ARCHIVED - 2010-2011 RPPs - Up-Front Multi-Year Funding

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

Program activity: Business Risk Management

Name of recipient: Canada Pork International (CPI)

Start date: June 22, 2009

End date: September 30, 2013

Description:
The purpose of this initiative is to provide the recipient with the Pork Marketing Up-Front Multi-Year Fund in support of the Canadian pork sector in order to build recognition for Canadian pork products and diversify and expand export markets for the industry and enhance export capacity. The expected results of this initiative include an increase in the recognition of the safety and quality of Canadian pork products in foreign markets, an increase in pork exports and market share in targeted countries and a greater participation of stakeholders in export capacity building activities.

($ millions)

Total Funding	Prior Years' Funding	Planned Funding 2010-11	Planned Funding 2011-12	Planned Funding 2012-13
17.0	17.0	-	-	-

Summary of annual plans of recipient:
Canada Pork International has provided their annual 2009-10 business plan. The plan outlines the strategy and tactics to be used in increasing Canadian pork exports to key markets such as: Japan, South Korea; China, Hong Kong and Taiwan; Russia; and Mexico.

CPI is also finalizing a longer–term strategic marketing plan that will serve to guide their market development focus over the length of the program. This four-year plan will serve as the base for updates of the annual business implementation plan in the remaining years of the program.

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

URL of recipient site: http://www.canadapork.com/cpi.html

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

Program activity: Business Risk Management

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

Start date: December 14, 2006

End date: March 31, 2022

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

($ millions)

Total Funding	Prior Years' Funding	Planned Funding 2010-11	Planned Funding 2011-12	Planned Funding 2012-13
15.0	15.0	-	-	-

Summary of annual plans of recipient:
In accordance with article 9 of their funding agreement, CAPI submitted their required plans: Policy Research Plan FY 2009-10 and Business Plan FY 2009-10 in July 2009 (extension granted from March 2009). Their 2010-11 plans will be submitted to AAFC in March 2010.

CAPI's research priorities are guided by their overall strategic vision: Agriculture and Agri-Food providing solutions that contribute to the quality of life of Canadians and to the profitability of the sector.

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

Generally, their Business Plan establishes the accounting procedures to manage the AAFC-CAPI agreement and the overall budget and cash flow projections and establishes other governance guidelines.

CAPI's activities in the next few years will focus on: an Integrated Health and Agri-Food Strategy for Canada (a Summit will be held in February 2010 to develop a roadmap to elaborate upon the steps and policies needed to implement the strategy); Case Studies on Canadian Ingredients; Sustainability; and Viability. CAPI also undertakes activities that serve to identify emerging issues, seek partners, provide a third party perspective and promote policy dialogue. Focus on different activities may shift as they provide their new Research plans for the upcoming years depending on emerging priorities.

URL of recipient site: http://www.capi-icpa.ca

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

Program activity: Engagement and community participation

Name of recipient: National Aboriginal Achievement Foundation

Start date: 2003-2004

End date: N/A

Description: The National Aboriginal Achievement Foundation (NAAF) promotes the development and education of Aboriginal peoples and their professional advancement in Canadian society through the implementation of such initiatives as the Blueprint for the Future, Post-Secondary Education Program, the National Aboriginal Achievement Awards and Taking Pulse. Overall, the Foundation's programs are made possible through the support of the federal government, corporate sponsors, charitable foundations and individual donors.

The Foundation's core focus continues to be providing scholarships for Aboriginal students. NAAF is the largest supporter of Aboriginal education outside the federal government. In 2003–2004, Canadian Heritage provided a $12M endowment for the establishment of an Aboriginal Post-Secondary Scholarship Program. An additional endowment of $10M was approved in March 2007. Investment revenues of the endowment are used to award scholarships and bursaries to Aboriginal post-secondary students across Canada.

This Endowment Fund encourages higher levels of achievement in education to help Aboriginal Canadians gain the skills and learning needed to fully contribute to the economic life of their communities and Canadian society.

($ millions)

Total Funding	Prior Years' Funding	Planned Funding 2010-11	Planned Funding 2011-12	Planned Funding 2012-13
22.0	22.0	n/a	n/a	n/a

Summary of annual plans of recipient: The NAAF is a nationally registered non-profit organization devoted to excellence and to providing the tools necessary for Aboriginal youth to achieve brighter futures. NAAF encourages and empowers Aboriginal youth by providing important career planning information, by connecting youth with industry and by providing financial support for post-secondary studies in all disciplines.

The objectives of the NAAF are to:

- Actively assist Aboriginal peoples by providing financial resources that will allow them to pursue further education and professional development.

- Encourage young Aboriginal peoples to discover their talents and realize their potential by creating awareness of the full spectrum of career development possibilities in all areas.

- Encourage the retention and cultivation of language and culture by financially supporting Aboriginal organizations and initiatives related to cultural preservation.

- Instill pride—individually and collectively—in the Aboriginal community.

- Identify and honour the exemplary achievements of Aboriginal peoples in all areas of endeavour so that their accomplishments can serve as inspiration to young people.

- Raise the Canadian public's awareness of the contributions that First Nations, Inuit, and Métis peoples have made to Canada.

The multi-year agreement enables the NAAF to leverage resources; to recognize excellence and role models in Aboriginal communities; to inform and motivate youth regarding potential career options; and to provide Aboriginal youth with bursary and scholarship awards to achieve brighter futures and support Aboriginal cultural projects. The target populations for NAAF Programs are First Nations, Inuit and Métis peoples across Canada.

Scholarships and Youth Initiatives
Scholarships and youth initiatives include the NAAF's Blueprint for the Future (BFF) activities—scholarships and bursaries awarded through the Education Program. The BFF is a series of one-day career fairs that provide Aboriginal high-school students valuable resources and information on career opportunities while promoting education as significant to labour market participation. Events are held across the country.

More than 30,000 Aboriginal students from across the country have attended BFF career fairs over the event's 10-year history. Students across Canada have had the opportunity to meet experts in their fields, learn about individual career options, the education and training required for those options, and employment trends in these areas. Planned career fairs include:

- In Fiscal Year 2009–2010: Prince Rupert, BC and St. John's, NL (subject to confirmation)

The NAAF's Education Program encompasses the Post-Secondary Scholarship Program, which disburses approximately $2M a year to First Nations, Inuit and Métis students across Canada. NAAF scholarships cover three categories: Fine Arts and Cultural Projects; Health Careers; and Post-Secondary Education.

The NAAF will support post-secondary studies that are a minimum of two academic years at an accredited university, college or CEGEP for the pursuit of a certificate, diploma or degree. An exception is made for one-year upgrading or certification programs after the completion of a Bachelor's Degree, or specialization certificates of one year if an applicant has an existing diploma or degree. Study outside of Canada is eligible for jury consideration when the student is enrolled in graduate studies towards Master's or PhD degrees.

The NAAF monitors and tracks students who receive bursary and scholarship awards. On an annual basis, students are asked to complete questionnaires regarding their current studies and future plans. A final report is prepared annually.

URL of recipient site: http://www.naaf.ca

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

Program activity: Official Languages

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

Start date: 2001-2002

End date: Perpetual

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

The goal of the Institute is to increase research on issues related to official-language minority communities. More and improved research will ensure that leaders of minority-language communities and officials responsible for developing public policy will have a better understanding of the issues that affect the development of Canada's Francophone and Anglophone minority communities.

($ millions)

Total Funding	Prior Years' Funding	Planned Funding 2010-11	Planned Funding 2011-12	Planned Funding 2012-13
10.0	10.0	n/a	n/a	n/a

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

URL of recipient site: http://www.icrml.ca/index.php?lang=en

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

Program activity: Heritage

Name of recipient: Trans Canada Trail/Sentier transcanadien

Start date: December 2003

End date: March 2010*
* The Department is currently considering a possible extension until March 2012.

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

The Trail will connect Canadians from all regions of the country with each other, their environment, and Canada's cultural and natural diversity.

($ millions)

Total Funding	Prior Years' Funding	Planned Funding 2010-11	Planned Funding 2011-12	Planned Funding 2012-13
15.0	15.0	n/a	n/a	n/a

Summary of annual plans of recipient: Over 15,525 kilometres of the Trans Canada Trail (TCT) have already been built, with only 6,475 kilometres remaining. The TCT Five-Year Strategic Plan 2010-2015 calls upon the trail building community and related entities, individual citizens, corporate Canada, all levels of government and those trade sectors that benefit most from trail use to join with them in completing the Trail by 2017, as a national legacy and celebration project for Canada's 150th anniversary of Confederation. The plan outlines the following key action steps: Generate Funding, Build Reputation (branding), Facilitate Trail Building, Promote the Benefits of the Trail, Drive Trail Use and Develop Organizational Strength. TCT is also currently developing a Master Plan that will contribute to the maintenance and sustainability of the Trail after completion.

URL of recipient site: http://www.tctrail.ca/

Strategic outcome: Canadians participate and excel in sport

Program activity: Sport

Name of recipient: Grant to the 2010 Games Operating Trust

Start date: 2004-2005

End date: perpetual

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

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

Sustainable social, economic, cultural and sports benefits for Canadians are the overall strategic goals for hosting the Olympic Games. Beyond maintaining and operating the three principle venues, the 2010 Games Operating Trust will provide the needed funding to continue high-performance programming for Canadian athletes at these venues and elsewhere in Canada.

($ millions)

Total Funding	Prior Years' Funding	Planned Funding 2010-11	Planned Funding 2011-12	Planned Funding 2012-13
55.0	55.0	n/a	n/a	n/a

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

URL of recipient site: http://www.vancouver2010.com

Strategic outcome: Successful integration of newcomers into society and promotion of Canadian citizenship

Program activity: Citizenship Program

Name of recipient: Global Centre for Pluralism (GCP)

Start date: 2006–2007—One Time Conditional Grant (Endowment)

End date: Perpetual

Description: The GCP is a not-for-profit organization, co-founded by the Aga Khan Development Network and the Government of Canada, which addresses a global gap in institutions that advocate pluralism as a foundation for new governance, peace and human development at the international level. The mission of the GCP is to promote pluralism as a fundamental human value and cornerstone of peace, stability and development. The Centre will pursue its mandate through four core functions: (1) sustaining an international policy dialogue on pluralism in governance, elections, judicial systems, media and education to help factions integrate in states at risk; (2) providing programs for academic and professional development; (3) fostering research and learning on pluralism; and (4) fostering and sharing the results of research and learning on pluralism. These activities will target primarily the developing world, offering a platform from which existing organizations and experts on pluralism in Canada can reach an international audience.

Total Funding	Prior Years' Funding	Planned Funding 2010–2011	Planned Funding 2011–2012	Planned Funding 2012–2013
$30 million*	$30 million*	Nil	Nil	Nil

* This funding was provided on a one-time basis when the Multiculturalism Program was part of the Department of Canadian Heritage.

Summary of annual plans of recipient:

Recipient's objectives

When fully operational, the GCP will serve as a global repository and source for knowledge and know-how about fostering pluralistic values, policies and practices in a variety of settings. As specified in the funding agreement, the GCP will foster international policy dialogue; support academic and professional development; provide advisory services; and support research and learning.

Recipient's performance expectations

Action Priorities 2010

In 2010, the Centre's newly appointed Board of Directors will begin work based on the following five priorities:

• Activate the Centre's governance structure: The Board will establish its mandated standing committees—Executive, Audit and Investment—and appoint any outstanding officers of the corporation. The members will appoint the auditors.
• Recruit the Centre's inaugural executive team: A three-person executive team is proposed. The Secretary-General will lead the Centre; the Deputy Secretary will manage development of its programmatic and outreach capacities; and the Director of Finance and Administration will develop the Centre's financial and administrative capacities, and oversee the building renovation.
• Launch the rehabilitation of 330 Sussex Drive: The Board of Directors will confirm the architect selection; review progress toward the development of a stakeholder "precinct plan" for the river and street front of the property; and authorize the development of temporary office space to house the Centre.
• Program review and planning: The Board will review programming to date to prepare for systematic strategic planning with the Secretary-General.
• Outreach and communications planning: The Board will review outreach and communication needs.

Link to recipient's site: www.pluralism.ca

Strategic outcome: Successful integration of newcomers into society and promotion of Canadian citizenship

Program activity: Citizenship Program

Name of recipient: Ukrainian Canadian Foundation of Taras Shevchenko

Start date: 2008–2009—One-time Conditional Grant

End date: Funding agreement governing endowment ends in May 2023

Description: In appreciation of the historical significance of the First World War internment, the Government of Canada provided a conditional grant of $10 million to the Ukrainian Canadian Foundation of Taras Shevchenko (the Foundation) for the establishment and management of an endowment fund, known as the Canadian First World War Internment Recognition Fund (the Fund) for all affected communities. Through calls for proposals managed by the Foundation, applicants are invited to apply to the Fund for financial support for activities that commemorate, acknowledge and educate Canadians about the experiences of communities affected by the First World War internment in Canada, and the contributions of these communities to the shaping of this nation. The Fund was established under the Community Historical Recognition Program. A funding agreement to establish this endowment was signed in Toronto on May 9, 2008. The funding agreement will remain in effect for 15 years.

Total Funding	Prior Years' Funding	Planned Funding 2010–2011	Planned Funding 2011–2012	Planned Funding 2012–2013
$10 million*	$10 million*	Nil	Nil	Nil

* This funding was provided on a one-time basis when the Multiculturalism Program was part of the Department of Canadian Heritage.

Summary of annual plans of recipient:

Recipient's objectives:

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

Recipient's performance expectations:

Due to the global economic situation, the value of the principal of the Fund decreased from its original level of $10 million. At March 31, 2009, the fund had decreased to $8.6 million. The Foundation's primary priority is to rebuild the Fund to its original level and, as such, any income generated will be used first to restore the principal. As a result, the Foundation does not expect to be in a position to fund new projects in the short term.

Link to recipient's site: www.internmentcanada.ca

1) Strategic outcome: CANADA'S INTERNATIONAL AGENDA—The Foundation aims to enhance Canada's links to the Asia-Pacific region and fosters informed decision making in the Canadian public, private and non-governmental sectors.

2) Program activity: Diplomacy and Advocacy

3) Name of recipient: Asia Pacific Foundation of Canada

4) Start date: March 31, 2005

5) End date: Ongoing

6) Description: The Asia Pacific Foundation of Canada, created by an Act of Parliament in 1984, is an independent, not-for-profit think tank on Canada's relations with Asia. The Foundation provides research, analysis and information on Canada's trans-Pacific relations. It promotes dialogue on economic, security, political and social issues related to Canadian interests in Asia Pacific. The Foundation also provides grants to support research on Canada's relations with Asia Pacific. The Foundation is funded primarily by the proceeds of an endowment of $50 million from the Government of Canada.

(in millions of dollars)

7) Total Funding	8) Prior Years' Funding	9) Planned Funding 2010-11	10) Planned Funding 2011-12	11) Planned Funding 2012-13
50.0	50.0	0.0	0.0	0.0

12) Summary of annual plans of recipient: The Foundation's strategic priorities are producing knowledge that matters to Canadian interests, building networks in Canada and across the Pacific, and increasing public awareness regarding Canada--Asia Pacific relations. The three main research clusters are:

1. Asia Pacific Gateway: This project reports on the environmental sustainability, economic diversification and safety aspects related to a physical transportation system.

2. Transnational Migration: This project researches the number and distribution of Canadian abroad, especially in Asia Pacific.

3. Global Asia: This project looks at the implications of Asia Pacific's growing economic, political and strategic importance and the impact of Asia Pacific on Canada.

The Foundation is implementing the recommendations made in the Summative Evaluation report of spring 2009. It is undertaking initiatives to engage in collaborative work with other partners. New products being launched include Asia Business Cases and publications related to current market conditions or events. In addition, the Foundation is upgrading its website to enhance interactivity.

URL of recipient site: www.asiapacific.ca/

1) Strategic outcome: CANADA'S INTERNATIONAL AGENDA—The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.

2) Program activity: Diplomacy and Advocacy

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

4) Start date: January 30, 2003

5) End date: Ongoing

6) Description: CIGI supports world-leading research in the area of global governance, particularly in the area of global economic and financial governance, and furthers Canada's interest in having a stable and well-governed global economic system by bringing together academics, policy analysts and researchers from around the world to discuss and carry out research on current topics and trends.

(in millions of dollars)

7) Total Funding	8) Prior Years' Funding	9) Planned Funding 2010-11	10) Planned Funding 2011-12	11) Planned Funding 2012-13
30.0	30.0	0.0	0.0	0.0

12) Summary of annual plans of recipient: CIGI has drafted a strategic plan following recommendations from its evaluation. The evaluation was completed in 2008 and accepted in 2009.

13) URL of recipient site: www.cigionline.org

1) Strategic outcome: CANADA'S INTERNATIONAL AGENDA—The international agenda is shaped to Canada's benefit and advantage in accordance with Canadian interests and values.

Canada's support of the Forum of Federations (the Forum) aims to enhance Canada's influence internationally by allowing dialogue on the principles and practice of federalism among key opinion leaders and decision makers. The Forum's focus complements Canada's foreign policy priorities, utilizing Canadian expertise to promote good governance and provide assistance to vulnerable states, thereby predisposing other countries to Canadian values and interests. In doing so, the Government of Canada also seeks the participation of provinces and territories in Strategic Council meetings, thus supporting Canada's flexible approach to federalism and promoting a federalism of openness that further enhances the Canadian model abroad.

2) Program activity: Diplomacy and Advocacy

3) Name of recipient: Forum of Federations

4) Start date: April 1, 2005

5) End date: March 31, 2011

6) Description: The conditional grant provided by DFAIT to the Forum of Federations provides concrete help to the Forum in its efforts to promote programs of mutual cooperation and assume an international leadership role on work related to governance and federal political systems. The programs are designed to help develop best practices by providing expertise and promoting exchanges with other countries interested in federal approaches. The Forum's independence, and its ability to draw on both Canadian experience and international resources, responds to the Canadian government's priorities of promoting better governance and greater democracy both at home and abroad and is the best existing mechanism to provide an exploration of comparative federalism. This grant also covers Canada's annual $50,000 contribution as a member of the Forum's Strategic Council, an advisory body to the Forum's Board of Directors consisting of partner governments that have signed a framework arrangement with the Forum.

Funding of Forum activities reaffirms Canada's commitment to the Forum to the world, thus encouraging other governments to partner with the Forum and further promoting its internationalization. The drawdown nature of the grant anticipates an increase in funding from other partners that will diminish Canada's financial commitment in the future as the sole or principal source of funding, while concurrently sending a clear message to foreign governments that Canada supports the important work of the Forum and is committed to its becoming a global organization. The pursuit of internationalization will help to further the Forum's reputation and prominence by integrating a broader base of federal experiences and continuing to attract high-quality international personnel.

On the domestic front, the Forum reflects a core value of our national political identity: Canada's commitment to open federalism. Now that the Forum has established its credibility on the international stage, its neutral status and its expertise could continue to pave the way for further activities in the domestic arena, including as a source of ideas on flexible federalism through its new Canada Program.

(in millions of dollars)

7) Total Funding	8) Prior Years' Funding	9) Planned Funding 2010-11	10) Planned Funding 2011-12	11) Planned Funding 2012-13
20.0	20.0	0.0	0.0	0.0

12) Summary of annual plans of recipient: Due to the incompatibility of planning cycles, specific details related to the upcoming year are unavailable. Annual plans must be approved by the Forum's Board (scheduled to meet in February 2010) prior to presentation to DFAIT.

13) URL of recipient site: www.forumfed.org

1. Strategic outcome: 3. Threats to Canadians and their environment from pollution are minimized.

2. Program activity: 3.2 Climate Change and Clean Air

3. Name of recipient: Sustainable Development Technology Canada (SDTC) -- Sustainable Development Technology Fund (SD Tech Fund) and NextGen Biofuels Fund (NGBF)

4. Start date: March 2001

5. End date: June 2015 for SD Tech Fund; September 2027 for NGBF

6. Description: To stimulate the development and demonstration of Canadian technologies aimed at climate change, clean air, clean water and clean soil

($ million)

Program	7. Total Funding	8. Prior Years' Funding	9. Planned Funding 2010–11	10. Planned Funding 2011–12	11. Planned Funding 2012–13
Notes: * Environment Canada's share is half of the amount indicated with the other half coming from Natural Resources Canada ** Please see also Transfer Payment Programs (TPP) for Grant to the Foundation for Sustainable Development Technology of Canada (SDTC) --NextGen Biofuels Fund (NGBF)
SD Tech Fund	550.0*	550.0*	0.0	0.0	0.0
NGBF**	500.0*	66.3*	75.0*	50.0*	50.0*
Total	1,050.0*	616.3*	75.0*	50.0*	50.0*

12. Summary of annual plans of recipient:

As of June 2009, SDTC's SD Tech Fund has invested $425 million. This amount will be leveraged with an additional $1 billion in contributions from private and public project partners, for a total project value of $1.425 billion. Of these contributions, some 84 percent will come from private sources. According to SDTC, the projects that SD Tech has funded since 2002 have an estimated potential to reduce annual greenhouse gas emissions by 11-27 megatonnes by the end of 2015.

Each year, the SD Tech Fund allocates funds to approved projects and then, over time, disburses those funds. Allocations and disbursements occur on separate timelines. Approximately $100 million per year are projected to be allocated in 2009 and 2010. Annual disbursements are projected to be $50-$60 million in 2009, $70 million in 2010, and $100 million in 2011.

The $66.3 million NGBF in the above table is the amount transferred to date from the Government of Canada to the foundation. In 2010-11, NGBF plans to disburse $87.1 million to approved projects. This $87.1 million will come from funds transferred to NGBF in prior years combined with funds transferred in 2010-11.

SDTC publishes a corporate plan in November of each year which describes plans for the current year and provides a forecast for the following year for both the SD Tech Fund and NGBF. It includes a disbursement plan, planned administration expenditures, objectives and proposed actions, an investment update, operating strategy, and performance expectations. The SDTC Annual Report and a summary of the corporate plan are tabled in the House of Commons by the Minister of Natural Resources, usually in July or August. (www.sdtc.ca/en/news/Executive_Summary-2010.pdf)

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

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1. Strategic outcome: 3. Threats to Canadians and their environment from pollution are minimized.

2. Program activity: 3.2 Climate Change and Clean Air

3. Name of recipient: Federation of Canadian Municipalities' (FCM) Green Municipal Fund (GMF)

4. Start date: Budget 2000

5. End date: In perpetuity

6. Description:

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

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

Under the GMF agreement, the Government of Canada (represented by NRCan and Environment Canada) participates in governance of this revolving fund, along with representatives from the public and private sectors, including municipal officials and technical experts, through a Peer Review Committee and an advisory Council. The FCM Board of Directors approves projects based on the Council's recommendations.

Since the inception of the GMF, $194,927,615 has been disbursed. See GMF Annual Report 2008-2009, Table B1, for detailed information, at the following website, http://www.sustainablecommunities.fcm.ca/about_us/annual_reports/default.asp.

($ millions)

7. Total Funding	8. Prior Years' Funding	9. Planned Funding 2010–11	10. Planned Funding 2011–12	11. Planned Funding 2012–13
Note: *    Environment Canada and NRCan contributed $275.0 million  each
550.0*	550.0	0.0	0.0	0.0

12. Summary of annual plans of recipient:

As required in the Funding Agreement between the Government of Canada and the FCM, the FCM will provide an Annual Statement of Plans and Objectives (ASPO) to the Ministers of Environment and Natural Resources two months before the Fiscal Year begins. Please see the following website for all previous ASPOs available to the public, http://www.sustainablecommunities.fcm.ca/about_us/annual_reports/default.asp.

13. Link recipient's site:

Information on the Green Municipal Fund can be found at the following website, http://www.sustainablecommunities.fcm.ca/GMF

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1.Strategic outcome: 1. Canada's natural environment is conserved and restored for present and future generations

2.Program activity: 1.1 Biodiversity - Wildlife and Habitat

3.Name of recipient: Nature Conservancy of Canada

4.Start date: April 1, 2007

5.End date: In perpetuity

6.Description: The Government of Canada has been partnering with the Nature Conservancy of Canada (NCC) through a grant to support the Natural Areas Conservation Program, the objective of which is to acquire and preserve 200,000 hectares of ecologically sensitive land of national or provincial ecological significance for species at risk or migratory birds, or that connect to existing protected areas such as National Wildlife Areas and National Parks. NCC acquires and preserves land through one of four methods: land purchase; land donations; conservation easements or relinquishment of rights, and works to ensure the long-term stewardship of the lands.

This conservation program is led and managed by the NCC, working in partnership with Ducks Unlimited Canada and other land trust organizations. To ensure that the highest priority sites are targeted for conservation through this Program, the NCC has developed a set of priority areas using a science-based conservation planning process. Land securement is targeted in these areas. Since 2007, 336 properties covering approximately 103,600 hectares have been acquired, protecting habitat for 74 species at risk and other key elements of biodiversity.

($ millions)

7. Total Funding	8. Prior Years' Funding	9. Planned Funding 2010–11	10. Planned Funding 2011–12	11. Planned Funding 2012–13
225.0	116.3	0.0	0.0	0.0

12. Summary of annual plans of recipient: Information on the NCC and its work is provided in the recipient's annual report available at www.natureconservancy.ca.
Annual workplans are prepared by the NCC and approved by Environment Canada. These annual plans highlight the strategically selected priority Natural Areas and the Land Securement and Conservation Planning and Stewardship activities that the NCC will target for the coming year.
The NCC works with a cross-country network of local ecologists and volunteer scientific advisors to help set priorities for conservation work. Work includes the preparation of conservation blueprints for Canada's natural regions. These blueprints help identify priority landscapes where NCC will focus its conservation efforts. The blueprints also document the sites that, if conserved, would secure the long-term survival of species and community types of the ecoregion.
The NCC is now close to completing conservation blueprints for each of Canada's southern ecoregions, which will be used to highlight core areas for conservation and set goals for how much land should be conserved in order to ensure sustainability in the long term.
A key result is that NCC is moving toward targeting entire landscapes for conservation in order to ensure sustainable conservation at the scales appropriate to the needs of the species and habitat needing conservation.

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

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1.Strategic outcome: 2. Canadians are equipped to make informed decisions on changing weather, water and climate conditions

2.Program activity: 2.1 Weather and Environmental Services for Canadians

3.Name of recipient: Canadian Foundation for Climate and Atmospheric Sciences (CFCAS)

4.Start date: April 2000

5.End date: March 2011

6.Description: CFCAS enhances Canada's scientific capacity by funding the generation and dissemination of knowledge in areas of national importance and policy relevance, through focused support for excellent university-based research in climate and atmospheric sciences.
As of August, 2008, the Foundation had invested over $115 million in university-based research related to climate and atmospheric sciences, in 24 collaborative networks, 2 major initiatives, and 158 projects. Several of the networks are linked to international research programs; all involved multiple partners. Leveraged support for the networks has doubled the resources available to them. The Foundation has also hosted or co-hosted a number of workshops and symposia on topics such as extreme weather and Arctic climate, and provided support to international project offices.

($ millions)

7. Total Funding	8. Prior Years' Funding	9. Planned Funding 2010-2011	10. Planned Funding 2011-2012	11. Planned Funding 2012-2013
110.0	60.0 (2000) 50.0 (2003)	0.0	0.0	0.0

12.Summary of annual plans of recipient: The Foundation has received no federal funding since the second cycle in 2003. If no additional funding is received, its support for research will cease in 2010-2011.

13.Link recipient's site: http://www.cfcas.org

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1.Strategic outcome: 1. Canada's natural environment is conserved and restored for present and future generations

2.Program activity: 1.3 Sustainable Ecosystems

3.Name of recipient: Clayoquot Biosphere Trust (CBT)

4.Start date: February 2000

5.End date: In perpetuity

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

($ millions)

7. Total Funding	8. Prior Years' Funding	9. Planned Funding 2010-2011	10. Planned Funding 2011-2012	11. Planned Funding 2012-2013
12.0	12.0 (2000)	0.0	0.0	0.0

12.Summary of annual plans of recipient: The CBT's Core Priority projects begin in this period in support of the themes – Connecting People and Place, Practicing Sustainability and the Biosphere Centre. These are the Biosphere Reserve Youth Council Programs, the Healthy Food, Healthy Community Initiative and establishing a Clayoquot Biosphere Centre. The CBT will build on modest budgets for these multi-year initiatives by pursuing grants and private donations, as well as securing partnerships that can provide financial or in-kind contributions and lead specific project tasks.
CBT will continue to build its fundraising and fund development capacity to bridge the gap between planned budget expenditures and the annual interest and dividend from the Endowment Fund. Fundraising will focus on the Core Priority projects and a Measuring Community Health program. A targeted corporate donor campaign will be implemented and the CBT's website will be improved to allow for individual donations.
Volunteer Advisory Committees will continue to play a critical role in CBT programming, providing technical expertise and ongoing feedback. Four Committees will operate in this period – Culture, Education, Terrestrial, Marine and Aquatic - and the Community Development Committee will be replaced by a Common Ground pilot project. A new Code of Conduct for Advisory Committee volunteers will be implemented.
As the CBT heads into a 2010 UNESCO review, it will engage Biosphere Reserve community members and leaders, securing their feedback on its performance and profile to date. CBT will host a UNESCO review team and work collaboratively to complete the required review and reporting.
Workspace improvements, updated technologies and communications tools and new roles and responsibilities for CBT employees are planned to achieve improved operational effectiveness and efficiencies. A new Code of Conduct for Staff will be implemented.

13.Link recipient's site: http://www.clayoquotbiosphere.org/

Strategic Outcome: Sustainable Fisheries and Aquaculture

Program Activity: Fisheries and Aquaculture Management

Start date: September 1997

End date: None

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

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

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

($ millions)

Total Funding	Forecast Funding 2009-10	Planned Funding 2010-11	Planned Funding 2011-12	Planned Funding 2012-13
30.0	1.0	1.0	1.0	1.0

 

Atlantic Salmon Conservation Foundation

1. Strategic outcome:  Accessible and sustainable health system responsive to the health needs of Canadians.

2. Program activity:   Canadian Health System

3. Name of recipient:  Canada Health Infoway

4. Start date:  March 31, 2003*

* Infoway's original allocation (2001) was governed by a Memorandum of Understanding.  Infoway is presently accountable for the provisions of three active funding agreements, signed in:  March 2003 (encompasses 2001 and 2003 allocations), March 2004, and March 2007.  The first three allocations (totalling $1.2B) were provided as lump sums, whereas the 2007 allocation ($400M) is subject to new conditions; these funds flow to Infoway on an as-needed basis.

5. End date:  March 31, 2012**

**As per the 2007 funding agreement, the duration of the agreement is until the later of:  the date upon which all Grant Funding provided has been expended; or March 31, 2012.

6. Description:

Infoway is a federally funded, independent not-for-profit corporation with a mandate to foster and accelerate the development and adoption of electronic health (eHealth) information and communication technologies with compatible standards on a pan-Canadian basis.

Funding has been allocated to Infoway on four occasions: $500 million in 2001 in support of the September 2000 First Ministers' Action Plan for Health System Renewal to strengthen a Canada-wide health infostructure (with the electronic health record - EHR - as a priority); $600 million in the First Ministers' Health Accord of February 2003, to accelerate implementation of the EHR and Telehealth; $100 million as part of Budget 2004 to support the development of a pan-Canadian health surveillance system; and $400 million as a part of Budget 2007 to support continued work on EHRs and wait times reductions.

It is anticipated that Infoway's collaborative approach, where the federal, provincial and territorial governments participate toward a common goal of modernizing Canada's health information system, will reduce costs through the coordination of effort and avoidance of duplication.  It is further anticipated that eHealth technologies will significantly improve access to health care services, patient safety, quality of care and productivity.

($ millions)

7. Total Funding	8. Prior Years' Funding	9. Planned Funding 2010-11	10. Planned Funding 2011-12	11. Planned Funding 2012-13
$1,600.0	$1,426.22	To be determined***	To be determined***	To be determined***

***As per the 2007 funding agreement, funds are to be disbursed according to the annual cash flow requirements identified by Infoway.  These requirements are to be submitted to the Department within thirty days of each new fiscal year.  Infoway has not yet provided an advance estimate of its 2010-11 to 2011-12 requirements.

12. Summary of annual plans of recipient:

Infoway's overarching goal is as follows:

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

In its 2009-10 Corporate Business Plan, Making Health Information Work Better for Canadians, Infoway indicated the following action areas which will continue into 2010-11 and build upon Infoway's existing business strategies:

• Participation in Healthcare Renewal:  Infoway will continue to support national, jurisdictional and local initiatives to strengthen health care in Canada through a focus on improving various areas, such as access, Aboriginal health care, chronic disease management, and wait time management.  Infoway will also continue to engage with stakeholders on issues such as the Canadian Patient Safety Institute, the Canadian Partnership Against Cancer, the Canadian Mental Health Commission, and the Canadian Institute for Health Information.
• Collaboration with Partners:  Infoway will continue to work with public and private sector partners to implement the pan-Canadian health infostructure.  This will include:  completing strategies to implement its Vision 2015 (for a robust and comprehensive eHealth system); engaging stakeholders to discuss EHR challenges and opportunities and to identify opportunities to collaborate; working with P/Ts to align plans and priorities with Infoway investments; and communicating with vendors.
• Targeting the Investments:  As of March 31, 2009, Infoway had approved $1.58 billion to support 283 projects across the country.  Infoway will continue to support investment in eHealth technologies. 
• Supporting Solution Deployment:  Infoway will continue to provide expertise to support its partners as they implement eHealth technologies and will monitor projects to ensure risk is well-managed.  This will include continued work on:  developing and promoting a common architecture and standards, national solutions (such as pricing agreements), and collaboration with jurisdictions to focus on ensuring the privacy and security of eHealth systems.
• Promoting Solution Adoption and Benefits Realization:  Infoway will implementing its change management services, collaborate with P/Ts and health providers on knowledge dissemination, implement, and continue to evaluate and communicate emerging benefits.

15. Link recipient's site:   www.infoway.ca

1. Strategic outcome: Accessible and sustainable health system responsive to the health needs of Canadians

2. Program activity: Canadian health system

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

4. Start date: 1996-97

5. End date: N/A

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

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

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

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

CHSRF's vision is of timely, appropriate and high-quality services that improve the health of all Canadians. Its mission is to improve the health of Canadians by:

• Capturing the best evidence about how healthcare and other services can do more to improve the health of Canadians;
• Filling gaps in evidence about how to improve the health of Canadians, by funding research; and
• Supporting policymakers and managers to develop the skills needed to apply the best evidence about services to improve the health of Canadians.

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

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

(Denomination)

7. Total Funding (in millions)	8. Prior Years' Funding (in millions)	9. Planned Funding 2010-11 (in millions)	10. Planned Funding 2011-12 (in millions)	11. Planned Funding 2012-13 (in millions)
151.5	1996 - 66.5 1999 - 60 2003 - 25	N/A	N/A	N/A

12. Summary of annual plans of recipient:

CHSRF's total 2010 operating budget is $16.7 million for the ongoing implementation of its 2009-2013 strategic plan. The program of work for 2010 provides for the following under its three strategic priorities and its communications and evaluation activities:

Strategic Priority #1:  Engaging and Supporting Citizens

Programming will focus initially on citizens as governors, i.e., citizens who are engaged in health system decision-making as members of governing boards - whether at institutional, regional or provincial levels. This will be done through an education program for board members called Effective Governance for Quality and Patient Safety, working in partnership with the Canadian Patient Safety Institute (CPSI) and other organizations/groups. CHSRF and CPSI will release a report called Effective Governance for Quality and Patient Safety in Canadian Healthcare Organizations. Time will also be devoted to understanding how patients can better engage in healthcare-related decisions.

Strategic Priority #2: Accelerating Evidence-Informed Change

CHSRF will continue to enroll 28 senior fellows annually in the two-year Executive Training for Research Application (EXTRA) training program designed to achieve: knowledge of research evidence; capacity to draw on system thinking; development of collaborative professional relationships; and the ability to introduce and manage evidence-based change. The admission criteria allow up to four additional fellows from government ministries or departments on a self-funded basis, with the organization providing funds to cover the marginal cost of adding these fellows to the cohort. EXTRA aims to equip health service professionals and their organizations with the skills to find, assess, interpret and use research to better manage the Canadian health care system. Further, this program will see the publication (English and French) of the EXTRA book of 'impact' case studies through the McGill-Queen's University Press (MQUP).

The Capacity for Developmental Research and Evaluation in Health Services and Nursing (CADRE) program - established in 1999 in partnership with the Canadian Institutes of Health Research - will continue to build capacity for applied research through several initiatives, including the four Regional Training Centres, the eleven Chair programs, and the Postdoctoral Awards. The Chairs will complete a manuscript describing their experience and the lessons learned. It will serve as an excellent source of evaluative data as well as a legacy piece of interest to future chairs and funders interested in establishing applied research chair awards. The book launch will take place at the Spring 2010 Canadian Health Services and Policy Research Conference.

Also as part of its capacity development activities, CHSRF will work with the regional training centres and EXTRA, to deliver and co-host the Picking up the Pace 2010 conference, which will serve as a comparative learning event for both the EXTRA community of practice as well as the applied health service research and decision / policy making communities.

CHSRF's Change Initiatives work will identify emerging innovations and successful practices in health services and aid in their enhancement and spread within the health system, leading to the implementation of further successful change initiatives. The focus will be on supporting change-ready organizations and identifying successful change initiatives, while uncovering enablers and barriers for the broader uptake of local innovations. Activities in 2010 will include the identification of key players and their work related to enhancing and spreading change within the health system, and the exploration of how CHSRF can both help organizations implement change initiatives and also support the spread of successful initiatives. CHSRF will also identify and spread the lessons learned from CHSRF-funded initiatives that lead to successful changes and encourage their uptake.

Under its Northern Health Initiative, and encouraged by its recent work with the Nunavut Ministry of Health and Social Services, CHSRF will explore the potential for working with the northern regions by undertaking an environmental scan and needs assessment to uncover key players and their work in the North while assessing needs CHSRF might be able to address. If appropriate, CHSRF will design and implement initiatives including a workshop to be held in the North to discuss how to address a priority issue. CHSRF also expects to provide a two-year Linking Evidence to Action on Decisions (LEAD) grant on territorial remote access, and will be a partner in a commissioned research project for a book on aboriginal healthcare for medical courses

Strategic Priority #3: Promoting Policy Dialogue

As part of this priority, CHSRF will develop a suite of activities aimed at encouraging open and informed dialogue among policymakers and the public, informed by health policy researchers. CHSRF will promote research-informed options to improving Canada's health systems, by engaging health system leaders and the public with research and recommendations that can form the basis for sound policy making.

CHSRF will commission research and programming in a number of areas in health policy, including the success and failure of healthcare reform; the changing public/private split in healthcare; and the impact of the aging population.

CHSRF will continue to build on the objectives of the pan-Canadian working group on primary healthcare which it convened in 2008.

CHSRF will deliver a one-day CEO forum titled Metrics for Healthcare Quality: The Leader's Role during the EXTRA February residency session. The forum is a one-day, invitation-only annual event that brings together CEOs, senior leaders, deputy ministers and prominent experts to share their knowledge, perspective and experience on key issues in healthcare policy and management. It is hosted by CHSRF in collaboration with the Canadian Medical Association and the Association of Canadian Academic Healthcare Organizations.

CHSRF will work to advance the technique and support for evidence-informed policy making.

CHSRF will also continue to build on the success of the Mythbuster, Researcher on Call, and Pass it on! series.

Communications and Public Affairs

This program will support the achievement of CHSRF's corporate strategic priorities; ensure appropriate and effective dissemination of the organization's materials/initiatives to target audiences, and enhance recognition of value of CHSRF initiatives and uptake of evidence presented by CHRSF. Activities will include the redesign of its website and update of underlying technology to make it more user-friendly, cost-effective and reflective of new strategic priorities; a monthly e-bulletin that provides information on CHSRF initiatives and demonstrates the scope of CHSRF work and market it to stakeholders and media; and the development and implementation of a media relations strategy to build relationships with key media and establish a reputation for relevance through regular release of useful and informative products.

Strategic Evaluation

This program will focus on both the development and management of corporate-level evaluation activities and reporting, and on the support of program-level performance management and evaluation through the provision of advice, guidance, and training. Along with ongoing corporate performance management and evaluation, the planned corporate-level activities will include the identification and assessment of the extent and quality of evaluative materials assembled over time at CHSRF; the prioritization of future risk-based evaluation needs; and the development of a centralized data collection process

15. Link recipient's site: http://www.chsrf.ca and http://www.fcrss.ca

1. Strategic outcome: Accessible and sustainable health system responsive to the health needs of Canadians

2. Program activity: Canada Health System

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

4. Start date: April 2008

5. End date: March 2013

6. Description: As part of Budget 2008, the federal government announced its intent to provide $110 million in funding to the MHCC to support five research demonstration projects in mental health and homelessness over five years (2008 - 2013).  The projects will focus on developing best practices and a broader knowledge base with respect to mental health and homelessness, and will strive to make real improvements in the lives of Canada's most vulnerable.

Expected results of this initiative will be:

• the development of a knowledge-base accessible to all jurisdictions;
• the identification of effective approaches to integrating housing supports and the Basket of Necessary Services or other "prerequisites";
• the development of Best Practices and Lessons Learned; produce data that is reflective of mental health issues among Canada's homeless population;
• the identification of  unique problems and solutions for diverse ethno-cultural groups within this population; and
• support improvements at each project site to address fragmentation through improved system integration and support.

(Denomination)

7. Total Funding	8. Prior Years' Funding	9. Planned Funding 2010-11	10. Planned Funding 2011-12	11. Planned Funding 2012-13
$110M	$110M	0	0	0

12. Summary of annual plans of recipient:  The principles, objectives, community engagement and design were outlined in the Project Précis and reiterated in the Commission's 2009/10 -2013/14 Business Plan.

Among the important objectives, the initiative, entitled "At Home/Chez Soi (French)/ Niapin (Cree)", will contribute to building knowledge on how to increase access to adequate housing in combination with the provision of necessary support services, and will result in the development of best practices that will support future interventions and long-term improvements to the lives of Canada's most vulnerable.

Five urban centres across Canada are participating in the demonstration projects: Vancouver, Winnipeg, Toronto, Montreal and Moncton.  Each project focuses on a distinct group of homeless people living with mental illness such as those who also have a substance abuse problem, Aboriginal Canadians and non-English speaking new immigrants. The Commission is working collaboratively with provincial and municipal levels of government, researchers, local service providers and people with lived experience of mental illness and homelessness. All five projects will be in place by 2009/10, with evaluations planned for 2011/12.  

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

Conditional Grant to the Rick Hansen Man in Motion Foundation

1. Strategic Outcome: Accessible and sustainable health system responsive to the health needs of Canadians

2. Program Activity: Canadian Health System

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

4. Start Date: April 1, 2007

5. End Date: March 31, 2012

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

(Denomination $)

7. Total Funding	8. Prior Years' Funding	9. Planned Funding 2010-11	10. Planned Funding 2011-12	11. Planned Funding 2012-13
30,000,000	30,000,000	0	0	Not applicable

12. Summary of annual plans of recipient:   According to the Foundation's Business Plan 2008/2009-2011/2012, project work is underway in the following strategic areas: (1) developing and validating best practice guidelines for emergency response, treatment and access to primary health care; (2) supporting multi-centre clinical trials in acute care, rehabilitation and community settings; (3) Collecting and analyzing data on SCI in Canada; (4) facilitating the adoption and implementation of validated best practices as identified by translational research with the aim of improving treatment care and support.

13. Link recipient's site:  www.rickhansen.com

Strategic outcome: Canada is a world leader on environmental responsibility in the development and use of natural resources.

Program activity: Clean Energy

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

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

Start date: March 31, 2000

End date: In perpetuity

Description:

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

The GMF is equally co-funded by NRCan and Environment Canada (EC), is an arms' length fund representing a strong partnership between the FCM and the Government of Canada. The FCM Board of Directors, formally designated as the decision-making body for the funds, is advised by a 15‑member council with five federal appointees. The Council plays a key role, supported by the FCM secretariat and the GMF Peer Review Committee.

Created in Budget 2000 with an endowment of $125M, the Green Municipal Funds were doubled in Budget 2002 with an additional $125M, consisting of the GMEF and the GMIF.

With Budget 2005, the GMEF and GMIF were merged into one fund known as the Green Municipal Fund (GMF), combining the $250M from the old GMF with the new $300M into a revolving fund. This fund supports grants, loans and loan guarantees and is consistent with the purpose and intent of the original agreements. $150 million dollars of this fund is to be used exclusively to provide loans for the clean‑up and redevelopment of brownfields.

The amount of GMF financing available to municipalities is directly related to the environmental, economic and social benefits of the projects undertaken. Grants of up to 50% to a maximum of $350,000 are available for plans, studies and field tests. GMF can provide below-market financing for capital projects up to 80% of costs to a maximum of $4 million in loans combined with $400,000 in grants. Brownfield projects are eligible for below-market loans only, with no funding limit.

Program Activity:
($ millions)

Total Funding	Prior Years' Funding	Planned Funding 2010-11	Planned Funding 2011-12	Planned Spending 2012-13
550.0*	550.0	-	-	-

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

Summary of annual plans of recipient: The FCM will issue the 2010-2011 Annual Statement of Plans and Objectives by January 30, 2010.

The FCM is expected to issue the 2009-2010 Annual Report by March 31, 2010. It will be posted on the FCM web site noted below.

URL to recipient site: http://www.fcm.ca.

Strategic outcome: Canada is a world leader on environmental responsibility in the development and use of natural resources.

Program activity: Clean Energy

Name of recipient: Sustainable Development Technology Canada (SDTC) for the NextGen Biofuels Fund™

Start date: July 30, 2007

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

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

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

The funding is divided equally between NRCan ($250M) and Environment Canada ($250M) for provision to SDTC. The $200M statutory funds were approved in Bill C‑52, an Act to implement certain provisions of the Budget tabled in Parliament on March 19, 2007. This funding will be requested as required. The remaining funds ($300M) are to be appropriated by Parliament over the period of 2008/09 to 2014/15.

Program Activity:
($ millions)

Total Funding	Prior Years' Funding	Planned Funding 2010-11	Planned Funding 2011-12	Planned Spending 2012-13
* 250.0 Statutory 100.0 Appropriation 150.0	Statutory 20.7 Appropriation 12.5	Statutory 20.0 Appropriation 37.5	Statutory 20.0 Appropriation: 25.0	Statutory 19.3 Appropriation 25.0

* SDTC NextGen Biofuels agreement is $250 million. Environment Canada contributes an equal amount of $250 million.

Summary of annual plans of recipient: SDTC Corporate Plan for 2010 released October 2009. Executive summary posted on website below.

URL to recipient site: www.sdtc.ca.

Strategic outcome: Canada is a world leader on environmental responsibility in the development and use of natural resources.

Program activity: Clean Energy

Name of recipient: Sustainable Development Technology Canada (SDTC) (Statutory payment) – SD Tech Fund™

Start date: March 26, 2001

End date: June 30, 2015

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

Program Activity:
($ millions)

Total Funding For SD Tech Fund	Prior Years' Funding	Planned Funding 2010-11	Planned Funding 2011-12	Planned Spending 2012-13
*550.0	550.0	0.0	0.0	0.0

* Natural Resources contribution toward the SDTC Tech Fund is $275 million. Environment Canada contributed an equal amount of $275 million.

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

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

Funding allocations in 2009 and 2010 are expected to total around $200M. Since SDTC allocates funding based on the merit of applications it does not have strict allocation targets. The anticipated 2009 disbursements are $50M (compared to $42M in 2008) for a total disbursement to date of $144M. Annual project disbursement payments are projected to be approximately $70M and $100M in 2010 and 2011 respectively.

SD Tech Fund ($550 M)

Funding Agreement Three, between the Government of Canada and the Foundation, dated March 31, 2005 for $550 million (SD Tech Fund™), provides the terms and conditions for the Foundation on providing funding for development and demonstration of technologies focusing on climate change, clean air, water and soil. According to SDTC, the 171 projects it has funded since 2002 have an estimated potential to reduce annual greenhouse gas emissions by more than 5 to 12 Mt of CO₂e by 2012 and 9 to 22 Mt of CO₂e by 2015.

URL of recipient site: www.sdtc.ca.

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

Program activity: Community Economic Development

Name of recipient: Primrose Lake Economic Development Corporation

Start date: March 30, 2007

End date: N/A

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

Program Activity: Community Economic Development
($ thousands)

Total Funding	Prior Years' Funding	Planned Funding 2010-11	Planned Funding 2011-12	Planned Funding 2012-13
15,000	15,000	0	0	0

Summary of annual plans of recipient: The focus of the Primrose Lake Economic Development Corporation (PLEDCO) in its first year of operation has been: (i) to establish its governance structure and (ii) to implement the elders program component of the PLEDCO agreement with the Saskatchewan government.

The performance expectations of the PLEDCO are to establish separate funds for income generated by the trust fund and to either re-invest the funds or disburse the funds towards economic development or economic infrastructure projects. On an annual basis, it is expected that approximately $600,000 - $1,000,000 in income will be generated by the trust fund. Projects associated with oilsands, oil and gas, or forestry development could be anticipated in 2009-2010 and 2010-2011, although these projects have yet to be identified.

URL of recipient site: http://www.ainc-inac.gc.ca/ai/mr/nr/j-a2007/2-2839-eng.asp