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Minister's Message

Last year, Canada was the last country to fall into the global recession. Today, our economy is beginning to emerge in the strongest position of any advanced country in the world. Investment and key stimulus measures as part of Year 1 of Canada's Economic Action Plan provided continued results and helped set Canada apart from its G-8 counterparts in terms of economic strength.

In 2009-2010, Industry Canada worked quickly with its Portfolio Partners to deliver timely and targeted stimulus initiatives. Composed of Industry Canada and 10 other agencies, Crown corporations and quasi-judicial bodies, the Portfolio helps the department to build a more productive and competitive economy.

Industry Canada works closely with the National Research Council of Canada (NRC) to position Canada as a leader in the global knowledge economy. Last year, the Government of Canada invested $200 million over two years in the NRC Industrial Research Assistance Program to temporarily expand its initiatives for small and medium-sized businesses. NRC was successful in commercializing its technologies and issued 135 license agreements in 2009-2010, a 22 percent increase since 2008-2009, to support the economic growth in industry sectors including information technology, manufacturing and bioproducts.

Moving forward, Industry Canada will continue to ensure that the jobs and industries of the future are created right here in Canada. We will follow through on delivering existing stimulus plans and continue to support government priorities. This means ensuring that we have the right conditions and regulatory frameworks in place to encourage investment in Canada, increasing support for R&D to improve Canada's long-term competitiveness and developing a digital economy.

I will work with the Industry Portfolio Partners, the private sector and other governments to enhance Canada's productivity and create the foundation for strong, sustainable and balanced growth.

It is my pleasure to present this year's Departmental Performance Report for the National Research Council of Canada.

President's Message

I submit for tabling in Parliament, the 2009-2010 Departmental Performance Report for the National Research Council of Canada.

In 2009-2010, NRC was able to find the balance between pursuing goals related to the Federal Science and Technology (S&T) Strategy Mobilizing Science and Technology to Canada's Advantage and efficiency measures arising from the Strategic Review exercise.

The report demonstrates the spirit of NRC employees pursuing excellence as they enhance Canadian innovation working across institutes, across disciplines and with collaborators across Canada and around the world. NRC's eleven technology cluster initiatives are an example of a partnership approach that supports the federal S&T Strategy, through accelerating the commercialization of new technologies, products, processes and services, and by building S&T capacity in key sectors and regions. Since 2003, the technology cluster initiatives have demonstrated contribution to improved Canadian productivity with significant growth in private sector firm participation, in private sector investment in research and development (R&D), and in the number of R&D employees working within the technology clusters. Targeted NRC R&D in key industry sectors links to federal priorities in S&T and to NRC's Industrial Research Assistance Program (NRC-IRAP) to support the growth of innovative Canadian firms, provide jobs and develop technologies that enhance the lives of Canadians. NRC-IRAP has been a key stimulus mechanism in Canada's Economic Action Plan, receiving a boost of $100 million in the past year alone that has allowed it to fund projects in over a thousand additional firms, which supported over five thousand additional jobs for Canadians. In 2009-2010, NRC R&D touched the lives of Canadians in many ways, including by supporting Canada's Olympic Winter Games with transportation based on innovative clean energy technologies and by helping Canadian athletes with detailed analysis to enhance their aerodynamics and bring home a record number of Olympic medals.

I was appointed to lead the National Research Council in April 2010. As NRC approaches the end of its five year strategy, I will be undertaking a strategic renewal exercise to further strengthen the organization's position as a key science, technology and innovation agency that is aligned with national priorities and a key supporter of Canadian productivity and competitiveness.

Mr. John McDougall, President

Section I – Overview

1.1 Raison d'être and Responsibilities

NRC Mandate

Under the National Research Council Act, NRC's authorities include:

• Undertaking, assisting or promoting scientific and industrial research in different fields of importance to Canada;
• Providing vital scientific and technological services to the research and industrial communities;
• Investigating standards and methods of measurement;
• Working on the standardization and certification of scientific and technical apparatus and instruments and materials used or usable by Canadian industry;
• Operating and administering any astronomical observatories established or maintained by the Government of Canada;
• Administering NRC's research and development activities, including grants and contributions used to support a number of international activities;
• Establishing, operating and maintaining a national science library; and
• Publishing and selling or otherwise distributing such scientific and technical information as the Council deems necessary.

NRC Operating Environment

The federal S&T Strategy, Mobilizing Science and Technology to Canada's Advantage, was launched in May 2007 laying out a plan to build three key advantages for Canada: an Entrepreneurial Advantage, a Knowledge Advantage, and a People Advantage. NRC has unique attributes that support the three Advantages in the federal S&T Strategy and shape its operating environment, including:

Entrepreneurial Advantage

• The ability to help companies move from discoveries in the laboratory to the development, prototyping and commercialization for the global marketplace.
• The ability to put together national programs for delivery in regions across the country.
• A national S&T infrastructure positioned to improve Canada's innovation capacity in existing and emerging fields of research by building networks for researchers and businesses, training highly qualified personnel, creating new technology-based companies and jobs, and transferring knowledge and technology to Canadian companies.
• The capacity to adopt an integrated approach that brings research, technologies and industrial links together in delivering its mandate to provide access to international S&T infrastructures.

Knowledge Advantage

• Leading-edge knowledge generation capability through publications in refereed journals, conference proceedings, and technical reports.
• The capability to bring together multi-disciplinary research teams to tackle issues of national importance.
• The skills to manage research projects towards specific outcomes as well as long-term goals.

People Advantage

• A core strength of over 4,500 talented and dedicated people who are engaged in over 1100 research collaborations valued at over $800 M.

NRC Accountability Framework

NRC is a departmental corporation of the Government of Canada, reporting to Parliament through the Minister of Industry. NRC works in partnership with the members of the Industry Portfolio to leverage complementary resources and exploit synergies in areas such as increasing the innovation capacity of firms through S&T, facilitating the growth of small- and medium-sized enterprises (SMEs) and fostering the economic growth of Canadian communities. NRC's Council provides strategic direction and advice to the President and reviews organizational performance. The President is the leader, responsible for fulfilling corporate strategies and delivering results. Each of six Vice-Presidents (Life Sciences, Physical Sciences, Engineering, Technology and Industry Support, Human Resources and Corporate Management) has responsibility for a portfolio of research institutes, programs, centres or corporate branches. In addition, the Secretary General is responsible for NRC governance and accountability, ethics, conflict of interest, communications and corporate relations, corporate policy, and strategy and performance management.

1.2 Program Activity Architecture (PAA) 2009-2010

Strategic Outcome	Program Activity	Sub-Activity
An innovative, knowledge-based economy for Canada through research and development, technology commercialization and industry support	Research and Development (R&D)	NRC – Biotechnology Research Institute NRC – Institute for Biological Sciences NRC – Institute for Biodiagnostics NRC – Institute for Marine Biosciences NRC – Plant Biotechnology Institute NRC – Institute for Microsctructural Sciences NRC – Institute for Information Technology NRC – Institute for National Measurement Standards National Institute for Nanotechnology NRC – Steacie Institute for Molecular Sciences NRC – Herzberg Institute of Astrophysics NRC – Institute for Aerospace Research NRC – Institute for Research in Construction NRC – Institute for Ocean Technology NRC – Institute for Fuel Cell Innovation NRC – Institute for Chemical Process and Environmental Technology NRC – Industrial Materials Institute NRC – Genomics and Health Initiative Tri-University Meson Facility (TRIUMF) NRC – Canadian Hydraulics Centre NRC – Centre for Surface Transportation Technology
	Technology and Industry Support (TIS)	NRC – Industrial Research Assistance Program NRC – Canada Institute for Scientific and Technical Information
	Internal Services	Governance and Management Support Resource Management Services Asset Management Services

The Research and Development (R&D) Program Activity is undertaken for strategic fields of science and engineering leading to the application of innovative technologies through commercialization and technology transfer in key economic and national S&T priority areas. These priority areas are: environmental science and technologies; natural resources and energy; health and related life science technologies; and information and communications technologies. Through these priority areas, NRC contributes to wealth generation for Canadians, in alignment with the Government of Canada's S&T strategy, and to one of the Government of Canada's outcomes: an innovative and knowledge-based economy. It also provides national science infrastructure for the benefit of industry, universities and government collaborators, such as facilities in astronomy and astrophysics and metrology.

The Technology and Industry Support (TIS) Program Activity includes the provision of technology assistance, financial support and commercialization assistance to SMEs; dissemination of scientific, technical and medical information to industry, government and universities; and business-focused support to NRC executives and managers.

1.3 Performance Summary

2009-2010 Financial Resources ($ millions)

Planned Spending	Total Authorities	Actual Spending
705.2	990.1	931.0

2009-2010 Human Resources (FTEs)

Planned	Actual	Difference
4,504	4,508	4

The Planned Spending amount of $705.2 M represents the best known amount at the time the Main Estimates were prepared. The Total Authorities includes Planned Spending, amounts from Budget 2009, amounts from Supplementary Estimates, and other statutory authorities. The difference between the Planned Spending and the Total Authorities is $284.9 M ($140.0 M for Canada's Economic Action Plan, $71.9 M for personnel costs ($38.3 M for retroactive payments under collective bargaining; $11.4 M for severance pay, pay-in-lieu of notice and maternity leave; and $22.2 M for employee benefit plans), $69.4 M in other statutory authorities, $3.6 M in other). The $59.1 M difference between the Total Authorities and the Actual Spending is unspent funding from statutory revenues of $46 M, frozen allotments of $9 M and a lapse of $4 M in transfer payments. Human resource utilization is expressed in units of Full Time Equivalent (FTE). The variance between planned and actual FTE values is discussed in Section 2.3.4.

Note: Except where noted otherwise, all financial results are reported on a cash accounting basis for historical comparability.

Strategic Outcome 1: An innovative, knowledge-based economy for Canada through research and development, technology commercialization and industry support.

Performance Indicators	Targets	2009-2010 Performance
Percentage change in private sector client capacity for innovation through growth of client firms. Growth in client capacity for innovation is measured using the annual R&D expenditures of client firms and the number of technical staff devoted to R&D in client firms.	Establish baseline by FY 2009-2010 with a 10% increase in client innovation capacity in subsequent years	NRC developed a statistical and econometric framework for measuring the economic impacts of its research and activities on its clients in comparison with non-clients. The analysis focuses on growth in client innovation capacity and NRC's influence on that growth. NRC worked with Statistics Canada to build the performance comparison models from 6 SME databases. Modeling and data analysis of over 10,000 client and matched non-client firms was completed and the results are under review with Statistics Canada. Preliminary results are positive and statistically-significant. Final results are anticipated during 2010-2011.

Program Activity	2008-2009 Actual Spending ($ millions)	2009-2010 ($ millions)				Alignment to Government of Canada Outcomes
		Main Estimates	Planned Spending	Total Authorities	Actual Spending
Research and Development	455.6	439.8	439.8	556.3	497.9	An Innovative and Knowledge-based Economy
Technology and Industry Support	189.9	184.8	184.8	328.0	309.8
Internal Services	112.4	80.6	80.6	105.8	123.3
Total	757.9	705.2	705.2	990.1	931.0
Note: Due to rounding, figures may not add to totals shown. The difference between planned and actual spending for Internal Services is due to the existing budget allocation methodology, which results in an artificially low budget or planned spending allocation for Internal Services. This discrepancy in financial reporting for Internal Services will be remedied with implementation of the new 2010-2011 Program Activity Architecture.

Contribution of Priorities to Strategic Outcome

Operational Priorities	Type	Linkages to Strategic Outcome 1
Priority 1 – Support Canada's S&T Strategy	New	NRC contributed to its strategic outcome of an innovative, knowledge-based economy for Canada through research and development, technology commercialization and industry support by aligning with Canada's S&T Strategy.
Performance status – Met All1 NRC contributed to Canada's Knowledge and Entrepreneurial Advantages by focusing on solutions-oriented R&D – Working with industry, NRC brought timely solutions to market in the federal S&T priority areas: natural resources and energy, health and life sciences and technologies, environmental science and technology, and information and communications technologies. Some examples include: Natural Resources and Energy: NRC helped develop BC Transit's fleet of 20 fuel cell electric buses for Whistler in time for the 2010 Olympic Games. Health and Life Sciences and Technologies: NRC signed a technology transfer and co-development agreement with a major pharmaceutical company to move a LPS-vaccine platform for Meningitis B, a leading cause of meningitis, into clinical development. Environmental Science and Technologies: NRC engineered an innovative approach to employing pollution-hungry bacteria to clean contaminated sites. Information and Communications Technologies: NRC provided Canadian photonic developers and manufacturers a world-class commercial-grade facility to fabricate photonic device prototypes. NRC also contributed to Canada's People Advantage by providing employment opportunities for over 600 research associates and recent post-secondary graduates to develop and enrich their skills.
Priority 2 – Support and conduct R&D in key industry sectors	Ongoing	NRC examined the economic importance, R&D intensity, and potential NRC impact of Canada's Industry Sectors and arrived at key industry sectors. The identified key sectors depend on innovation for their growth and competitiveness, and accordingly, benefit the most from the resources and knowledge which NRC can provide.
Performance status – Met All1 To ensure maximum impact of its activities, NRC aligned its efforts with defined critical needs and opportunities within the key industry sectors identified and supported research challenges of national importance. These key sectors include: aerospace; agriculture; automotive; biopharma; information and communications technologies; and construction. For example, NRC deployed its nanotechnology capabilities to develop new advanced bio-composite materials that could increase the competitive advantage of Canadian manufacturers while contributing to overall industry initiative to "green" the production of aircraft parts in the aerospace sector. In the agriculture sector, NRC plant scientists found a gene that boosts the productivity and resilience of canola. NRC also worked on developing simulation tools for lithium-ion batteries in partnership with three companies, to reduce time-to-market for commercialization of emerging battery technologies for use in the automotive sector. In the biopharma sector, NRC assisted a Canadian company with the developoment of targeted molecular therapies for Alzheimer's disease. In the information and communication technologies sector, NRC completed a wireless sensor demonstration project to address issues affecting the indoor environment of commercial spaces, in support of the construction sector. NRC also delivered 12 product and process innovations to the construction and related industries. Although Manufacturing and Materials, Medical Devices and Chemicals had been identified as key sectors, further assessment and consultation with key stakeholders revealed that these would be better addressed through consolidation with current NRC initiatives: manufacturing-intensive industry sector areas, Health and Wellness, and Sustainable Energy. In Manufacturing and Materials, NRC worked with 3 major Canadian primary materials producers to implement a unique real-time process monitoring technology. In Medical Devices, NRC created a medical device to evaluate the level of consciousness in individuals with brain trauma. Under Chemicals, NRC worked with Syncrude Canada Ltd and Shell Canada to develop cleaner and more efficient techniques to separate bitumen from sand and clay. Further details can be found on NRC's Web site.
Priority 3 – Provide integrated industry support that engages key players	Ongoing	The Canadian innovation system comprises all the organizations that support and conduct research, and transform new knowledge into new products and services for sale into both domestic and international markets. NRC strengthened the Canadian innovation system by supporting regional and national research and development organizations, assisting individual firms improve their own innovation capacity through specialized advisory services and providing relevant and challenging work experience for recent university graduates to develop the next generation of highly qualified research and development personnel.
Performance status – Met All1 NRC established a substantial presence of 11 technology clusters across the country. As part of NRC's technology clustering initiatives (TCIs) in these communities, the organization's research institutes act as hubs, offering cluster players state-of-the-art, federally funded laboratories and equipment, incubation space and critical business development mentoring. NRC's TCIs accelerated the commercialization of new technologies, products, processes and services, and furthered S&T capacity in key sectors and regions. NRC played a critical role in promoting and sustaining the innovation activity of small- and medium-sized enterprises to position Canada as a leader in the global knowledge economy. NRC enhanced Canada's Knowledge Advantage by leveraging its unique S&T and innovation resources to help businesses exploit solutions and opportunities by connecting Canadian R&D organizations to knowledge and expertise produced nationally and around the world. In addition, NRC offered companies the chance to co-locate at its world-class research spaces known as Industry Partnership Facilities (IPFs). These facilities not only provided access to outstanding research facilities, but also access to research expertise and services to innovative technology-driven companies. NRC provided access to international technology, expertise, resources or distribution networks through licensing agreements, strategic alliances, personnel exchanges and management contracts. For example NRC's Canada Institute for Scientific and Technical Information (NRC-CISTI) responded to over 1,200 requests for customized reports to facilitate research and commercialization decisions. NRC's Industrial Research Assistance Program (NRC-IRAP) provided $231 M to 3,827 innovation projects that supported 11,928 jobs and 781 recent graduates.

 

Management Priorities	Type	Linkages to Strategic Outcome 1
Priority 4 – Ensure effective program management for a sustainable organization	Ongoing	NRC must be a sustainable and agile national research and innovation organization for Canada in order to achieve its outcome.
Performance status – Met All1 NRC put in place a new integrated planning and performance management process, tools and structures to ensure alignment with priorities, and improved reporting of financial and non-financial information for management decision-making and transparency. The new system was launched in 2009-2010 to enable the collection and reporting of both financial and performance information across the organization against the NRC Program Activity Architecture (PAA). The information contained within the system is used for management decision-making and for reporting to external stakeholders such as the Science Technology and Innovation Council. The Management Accountability Framework (MAF) rating for the utility of the corporate performance framework moved from 'needs improvement' to 'strong'. To address identified gaps, NRC worked to further integrate project risk management and investment planning practices within the overall business planning and performance management process. NRC continued the integration of risk management into institute and corporate planning, as well as implementation of a corporate balanced scorecard with relevant indicators to monitor progress against the NRC 2006-2011 Strategy, Science at Work for Canada.

1.4 Risk Analysis

Canada's federal S&T Strategy speaks to a need to enhance Canadian productivity and competitiveness through innovation. However, global competition is growing with major R&D investments by countries such as the United States and China.

NRC is looking at how to grow its relevance to Canada in light of the evolving Canadian and global environment, and how best to manage the resultant risks in order to achieve its objectives. In 2009-2010, NRC put particular focus on addressing the following key risks and related issues, as identified within the analysis and findings of its annual Corporate Risk Profile (CRP):

• funding and financial pressures (direct and indirect) resulting from factors including the economic downturn, Strategic Review, rising operational costs and several sunsetting program funds;
• continued suitability of NRC's direction for implementation of its Strategy given the changes that have taken place in the environment, as well as the factors raised above; and
• limited awareness and knowledge of NRC's role and contributions among critical stakeholders.

Work was undertaken on a number of fronts to manage the key risks identified above, such as:

• Financial strategies: NRC had gone through an internal strategic re-alignment, prior to the externally driven strategic review to help focus allocation of resources. These resources continue to be increasingly eroded by inflation and the growing costs of an increasingly senior and experienced workforce. To address funding and financial pressures, a number of measures were put in place. Short-term measures included tightened restrictions on travel and hospitality, efficiency reviews and a moratorium on external hiring. Longer-term measures include increased research focus, increased revenue generation and investigating alternative business models. The SAP Business Intelligence Tool, now implemented and in use, will facilitate financial information management and reporting with linkages to non-financial performance. A financial dashboard is accessible as a monthly report, and NRC continues to undertake quarterly reviews of its financial situation. A financial control framework is in place, as well as audited annual financial statements, commentary, and analyses.
• Strategy re-assessment: A mid-term assessment of NRC's 2006-2011 Strategy was carried out to better understand the degree of implementation success to date, lessons learned, and how best to move forward. The assessment identified a number of required adjustments. Recommendations included establishing an appropriate governance model to optimize NRC's impact, defining and clearly communicating updated criteria for decision-making on priorities for the future, and ensuring a process is in place for strategic investment decisions with a good balance between short and long term research. Furthermore, implementation of new Treasury Board policies on project management and investment planning are expected to affect many of the issues around investment decisions.
• Stakeholder relationships: A strategy to build stakeholder relationships has also been developed by NRC's Communications and Corporate Relations Branch to address the issue of awareness and knowledge of NRC's role and contributions. To date, senior executive and senior management have been engaged to: 1) more strategically target and engage the right stakeholders; and 2) ensure the right key messages are in place for communications. Good progress was made over the summer of 2009-2010 with more than 30 ceremonies associated with NRC-IRAP successes and a dozen other announcements related to NRC. Internal communications was enhanced through a revamped Web site, with other initiatives including a Speaker's Bureau Pilot Project, in place for 2010. The objectives of the latter, in particular, are to: build NRC's public profile and to better manage and expand our key relationships; promote and coordinate speaking opportunities for NRC science-speakers; and serve as a key tool in positioning NRC by showcasing our scientific achievements, building awareness, and creating excitement about Canadian science and technology.

The annual CRP also identified Human Resource (HR) challenges associated with capacity and workforce renewal (attraction and retention, succession planning) as areas of high risk in addition to the priority ones identified above. This is of particular note given the nature of NRC's activities being heavily reliant on the highly specialized skills and knowledge of scientific and technical personnel. HR strategies have been developed to review its executive talent, increase the rigour around workforce planning (development, training), and put in place an improved HR performance management system.

Opportunities – NRC will be undertaking a strategic renewal exercise to address the risk challenges identified and further strengthen the organization's position as a key science, technology and innovation agency that is aligned with national priorities and a key supporter of Canadian industrial productivity and competitiveness. NRC is well positioned to contribute to issues of national importance. It has a presence across the country, with multi-disciplinary scientific and technical expertise, experienced in addressing complex issues. NRC can also more visibly demonstrate its effectiveness in bridging the national innovation gap by moving new science, technology and knowledge from universities and federal labs to commercialized products and services, by working closely to support private sector industry.

1.5 Expenditure Profile

Actual spending for fiscal year 2009-2010 was $931.0 M, which was an increase of $173.3 M over fiscal year 2008-2009. The largest component of this increase was related to the $140.0 M received from Budget 2009 for Canada's Economic Action Plan. When the Economic Action Plan amount is removed, the average spending over the period from fiscal 2007-2008 to 2009-2010 is $773.3 M. This amounts to an average annual increase of less than 0.9% per year over this three year period.

(*) excluding Canada's Economic Action Plan
[D]

1.6 Canada's Economic Action Plan

Budget 2009, Canada's Economic Action Plan, was designed to provide $4.9 B in new S&T investments, one of the most substantial S&T investments in Canadian history. Through these investments, the government strengthens the economy, builds the future of Canadian S&T, and advances our nation's position amongst global innovation leaders. The initiatives funded below contribute to Canada's long-term competitiveness and improved quality of life for Canadians. All were delivered using existent NRC salary resources.

Temporary Expansion of the NRC Industrial Research Assistance Program:
Under this initiative, NRC will have received by 2010-2011 a total of $200 M over two years to enable it to temporarily expand its existing initiatives under NRC-IRAP for SMEs. This included $170 M to double the Program's contribution to firms, and $30 M to help companies hire new post-secondary graduates under its Youth Employment Program.

NRC-IRAP Canada's Economic Action Plan Spending ($ millions)

2009-2010 Planned	2009-2010 Actual	2010-2011 Planned
100.0	97.6	100.0
NRC-IRAP Expected Result through Canada's Economic Action Plan: SMEs in Canada have merit-based access to effective and efficient innovation support resulting in increased wealth.

Performance Indicators	Targets	Performance Summary
Number of firms assisted	720 firms by March 2010	1,355 firms
Number of graduates placed	333 graduates by March 2010	488 graduates

Budget 2009 also provided NRC-IRAP with an additional $27.5 M from the Federal Economic Development Agency for Southern Ontario (FedDev Ontario). These funds were provided to NRC through an agreement with Industry Canada to support economic and community development of SMEs in Southern Ontario. For further details refer to Section 2.2.1.

NRC-IRAP (FedDev Ontario) Spending ($ millions)

2009-2010 Planned	2009-2010 Actual	2010-2011 Planned
27.5	27.3	42.8
Note: The values shown reflect grants and contributions to SMEs. The 2010-2011 planned value includes $26.6 M from the Community Adjustment Fund (CAF) that has been added to NRC's reference levels under FedDev Ontario.

Modernizing Federal Laboratories (MFL):
Under this initiative, NRC will have received a total of $19.07 M of infrastructure stimulus over two years, which was used to address deferred maintenance issues and to generally modernize facilities across Canada that support research in areas of national importance such as health and wellness, sustainable energy, manufacturing, and metrology. Additional details are available in Section 2.3.1.

MFL Canada's Economic Action Plan Spending ($ millions)

2009-2010 Planned	2009-2010 Actual	2010-2011 Planned
8.710	8.710	10.360

Performance Indicators	Targets	Performance Summary
Program completion by 2010-2011	Approximately 80 projects by March 2011	On track with 54 projects completed by March 2010
Number of jobs created	Approximately 145,000 hours of labour by March 2011	On track with 67,000 hours of labour completed by March 2010

Accelerated Federal Contaminated Site Action Plan (FCSAP):
Under this initiative, NRC will have received by 2010-2011 $4.84 M of infrastructure stimulus over two years to remediate contaminated areas in an effort to clean up the environment and improve safety. Works associated with this initiative commenced in 2009 and will continue into 2010-2011.

FCSAP Canada's Economic Action Plan Spending ($ millions)

2009-2010 Planned	2009-2010 Actual	2010-2011 Planned
2.380	2.380	2.455

Performance Indicators	Targets	Performance Summary
Program completion for 2010-2011	Approximately 13 projects (assessment, remediation, risk management) by March 2011	All projects are on track. See Section 2.3.1 for details.
Number of jobs created	Approximately 15,000 hours of labour	This data will be compiled at the completion of the Initiative in March 2011.

1.7 Voted and Statutory Items

($ millions)

Vote Number or Statutory Item (S)	Truncated Vote or Statutory Wording	2007-2008 Actual Spending	2008-2009 Actual Spending	2009-2010 Main Estimates	2009-2010 Actual Spending
55	Operating expenditures	422.9	429.6	397.6	430.5
60	Capital expenditures	45.1	42.4	42.4	51.2
65	Grants and contributions	148.1	141.8	140.6	271.0
(S)	Spending of revenues pursuant to the National Research Council Act	96.7	87.2	79.0	110.2
(S)	Contributions to employee benefit plans	57.6	56.5	45.7	67.9
(S)	Spending of proceeds from Disposal of Crown Assets	0.7	0.1		0.2
(S)	Collection Agency Fees	0.0	0.0		0.0
(S)	Loss on foreign exchange		0.3
Total		771.1	757.9	705.2	931.0
Note: Due to rounding, figures may not add to totals shown. Values shown as zero are non-zero values which, due to rounding, display as "0.0".

The difference between Main Estimates and Actual Spending in 2009-2010 is discussed in Section 1.3. The increase to employee benefit plan spending in 2009-2010 is due primarily to collective bargaining.

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