems Implementation: For-profit

Cost-Shared component: Non-profit, For-profit, Other levels of government (Provincial and Territorial) and Aboriginal

Initiatives to Engage Applicants and Recipients:

Food Safety Systems Development: Is in its final year and will be accepting applications only until September 30, 2012, a fact well known to our potential applicants, as we have over the past 3 years developed a strong relationship with all the key sectors eligible to apply to our program. We will continue to engage with potential applicants both as part of our day-to-day work as well as through such venues as the CFIA-led food safety recognition process. Awareness building will also continue through the complementary PT programs that fund implementation, at the producer and processor level, of the food safety systems developed nationally.

Food Safety Systems Implementation: Applicants and recipients are engaged through web presence, teleconferences, site visits or other outreach and project assessment and monitoring.

Cost-Shared component: Under Growing Forward, the provinces and territories design and deliver cost-shared programming and thus identify the most appropriate tools to engage applicants and recipients. Methods may include websites, advertising, brochures, etc.

Note:
Forecast Spending 2011-12 reflects the authorized funding levels to the end of the fiscal year 2011-12 (not necessarily forecast expenditures). Planned Spending reflects funds already brought into the Department's reference levels as well as amounts to be authorized through the Estimates process (for the 2012-13 through to 2014-15 planning years) as presented in the Annual Reference Level Update.

Name of Transfer Payment Program: Contributions to minimize the occurrence and extent of risk incidents (Voted)

Start date: April 1, 2009

End date: March 31, 2013

Fiscal Year for Ts & Cs: 2008-09 (Terms and conditions approved)

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

Program Activity: Food Safety and Biosecurity Risk Management Systems

Description:
Programming for the contributions to minimize the occurrence and extent of risk incidents is comprised of the following components:

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

Investment in Traceability Industry Infrastructure will enhance the industry's ability to follow the movement of a food through specific stages of production, processing and distribution. It supports the development and implementation of industry infrastructure to participate in the National Agriculture and Food Traceability System. This program invests in the development of industry-led systems that collect and verify identification and movement data, and accelerates industry capacity.

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

The Cost-Shared component supports provinces and territories to minimize the occurrence and extent of risk incidents related to food. These programs will increase the capability of producers, processors and related service providers to manage risks effectively and therefore contribute to building a competitive agriculture, agri-food and agri-based products sector that proactively manages risk.

Expected Results:

Biosecurity Standards Implementation
Expected Result: Increased review and approval of biosecurity systems being implemented.
Performance Indicator: Number of biosecurity systems implemented.
Target: Specific targets for designated programs covering food safety activities are set out in individual bilateral agreements.

Traceability Industry Infrastructure
Expected Result: Increase in the development of industry-led traceability systems.
Performance Indicator: Number of organizations and private entities implementing industry-led traceability systems.
Target: Ten organisations and/or private entities. The date to achieve target is March 31, 2013.

Traceability Enterprise Infrastructure
Expected Result: All provinces and territories implementing traceability activities as Growing Forward cost-shared programs.
Performance Indicator: Number of provinces and territories with traceability activities as Growing Forward cost-shared programs.
Target: Specific targets for designated programs covering food safety activities are set out in individual bilateral agreements.

Cost-Shared component
Expected Result: Increased capability of producers and related service providers to manage the biosecurity risks at the farm level
Performance Indicator:
Number of on-farm and post-farm businesses or related service providers participating in biosecurity activities by commodity or industry group
Target:1,659
Number of on-farm and post-farm business or related service providers having implemented biosecurity initiatives by commodity or industry group
Target: 784
Number of on-farm and post-farm businesses or related service providers participating in traceability activities by commodity or industry group
Target: 23,150
Number of on-farm and post-farm business or related service providers having implemented traceability initiatives by commodity or industry group
Target: 1,058

Fiscal Year of Last Completed Evaluation: Not applicable

Decision following the Results of Last Evaluation (Continuation, Amendment, Termination, Pending, or N/A): Not applicable

Fiscal Year of Planned Completion of Next Evaluation:

Biosecurity Standards Implementation and Traceability Enterprise Infrastructure: 2012-13 (Meta-Evaluation)

Traceability Industry Infrastructure: 2013-14 (Evaluation)

Cost-Shared component: 2012-13 (Meta-Evaluation)

General Targeted Recipient Group:

Biosecurity Standards Implementation, Traceability Industry Infrastructure and Traceability Enterprise Infrastructure: Non-profit, For-profit and Aboriginal

Cost-Shared component: Non-profit, For-profit, Other levels of government (Provincial and Territorial) and Aboriginal

Initiatives to Engage Applicants and Recipients:

Biosecurity Standards Implementation, Traceability Industry Infrastructure and Traceability Enterprise Infrastructure: Is in its final year and will be accepting applications only until September 30, 2012, a fact well known to our potential applicants, as we have over the past 3 years developed a strong relationship with all the key sectors eligible to apply to our program. We will continue to engage with potential applicants both as part of our day-to-day work as well as through such venues as the Industry/Government Advisory Committee (IGAC) meetings. Awareness building will also continue through the complementary PT programs that fund implementation, at the producer level, of the traceability infrastructures developed nationally.

Cost-Shared component: Under Growing Forward, the provinces and territories design and deliver cost-shared programming and thus identify the most appropriate tools to engage applicants and recipients. Methods may include websites, advertising, brochures, etc.

Note:
Forecast Spending 2011-12 reflects the authorized funding levels to the end of the fiscal year 2011-12 (not necessarily forecast expenditures). Planned Spending reflects funds already brought into the Department's reference levels as well as amounts to be authorized through the Estimates process (for the 2012-13 through to 2014-15 planning years) as presented in the Annual Reference Level Update.

Name of Transfer Payment Program: Contributions to promote environmentally responsible agriculture (Voted)

Start date: April 1, 2009

End date: March 31, 2013

Fiscal Year for Ts & Cs:

Promoting Environmentally Responsible Agriculture: 2009-10 (Terms and conditions approved);

Cost-Shared component: 2008-09 (Terms and conditions approved)

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

Program Activity:
Environmental Knowledge, Technology, Information and Measurement; and
On-Farm Action

Description:
Agriculture and Agri-Food Canada (AAFC) supports farmers through agri-environmental risk assessment and planning; providing expertise, information and incentives to increase the adoption of sustainable agriculture practices at the farm and landscape levels; investigating and developing new approaches that encourage and support the adoption of sustainable agriculture practices; and increasing the recognition of the value of sustainable agriculture practices. This program supports environmental stewardship and helps reduce the sector's overall impact on the environment. It contributes to a cleaner environment and healthier living conditions for Canadian people, and a more profitable agriculture sector.

Expected Results:

Promoting Environmentally Responsible Agriculture:
Expected Results: Improved agri-environmental risk assessment and planning by agricultural producers.

Performance Indicator: Increase in adoption levels of Beneficial Management Practices (BMPs). Environmental Farm Plans set out priorities for each farm once an environmental scan is performed. BMPs are based on priorities set out in that plan.

Target: Ten percent increase from previous program baselines by 2013. Baselines are from the Environmental Indicators for the National Agri-Health Analysis and Reporting Program (NAHARP).

Cost-Shared component
Expected Results: An economically and environmentally sustainable sector that responds to and anticipates the demands of society and the marketplace, uses available natural resources sustainably, and is able to adapt to changing environmental conditions.

Performance Indicator: Number of new and updated agri-environmental risk assessments (ERAs)
Target: 39,960

Performance Indicator: Number of on-farm Beneficial Management Practices (BMPs) projects completed and paid for
Target: 10,240

Fiscal Year of Last Completed Evaluation:

Promoting Environmentally Responsible Agriculture: Not applicable

Cost-Shared component: Not applicable

Decision following the Results of Last Evaluation (Continuation, Amendment, Termination, Pending, or N/A):

Promoting Environmentally Responsible Agriculture: Not applicable

Cost-Shared component: Not applicable

Fiscal Year of Planned Completion of Next Evaluation:

Promoting Environmentally Responsible Agriculture: 2014-15 (Evaluation)

Cost-Shared component: 2012-13 (Meta-Evaluation)

General Targeted Recipient Group:

Promoting Environmentally Responsible Agriculture: Non-profit, For-profit, Other levels of government (Provincial, Territorial and Municipal) and Aboriginal

Cost-Shared component: Non-profit, For-profit, Other levels of government (Provincial and Territorial) and Aboriginal

Initiatives to Engage Applicants and Recipients:

Promoting Environmentally Responsible Agriculture: To maximize reach and to ensure targeted and relevant communications, the approach uses a variety of vehicles and provides information in multiple formats. Communication activities are carried out in close collaboration with provinces and territories, and third party delivery agents in order to ensure a consistent and timely dissemination of information. Communication activities include Ministerial event announcements, media pitches, promotional material, i.e., brochures, and, use of electronic media and open houses. Third-party endorsement from industry and academia of the governments' investment in and commitment to environmentally sustainable agriculture are included whenever possible.

Cost-Shared component: Provinces and territories design and deliver cost-shared programming and thus identify the most appropriate tools to engage applicants and recipients. Methods may include websites, advertising, brochures, etc.

Note:
Forecast Spending 2011-12 reflects the authorized funding levels to the end of the fiscal year 2011-12 (not necessarily forecast expenditures). Planned Spending reflects funds already brought into the Department's reference levels as well as amounts to be authorized through the Estimates process (for the 2012-13 through to 2014-15 planning years) as presented in the Annual Reference Level Update.

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

Start date: May 28, 2009

End date: March 31, 2014

Fiscal Year for Ts & Cs: 2009-10 (Terms and conditions approved)

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

Program Activity: Science, Innovation and Adoption

Description:
The Canadian Agricultural Adaptation Program (CAAP)'s objective is to facilitate the agriculture, agri-food, and agri-based products sector's ability to seize opportunities, to respond to new and emerging issues, and to pathfind and pilot solutions to new and ongoing issues in order to help it adapt and remain competitive. Launched as a successor to the Advancing Canadian Agriculture and Agri-Food (ACAAF) program, CAAP will continue to support industry-led initiatives at the national, regional and multi-regional levels. The program delivers both repayable and non-repayable contributions.

Expected Results:

• Improved knowledge of solutions/strategies analyzed/tested to address issues/opportunities.
• Improved knowledge of potential innovative products, processes or technologies.

Performance Indicators:

• number of projects that analyze/test solutions and strategies to address issues and opportunities.
• number of projects testing or analyzing innovative products, processes or technologies.

Fiscal Year of Last Completed Evaluation: 2009-10 (Evaluation of the predecessor program "Advancing Canadian Agriculture and Agri-Food" (ACAAF))

Decision following the Results of Last Evaluation (Continuation, Amendment, Termination, Pending, or N/A): Amendment

Fiscal Year of Planned Completion of Next Evaluation: 2013-14 (Evaluation)

General Targeted Recipient Group: Non-profit, For-profit and Aboriginal

Initiatives to Engage Applicants and Recipients:
There is an annual meeting as well as regular conference calls with the Industry Councils who deliver the program regionally for AAFC. Annual meetings and conference calls are used to share best practices in program administration and to discuss future program directions.

Note:
Forecast Spending 2011-12 reflects the authorized funding levels to the end of the fiscal year 2011-12 (not necessarily forecast expenditures). Planned Spending reflects funds already brought into the Department's reference levels as well as amounts to be authorized through the Estimates process (for the 2012-13 through to 2014-15 planning years) as presented in the Annual Reference Level Update.

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

Start date: June 17, 2010

End date: March 31, 2013

Fiscal Year for Ts & Cs: 2010-11 (Terms and conditions approved)

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

Program Activity: Agri-Business Development

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

Expected Results:

• Revenue generation (energy production and co-products) or cost-reduction from SRM removal, disposal or destruction;
• Increased competitiveness of the beef industry, as a whole, along the value chain due to reduced handling costs and/or new revenues;
• New knowledge of technologies and processes related to SRM removal, disposal or destruction with wide application and broad benefits domestically and internationally;
• New capacity and infrastructure for the destruction of prions (infectious agent in a variety of human and non-human neurodegenerative diseases, including bovine spongiform encephalopathy (BSE)) thus contributing to the reduction of human and animal health risks associated with BSE; and
• Increase in or preservation of regional capacity for SRM removal, disposal or destruction.

Performance Indicators:

• Amount of funds invested by federally and provincially inspected slaughter plants and other businesses handling SRMs, including rendering plants;
• Percentage of recipients that reduced their SRM handling, removal or disposal costs and increased revenues from such activities;
• Share of Canadian beef processing capacity (slaughter plants) with reduced SRM handling, removal and destruction costs; and
• Share of Canadian beef processing capacity (slaughter plants) with new access to prion deactivation facilities.

Fiscal Year of Last Completed Evaluation: Not applicable

Decision following the Results of Last Evaluation (Continuation, Amendment, Termination, Pending, or N/A): Not applicable

Fiscal Year of Planned Completion of Next Evaluation: 2013-14 (Evaluation)

General Targeted Recipient Group: For-profit

Initiatives to Engage Applicants and Recipients:
Program delivery staff and regional AAFC staff engage clients through site visits, web presence, videoconferences, teleconferences or other outreach and project assessment and monitoring.

Note:
Forecast Spending 2011-12 reflects the authorized funding levels to the end of the fiscal year 2011-12 (not necessarily forecast expenditures). Planned Spending reflects funds already brought into the Department's reference levels as well as amounts to be authorized through the Estimates process (for the 2012-13 through to 2014-15 planning years) as presented in the Annual Reference Level Update.

Name of Transfer Payment Program: Contributions to transform Canada's strengths into domestic and global success (Voted) (related funding is found under Grant payments to the Organisation for Economic Co-operation and Development (OECD) (Voted))

Start date: April 1, 2009

End date: March 31, 2013

Fiscal Year for Ts & Cs:

AgriMarketing program (AMP): 2008-09 (Terms and conditions approved)

Enabling Research for Competitive Agriculture (ERCA) program: 2009-10 (Terms and conditions approved)

Cost-Shared component: 2008-09 (Terms and conditions approved)

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

Program Activity: Trade and Market Development

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

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

ERCA program supports research, complements AAFC policy analysis and development, and contributes to a more informed policy dialogue by engaging the external policy research community on priority issues that can be used by industry groups and producers to assist them in identifying new opportunities, markets and ways to enhance productivity and improve competitiveness to improve their success in global and domestic markets.

A small component of the ERCA initiative provides a grant to the Organization for Economic Cooperation and Development (OECD) to enhance research on priority issues for Canada in the global context through collaborative activities, thereby providing a unique, global perspective on Canada's competitiveness.

Market Information and Export Capacity Building initiatives falling under this category aim to perform market analysis on Canada's performance in key markets and emerging countries to aid exporting companies and producers in capitalizing on global market opportunities and trends, and strengthen the capacity of the agriculture and food sector to maintain and enter new foreign markets.

Cost-Shared component supports provincial and territorial efforts to facilitate industry success in global and domestic markets. Through industry-led marketing strategies, a Canada branding strategy, market intelligence and services for exporters and actions to maintain and improve market access, the program will help equip the sector to seize market opportunities and address emerging challenges.

Expected Results:

AMP:

• Contribution agreements with industry associations, alliances and technical marketing institutions;
• Increased capacity of industry associations to deliver market development and branding projects;
• Increased effectiveness of market development and branding projects undertaken by industry associations; and
• Enhanced market opportunities for Canadian agriculture and food producers in key international markets.

Performance measures and indicators are:

• Number of agreements implemented annually;
• Percentage of market development and branding projects undertaken by industry associations outside Canada with the program funding as compared to promotional activities undertaken without the program funding; and
• Percentage increase in exports for AgriMarketing Program supported sectors with a long-term international strategy.

ERCA Contribution program:

• The establishment of communities of experts with broad representation from universities and other institutions;
• Broadly disseminated research results that are used by industry and government to enhance competitiveness and prosperity;
• Strengthened policy research capacity addressing priority issues for the sector;
• Participation of industry and representatives from other departmental initiatives such as the Value Chain Roundtables (VCRT) and Agri-foresighting at ERCA events and workshops;
• Publication of research reports, policy briefs, professional journal articles and newspaper articles by ERCA members; and
• A large pool of graduate students knowledgeable in agricultural policy from which to recruit at AAFC.

Performance measures and indicators are:

• The number of researchers involved in ERCA;
• The number of meetings, workshops, seminars and Parliamentary Committees where ERCA policy research results are presented for use by government, industry and other stakeholders;
• The number of graduate students recruited into agriculture programs at universities in Canada through ERCA;
• The number of participants at ERCA events from industry, VCRT or Agriforesighting, government and other organizations;
• The number of research reports/policy briefs/ professional journal articles and newspaper articles published by ERCA members; and
• The number of graduate students who graduate from their programs.

ERCA Grant program:

• Broadly disseminated research results that are used by industry and government to enhance competitiveness and prosperity;
• Enhanced economic and policy research capacity addressing priority issues for the Canadian agriculture and agri-food sector in a global context;
• Increased information for the use of provinces and territories on key issues impacting the sector; and
• A further influence on the research agenda of the OECD in order to broaden policy research to include topics of importance for Canada.

Cost-Shared component:

Expected Result: Increased industry capacity to exploit expanded market access.

As there is no consistency on performance indicators across provinces and territories, below are the cumulative performance targets and results that demonstrate progress achieved under this thematic area at the national level.

Number of events held for agriculture and food sectors
Target: 2 annual Export Readiness events to be held with federal or federal/provincial co-sponsors
Number of clients/businesses that access program
Target: 60 crop and 120 livestock
Number of new products developed
Target: 10 crop and 40 livestock
Number of business assessments completed: financial, HR, or market assessments
Target: 40 crop and 8 livestock
Number of new business models/supply chain alliances developed
Target: 2 crop and 8 livestock
Number of implemented projects that support sector marketing strategies and agriculture awareness strategies
Target: 5
Number of producers implementing on-farm marketing and promotional activities and number of producers that have established farm markets
Target: 15
Number of processors that have implemented marketing strategies
Target: 5
Number of producers that have diversified into agrotourism activities
Target: 5
Number of projects supporting export capacity building
Target: 2
Number of market opportunities investigated and exploited
Target: 1

Fiscal Year of Last Completed Evaluation:

AMP: Not applicable

ERCA program: Not applicable

Cost-Shared component: Not applicable

Decision following the Results of Last Evaluation (Continuation, Amendment, Termination, Pending, or N/A):

AMP: Not applicable

ERCA program: Not applicable

Cost-Shared component: Not applicable

Fiscal Year of Planned Completion of Next Evaluation:

AMP: 2012-13 (Evaluation)

ERCA program: 2014-15 (Evaluation)

Cost-Shared component: 2012-13 (Meta-Evaluation)

General Targeted Recipient Group:

AMP: Non-profit, For-profit and International

ERCA Contribution program: Non-profit

ERCA Grant program: International

Cost-Shared component: Non-profit, For-profit, Other levels of government (Provincial and Territorial) and Aboriginal

Initiatives to Engage Applicants and Recipients:

AMP: Has a number of ongoing initiatives to engage recipients, including: an annual call for proposals and recipient meeting in Ottawa, monthly recipient teleconference calls, as well as dedicated program officers who engage recipients on an ongoing, one-on-one basis.

ERCA Contribution program:

• Annual workshops hosted by each network
• Annual Planning workshop hosted by AAFC and attended by Network Leads
• Networks provide AAFC with Annual Reports highlighting their achievements
• Networks provide AAFC with Annual Financial Reports
• AAFC & ERCA co-organize along with the Canadian Agricultural Economics Society (CAES) an Annual Policy Conference
• ERCA members are called on to present policy relevant research to AAFC staff and senior AAFC managers

ERCA Grant program:

• AAFC staff participate in OECD sponsored programs
• AAFC has access to OECD policy related research
• AAFC & OECD undertake collaborative activities on priority issues for Canada

Cost-Shared component: Provinces and territories design and deliver cost-shared programming and thus identify the most appropriate tools to engage applicants and recipients. Methods may include websites, advertising, brochures, etc.

Note:
Forecast Spending 2011-12 reflects the authorized funding levels to the end of the fiscal year 2011-12 (not necessarily forecast expenditures). Planned Spending reflects funds already brought into the Department's reference levels as well as amounts to be authorized through the Estimates process (for the 2012-13 through to 2014-15 planning years) as presented in the Annual Reference Level Update.

Name of Transfer Payment Program: Contributions under the Agricultural Innovation program (AIP) (Voted)

Start date: November 3, 2011

End date: March 31, 2013

Fiscal Year for Ts & Cs: 2011-12 (Terms and conditions approved)

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

Program Activity: Science, Innovation and Adoption

Description:
AIP provides both non-repayable and repayable contributions, the objectives of which are to accelerate the pace of innovation; facilitate the commercialization and adoption of innovative products, technologies, processes and/or services that will enhance economic growth, productivity and competitiveness of the Canadian agriculture, agri-food and agri-based products sector; and help the sector capture opportunities in domestic and global markets.

Expected Results:
The expected outcomes of the program are to promote development or advancement of knowledge and technologies for industry uptake towards commercialization, and to enable the agricultural sector to produce, adopt, and commercialize innovative technologies, products, processes and services.

The key performance indicators are:

• Dollar value of private sector investments, dollar value of government investments;
• Information items (e.g., publications, reports, patent applications) shared by recipients with AAFC, private investors, or other actors in the field;
• Number of companies that have established capacity to commercialize, adopted new technologies or modernized;
• Number of discoveries, technologies generated which lead to: publishing only, or further adaptation/application research;
• Number and description of innovative products, technologies, processes, and services supported by the program that enter the market.

Fiscal Year of Last Completed Evaluation: Not applicable

Decision following the Results of Last Evaluation (Continuation, Amendment, Termination, Pending, or N/A): Not applicable

Fiscal Year of Planned Completion of Next Evaluation: Not applicable

General Targeted Recipient Group: Non-profit, For-profit and Aboriginal

Initiatives to Engage Applicants and Recipients:
Program delivery staff and regional AAFC staff engage clients through site visits, web presence, videoconferences, teleconferences or other outreach and project assessment and monitoring.

Note:
Forecast Spending 2011-12 reflects the authorized funding levels to the end of the fiscal year 2011-12 (not necessarily forecast expenditures). Planned Spending reflects funds already brought into the Department's reference levels as well as amounts to be authorized through the Estimates process (for the 2012-13 through to 2014-15 planning years) as presented in the Annual Reference Level Update.

Name of Transfer Payment Program: Loan guarantees under the Canadian Agricultural Loans Act (CALA) (Statutory) (previously known as Farm Improvement and Marketing Cooperatives Loans Act (FIMCLA))

Start date: June 18, 2009

End date: Ongoing

Fiscal Year for Ts & Cs: Not applicable

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

Program Activity: Business Risk Management

Description:
The CALA program is a financial loan guarantee program that gives farmers easier access to credit. Under the CALA program, the Government of Canada guarantees loans issued through financial institutions to farmers and agricultural co-operatives. Farmers use these loans to establish, improve and develop farms, while agricultural co-operatives also access loans to process, distribute or market the products of farming.

Expected Results:

• Provide producers with greater access to affordable credit to make investments in their farm properties:
  Performance Indicator: Number and value of loans provided to farmers and co-operatives
  Target: 2,450 loans registered for approximately $132 million
• Administer program in a prudent manner:
  Performance Indicator: Default rate
  Target: Default rate under 2 percent

Fiscal Year of Last Completed Evaluation: 2004-05 (Evaluation of predecessor FIMCLA)

Decision following the Results of Last Evaluation (Continuation, Amendment, Termination, Pending, or N/A): Amendment

Fiscal Year of Planned Completion of Next Evaluation: 2013-14 (Evaluation)

General Targeted Recipient Group: For-profit

Initiatives to Engage Applicants and Recipients:
Two advertising campaigns were launched and program staff regularly attend up to 10 trade shows a year to promote the program.

Note:
Forecast Spending 2011-12 reflects the authorized funding levels to the end of the fiscal year 2011-12 (not necessarily forecast expenditures). Planned Spending reflects funds already brought into the Department's reference levels as well as amounts to be authorized through the Estimates process (for the 2012-13 through to 2014-15 planning years) as presented in the Annual Reference Level Update.

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

Start date: April 25, 1997

End date: Ongoing

Fiscal Year for Ts & Cs: Not applicable

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

Program Activity: Business Risk Management

Description:
The Advance Payments Program (APP) is a financial loan guarantee program that guarantees cash advances to producers, enabling them to produce and market their agricultural products when conditions are most ideal. Producers can receive cash advances of up to $400,000 per production period, the first $100,000 of which is interest-free. Advances can be on a variety of crops and/or livestock and producers have up to 18 months (usually from April until September of the following year) to use their cash advance for whatever purpose they feel necessary. The producer must repay their advance (as they are selling/delivering their product) in full before the end of the 18 month production period.

Expected Results:

• Expected Result: Provide producers with greater access to credit
  Performance Indicator: Number of producers supplied with advances
  Target: Supplying advances to over 35,000 producers
• Expected Result: Improved cash flow for producers receiving APP advances
  Performance Indicator: Advance amount accessed
  Target: Achieving an advance amount of approximately $2.5 billion
• Expected Result: Administer the program in a prudent manner for eligible producers
  Performance Indicator: Default rate
  Target: Achieving a default rate of under 2 percent of the total amount advanced

Fiscal Year of Last Completed Evaluation: 2011-12 (Evaluation)

Decision following the Results of Last Evaluation (Continuation, Amendment, Termination, Pending, or N/A): Continuation

Fiscal Year of Planned Completion of Next Evaluation: 2016-17 (Evaluation)

General Targeted Recipient Group: For-profit

Initiatives to Engage Applicants and Recipients:
Program officials attend up to 10 trade shows per year.

Note:
Forecast Spending 2011-12 reflects the authorized funding levels to the end of the fiscal year 2011-12 (not necessarily forecast expenditures). Planned Spending reflects funds already brought into the Department's reference levels as well as amounts to be authorized through the Estimates process (for the 2012-13 through to 2014-15 planning years) as presented in the Annual Reference Level Update.

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

Start date: June 18, 2009

End date: March 31, 2014

Fiscal Year for Ts & Cs: 2009-10 (Terms and conditions approved)

Strategic Outcome:
An environmentally sustainable agriculture, agri-food and agri-based products sector;
A competitive agriculture, agri-food and agri-based products sector that proactively manages risk; and
An innovative agriculture, agri-food and agri-based products sector

Program Activities:
Environmental Knowledge, Technology, Information and Measurement; On-Farm Action; Food Safety and Biosecurity Risk Management Systems; Trade and Market Development; Science, Innovation and Adoption; and Agri-Business Development

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

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

Contributions delivered under the program are either repayable or non-repayable.

Expected Results:

• Producers, partners and industry implement actions to improve their environmental practices;
• Producers, partners and industry implement actions to reduce costs of production;
• Food safety, biosecurity, traceability and risk management measures are improved;
• Agri-processors upgrade their capacity (through the modernization of their facilities);
• Increase in value-chain efforts focussed on innovation and/or adaptation; and
• Agri-industry implements actions to respond to market threats and/or take advantage of emerging market opportunities.

Performance Indicators:

• Number of actions implemented by producers to improve their environmental practices;
• Number of actions positively impacting profitability and competitiveness;
• Number of food safety plans and programs being developed;
• Number of agri-processors that upgrade their capacity; the target is 5 for 2012-13.
• Number of value chains developed; and
• Number of initiatives addressing significant market issues.

Fiscal Year of Last Completed Evaluation: Not applicable

Decision following the Results of Last Evaluation (Continuation, Amendment, Termination, Pending, or N/A): Not applicable

Fiscal Year of Planned Completion of Next Evaluation: 2015-16 (Evaluation)

General Targeted Recipient Group: Non-profit, For-profit and Other levels of government (Provincial, Territorial and Municipal)

Initiatives to Engage Applicants and Recipients:
When the program was launched, a conference call was held with industry groups to provide information on program parameters, including eligible applicants, program principles and criteria. Participants showed a high level of interest. Application materials were sent to all participants. As of January 2011, the AgriFlexibility Fund has been closed to all until further notice, except for AgriProcessing Initiative (API) and Livestock Auction Traceability Initiative (LATI).

Note:
Forecast Spending 2011-12 reflects the authorized funding levels to the end of the fiscal year 2011-12 (not necessarily forecast expenditures). Planned Spending reflects funds already brought into the Department's reference levels as well as amounts to be authorized through the Estimates process (for the 2012-13 through to 2014-15 planning years) as presented in the Annual Reference Level Update.

Name of Transfer Payment Program:  Atlantic Innovation Fund (AIF) – Voted

Start date:  May 10, 2001

End date:  Ongoing

Fiscal Year for Terms & Conditions:  2009-10

Strategic Outcome:  A competitive Atlantic Canadian economy

Program Activity:  Enterprise Development

Description:  The AIF focuses on research and development (R&D) projects in the areas of natural and applied sciences, social sciences, humanities, arts and culture, where these are explicitly linked to the development and commercialization of technology-based products, processes or services.

Contributions to not-for-profit organizations are non-repayable. Contributions to for-profit businesses to fund R&D projects that involve the commercialization of a product, process, technology or service are repayable, either conditionally or unconditionally.

Expected results:  Key expected results are listed below.

• increase activity in and build capacity for innovation and R&D, which leads to technologies, products, processes or services that contribute to economic growth in Atlantic Canada (measured by indicators such as the dollar amount invested in AIF R&D projects);
• increase the capacity for commercialization of R&D outputs (measured by indicators such as the dollar amount invested in commercialization projects and revenues resulting from commercialization);
• strengthen the region’s innovation capacity by supporting research, development and commercialization partnerships and alliances among private-sector firms, universities, research institutions and other organizations in the Atlantic system of innovation, and to increase their critical mass (measured by indicators such as the number of partnerships for technology development and commercialization created); and
• maximize benefits from national R&D programs (measured by calculating funds invested in AIF projects by other national programs).

Fiscal Year of Last Completed Evaluation:  2009-10

Decision following the Results of Last Evaluation (Continuation, Amendment, Termination, Pending, or N/A):  Continuation

Fiscal Year of Planned Completion of Next Evaluation:  2013-14

General Targeted Recipient Group:  Eligible recipients include commercial and non-commercial entities such as (but not limited to) private-sector firms, business associations, research institutions, universities, colleges, and other post-secondary educational institutions. Federal departments (including federal research laboratories and institutes) and provincial government departments are not eligible recipients.

Initiatives to Engage Applicants and Recipients:  It is part of the AIF process to engage potential applicants via technical sessions outlining the AIF program requirements and frequently asked questions. ACOA engages proponents and recipients on a regular basis, either one-on-one or via industry associations.

Name of Transfer Payment Program:  Business Development Program (BDP) – Voted

Start date:  July 25, 1995

End date:  Ongoing

Fiscal Year for Terms & Conditions:  2010-11

Strategic Outcome:  A competitive Atlantic Canadian economy

Program Activity:  Enterprise Development; Community Development; Policy, Advocacy and Coordination

Description:  Through the BDP, ACOA works to create opportunities for economic growth in Atlantic Canada by helping small and medium-sized enterprises (SMEs) become more competitive, innovative and productive. The Agency also works with communities to develop and diversify local economies, and champions the strengths of the region in partnership with Atlantic Canadians.

The objectives of the BDP are to:

• improve the growth and competitiveness of Atlantic SMEs;
• provide for dynamic and sustainable communities in Atlantic Canada; and
• provide for policies and programs that strengthen the Atlantic economy.

Contributions to not-for-profit organizations are generally non-repayable, but are conditionally repayable if a project results in what would normally be considered a commercial activity.

In general, contributions to for-profit businesses are repayable, either conditionally or unconditionally. Under some of the BDP’s elements, non-repayable contributions to for-profit businesses may be permitted.

Expected results:  Key expected results under the three program activities are outlined below.

Enterprise Development – Improve growth and competitiveness of Atlantic SMEs through:

• strengthened Atlantic Canadian innovation and commercialization capacity (measured by indicators such as the amount leveraged per dollar invested by ACOA in innovation projects);
• enhanced Atlantic Canadian SMEs productivity and growth capacity (measured by indicators such as the percentage of participants in business skills building activities indicating that the activity improved their business skills);
• increased export activity by SMEs in Atlantic Canada (measured by indicators such as the export sales of ACOA-assisted firms versus that of comparable firms); and
• expanded foreign direct investment opportunities in Atlantic Canada (measured by indicators such as the number of foreign direct investment transactions completed where ACOA’s human or financial support contributed to bring the project to fruition).

Community Development – Provide for dynamic and sustainable communities for Atlantic Canada through:

• improved community capacity to identify economic development needs and opportunities (measured by indicators such as the presence of regionally based strategic plans, updated and current); and
• improved capacity to address economic and business development needs and opportunities (measured by indicators such as the amount leveraged per dollar invested by ACOA’s Community Investment projects).

Policy, Advocacy and Coordination – Provide for policies and programs that strengthen the Atlantic economy through:

• well-informed policy decisions reflecting opportunities and challenges within the Atlantic region’s economy, while considering enterprise and community development potential (measured by indicators such as the extent to which policy analysis and research, economic analysis and engagement activities are useful and provide input into decision making with respect to Atlantic Canadian regional economic development).

Fiscal Year of Last Completed Evaluation:  2010-11

Decision following the Results of Last Evaluation (Continuation, Amendment, Termination, Pending, or N/A):  Continuation

Fiscal Year of Planned Completion of Next Evaluation:  2015-16

General Targeted Recipient Group:  Eligible commercial recipients include individuals, sole proprietorships, partnerships, co-operatives, corporate bodies, or Crown corporations that carry out (or are about to carry out) for-profit activities in Atlantic Canada. This does not include a government or individual municipality.

Eligible non-commercial recipients are not-for-profit incorporated entities and may include Crown corporations, provincial governments, municipal governments, not-for-profit organizations owned or controlled by a provincial or municipal government, local economic development associations, or post-secondary educational institutions.

Initiatives to Engage Applicants and Recipients:  ACOA’s Transfer Payment Programs (including the BDP) are designed, delivered and managed in such a way that they remain citizen- and client-focused, relevant to the applicants’ and recipients’ needs, and achieve the expected results for which they are designed. Engaging key stakeholders in discussions for the creation or the review of ACOA’s programming is part of the Agency’s operations. To ensure the ongoing relevance of programming, the Agency solicits feedback from clients and stakeholders on an ongoing basis, whether through information sharing or consultations and collaborations.

In ensuring that the BDP’s elements (business establishment and expansion, innovation, skills development and trade activities) are designed for continuous improvement to support expected outcomes, ACOA will continue to engage the following stakeholders:

• the business sector;
• community-based economic development organizations and volunteer groups;
• universities and colleges;
• research institutes; and
• other levels of government, and First Nations communities.

Additionally, BDP information is continuously shared with applicants and recipients through ACOA’s website and outreach events in communities across Atlantic Canada.

In 2010-11, the Agency consulted its applicants and clients through a satisfaction survey. The survey provided information to the Agency on the importance of various service features and on priorities for improvement. Action will be undertaken to address the priorities for improvement with regard to the BDP.

Name of Transfer Payment Program:  Community Futures (CF) – Voted

Start date:  May 18, 1995

End date:  Ongoing

Fiscal Year for Terms & Conditions:  2009-10

Strategic Outcome:  A competitive Atlantic Canadian economy

Program Activity:  Community Development

Description:  The CF program’s purpose is to help communities develop and implement local solutions to local problems. It provides non-repayable contributions to CF organizations (CFOs), also known in Atlantic Canada as Community Business Development Corporations (CBDCs). The CBDCs collaborate with partners and stakeholders to assess their situation and develop strategies to meet their needs. They provide financial and technical support to social and small and medium-sized enterprises (SMEs) in rural areas. CBDCs manage over 6,700 loans to rural businesses, totalling over $223 million in investments. Since April 1, 2011, the CBDCs have modernized their suite of loans products with offerings that now include products for Youth, First-Time Entrepreneur, General Business, Innovation and Social Enterprise. More information on services provided through the CBDCs can be found on ACOA’s website.

Expected results:  The ultimate outcomes under the CF program are listed below.

• Economic stability, growth and job creation (measured by employment growth variance within CFO regions)
• Diversified and competitive local rural economies (measured by the percentage of businesses funded by industry and the percentage of employed persons working in various industry sectors)
• Economically sustainable communities (measured by the survival rate variance of rural businesses)

Fiscal Year of Last Completed Evaluation:  2009-10

Decision following the Results of Last Evaluation (Continuation, Amendment, Termination, Pending, or N/A):  Continuation

Fiscal Year of Planned Completion of Next Evaluation:  2014-15

General Targeted Recipient Group:  Eligible recipients under the CF program are CFOs (being legally incorporated non-profit organizations authorized by the minister responsible for the CF program to constitute a community for participation under the CF program), as well as any special-purpose, provincial, regional or national association of CFOs. This includes incorporated non-profit entities approved by the minister responsible for the CF program to pool investment resources of existing CFOs.

Initiatives to Engage Applicants and Recipients:  The Agency will continue to engage with and align its support to the CBDC network as part of the implementation of the Community Futures of Tomorrow (CFoT) concept. This will maximize all resources available, including the funds provided by the CF program. To this end, a CFoT Oversight Committee was established to oversee the implementation of the CFoT model. With a view to maintaining the long-term viability of the CF program, the committee acts as a governance body by ensuring that the model’s objectives are being managed collaboratively among individual CBDCs, the Atlantic Association of CBDCs, and ACOA. As part of ACOA’s due diligence processes and its accountability to Parliament, the Agency has a responsibility to ensure that appropriate governance practices are in place with respect to organizations to which it provides operational support. ACOA will be leading a collaborative process with the CBDC network to establish a common governance framework and the establishment of appropriate minimum standards. Governance improvements will centre around the following priority areas: 1) strengthened conflict-of-interest provisions so they apply to both employees and volunteer board members; 2) appropriate measures to ensure adequate board rotation; 3) transparency and open processes for board appointments; and 4) composition of CBDC boards that include representation from local economic stakeholders.

ACOA will continue to work with the other federal regional development agencies, the Community Futures Network of Canada (CFNC) and the Atlantic CBDCs to increase integrity, consistency and the collection of performance results and will implement the CF program performance measurement strategy. In collaboration with other federal government departments responsible for the management of the program, ACOA will present the initial performance results in 2012-13 and will continue to engage the CFNC in refining the collection and use of performance information needed by all stakeholders, including the CBDCs.

Name of Transfer Payment Program:  Innovative Communities Fund (ICF) – Voted

Start date:  April 1, 2005

End date:  Ongoing

Fiscal Year for Terms & Conditions:  2009-10

Strategic Outcome:  A competitive Atlantic Canadian economy

Program Activity:  Community Development

Description:  The ICF is designed to make non-repayable contributions to strategic projects that build the economies of Atlantic Canada's communities. The ICF focuses on investments that lead to long-term employment and economic capacity building in rural communities. Urban initiatives that stimulate the competitiveness and vitality of rural communities may also be considered on a selective basis. The ICF was originally a five-year program that started on April 1, 2005, and Budget 2010 confirmed the Government of Canada’s ongoing support for the ICF.

The program has two distinct components: Strategic Community Capacity is designed to support non-commercial and non-profit strategic initiatives that target the economic development needs of rural communities, and Proactive Investments is intended to stimulate transformative change. The latter component supports the proactive identification and implementation of strategic opportunities with local partners.

Expected results:  The ICF focuses on investments that lead to long-term employment and economic capacity building in rural communities. Key expected results under three of ACOA’s program sub-activities are:

• Community Mobilization – improved community capacity to identify economic development needs and opportunities (measured by the presence of current regionally-based strategic plans and the number of partners involved in planning);
• Community Investment – improved capacity to address economic and business development needs and opportunities (measured by the dollars leveraged on investments and the number of collaborators on projects); and
• Community-based Business Development – Atlantic Canadian businesses have access to capital, business information and counselling (measured by the dollars leveraged on investment by other sources).

Fiscal Year of Last Completed Evaluation:  2009-10

Decision following the Results of Last Evaluation (Continuation, Amendment, Termination, Pending, or N/A):  Continuation

Fiscal Year of Planned Completion of Next Evaluation:  2014-15

General Targeted Recipient Group:  Eligible recipients for the ICF include non-commercial or not-for-profit organizations such as those listed below.

• local development associations
• municipalities and their agencies
• business or technology institutes
• industry/sector associations
• economic development associations
• local co-operatives
• universities
• educational institutions

Federal and provincial government departments are not eligible.

Initiatives to Engage Applicants and Recipients:  Clients have a strong understanding of ICF benefits and ACOA works proactively with partners to identify strategic community projects. Every ACOA regional office works toward higher impact investments – either through an investment strategy document or by collaborating with their provincial government on priority sectors or by undertaking policy research to identify the prominent sectors in their region.

In 2010-11, the Agency consulted its applicants and clients through a satisfaction survey. The survey provided information to the Agency on the importance of various service features and on priorities for improvement. Action will be undertaken to address the priorities for improvement with regard to the ICF.

Strategic outcome: Eligible families and individuals receive timely and correct benefit payments.

Program activity: Benefit programs

Name of transfer payment program: Children's special allowance payments (CSA) (Statutory)

Start date: August 28, 1995 Footnote 1

End date: Ongoing

Description: Tax-free monthly payments made to agencies and foster parents who are licensed by provincial or federal governments to provide for the care and education of children under the age of 18 who physically reside in Canada and who are not in the care of their parents. CSA payments are equivalent to Canada Child Tax Benefit payments. CSA payments are governed by the Children's Special Allowances Act which provides that this allowance be paid out of the Consolidated Revenue Fund.

Expected results: Monthly payments issued on schedule.

Footnote 1

Responsibility for Children's special allowance payment was transferred from Human Resources Development Canada, effective August 28, 1995 (P.C. Order 1995-342)

Footnote 2

Other Transfer payment is a transfer payment based on legislation or an arrangement that normally includes a formula or schedule as one element used to determine the expenditure amount. However, once a payment is made, the recipient may redistribute the funds among several categories of expenditure in the arrangement.

Strategic outcome: Taxpayers meet their obligations and Canada's revenue base is protected.

Program activity: Taxpayer and business assistance

Name of transfer payment program: Disbursements to provinces under the Softwood Lumber Products Export Charge Act, 2006 (Statutory)

Start date: October 12, 2006

End date: October 12, 2015 (pending approval of legislation)

Description: The export charge, to be levied by Canada on exports of softwood lumber products to the United States, is collected and administered by the Canada Revenue Agency (CRA) with support from the Department of Foreign Affairs and International Trade on behalf of the provinces. Under the Softwood Lumber Products Export Charge Act, 2006 (Act), the CRA is responsible for making disbursements to the provinces of a portion of the charge collected over the course of the application of the Softwood Lumber Agreement, 2006 (Agreement). These disbursements will be reduced by several factors: refunds paid to the industry, costs for the administration and implementation of the Agreement and the Act as well as the costs incurred for certain litigation resulting from the Agreement or Act. The Act applies to the following regions: BC Interior, BC Coastal, Alberta, Saskatchewan, Manitoba, Ontario and Quebec. Exports from the remaining provinces and territories are excluded.

Expected results: Disbursements will continue on a quarterly basis until the termination of the Agreement, unless lumber market prices increase to the point where no export charge is applicable for that period.

Footnote 1

Other transfer payment is a transfer payment based on legislation or an arrangement that normally includes a formula or schedule as one element used to determine the expenditure amount. However, once a payment is made, the recipient may redistribute the funds among several categories of expenditure in the arrangement.

Name of Transfer Payment Program: Canada Arts Presentation Fund

Start date: 2001-02

End date: 2014-15

Fiscal Year for Ts & Cs: 2010-11

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

Program Activity: Arts

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

Expected results:

1) Presenters offer a variety of professional artistic experiences to Canadians.
Performance indicator:

• Percentage of professional arts presenter recipients funded by CAPF, based on artistic discipline.

2) Canadians, including those in underserved communities across Canada, engage and participate in a variety of professional artistic experiences.
Performance indicator:

• Percentage of professional arts presenters, funded by CAPF, whose activities reach out to underserved communities, by type of underserved community.

Output:
1) Grants and contributions approved under the CAPF.
Performance indicator:

• Number of grants and contributions approved and total amount of funds awarded.

Fiscal Year of Last Completed Evaluation: 2008-09

Decision following the Results of Last Evaluation: Continuation           

Fiscal Year of Planned Completion of Next Evaluation: 2013-14

General Targeted Recipient Group:

• Non-profit organizations
• Other levels of government (provinces/territories and municipalities)
• Aboriginal peoples organizations

Initiatives to Engage Applicants and Recipients:
In addition to ongoing activities, such as posting current guidelines on the website, the program evaluations will be an opportunity to engage funding recipients and potential applicants in a dialogue regarding the relevance of the program.

Name of Transfer Payment Program: Canada Cultural Spaces Fund

Start date: 2001-02

End date: 2014-15

Fiscal Year for Ts & Cs: 2011-12

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

Program Activity: Arts

Description: The Canada Cultural Spaces Fund (CCSF) seeks to contribute to the improvement of physical conditions for arts and heritage pieces related to creation, presentation, preservation and exhibition. The program also aims to increase and improve access for Canadians to performing arts, visual arts, media arts, and to museum collections and heritage exhibitions. To achieve these objectives, the CCSF provides financial assistance in the form of grants and contributions to Canadian not-for-profit arts and heritage organizations, other levels of government or agencies as well as equivalent Aboriginal people's institutions or organizations for construction/renovation projects, specialized equipment purchases and feasibility studies for cultural infrastructure projects. The expected result is that Canadians in all regions, including underserved communities, have access to new or improved arts and heritage spaces in their communities for creation, presentation, preservation and exhibition.

Expected results:

1)  Arts and heritage organizations have resources to build and improve facilities and infrastructure.
     Performance indicator:

• Number of new or improved arts and heritage facilities.

2)   A variety of arts and heritage experiences are available in underserved communities, by type of underserved community.
     Performance indicator:

• Percentage of Canadian Heritage supported infrastructure and specialized equipment projects located in underserved communities.

Output:
1)  Grants and contributions approved under the CCSF.
     Performance indicator:

• Number of grants and contributions approved and total amount of funds awarded.

Fiscal Year of Last Completed Evaluation: 2008-09

Decision following the Results of Last Evaluation: Continuation           

Fiscal Year of Planned Completion of Next Evaluation: 2013-14

General Targeted Recipient Group:

• Non-profit organizations
• Other levels of government (provinces/territories and municipalities)
• Aboriginal peoples organizations (First Nations, Inuit and Métis)

Initiatives to Engage Applicants and Recipients:
In addition to ongoing activities, such as posting current guidelines on the website, the program evaluations will be an opportunity to engage funding recipients and potential applicants in a dialogue regarding the relevance of the program.

Name of Transfer Payment Program: Canada Arts Training Fund

Start date: 1997-98

End date: 2012-13

Fiscal Year for Ts & Cs: 2008-09

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

Program Activity: Arts

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

Expected results:

1)  Arts graduates have professional careers in Canada and internationally.
     Performance indicator:

• Percentage of arts graduates employed professionally in their field in Canada and abroad.

Output:
1)  Contributions approved under the Canada Arts Training Fund.
     Performance indicator:

• Number of grants and contributions and total amount of funds awarded.

Fiscal Year of Last Completed Evaluation: 2007-08  

Decision following the Results of Last Evaluation: Continuation           

Fiscal Year of Planned Completion of Next Evaluation: 2012-13

General Targeted Recipient Group:

• Non-profit organizations

Initiatives to Engage Applicants and Recipients:
In addition to ongoing activities, such as posting current guidelines on the website, the program evaluations will be an opportunity to engage funding recipients and potential applicants in a dialogue regarding the relevance of the program.

Name of Transfer Payment Program: Canada Cultural Investment Fund

Start date: 2001-02

End date: 2014-15

Fiscal Year for Ts & Cs: 2010-11

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

Program Activity: Arts

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

Expected results:
1)  Arts and heritage organizations are supported within Canadian communities that value their existence.
    Performance indicators:

• Number of new or maintained initiatives, by type, per applicant/recipient.

Initiatives include: tools, strategies, activities, programs, approaches developed as a result of project funding.

• Number of new or maintained partnerships and other types of community support, by applicant/recipient.

Types of partnerships or community support include: cash, expertise, in-kind, etc. from private sector, foundations, schools, community associations, other levels of government, etc.

• Amount of funds raised through private-sector donations by arts organizations applying to and eligible for Endowment Incentives component.

Output:
1)  Grants and contributions approved under the CCIF.
     Performance indicator:

• Total amount of funds awarded.

Fiscal Year of Last Completed Evaluation: 2008-09

Decision following the Results of Last Evaluation: Amendment           

Fiscal Year of Planned Completion of Next Evaluation: 2013-14

General Targeted Recipient Group:

• Non-profit organizations
• Other levels of government (provinces/territories and municipalities)
• Aboriginal peoples organizations (First Nations, Inuit and Métis)
• Other: associations, institutions, foundations, post-secondary institutions

Initiatives to Engage Applicants and Recipients:
In addition to ongoing activities, such as posting current guidelines on the website, the program evaluations will be an opportunity to engage funding recipients and potential applicants in a dialogue regarding the relevance of the program.

Name of Transfer Payment Program: Canada Media Fund

Start date: 2010-11

End date: 2014-15

Fiscal Year for Ts & Cs: 2010-11

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

Program Activity: Cultural Industries

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

Expected results:
1)  Leading-edge non-linear content and applications are created for commercial potential or public use.
Leading-edge, non-linear content and applications: innovative content or applications presented on or developed for a digital platform that allows for interaction, such as offering user choices to control progress or to direct a story or presentation.
Commercial potential: potential uptake of products by mainstream media companies.
Public use: taking the form of projects whose products are used freely and/or directly by the public.
Performance indicator:

• Number of leading-edge non-linear content and applications projects supported by the CMF.

2)  Canadians watch or interact with CMF supported television programs or digital convergent content.
     Performance indicators:

• Audience share for CMF-funded television productions as a percentage of total audiences, by genre and by language.
• Number of users of digital convergent content from platforms other than television.

Output:
1)  Contribution agreement with the CMF Corporation.
     Performance indicator:

• A contribution agreement between Canadian Heritage and the CMF Corporation is signed.

Fiscal Year of Last Completed Evaluation: N/A

Decision following the Results of Last Evaluation: Not available

Fiscal Year of Planned Completion of Next Evaluation: 2014-15

General Targeted Recipient Group:

• Non-profit organization (CMF corporation)

Initiatives to Engage Applicants and Recipients: N/A

Name of Transfer Payment Program: Canada Interactive Fund

Start date: 2010-11

End date: 2014-15

Fiscal Year for Ts & Cs: 2010-11

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

Program Activity: Cultural Industries

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

Expected results:

1)  Digital interactive content and applications are created by official language minority community, Aboriginal, ethnocultural and other not-for-profit cultural organizations.
     Performance indicator:

• Number of digital interactive products created with support from the CIF.

2)  Canadians access digital interactive content produced by official language minority community, Aboriginal, ethnocultural and not-for-profit cultural organizations.
     Performance indicator:

• Number of annual visitors to projects supported through the CIF.

Output:
1)  Contributions issued under the CIF.
     Performance indicator:

• Number of contribution agreements signed and number of total amount of funds awarded.

Fiscal Year of Last Completed Evaluation: N/A

Decision following the Results of Last Evaluation: Not available

Fiscal Year of Planned Completion of Next Evaluation: 2014-15

General Targeted Recipient Group:

• Non-profit organizations
• Other levels of government (provinces/territories and municipalities)
• Aboriginal peoples organizations (First Nations, Inuit and Métis)
• Other: educational institutions

Initiatives to Engage Applicants and Recipients:

• The CIF takes advantage of contacts developed between the target clientele and other branches within Canadian Heritage, such as Aboriginal Affairs and Official Languages, and colleagues at the Department’s regional offices to solicit assistance in contacting their client groups. Also, Indian and Northern Affairs Canada (INAC) has agreed to have the CIF’s link on their website.
• At the launch of each call for proposals, outreach messages are sent to approximately 2,000 email addresses for the dissemination of notification to potential applicants. This list is a combination of those who have contacted us for information, as well as lists from Official Languages, Multiculturalism, Aboriginal programs, INAC, previous applicants and groups/associations which represent the CIF’s target clientele.
• The outreach strategy also involves updating the program’s Web page.

Name of Transfer Payment Program: Canada Music Fund

Start date: 2001-02

End date: 2014-15

Fiscal Year for Ts & Cs: 2010-11

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

Program Activity: Cultural Industries

Description: The Fund supports activities of music creators, artists and entrepreneurs to ensure Canadians' access to a diverse range of Canadian music choices. The Fund consists of the following components: 1) Music Entrepreneur, which provides financial assistance to established firms with a track record for the creation, production, distribution and marketing of Canadian music, including touring activities; 2) New Musical Works, which provides financial assistance to small and medium music entrepreneurs for the creation, production, distribution and marketing of Canadian music, including attendance to music showcases; 3) Collective Initiatives, which provides financial assistance to a diverse range of collective activities aiming to enhance presence of Canadian music artists at home and abroad; 4) Creators' Assistance, which provides financial support to professional development and acquisition of business knowledge of music creators; 5) Canadian Music Memories, which provides financial support for the preservation of Canada's musical heritage for future generations.

Expected results:
1)  A range of Canadian music is produced by Canada Music Fund recipients.
     Performance indicator:

• Number of Canadian music releases that were supported by the Canada Music Fund (by genre, language, province, etc.).

2)  Canadian music supported by the Canada Music Fund is accessed in Canada and abroad.
     Performance indicator:

• Total number of domestic and international unit sales of Canada Music Fund supported music.
  1. Domestic market share of albums by the Canada Music Fund supported artists.
  2. Domestic unit sales.
  3. International unit sales.

Output:
1)  Grants and contributions issued under the Canada Music Fund.
     Performance indicator:

• Number of grants and contributions issued and total dollar amount awarded.

Fiscal Year of Last Completed Evaluation: 2008-09  

Decision following the Results of Last Evaluation: Continuation           

Fiscal Year of Planned Completion of Next Evaluation: 2013-14

General Targeted Recipient Group:

• Non-profit organizations
• For-profit organizations
• Other: individuals

Initiatives to Engage Applicants and Recipients:
When the program application guide for each funding stream is released, the Department communicates with potential and past recipients in the following ways:

• Posting the application guide and application forms on the program website.
• Emailing organizations identified as potential applicants notifying them that application documents are available.
• Emailing professional associations for which members are targeted by the transfer payment program notifying them that application documents are available.
• Sending reminder emails shortly in advance of the funding application deadline.

The Department also engages with program stakeholders throughout the year in the following ways:

• Guiding applicants by phone and email (including toll-free phone number and program e-mail address available to applicants and recipients).
• Attending industry conferences and holding meetings with industry representatives.

Name of Transfer Payment Program: Canada Book Fund

Start date: 2010-11

End date: 2014-15

Fiscal Year for Ts & Cs: 2010-11

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

Program Activity: Cultural Industries

Description: The Fund supports the activities of Canadian book publishers and other sectors of the book industry to ensure access to a broad range of Canadian-authored books. This support is delivered through the following streams of funding:

1. Support for Publishers, which provides funding distributed primarily through a formula that rewards success in delivering content that Canadians value. This funding contributes to the sustainable production and marketing of Canadian-authored books by offsetting the high costs of publishing in Canada and building the capacity and competitiveness of the sector;
2. Support for Organizations, which provides funding to develop the Canadian book industry and the market for its products by assisting industry associations and related organizations to undertake collective projects offering benefits to the industry and, ultimately, to readers everywhere.

Expected results:

1)  A range of Canadian-authored books is produced by Canada Book Fund (CBF) recipients.
     Performance indicator:

• Number of Canadian-authored titles published by CBF recipients (by genre, language, province, etc.).

2)  Canadian-authored books supported by the CBF are accessed in Canada and abroad.
     Performance indicator:

• Value, in Canadian dollars, of domestic and international sales of Canadian-authored titles by CBF recipient publishers.

Output:
1)  Grants and contributions issued under the CBF.
     Performance indicator:

• Number of grants and contribution agreements issued and total dollar amount awarded.

Fiscal Year of Last Completed Evaluation: 2008-09  

Decision following the Results of Last Evaluation: Continuation           

Fiscal Year of Planned Completion of Next Evaluation: 2013-14

General Targeted Recipient Group:

• Non-profit publishers and organizations
• Other: For-profit publishers

Initiatives to Engage Applicants and Recipients:
When the program application guide for each funding stream is released, the Department communicates with potential and past recipients in the following ways:

• Posting the application guide and application forms on the program website.
• Emailing organizations identified as potential applicants notifying them that application documents are available.
• Sending letter by regular mail to recent recipients with a reminder of their application identification number and upcoming deadlines.
• Sending reminder emails shortly in advance of the funding application deadline.

The Department also engages with applicants and recipients throughout the year in the following ways:

• Guiding applicants by phone and email (including toll-free phone number and program e-mail address available to program stakeholders).
• Emailing the program newsletter at least twice a year.
• Holding annual stakeholder consultations.
• Attending various industry events to improve the visibility and understanding of the program.

Name of Transfer Payment Program: Canada Periodical Fund

Start date: 2010-11

End date: N/A

Fiscal Year for Ts & Cs: 2010-11

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

Program Activity: Cultural Industries

Description: The Fund supports the activities of Canadian publishers and magazine and non-daily newspaper associations to ensure that Canadians have access to diverse Canadian magazines and non-daily newspapers. The Fund is delivered through the following components: 1) Aid to Publishers, which provides formula funding to Canadian magazines and non-daily newspapers for publishing activities, such as distribution, content creation, online activities and business development; 2) Business Innovation, which provides project funding to print and online magazines for business development and innovation; 3) Collective Initiatives, which provides project funding to Canadian magazines and non-daily newspaper associations for industry-wide projects to increase the overall sustainability of the Canadian magazine and non-daily newspaper industries.

Expected results:
1)  A range of Canadian periodicals supported by the CPF is produced.
     Performance indicator:

• Number of funded titles published by CPF recipients (by type, language, region, group (including Aboriginal, ethnocultural and official language minority) etc.).

2)  Canadian periodicals supported by the CPF are accessed by Canadian readers.
     Performance indicator:

• Number of copies of funded titles distributed to Canadians per year.

Output:
1)  Grants and contributions issued under the CPF.
     Performance indicator:

• Number of grants and contributions issued and total dollar amount awarded.

Fiscal Year of Last Completed Evaluation: N/A

Decision following the Results of Last Evaluation: Not available 

Fiscal Year of Planned Completion of Next Evaluation: 2014-15

General Targeted Recipient Group:

• Non-profit publishers and organizations
• Other: For-profit publishers

Initiatives to Engage Applicants and Recipients:
When the program application guide for each funding stream is released, the Department communicates with potential and past recipients in the following ways:

• Posting the application guide and application forms on the program website.
• Emailing and sending letter by regular mail to recent recipients and organizations identified as potential applicants notifying them that application documents are available.
• Sending reminder emails shortly in advance of the funding application deadline.
• Engaging with industry organizations so that they publicize program information to their members.

The Department also engages with program stakeholders throughout the year in the following ways:

• Guiding applicants by phone and email (including toll-free phone number and program e-mail address available to applicants and recipients).
• Holding informal meetings with various stakeholders to explain how the CPF works and to listen to issues and concerns.
• Attending and making speeches at various industry events to improve the visibility and understanding of the program.
• Updating the CPF website with news and program information.

Name of Transfer Payment Program: TV5

Start date: 1990-91

End date: 2012-13

Fiscal Year for Ts & Cs: 2009-10

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

Program Activity: Cultural Industries

Description: The international French-language TV channel TV5 is a partnership between France, Belgium's Fédération Wallonie-Bruxelles*, Switzerland, Canada and Quebec. The Department of Canadian Heritage provides annual funding to the channels through a contribution agreement to TV5 Québec Canada and a grant to TV5MONDE. Funding from Canadian Heritage and the Government of Quebec enables Canadian productions to be presented both in Canada, through TV5 Québec Canada, and around the world, through TV5MONDE, alongside a rich diversity of programming from the international Francophonie.

Expected results:
1)  Canadian content is part of TV5MONDE’s international programming.
     Performance indicator:

• Percentage of Canadian content broadcast on TV5MONDE.

2)  Canadians have access to the wealth and diversity of the international Francophonie through TV5 Québec Canada (TV5 QC).
     Performance indicators:

• Number of Canadian households with access to TV5 QC.

• Percentage of TV5 QC programming originating from the international Francophonie (except Canada).

Outputs:
1)  Contribution agreement (TV5 QC).
     Performance indicator:

• Implementation of contribution agreement.

2)  Grant to TV5MONDE.
     Performance indicator:

• Implementation of grant agreement.

Fiscal Year of Last Completed Evaluation: 2007-08

Decision following the Results of Last Evaluation: Continuation

Fiscal Year of Planned Completion of Next Evaluation: 2012-13

General Targeted Recipient Group:

• Other: TV5 Québec Canada (a non-profit organization), TV5MONDE (a corporation under French law)

Initiatives to Engage Applicants and Recipients:
Not applicable as only two named recipients are eligible for funding from TV5 Program, TV5 Québec Canada and TV5MONDE.

Name of Transfer Payment Program: Museums Assistance Program

Start date: 1972-73

End date: Open

Fiscal Year for Ts & Cs: 2011-12

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

Program Activity: Heritage

Description: The Museums Assistance Program (MAP) supports heritage institutions and workers in the preservation and presentation of heritage collections. MAP provides financial assistance to Canadian museums and related institutions for activities that facilitate Canadians’ access to our heritage, foster the preservation of Canada’s cultural heritage, and foster professional knowledge, skills and practices related to key museum functions. In support of the Youth Employment Strategy, MAP helps heritage organizations to create summer employment and internship opportunities for Canadian youth through the heritage components of Young Canada Works. Under MAP's financial authority, Movable Cultural Property grants are provided to assist designated institutions to acquire cultural property threatened with export or available in international markets.

Expected results:
1)  Heritage organizations foster capabilities in key museum functions.
     Performance indicator:

• Percentage of recipients reporting an impact on key museum functions.

2) Heritage organizations have access to resources to preserve heritage including Aboriginal cultural heritage.
     Performance indicator:

• Percentage of recipients reporting an impact on heritage preservation.

3)  Heritage organizations provide opportunities for Canadians to access heritage.
     Performance indicator:

• Number of venues providing exhibitions and other programming products/activities.

Output:
1)  Grants and contribution agreements.
     Performance indicator:

• Number of applications approved.

Fiscal Year of Last Completed Evaluation: 2009-10  

Decision following the Results of Last Evaluation: Continuation           

Fiscal Year of Planned Completion of Next Evaluation: 2013-14

General Targeted Recipient Group:

• Non-profit Canadian museums and related service organizations
• Aboriginal organizations and governing bodies
• Other: designated institutions or public authorities, including federal departments and Crown corporations (Movable Cultural Property component only)

Initiatives to Engage Applicants and Recipients:
Updated information for the Museum Assistance Program, the heritage component of Young Canada Works and the Movable Cultural Property’s grant program is made available on the Department’s website. When additional methods of communication are advisable, the national office provides messages for dissemination by the regional offices to reach the targeted audiences.

Name of Transfer Payment Program: Celebration and Commemoration Program

Start date: 2008

End date: 2013

Fiscal Year for Ts & Cs: 2008-09

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

Program Activity: Promotion of and Attachment to Canada

Description: The Celebration and Commemoration Program aims to support or create opportunities for Canadians to celebrate/commemorate their history, diversity and achievements through a two-fold approach that includes the Celebrate Canada 11-day period culminating on July 1 with Canada Day celebrations and a theme-based dynamic approach to celebrating and commemorating significant people, places, symbols, anniversaries and events. These activities are delivered in collaboration with other federal departments, agencies, regions, partners and stakeholders. The Program provides opportunities to bring Canadians together in their communities to discover and appreciate the richness and diversity of Canadian society and to show their sense of belonging to Canada and pride in being Canadian.

Expected results:
1)  Canadians participate in community celebrations and commemorations, and celebrations of national significance.
     Performance indicator:

• Number of participants at local and national activities.

2)  Increased sense of pride and belonging to Canada.
     Performance indicator:

• Percentage of Canadians who agree that national celebrations and commemorations are a good way to share, express and appreciate their Canadian identity.

3)  Coordinated federal approach to celebrations and commemorations.
     Performance indicator:

• Percentage of members attending meetings of the Interdepartmental Commemorations Committee.

Outputs:
1)  Grants and contribution agreements signed under the Celebration and Commemoration Program.
     Performance indicator:

• Number of grants and contribution agreements signed.

2)  Five-year Commemoration Plan.
     Performance indicator:

• Number of updates to the Five-year Commemoration Plan.

Fiscal Year of Last Completed Evaluation: 2007-08  

Decision following the Results of Last Evaluation: Continuation           

Fiscal Year of Planned Completion of Next Evaluation: 2012-13

General Targeted Recipient Group:

• Non-profit organizations
• For profit organizations where projects are non-commercial in nature
• Other levels of government (provinces/territories and municipalities)
• Other: educational institutions

Initiatives to Engage Applicants and Recipients:

The Department engages applicants and recipients by communicating program information through:

• The departmental website;
• Formal written communication to current funding recipients and interested parties; and,
• Informal verbal and written communication between program officers and current funding recipients/interested parties.

Name of Transfer Payment Program: Exchanges Canada Program

Start date: 2000-01

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

Fiscal Year for Ts & Cs: 2010-11

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

Program Activity: Promotion of and Attachment to Canada

Description: The Exchanges Canada Program provides grants and contributions in support of youth participation initiatives that allow young Canadians to learn about Canada, create linkages with each other and better appreciate the diversity and shared aspects of the Canadian reality. The Program supports not-for-profit organizations to provide Canadian youth with a range of exchange and forum activities to strengthen their sense of belonging to Canada and therefore their sense of Canadian identity. The Program has two components: Youth Exchanges Canada (YEC) and Youth Forums Canada (YFC). YEC funds reciprocal homestay exchanges for young Canadians, and also includes the Summer Work / Student Exchange sub-component, which provides summer job opportunities for 16 and 17 year-olds in their second official language. YFC enables young Canadians to connect with one another through forums, study sessions and workshops of interest to them. The Exchanges Canada website also provides a single window to information on a wide range of exchanges available in Canada.

Expected results:

1)  Young participants enhance their knowledge and understanding of Canada.
     Performance indicator:

• Percentage of participants who report enhanced knowledge and understanding of Canada.

2)  Young participants connect and create linkages with one another.
     Performance indicator:

• Percentage of participants who report having created new ties with other young Canadians as a result of the exchange.
  

3)  Young participants enhance their appreciation of the diversity and shared aspects of the Canadian experience.
Performance indicators:

• Percentage of participants who report having a better understanding of what Canadians have in common.
• Percentage of participants who report having a better appreciation of how diverse Canada is.

Outputs:
1)  Grants and contribution agreements in support of youth exchanges.
     Performance indicator:

• Number of grants and contribution agreements.

2)  Information available to Canadians about youth exchanges.
     Performance indicator:

• Number of people accessing information about youth exchanges.

Fiscal Year of Last Completed Evaluation: 2009-10

Decision following the Results of Last Evaluation: Continuation           

Fiscal Year of Planned Completion of Next Evaluation: 2014-15

General Targeted Recipient Group:

• Non-profit organizations
• Other levels of government (provinces/territories)
• Other: educational institutions

Initiatives to Engage Applicants and Recipients:

• Sending an invitation letter to prospective applicants to submit a funding application to the Youth Forums Canada component of the Exchanges Canada program for 2012-13.
• Holding stakeholder meetings with current recipients, for discussion and information sharing.

Name of Transfer Payment Program: Katimavik Program

Start date: 1997-98

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

Fiscal Year for Ts & Cs: 2011-12

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

Program Activity: Promotion of and Attachment to Canada

Description: The Katimavik Program, delivered by an independent, not-for-profit organization, the Katimavik-OPCAN Corporation, is a national youth volunteer and training program that provides young Canadians with the opportunity to learn more about their country and create ties with communities and with other Canadians. The objectives of the Program are to contribute significantly to the personal, social and professional development of the participants; to promote community service; and to offer a diverse experience, fostering a better understanding of the Canadian reality. Groups of youth generally aged 17 to 21 participate in a six- or nine-month program and collaborate on projects that involve volunteer work, training and group interaction, in various regions of Canada, including French-speaking and English-speaking communities.

Expected results:

1)  Participants value Canada and its diversity.
     Performance indicator:

• Percentage of participants indicating that they value Canada and its diversity more since participating in the Program.

2)  Host-community partner organizations improve their capacity to serve their community.
     Performance indicator:

• Percentage of community partners indicating that they have seen their capacity to serve their community improve.

3)  Participants improve their personal, social and professional skills.
     Performance indicator:

• Percentage of participants indicating that they have improved their personal, social and professional skills during their participation in the Program (in accordance with each of the skills covered by the Program).

Output:
1)  Contribution agreement signed under the Katimavik Program.
     Performance indicator:

• Number of contribution agreements signed.

Fiscal Year of Last Completed Evaluation: 2010-11

Decision following the Results of Last Evaluation: Continuation          

Fiscal Year of Planned Completion of Next Evaluation: 2014-15

General Targeted Recipient Group:

• Other: sole-recipient – Katimavik-OPCAN Corporation (non-profit organization)

Initiatives to Engage Applicants and Recipients: N/A

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

Start date: September 1, 2007

End date: March 31, 2012

Fiscal Year for Ts & Cs: 2009-10

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

Program Activity: Engagement and community participation

Description: The Building Communities through Arts and Heritage (BCAH) program provides grants and contributions in support of local festivals and capital projects. Funding is made available to eligible stakeholders presenting arts and heritage festivals, events and activities that place emphasis on local engagement. Its objective is to engage citizens in their communities through performing and visual arts as well as through the expression, celebration and preservation of local historical heritage. The program has three components: 1) Local Festivals supports recurring festivals, events and activities that involve the whole community and give opportunities to local artists and artisans and/or celebrate local history and heritage; 2) Community Anniversaries supports one-time commemorations through festivals or other activities that celebrate a major anniversary of a significant local person or event; and 3) Legacy Fund supports tangible, lasting capital projects that commemorate or celebrate a major anniversary of a significant local person or event.

Expected results:

1)  Canadians are engaged in the expression, celebration and preservation of local arts and heritage.
     Performance indicators:

• Number of volunteers at BCAH supported events.
• Number of local artists, artisans, and performers of historical heritage activities at BCAH supported events.
• Number of visitors/attendees at BCAH supported events.

Outputs:
1)  Grants and contribution agreements signed under the BCAH program.
     Performance indicator:

• Number of grant letters and agreements signed.

2)  Regional coordination and consultation.
Performance indicator:

• Number of annual coordination and consultation meetings.

Fiscal Year of Last Completed Evaluation: 2011-12  

Decision following the Results of Last Evaluation: Pending           

Fiscal Year of Planned Completion of Next Evaluation: 2016-17

General Targeted Recipient Group:

• Non-profit organizations
• Other levels of government (municipalities)
• Aboriginal governments (First Nations, Inuit and Metis)

Initiatives to Engage Applicants and Recipients:
The program will provide information on its renewal through the departmental website and regional offices, as well as though targeted outreach to organizations, such as the Federation of Canadian Municipalities.

Name of Transfer Payment Program: Aboriginal Peoples’ Program

Start date: 1971-72

End date: Ongoing

Fiscal Year for Ts & Cs: 2011-12

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

Program Activity: Engagement and community participation

Description: The Aboriginal Peoples' Program (APP) focuses primarily on strengthening cultural identity, encouraging the full participation of Aboriginal peoples in Canadian life, and on supporting the continuation of Aboriginal cultures and languages as living elements of Canadian society. APP programming incorporates Aboriginal values, cultures and traditional practices into community-driven activities designed to strengthen cultural identity and enable positive life choices. The APP is composed of two complementary components:

• The Aboriginal Communities Component supports the efforts of Aboriginal communities to develop innovative and culturally appropriate solutions to their social, cultural, economic and other aspirations and improve their community and personal prospects.
• The Aboriginal Living Cultures Component supports the preservation and revitalization of Aboriginal languages and cultures.

Expected results:

1)  Engaged as an integral part of Canadian society, Aboriginal peoples embrace and share their languages and cultures with other Canadians.
    Performance indicator:

• Number of Aboriginal peoples who embrace and share their languages and cultures.

2)  Aboriginal individuals and groups are engaged in activities that strengthen Aboriginal languages, and cultures, and support leadership and community engagement.
    Performance indicators:

• Number of participants who are engaged in leadership and community engagement activities.
• Number of projects funded that incorporate Aboriginal languages, Aboriginal cultures, and support leadership and community engagement.

Output:
1)  Signed grant and contribution agreements.
    Performance indicator:

• Number of agreements.

Fiscal Year of Last Completed Evaluation: 2010-11  

Decision following the Results of Last Evaluation: Continuation           

Fiscal Year of Planned Completion of Next Evaluation: 2014-15

General Targeted Recipient Group:

• Non-profit organizations
• For-profit organizations
• Other levels of government (federal or provincial crown corporations, Nunavut, Northwest Territories)

Initiatives to Engage Applicants and Recipients:
Posting program guidelines and application information on the departmental website.

Name of Transfer Payment Program: Development of Official-Languages Communities Program

Start date: 2009-10

End date: 2013-14

Fiscal Year for Ts & Cs: 2009-10

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

Program Activity: Official Languages

Description: The Development of Official-Languages Communities Program has three components: Community Life, Minority Language Education and Language Right Support. The Program fosters the vitality of Canada's English- and French-speaking minority communities and enables them to participate fully in all aspects of Canadian life. Through partnerships and agreements with community organizations, provinces, territories, municipalities and federal departments and agencies, the Program aims to enhance the capacity of minority official language communities to have greater access to quality education, different programs and services in their language in their communities, as well as linguistic rights support, as guaranteed by the Constitution. Canadian Heritage also supports other federal institutions implementing their obligation to take measures to support the development of official-language minority communities.

Expected results:

1)  Members of official language minority communities (OLMC) have access to programs and services in their language, in their communities.
     Performance indicator:

• Proportion of OLMC members who live within 25 km of local or regional community development organizations.
• Proportion of OLMC members who live within 25 km of arts and culture organizations.

2)  Federal institutions can report appropriately on the results of their activities for the benefits of OLMCs.
     Performance indicator:

• Number of reports on results and action plans as well as inputs for the Official Language Annual Report (OLAR).
• Degree of satisfaction of federal institutions regarding the accomplished work of the Interdepartmental Coordination Directorate (DCI).

Outputs:
1)  Agreements (ex.: cooperation agreements with communities, intergovernmental agreements, agreements with the Council of Education Ministers (Canada), etc.).
     Performance indicator:

• Number of collaboration agreements with communities.
• Number of agreements on education and services with provinces and territories.

2)  Grants and contributions.
     Performance indicator:

• Number of grants and contribution agreements with communities and provinces and territories.

3)  Federal institutions collaborate more extensively to develop and implement concrete measures for the benefit of OLMCs.
     Performance indicator:

• Percentage of Federal institutions (the one judged the most apt according to their mandate to contribute to the development of OLMCs) participating in a collaboration mechanism at a national and/or regional scale.

Fiscal Year of Last Completed Evaluation: 2008-09  

Decision following the Results of Last Evaluation: Continuation 

Fiscal Year of Planned Completion of Next Evaluation: 2012-13

General Targeted Recipient Group:

• Non-profit organizations
• For-profit organizations (for non-profit activities)
• Other levels of government (provinces/territories)
• Other: associations, organizations and foundations

Initiatives to Engage Applicants and Recipients:

• Call letters are sent to client organizations.
• Information is available to client organizations on submission deadlines (Canadian Heritage’s website).
• Negotiate agreements with provincial and territorial governments.

Name of Transfer Payment Program: Enhancement of Official Languages Program

Start date: 2009-10

End date: 2013-14

Fiscal Year for Ts & Cs: 2009-10

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

Program Activity: Official Languages

Description: The Enhancement of Official Languages Program has three components: Promotion of Linguistic Duality, Second Language Learning and Language Right Support. The Program promotes a better understanding and appreciation of the benefits of linguistic duality while offering linguistic rights support as guaranteed by the Constitution. Through partnerships and agreements with the provinces and territories and non-governmental organizations in support of second-language learning and initiatives that foster understanding between Anglophone and Francophone Canadians, the Program encourage the public to recognize and support linguistic duality as a fundamental value of Canadian society. Canadian Heritage also supports other federal institutions implementing their obligation to take measures to promote the full recognition and use of both English and French in Canadian society.

Expected results:

1)  Canadians have a better understanding of and appreciation for the benefits of linguistic duality.
     Performance indicator:

• Percentage of Canadians that have a working knowledge of the second official language.

2)  Federal institutions can report appropriately on the results of their activities for the benefits of the promotion of official languages.
     Performance indicator:

• Number of reports provided on results and action plans.
• Degree of satisfaction of federal institutions regarding the accomplished work of the Interdepartmental Coordination Directorate (DCI).

Outputs:
1)  Grants and contributions.
     Performance indicator:

• Number of grants and contribution agreements with non-governmental organizations and provinces and territories.

2)  Federal institutions collaborate more extensively to develop and implement concrete measures for the benefit of the enhancement of official languages.
     Performance indicator:

• Percentage of Federal institutions (the one judged the most apt according to their mandate to contribute to the enhancement of official languages) participating in a collaboration mechanism at a national and/or regional scale.

Fiscal Year of Last Completed Evaluation: 2008-09

Decision following the Results of Last Evaluation: Continuation           

Fiscal Year of Planned Completion of Next Evaluation: 2012-13

General Targeted Recipient Group:

• Non-profit organizations
• For-profit organizations (for non-profit activities)
• Other levels of government (provinces/territories)
• Other: associations, organizations and foundations

Initiatives to Engage Applicants and Recipients:

• Call letters are sent to client organizations.
• Information is available to client organizations on submission deadlines (Canadian Heritage’s website).
• Negotiate agreements with provincial and territorial governments.

Name of Transfer Payment Program: Hosting Program

Start date: 1967

End date: Ongoing

Fiscal Year for Ts & Cs: 2011-12

Strategic Outcome: Canadians participate and excel in sport.

Program Activity: Sport

Description: The Hosting Program is a key instrument in the Government of Canada’s overall approach to sport development in Canada and aims to enhance the development of sport excellence and the international profile of sport organizations by providing assistance for the hosting of the Canada Games and international sport events in Canada. The Hosting Program offers Canada-at-large a planned and coordinated approach to realizing direct and significant benefits, from bidding and hosting projects, in the areas of sport development, economic, social, cultural and community impacts, across a broad range of government priorities.

Expected results:

1)  Canadian athletes, coaches and officials have opportunities to participate at sport events in Canada funded by Sport Canada.
     Performance indicators:

• Number of competition opportunities for Canadian athletes, coaches and officials at funded events.

Note: Where this number represents the actual number of athletes, coaches and officials.

• Number of athletes from under-represented groups participating at funded events.

Note: where this number represents the actual number of Aboriginal athletes or athletes with a disability.

Output:
1)  Contribution agreements.
     Performance indicator:

• Number of agreements in place during the fiscal year.

Fiscal Year of Last Completed Evaluation: 2010-11

Decision following the Results of Last Evaluation: Continuation           

Fiscal Year of Planned Completion of Next Evaluation: 2015-16

General Targeted Recipient Group:

• Non-profit organizations

Initiatives to Engage Applicants and Recipients:

The Department engages applicants and recipients by communicating program information through:

• The departmental website;
• Formal written communication to current funding recipients and interested parties; and,
• Informal verbal and written communication between program officers and current funding recipients/interested parties.

Name of Transfer Payment Program: Sport Support Program

Start date: 1961

End date: Ongoing

Fiscal Year for Ts & Cs: 2011-12

Strategic Outcome: Canadians participate and excel in sport.

Program Activity: Sport

Description: The Sport Support Program is the primary funding vehicle for initiatives associated with the delivery of the Government of Canada’s commitments to the Canadian Sport Policy. The Sport Support Program funding is aimed at developing athletes and coaches at the highest international levels; providing sound technically-based sport programming for all athletes; increasing the number of Canadians from all segments of society involved in sport; and advancing Canadian interests and values in Canada and abroad. This funding is provided to eligible organizations in support of programming that supports the goals of the Canadian Sport Policy.

Expected results:

1)  Canadians have access to quality sport programs and services.
     Performance indicators:

• Percentage of funded National Sport Organizations that have their coaching programs aligned with Long-Term Athlete Development (LTAD) tenets.
• Percentage of funded organizations that have adopted the current Canadian Anti-Doping Program.
• Number of projects that are completed, as proposed in domestic bilateral agreements. Activity/project refers to a set of activities or functions that a recipient proposes to undertake as per the bilateral agreement.

Output:
1)  Contribution/bilateral agreements.
     Performance indicator:

• Number of agreements in place during the fiscal year.

Fiscal Year of Last Completed Evaluation: 2010-11

Decision following the Results of Last Evaluation: Continuation           

Fiscal Year of Planned Completion of Next Evaluation: 2015-16

General Targeted Recipient Group:

• Non-profit organizations
• Other levels of government (provinces/territories)
• International organizations
• Other: universities, colleges, government research councils and foundations

Initiatives to Engage Applicants and Recipients:

The Department engages applicants and recipients by communicating program information through:

• The departmental website;
• Formal written communication to current funding recipients and interested parties; and,
• Informal verbal and written communication between program officers and current funding recipients/interested parties.

Name of Transfer Payment Program: Athlete Assistance Program

Start date: 1971

End date: Ongoing

Fiscal Year for Ts & Cs: 2011-12

Strategic Outcome: Canadians participate and excel in sport.

Program Activity: Sport

Description: The Athlete Assistance Program (AAP) contributes to the pursuit of excellence through its support for improved Canadian athlete performances at major international sporting events, enabling athletes to combine their sport and academic or working careers while training intensively in pursuit of world-class performances. To this end, the Program identifies and supports athletes already at or having the potential to be in the top sixteen in the world in their sport.

Expected results:

1)  Canadian athletes have the financial resources to achieve higher levels of athletic performance.
    Performance indicator:

• Percentage of athletes agreeing that AAP has made it possible to achieve higher levels of athletic performance (scale is 1 [strongly disagree] to 7 [strongly agree]).

Note: A score of 5-7 on the scale indicates agree.

2)  Canadian athletes access academic opportunities.
    Performance indicator:

• Number of currently and formerly carded athletes using tuition grant (including deferred tuition).

Output:
1)  Grants.
    Performance indicators:

• Number of grants issued during the fiscal year.

Fiscal Year of Last Completed Evaluation: 2010-11

Decision following the Results of Last Evaluation: Continuation           

Fiscal Year of Planned Completion of Next Evaluation: 2015-16

General Targeted Recipient Group:

• Other: athletes and previously carded Canadian high performance athletes, post-secondary educational institutions on behalf or carded-athletes

Initiatives to Engage Applicants and Recipients:

The Department engages applicants and recipients by communicating program information through:

• The departmental Website;
• Formal written communication to current funding recipients and interested parties; and,
• Informal verbal and written communication between program officers and current funding recipients/interested parties.

1. Name of Transfer Payment Program: Grants for research projects and personnel support

2. Start date: October, 2000

3. End date: N/A

4. Fiscal Year for Ts & Cs: 2011-12

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

6. Program Activity: 1.1 – Health Knowledge, 1.2 – Health Researchers, 1.3 – Health Research Commercialization, and 1.4 – Health and Health Services Advances

7. Description: The Canadian Institutes of Health Research (CIHR) provides a wide array of funding programs under this transfer payment program. This includes grant programs which are programs that provide support for the direct costs of research projects, for the training of researchers, or for activities that support the translation of research findings. Other programs provide direct salary and stipend support to individual researchers/scientists and research trainees.

8. Expected results:

• Health research advances knowledge.
• Health research is conducted and translated.
• A strong and talented health research community with the capacity to undertake health research.
• Commercial activity-products patents and intellectual property, companies and employment generated.
• Translation and use of health research takes place as a result of effective funding programs, which can lead to benefits to Canadians.

15. Fiscal Year of Last Completed Evaluation: In section 16 below

16. Decision following the Results of Last Evaluation:

CIHR International Review: 2011/12 - Continuation

1.2.1 Salary Support Programs: 2011/12 - Continuation

1.4.1. Strategic Initiatives:

• National Anti-Drug Strategy: 2009/10 (Implementation Evaluation) - Continuation
• Strategic Training Initiative in Health Research: 2008/09 – Continuation

17. Fiscal Year of Planned Completion of Next Evaluation:

1.1.1 Open Research Grant Program: 2011/12 – Pending Approval

1.4.1. Strategic Initiatives:

• The Regenerative Medicine and Nanomedicine Initiative: 2011/12 – Pending Approval

Also see section - All upcoming Evaluations over the next three fiscal years of supplementary information tables.

18. General Targeted Recipient Group: Health Researchers

19. Initiatives to Engage Applicants and Recipients: CIHR engages applicants and recipients through various forms of social media, electronic newsletters, presentations, discussion forums and consultation processes.

1. Name of Transfer Payment Program: Tri-Council: Canada Graduate Scholarships

2. Start date: 2003-04

3. End date: N/A

4. Fiscal Year for Ts & Cs: 2009-10

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

6. Program Activity: 1.2 – Health Researchers

7. Description: Administered by CIHR, the Natural Sciences and Engineering Research Council (NSERC) and the Social Sciences and Humanities Research Council (SSHRC). CIHR's portion of the tri-agency class grants Canada Graduate Scholarships (CGS) program provides financial support to develop future health researchers at both the Masters and Doctoral levels in all health related fields in Canada, providing them with an opportunity to gain research experience.

8. Expected results:

• Increased capacity to meet demand for highly qualified personnel in the academic, public and private sectors.

15. Fiscal Year of Last Completed Evaluation: 2008/09

16. Decision following the Results of Last Evaluation: Continuation

17. Fiscal Year of Planned Completion of Next Evaluation: See section - All upcoming Evaluations over the next three fiscal years of supplementary information tables.

18. General Targeted Recipient Group: Health Research Trainees

19. Initiatives to Engage Applicants and Recipients: Applicants and recipients are engaged through communication with academic institutions and tri-agency or agency specific electronic communication.

1. Name of Transfer Payment Program: Tri-Council: Networks of Centres of Excellence

2. Start date: October, 2000

3. End date: N/A

4. Fiscal Year for Ts & Cs: 2008-09

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

6. Program Activity: 1.3 – Health Research Commercialization

7. Description: The Networks of Centres of Excellence (NCE) Program is a federal class grants program administered jointly by CIHR, NSERC and SSHRC, in partnership with Industry Canada. Networks are not-for-profit corporations with an established Board of Directors and are unique partnerships among the academic, private, public and not-for-profit sectors. These nation-wide, multidisciplinary and multi-sectoral partnerships connect excellent research with industrial know-how and strategic investment. Networks put in place well-defined strategies to transfer knowledge to users—ensuring that discoveries and technological advances are turned into social and economic benefits for all Canadians.

8. Expected results:

• World-class Networks and Centres connect leading-edge research with industrial know-how and strategic investment.
• Strong linkages and partnerships created between university, government and industry, and other users (NGOs), resulting in the transfer of knowledge and exploitation of leading-edge research results with economic or societal benefits to Canada.

15. Fiscal Year of Last Completed Evaluation: In section 16 below

16. Decision following the Results of Last Evaluation:

• Business-Led Networks of Centres of Excellence: 2011/12 - Pending
• Networks of Centres of Excellence – New Initiatives: 2009/10 – Continuation
• Networks of Centres of Excellence – International Partnership Initiative: 2009/10 – Continuation
• Networks of Centres of Excellence: 2007/08 – Continuation

17. Fiscal Year of Planned Completion of Next Evaluation: See section - All upcoming Evaluations over the next three fiscal years of supplementary information tables.

18. General Targeted Recipient Group: Health Researchers

19. Initiatives to Engage Applicants and Recipients: Applicants and recipients are engaged through various meetings and events as well as through the programs website.

1. Name of Transfer Payment Program: Institute Support Grants

2. Start date: October, 2000

3. End date: N/A

4. Fiscal Year for Ts & Cs: 2008-09

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

6. Program Activity: 1.4 – Health and Health Services Advances

7. Description: The Institute Support Grant program provides funding to select Canadian academic institutions, including universities and teaching hospitals, to assist them in hosting the 13 Institutes of CIHR. The Institutes help CIHR maintain strong ties to Canada's research communities and to understand their needs. Each CIHR-appointed Institute Scientific Director is among the top scientists in his/her field. Institutes help CIHR define its strategic health research priorities and develop research partnerships with other interested parties concerned with health research. Institutes also organize conferences, seminars, and workshops, all with the goal of developing and disseminating health-related knowledge and best practices.

8. Expected results:

• Effective domestic and international health research agendas as well as alliances and partnerships in areas related to the mandate of each Institute.

15. Fiscal Year of Last Completed Evaluation: 2005/06

16. Decision following the Results of Last Evaluation: Continuation

17. Fiscal Year of Planned Completion of Next Evaluation: See section - All upcoming Evaluations over the next three fiscal years of supplementary information tables.

18. General Targeted Recipient Group: CIHR Institute Scientific Directors

19. Initiatives to Engage Applicants and Recipients: Applicants and recipients are extended members of the organization. Scientific directors regularly participate in CIHR meetings.

1. Name of Transfer Payment Program: Tri-Council: Canada Excellence Research Chairs

2. Start date: 2010-11

3. End date: 2017-18

4. Fiscal Year for Ts & Cs: 2011-12

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

6. Program Activity: 1.2 – Health Researchers

7. Description: Administered by CIHR, NSERC and SSHRC. The Canada Excellence Research Chair program aims to support the development of a world-class workforce crucial to the innovation process, positioning Canada as a magnet for the world's top researchers and graduate students, and promoting the development and application of leading-edge knowledge.

8. Expected results:

• Attract world-leading researchers, trainees and other research professionals to Canada;
• Enhance research capacity in Canadian universities in areas of priority for Canada;
• Increase awareness of chair holder research and research excellence in Canada;
• Strengthen relationships with receptors of innovation and research insights;
• Brand Canada as a global destination of choice for excellence in research and higher learning

15. Fiscal Year of Last Completed Evaluation: In section 16 below

16. Decision following the Results of Last Evaluation: Canada Research Chairs Program: 2010/11 - Continuation

17. Fiscal Year of Planned Completion of Next Evaluation: See section - All upcoming Evaluations over the next three fiscal years of supplementary information tables.

18. General Targeted Recipient Group: Health Researchers

19. Initiatives to Engage Applicants and Recipients: Applicants and recipients are engaged through regular communication and the CERC website.

1. Name of Transfer Payment Program: Tri-Council: Centres of Excellence for Commercialization and Research

2. Start date: 2007-08

3. End date: N/A

4. Fiscal Year for Ts & Cs: 2012-13

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

6. Program Activity: 1.3 – Health Research Commercialization

7. Description: Administered by CIHR, the Natural Sciences and Engineering Research Council (NSERC) and the Social Sciences and Humanities Research Council (SSHRC). CIHR's portion of the tri-agency class grant Centres of Excellence for Commercialization and Research program supports the operation of commercialization and/or research Centres that bring together people, services, and infrastructure to position Canada at the forefront of breakthrough innovation in health and related life sciences and technologies.

8. Expected results:

• Accelerate the commercialization of leading edge technologies, goods, services in priority areas where Canada can significantly advance its competitive advantage.
• Create, grow and retain companies in Canada that are able to capture new markets with breakthrough innovations.
• Brand Canada as the host of internationally recognized centres of excellence.
• Attract investment (including foreign direct and venture capital investments); and
• Strengthen domestic and international collaboration and ensure that benefits spill over to a wide array of firms, sectors and regions of the country.
• Open up new opportunities for Canadian researchers to access world-class research equipment, facilities and networks.
• Attract and retain top research talent from around the world.
• Provide high quality post-graduate and post-doctoral training in innovative and internationally competitive research.

15. Fiscal Year of Last Completed Evaluation: Centres of Excellence for Commercialization and Research: 2009/10

16. Decision following the Results of Last Evaluation: Continuation

17. Fiscal Year of Planned Completion of Next Evaluation: See section - All upcoming Evaluations over the next three fiscal years of supplementary information tables.

18. General Targeted Recipient Group: Health Researchers

19. Initiatives to Engage Applicants and Recipients: Applicants and recipients are engaged through various meetings and events as well as through the programs website.

1. Name of Transfer Payment Program: Tri-Council: Vanier Canada Graduate Scholarships

2. Start date: 2008-09

3. End date: N/A

4. Fiscal Year for Ts & Cs: 2008-09

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

6. Program Activity: 1.2 – Health Researchers

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

8. Expected results:

• Contribute to making Canada a more attractive destination for international students and making Canada's scholarship initiatives more internationally competitive.

15. Fiscal Year of Last Completed Evaluation: None

16. Decision following the Results of Last Evaluation:

17. Fiscal Year of Planned Completion of Next Evaluation: See section - All upcoming Evaluations over the next three fiscal years of supplementary information tables.

18. General Targeted Recipient Group: Health Research Trainees

19. Initiatives to Engage Applicants and Recipients: Applicants and recipients are engaged through communication with academic institutions and directed tri-agency or agency specific electronic communication as well as being provided information through a program specific website.

Name of Transfer Payment Program: International Development Assistance

Start Date: April 1, 2012

End Date: N/A

Fiscal Year for Ts & Cs: 2011-2012

Strategic Outcome: Reduction in poverty for those living in countries where the Canadian International Development Agency engages in international development.

Program Activities:

• Fragile states and crisis-affected communities
• Low-income countries
• Middle-income countries
• Global engagement and strategic policy
• Canadian engagement for development

Description:

The objective of the Canadian International Development Agency (CIDA) transfer payment program is to reduce poverty for those living in countries where CIDA engages in international development.

This objective is in line with the intent of the Official Development Assistance Accountability Act, which states that expenditures reported to Parliament as Official Development Assistance (ODA) must contribute to poverty reduction, take into account the perspectives of the poor, and be consistent with international human rights standards. Furthermore, ODA may be provided for the purposes of alleviating the effects of a natural or man-made disaster or other emergency occurring outside Canada. CIDA is the lead department responsible for Canada’s Official Development Assistance. The majority of the Agency’s activities are consistent with the Act. However, CIDA’s transfer payment program does not preclude activities falling outside the scope of the Act given stated limitations.

The Programming Classes described in the financial table below constitute the means for attainment of CIDA’s results. More precisely, in order to meet its program objectives, the Agency has developed three specialized classes of grants and contributions: bilateral, multilateral and partnerships with Canadians programming.

Expected results by program activity:

Program activity:  Fragile states and crisis-affected communities

Expected result: 

Increased access to essential health services and education by vulnerable female and male children and youth in crisis-affected communities.

Performance indicators:

• Percentage of children under-five receiving appropriate and timely treatment for malaria and other major diseases.
• Percentage of vulnerable or crisis-affected girls and boys enrolled in school.

Expected result:

Increased access to income opportunities including jobs and development of micro, small enterprises, particularly for vulnerable and marginalized women, men and youth.

Performance indicator:

• Percentage of economically-active women, men and youth employment.

Expected result:

Enhanced responsiveness of humanitarian assistance to address the immediate needs of crises-affected populations.

Performance indicator:

• Percentage of Consolidated Appeals funding requirements that are met.

Program activity:  Low-income countries

Expected result:

Increased sustainable agricultural production by rural poor women, men and youth.

Performance indicators:

• Annual production of agricultural goods in targeted regions of CIDA interventions.
• Rate of adoption by farmers (m\f) of new farming techniques and new crop varieties in targeted regions of CIDA interventions.

Expected result:

Increased health services to mothers, newborns and children under five.

Performance indicator:

• Percentage of live births attended by an accredited health professional.

Expected result:

Increased accountability of public and civil institutions to respond to the needs of women, men and children.

Performance indicator:

• Average program rating (on a five-point scale) of progress of Canadian International Development Agency low-income countries of focus toward achieving this result.

Program activity:  Middle-income countries

Expected result:

More competitive local economies, especially for micro, small and medium-sized, and women-led enterprises in poorer areas.

Performance Indicator:

• Level of integration of micro, small, and medium-sized enterprises in local and regional markets per country.

Expected result:

Increased access to quality education for marginalized female and male children and youth, in particular those living in remote communities.

Performance indicator:

• Total net enrolment ratio in primary education, both sexes.

Expected result:

Strengthened citizen participation to sustain social and economic progress.

Performance indicator:

• Average program rating (on a five-point scale) of progress of Canadian International Development Agency middle-income countries of focus toward achieving this result.

Program activity:  Global engagement and strategic policy

Expected result:

Increased effectiveness of Canadian development cooperation through engagement with, and investment in, multilateral and global organizations, to address humanitarian and development challenges.

Performance indicator:

• Progress in global food security, health, education, and employment rates in developing countries.

Expected result:

Increased ability to advance Canada’s development priorities in Canada and globally.

Performance indicators:

• Evidence of Canadian influence (e.g., G8 summits, Organisation for Economic Co-operation and Development /Development Assistance Committee, the media) in shaping the international development agenda.
• Coherence between aid and non-aid policies (e.g., foreign, defence, environment and immigration).

Program activity: Canadian engagement for development

Expected result:

Improved health and education services for marginalized women, men, girls and boys.

Performance indicator:

• Ratings (on a five-point scale) of 15-20 representative initiatives of how Canadian partners have helped to transform basic service delivery in underserved communities.

Expected result:

Enhanced income opportunities, including rural livelihoods for poor women, men and youth.

Performance indicator:

• Ratings (on a five-point scale) of 20 representative initiatives of how Canadian partners have contributed to increased income opportunities and livelihoods for poor women, men, youth in rural and urban areas.

Expected result:

Increased engagement of Canadians as global citizens in international development initiatives.

Performance indicator:

• Ratings (on a five-point scale) of at least 5 participants for each of 10 representative partners’ initiatives regarding the value of their participation for increasing their engagement and knowledge of international development.