ARCHIVED - 2011-2012 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 Marketing Fund provides support to Canada Pork International (CPI) to assist the sector in adding value to Canadian pork products allowing for greater differentiation from the competition. This funding will be used by CPI to bolster critical market development; undertake strategic activities to capture greater value from export markets; gain recognition for Canadian pork products and building markets; increase market access for Canadian pork products; and enhance capacity that responds to identified industry needs.

Summary of annual plans of recipient:

CPI's 2010-11 business plan outlines the strategy and tactics to be used in increasing Canadian pork exports to key markets such as Japan, South Korea, China, Hong Kong, Taiwan, Russia, and Mexico.

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

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

Link to recipient's site

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

Program activity: Business Risk Management

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

Start date: December 14, 2006

End date: March 31, 2022

Description:

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

Summary of annual plans of recipient:

In accordance with article 9 of its funding agreement, CAPI submitted the required plans: Policy Research Plan FY 2010-11, Administrative Activities FY 2010-11, and Business Plan FY 2010-11 in January 2010. The 2011-12 Research and Business Plan is expected by the end of January 2011. An interim performance evaluation of CAPI was done by an independant auditor and submitted by CAPI to AAFC in June 2010.

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

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

Link to recipient's site

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 2011*

*The agreement with Canadian Heritage terminates March 31, 2011. Agreement closing procedures will take place in 2011-12, including an update of the 2010 evaluation of the fund's performance. Should a portion of the fund remain unexpended on March 31, 2011, it will be returned to the Consolidated Revenue Fund.

Description: The 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 was 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.

Summary of annual plans of recipient:

The March 31^st, 2010 Trans Canada Trail (TCT) Audited Statements indicate that over 16,574 kilometres (approximately 73.4%) of the TCT have been built, with 6,000 kilometres remaining. The 2010-15 TCT Strategic Plan calls upon the trail building community and related entities, as well as individual citizens, corporate Canada, all levels of government and those trade sectors that benefit most from trail use to join with them in achieving this national legacy by 2017, as a celebration project for Canada's 150^th anniversary of Confederation. The plan has four organizational goals: Generate Funding, Build Reputation, Facilitate Trail Building, Promote the Benefits of the Trail.

Link to recipient's site: http://www.tctrail.ca/home.php?l=en

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

Program activity: Promotion of and Attachment to Canada

Name of recipient: Michaëlle Jean Foundation

Start date: October 1, 2010

End date: March 31, 2020

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

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

To achieve these ends, the Foundation will provide programming in the areas of creative communities, youth action and democracy. The programming will, thus, bring together support for community initiatives, discussion forums and the promotion of citizen participation through social media.

Summary of annual plans of recipient: The first annual plan will be submitted in April 2011.

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

*$3M to be released in 2010-11 from Vote 5. The grant payment will not exceed $7M for the period 2011-12 to 2019-20.

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

Program activity: Engagement and community participation

Name of recipient: National Aboriginal Achievement Foundation

Start date: 2003-04

End date: N/A

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

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

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

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 National Aboriginal Achievement Foundation's mission, working in partnership with Aboriginal, private and public sector stakeholders, is to promote, support and celebrate the achievement of Canada's Aboriginal Peoples.

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.

By motivating and encouraging youth to stay in school through NAAF's Blueprint for the Future Career Fairs NAAF connects students with business and public sector leaders through its national career fair which features role models, workshops, and engaging presentations on employment opportunities. Over its 14-year history 33,000 students have participated in Blueprint Career Fairs nationwide from Halifax and Vancouver, Yellowknife and Whitehorse to Saskatoon, Thunder Bay and Ottawa. This unique and dynamic opportunity has proven time and again its ability to get youth one step closer to fulfilling their dreams.

 - In fiscal year 2010-11: Prince George, BC and Edmonton, AB

The NAAF's Education Program encompasses the Post-Secondary Scholarship Program, which disburses approximately $2 million 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 toward 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.

Link to recipient's site: http://www.naaf.ca

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

Program activity: Official Languages

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

Start date: 2001-02

End date: Perpetual

Description: Thanks to an endowment 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.

Summary of annual plans of recipient:

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

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

Strategic outcome: Canadians participate and excel in sport

Program activity: Sport

Name of recipient: Grant to the 2010 Games Operating Trust

Start date: 2004-05

End date: Perpetual

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

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

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

Summary of annual plans of recipient:

The 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 sport legacy for all Canadians beyond 2010. The Society will hold annual general meetings to determine and approve the annual distribution of funds for the venues and determine if funds are available for related high-performance sport development initiatives. Payments are contingent upon post-Games Operating Agreements provided by the Legacy Venues owners and operators and are monitored regularly by the Society sub-committee. The Society is also committed to undertaking and publicly disclosing its annual audits and financial statements.

Link to recipient's site: http://www.vancouver2010.com

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

Program activity: Multiculturalism for Newcomers and All Canadians

Name of recipient: Global Centre for Pluralism (GCP)

Start date: 2006–2007—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:

• sustaining an international policy dialogue on pluralism in governance, elections, judicial systems, media and education to help factions integrate in states at risk;
• providing programs for academic and professional development;
• fostering research and learning on pluralism; and
• fostering and sharing the results of research and learning on pluralism. These activities will target primarily the developing world, offering a platform from which existing organizations and experts on pluralism in Canada can reach an international audience.

Summary of annual plans of recipient:

In 2011, the Centre’s newly appointed Board of Directors will conclude work initiated in 2010 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.

Undertake program review and planning: The Board will review programming to date to prepare for systematic strategic planning with the Secretary-General.

Undertake outreach and communications planning: The Board will review outreach and communication needs.

URL of recipient site: www.pluralism.ca

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

Program activity: Multiculturalism for Newcomers and All Canadians

Name of recipient: Ukrainian Canadian Foundation of Taras Shevchenko

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

End date: Funding agreement governing endowment ends in May, 2023

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

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

Summary of annual plans of recipient:

Recipient’s objectives:

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

Recipient’s performance expectations:

In 2011–2012, the Foundation will support research and educational projects and a poster contest for children, as well as, upon recommendations from the Endowment Council’s Artifacts Acquisition Committee, continue to acquire internee artifacts while working toward a permanent museum.

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

1. Strategic outcome: Canada's natural capital 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 (NCC)

4. Start date: March 2007

5. End date: Until the total funding is expended

6. Description: The Nature Conservancy of Canada works to ensure the long-term protection of biodiversity by working with private landowners to secure ecologically significant lands that have been identified as priorities for conservation. The Conservancy acquires and preserves private land through one of 4 methods: land purchase, land donations, conservation easements or relinquishment of rights. The goal of the Program is to secure 200 000 ha of private land for conservation.

12. Summary of annual plans of recipient: The Natural Area Conservation Plan (NACP) funding request process relies on the Environment Canada-approved annual NACP Work Plan, which is only generated after each annual NACP Annual Progress Report is submitted to Environment Canada for the previous year. The NACP Work Plan is dependant upon the projects approved by the NACP Program Committee for any given year—meaning that the planned funding for future years is unknown until the NCC determines a required amount and requests it in the NACP Work Plan for the specific year.

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

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

2. Program activity: 2.1.3 Climate Information, Predictions and tools

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

4. Start date: February 2000

5. End date: March 2012

6. Description: To invest strategically in excellent university-based research in climate and atmospheric sciences to do the following:

• provide relevant scientific information to support federal policy making;
• generate better knowledge of climate change and its impacts on the natural environment;
• provide results to help Canada respond to its international environmental commitments; and
• ensure a supply of skilled human resources to meet future environmental challenges.

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 2011–2012

15. Link recipient’s site: www.CFCAS.org

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

2. Program activity: Sustainable Ecosystems: Education and Engagement (1.3.3.4)

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), which is the cornerstone of the Clayoquot Sound UNESCO Biosphere Reserve. The CBT will use the income from the endowment fund to support local research, education and training in the Biosphere Reserve region.

12. Summary of annual plans of recipient:

During 2011–2012, the CBT will focus on the following objectives and deliverables:

• Build a regional network of food access and food security partners;
• Develop a Biosphere Reserve-wide, youth-oriented project that addresses environmental, cultural, scientific and community health issues;
• Implement a Board-led, multi-year strategy and fundraising campaign to support the establishment of a permanent Biosphere Centre;
• Implement a $50,000 Call for Projects;
• Complete a comprehensive environmental conservation/restoration or human health indicator project;
• Maintain the CBT/Genus Scholarship Program and expand it to recognize a wider range of accredited, alternative educational options for graduating students in the region; and
• Increase marketing and promotion of the Biosphere Reserve to raise its profile and secure additional individual and corporate donations for CBT priorities.

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

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

2. Program activity: Climate Change and Clean Air

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

4. Start date: February 2000

5. End date: In perpetuity

6. Description: The Green Municipal Fund (GMF) is a $550-million revolving fund administered by the Federation of Canadian Municipalities (FCM) that supports grants, loans and loan guarantees to encourage investment in environmental municipal projects. The Government of Canada endowed the FCM with the $550 million.

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

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

The GMF was co-funded equally by Natural Resources Canada and Environment Canada, which both manage the fund at arms’ length, creating 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.

Environment Canada peer reviewers provide the GMF and federal council members with expert advice on proposals. The GMF also maintains a secretariat, which provides support and advice to the GMF through its appointed representatives on the GMF Council and Peer Review Committee.

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

12. Summary of annual plans of recipient: As reported in the Green Municipal Fund’s most recent annual statement of plans and objectives (ASPO) for 2010–2011, the expected results for fiscal year 2010–2011 include the following:

Grants for sustainable community plans, feasibility studies and field tests
The FCM is committed to disbursing $6 to $8 million every year in grants for sustainable community plans, feasibility studies and field tests under the funding agreement.

In fulfillment of this requirement, the FCM will make a minimum total of $6 million available for feasibility studies, field tests and sustainable community plans in 2010–2011.

Loans and grants for capital projects
The FCM offers a combination of grants and low-interest loans in support of capital projects. Grants are only offered in combination with loans. Under the funding agreement, the FCM must aim to commit $50 to $70 million per year in loans and $5 to $6 million in grants. The FCM must also aim to disburse $150 million in GMF loans for brownfield projects by March 31, 2012.

In fulfillment of these requirements, a minimum of $50 million in low-interest loans will be available for capital projects in 2010–2011. Of this amount, a minimum total of $20 million will be available for brownfield projects. A minimum total of $5 million will be available in grants for capital projects. This amount has been allocated in line with the funding levels targeted for loans.

Under the provisions of the funding agreement, brownfield projects are not eligible for grants.

Performance measures
To measure and demonstrate the qualitative, quantitative, short-term and long-term success of the GMF, the planned activities for 2010–2011 include the following:

• Implement a results-based measurement and reporting framework that includes environmental, social and economic measures, and is based on the GMF logic model. The framework will also address linkages between GMF-funded initiatives and improvements in quality of life.
• Develop a methodology for aggregating environmental benefits of completed projects over the life of each project. Streamline the environmental results audit process while maintaining compliance with the funding agreement.
• Use study conversion research and analysis to determine the extent to which GMF-funded studies lead to subsequent projects.
• Streamline cash flow management in order to achieve sufficient investment returns for the Fund. Further reduction in the backlog files will allow better cash flow management.
• Implement the Credit Risk Policy and Procedures and integrate the policy into Operations and Business Development to decentralize risk management and align GMF with best practices in risk management. Together with the already implemented Minimum Lending Yield Policy, the Credit Risk Management Policy and Procedures and the Loan Pricing Policy and Procedures will complete the Credit Risk Management Framework and allow for more efficient use of capital at GMF.

Note: For more information on the plans and objectives of the Green Municipal Fund for fiscal year 2010 –2011, refer to the following website: http://gmf.fcm.ca/about_us/annual_reports/,
and click on ASPO 2010–2011, under GMF Annual Statement of Plans and Objectives (ASPO).

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

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

2. Program activity: Climate Change and Clean Air

3. Name of recipient: Sustainable Development Technology Canada (SDTC)

4. Start date:
March 2001 – Sustainable Development Technology Fund (SD Tech Fund)
April 2007 – Next Generation Biofuels Fund (NGBF)

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

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

SDTC finances and supports the development and demonstration of clean technologies that provide solutions to issues related to climate change, clean air, water and soil quality, delivering economic, environmental and health benefits to Canadians. SDTC operates two funds aimed at the development and demonstration of innovative technological solutions:

1. SD Tech Fund ($550 million) – To stimulate the development and demonstration of Canadian technologies aimed at climate change, clean air, clean water and clean soil; and
2. Next-Gen Biofuels Fund (NGBF) ($500 million) – To establish first-of-kind large demonstration-scale facilities producing next-generation renewable fuels.
   

¹ All amounts in this table represent the amounts transferred to SDTC by Environment Canada. An equivalent amount is transferred by Natural Resources Canada.
² All funds to the SD Tech Fund were paid out in prior years.
³ Please also see the Details of Transfer Payment Programs (TPP) for NGBF table.
⁴ SDTC is requesting recapitalization of the SD Tech Fund to start in FY 2010–2011.

12. Summary of annual plans of recipient:
SDTC publishes a corporate plan in November of each year describing plans for the current year and providing 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, an 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.

1. SD Tech Fund
As of June 2010, SDTC’s SD Tech Fund had allocated $478 million to 195 projects, with a forecast to allocate the remaining $72 million by June 30, 2011. Further recapitalization in 2011 is assumed by SDTC. SDTC funds have been leveraged by an additional $1.2 billion in contributions from the private and public project partners for a total project value of $1.7 billion. SDTC has estimated that all projects funded from 2002 to December 2009 have the potential to reduce annual greenhouse gas emissions by 7 to 17 MT by the end of 2015.

Each year, the SD Tech Fund allocates funds to approved projects and then, over time, disburses those funds. Allocations and disbursements occur on separate timelines. Annual disbursements are projected to be $50 to $55 million in 2010, $60 million in 2011 and $80 million in 2012.

2. NextGen Biofuels Fund (NGBF)
The amount transferred to date from the Government of Canada to SDTC’s NGBF is $66.4 million (½ from EC and ½ from NRCan). From April 1, 2011, to March 31, 2012, SDTC plans to disburse $28.5 million to NGBF projects. Accordingly, SDTC has sufficient funds on hand for FY 2011–2012 and no new transfers are needed for that period. Between 2012 and 2015, SDTC plans to disburse $200 million to NGBF projects, according to the 2011 Corporate Plan.

13. Link to recipient’s website: www.sdtc.ca

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

Program Activity: Diplomacy and Advocacy

Name of Transfer Payment Program: Centre for International Governance Innovation (CIGI)

Start date: January 30, 2003

End date: Ongoing

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

Summary of annual plans of recipient: Current research interests focus on international economic and financial governance, both for the long term and in the wake of the 2008-2009 financial crisis, the role of the G 20 and the newly emerging powers in the evolution of global diplomacy, Africa and climate change, and other issues related to food and human security. CIGI continues to implement its strategic plan, which was drafted following recommendations from an evaluation completed in 2008 and accepted in 2009. The next evaluation is scheduled for 2013.

Recipient's site

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

Program activity: Canadian Health System

Name of recipient: Canada Health Infoway

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 four active funding agreements, signed in: March 2003 (encompasses 2001 and 2003 allocations), March 2004, March 2007, and March 2010. The first three allocations (totalling $1.2B) were provided as lump sums, whereas the 2007 allocation ($400M) and 2010 allocation ($500M) are subject to specific conditions, with funds flowing to Infoway on an as-needed basis (Infoway makes individual cash flow requests specific to those funding agreements).

End date: March 31, 2015**

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

Description:

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

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

It is anticipated that Infoway's approach, where federal, provincial and territorial (F/P/T) governments participate as equals, toward a goal of modernizing the health information system, will reduce costs and improve the quality of health care and patient safety through coordination of effort and avoidance of duplication.

***As per both the 2007 and 2010 funding agreements, funds are to be disbursed according to the annual cash flow requirements identified by Infoway. These requirements are to be submitted to the Department no later than March 30, in advance of the upcoming fiscal year to which that cash flow statement applies. Also, Infoway can submit additional cash flow requests within a fiscal year, should the need for additional funding arise. Infoway has not provided an advance estimate of its 2011-12 to 2013-14 requirements.

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 2010-11 Corporate Business Plan, Unlocking the Clinical Value of Health Information Systems, Infoway indicated the following action areas which will continue into 2011-12 and build upon Infoway's existing business strategies:

• Accelerating activities, programs and projects that will help deliver on the December 31, 2010 goal of having an EHR available for 50% of Canadians: Infoway will continue to work closely with each jurisdiction to focus on activities to help achieve the 2010 goal.
• Expanding the interoperability of EHR solutions, especially at the points of service (e.g., physicians' offices, hospital, community pharmacies): Infoway will continue to work with jurisdictions and vendors to accelerate EHR interoperability, and to support and maintain pan-Canadian standards and their correct and consistent use.
• Increasing adoption and use of the EHR: Infoway will continue to facilitate clinical leadership, advance best practices in the clinical adoption of solutions, and support benefit measurement and realization.
• Connecting with the public and patients to inform and educate them about EHRs and their benefits: This will include implementing a comprehensive corporate communications program to keep stakeholders abreast of developments and inform the public about Infoway's activities and programs.
• Positioning for the future, including implementation of strategies for new programs related to the $500M in federal funding allocated to Infoway in Budget 2010: This will include updating and revising, as necessary, the investment strategies for EMRs, clinical systems integration and consumer health solutions, and completing the strategies and implementation plans to support the evolution of Infoway's 2015 vision.

URL of recipient site: www.infoway.ca

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

Program activity: Canadian Health System

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

Start date: 1996-97

End date: N/A

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.

Summary of annual plans of recipient: (Because CHSRF's 2011 program of work and budget will be submitted for approval to its Board of Trustees on 2 December 2010, the following information is subject to any final direction approved by trustees on that date.)

CHSRF's total 2011 operating budget is $16.4 million for the ongoing implementation of its 2009 2013 strategic plan. The program of work for 2011 provides for the following under its three strategic priorities and its communications and evaluation activities:

Strategic Priority #1: Engaging and Supporting Citizens. The programming for this priority is organized around two key program areas (Patient Engagement and Supporting Citizens on Boards) that have planned a variety of initiatives for 2011 that will be targeted at key decision makers and policy makers. These initiatives include: dialogue events; funded research (e.g. research reports, intervention projects); the generation of web-based tools; the development of partnerships; and numerous training events. The two programs are intended to support decision makers through the development of evidence of innovative practices for citizen engagement in the healthcare system and accompanying capacity development initiatives.

Strategic Priority #2: Accelerating Evidence-Informed Change. Through its programs, this priority will support training, activities, programs and initiatives that are designed to boost evidence-informed leadership, organizational performance and improve health services. Programs include Executive Training for Research Application (EXTRA), Capacity for Applied and Developmental Research and Evaluation (CADRE) in Health Services and Nursing, the annual CEO Forum, the annual Leaders Survey, Picking up the Pace conference (post 2010 conference activities, and planning for 2012 conference), Network of Centre Directors in Health Services and Policy Research, and Northwest Territories Health System Transformation Project. These programs are designed to provide researchers, policy makers and healthcare managers with a clearer understanding of change and learning processes within dynamic and innovative Canadian healthcare organizations. They are also intended to support learning opportunities and initiatives that bring organizations together to address problems related to managing change within Canadian health systems.

Strategic Priority #3: Promoting Policy Dialogue. Through its programs, this priority will inform policy making to improve healthcare and the health of Canadians by developing evidence-informed options for health system financing, quality and performance and by facilitating dialogue among policy and decision makers, researchers and the public to stimulate ideas and action. Under its "healthcare financing and transformation" programming, CHSRF will synthesize the findings of its commissioned research to identify key issues, and dialogue with federal, provincial, territorial, and regional stakeholders, researchers and the public to develop tangible policy options on health system reform. Dissemination plans will also be implemented for the research papers and resulting policy options papers. Other activities will include the development of 1-2 policy briefs addressing health system financing and transformation, funding of a special issue of the Journal of Health Politics, Policy & Law featuring papers on international health reform; and funding of a special issue of the Journal of Health Politics, Policy and Law featuring papers on international health reform.

Activities under "Primary Healthcare" and "Planning for the Aging Population" programming will include developing a policy framework for primary healthcare improvement, developing 1-2 policy briefs, establishing a website to promote dissemination and exchange of evidence, research, promising practices (innovations) and evaluation, disseminating the 2010 national and regional (aging) roundtable reports and final consultation report summarizing results from all roundtables, identifying and disseminating policy innovations arising from the roundtables, and the commissioning of research projects to address aging knowledge gaps and priorities identified through the aging roundtables.

Policy collaboration activities will include CHSRF's participation in the planning of external activities and events, e.g., Taming of the Queue (Canadian Medical Association), 2011 Canadian Association of Health Services and Policy Research Conference, University of British Columbia-Canadian Health Services Policy Research Annual Conference, and The Canadian Partnership Against Cancer collaboration.

In addition, CHSRF will also focus on producing a variety of timely and accessible policy exchange tools and supports, especially Mythbusters, Evidence Boost and Researcher on Call. CHSRF will continue to recognize and reward achievements in connecting research to policy, through the Mythbusters Award (for students), the Health Services Research Advancement Award (for researchers) and the Canadian Harkness Associate Award (for mid-level career researchers, policy or decision makers, journalists and others).

Strategic Evaluation
Programming is planned around five central responsibilities: ensuring corporate accountability; providing strategic evaluative evidence and recommendations; developing & managing CHSRF's foundation-level evaluation activities and reporting; playing a leadership role in the continuous education of the program leads in the area of evaluative thinking and performance management; and producing a number of CHSRF's corporate reports.

Communications and Public Affairs
Internal programming will include the creation of a communications framework to ensure that individual communications initiatives are focused, timely, strategic and mutually reinforcing; and the provision of high quality communications support services (planning, dissemination, writing, editing, translation, etc.). External programming will focus on communicating evidence that contributes to the achievement of CHSRF's vision; raising the overall profile and relevance of CHSRF with its target audiences and demonstrating the value of its work; creating awareness of CHSRF with media; and making CHSRF a recognized source of credible information on health services and systems innovation. The Information Services component will focus on ensuring that information is available in both print and electronic formats at all staff members' desktops via the corporate intranet; providing provide proactive and on-demand information services (research services, training sessions, document delivery, media and literature monitoring, and cataloguing); ensuring ongoing usability of the corporate intranet; and creating and sustaining intersections between the intranet and key information resources for staff.

URL of recipient site: http://ww.chsrf.ca and http://www.fcrss.ca

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

Program activity: Canadian Health System

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

Start date: April 2008

End date: March 2013

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.

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 2010/11 -2014/15 Business Plan.

As indicated in the 2009-2010 MHCC Annual Report, the At Home /Chez Soi (French)/Niapin (Cree) project was successfully launched on November 23, 2009, in the five participating cities of Vancouver, Winnipeg, Toronto, Montreal, and Moncton. A total of 2,285 homeless people living with a mental illness will participate in the study, with each project focussing 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. Work continues to advance on this initiative, with evaluations planned for 2011/12.

URL of recipient site: www.mentalhealthcommission.ca

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

Program activity: Canadian Health System

Name of recipient: Rick Hansen Man in Motion Foundation

Start date: April 1, 2007

End date: March 31, 2012

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.

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.

URL of recipient site: www.rickhansen.com

Start Date: July 2005

End Date: March 2015

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

Summary of Annual Plans of Recipient: CCA published two assessment reports in 2010–11: Understanding Research Integrity in the Canadian Context (October 2010) and The State and Trends of Biodiversity Science in Canada (November 2010). CCA is aiming to complete two assessments in 2011–12: Approaches to Animal Health Risk Assessment and The Integrated Testing of Pesticides. Work on 2 additional assessments, The Status of Women University Researchers in Canada and Science Performance and Research Funding, is ongoing.

These assessments will report on the relevant science, identifying both what is strongly supported by the existing evidence and where there are gaps in our knowledge. Such findings will be relevant for policy decisions because these are matters where scientific factors play a significant role.

Recipient's website: www.scienceadvice.ca

Start Date: February 28, 2008

End Date: March 31, 2012

Description: The Brain Research Centre is a research facility that operates as a hub-and-spoke facility, with teams of neuroscientists (over 190 investigators) located at the University of British Columbia campus and other locations in Vancouver and beyond. The Centre’s structure and multidisciplinary approach is designed to bridge the gap between basic science and its clinical applications, while contributing to significant discoveries and the development of effective new therapies.

The Centre’s expected results are as follows:

• providing infrastructure to enable and advance innovation research and commercialization in neurodegenerative diseases, multiple sclerosis, mental health and addictions, stroke, neurotrauma and vision;
• developing and expanding laboratories;
• developing an environment that fosters collaboration, knowledge translation and commercialization opportunities;
• facilitating the development of neurotechnology enterprises and industrial partnerships; and
• enabling translational training in clinical neuroscience.

Summary of Annual Plans of Recipient: The Centre’s activities in 2011–12 relate to the construction of its facility, which is scheduled to be completed in early 2012. The facility will encourage collaboration among basic and applied researchers and health practitioners to improve knowledge of brain diseases and, in turn, accelerate the introduction of new therapies and biotech ventures.

Recipient's website: www.brain.ubc.ca

Start Date: April 25, 1998

End Date: December 31, 2017

Description: The Canada Foundation for Innovation (CFI) is an independent corporation created by the Government of Canada to fund research infrastructure. The CFI’s mandate is to strengthen the capacity of Canadian universities, colleges, research hospitals and non-profit research institutions to carry out world-class research and technology development that benefits Canadians. The CFI’s key objectives are as follows:

• promote world-class excellence
• focus on priorities
• foster partnerships
• enhance accountability

*Cumulative total since 1998

Summary of Annual Plans of Recipient:

The overall objective of CFI programming is:

• to increase Canada’s capability to carry out world-class scientific research and technology development;
• to expand research and job opportunities for young Canadians;
• to promote productive networks between and collaboration among Canadian post-secondary educational institutions, research hospitals and the private sector; and
• to support economic growth and job creation and encourage innovation that benefits the environment and the health of Canadians.

The federal government has supported the CFI since its inception through a number of funding agreements starting in 1998. In 2010–11, a new funding agreement was put in place that provided an additional $600 million in federal investments to the CFI. The CFI funds research infrastructure projects that strengthen the capacity of researchers in Canada to carry out world-class research and technology development, thereby competing with the best from around the world and positioning Canada in the global, knowledge-based economy. Specifically, the $600 million will be disbursed over five years and will support research infrastructure projects in colleges and polytechnics, enabling them to further support private sector innovation, and other research infrastructure in higher educational institutions to help them attract and retain top talent. It will also fund operational costs of some major science facilities that provide researchers with access to the latest equipment, technology and facilities in support of their cutting-edge research.

Recipient's website: www.innovation.ca

Start Date: March 7, 2008

End Date: March 31, 2014

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

The CSEE’s five objectives are as follows:

• create opportunities for national and international collaborations on policy issues;
• provide advice to industry, academia and government;
• coordinate research and academic programming;
• facilitate technology transfer and commercialization; and
• facilitate the exchange of research findings and information and promote collaboration among the international community.

Summary of Annual Plans of Recipient of Recipient: The CSEE’s activities in 2011–12 will continue to support its five key objectives. Plans for the year include hosting a number of conferences and round tables on climate change, carbon management and northern issues related to energy extraction; continuing its support of government-led policy processes such as the Clean Energy Dialogue; facilitating technology transfer through its Proof of Principle competitions, which are offered twice a year; coordinating research and academic programming at the University of Alberta, University of Calgary and University of Lethbridge; and continuing development of an interactive website to facilitate the exchange of research findings and promote collaboration.

Recipient's website: www.canadaschoolofenergy.com

Start Date: March 7, 2008

End Date: March 31, 2012

Description: The Heart and Stroke Foundation Centre for Stroke Recovery (HSFCSR), affiliated with the University of Toronto and the University of Ottawa, is developing a program of integrated, translational research involving molecular biology, laboratory models and clinical studies that help pave the way for designing and testing post-stroke interventions and therapies more quickly. The Centre’s primary objective is to establish a globally competitive program of excellence in brain recovery research that will have a realistic likelihood of leading to effective functional improvements after a stroke.

Summary of Annual Plans of Recipient: HSFCSR will continue to implement its program of excellence in brain recovery research. This will involve the following:

• generating research capacity through the recruitment of world-class personnel and providing them with the necessary tools to advance their research endeavours;
• fostering collaboration among researchers by providing the scientific leadership and creativity to focus on potential synergies and funding projects that stimulate collaboration; and
• providing the necessary infrastructure to advance research, such as a patient database that is able to gather and pool patient information, including information on different types of patients, from multiple sources.

Recipient's website: www.heartandstroke-centrestrokerecovery.ca

Start Date: March 31, 2002

End Date: Ongoing

Description: The Trudeau Foundation supports research and disseminates research findings in the following humanities and human sciences: Canadian studies, history, international relations, journalism, law, peace and conflict studies, philosophy, political economy, political science, sociology, and urban and community studies.

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

*The Trudeau Foundation was given a $125-million endowment from the federal government in 2002. The Foundation uses the interest on the endowment to support its activities.

Summary of Annual Plans of Recipient: In 2011–12, the Trudeau Foundation intends to award 15 scholarships, 4 fellowships and up to 12 mentorships. In addition, under its Public Interaction Program, the Foundation will host up to eight events designed to facilitate knowledge dissemination, such as the Annual Trudeau Conference on Public Policy, the Trudeau Lectures, the Mentors-Scholars Retreat and the Summer Institute.

Recipient's website: www.trudeaufoundation.ca

Start Date: March 27, 2000

End Date: March 31, 2015

Description: Genome Canada is an independent corporation that supports six regional genome centres across Canada. Genome Canada, the primary funding and information resource for genomics and proteomics in Canada, has enabled important research to be undertaken in key areas such as agriculture, the environment, fisheries, forestry, health and new technology development as well as in ethical, environmental, economic, legal and social issues related to genomics (GE³LS).

*Cumulative total since 2000

Summary of Annual Plans: In 2011–12, Genome Canada will continue to work towards its overall objectives:

• Develop and establish a coordinated strategy for genomics research, enabling Canada to become a world leader in areas such as health, agriculture, the environment, forestry and fisheries.
• Provide leading-edge technology to researchers in all genomics-related fields through the six regional genome centres across Canada.
• Support large-scale projects of strategic importance to Canada by bringing together industry, government, universities, research hospitals and the public.
• Assume leadership in ethical, environmental, economic, legal, social and other issues related to genomics research (GE³LS).
• Communicate the relative risks, rewards and successes of genomics to the Canadian public.
• Encourage investment in the field of genomics research.

The $75 million in new federal investment provided to Genome Canada in Budget 2010 will support a new large-scale genomics research competition (including a portion of funding targeted to research in forestry and the environment), as well as a competition for operations support for the S&T Innovation Centres.

Recipient's website: www.genomecanada.ca/

Green Municipal Fund (GMF)) (Statutory)

1. Strategic outcome: 2) Environmental Responsibility - Canada is a world leader on environmental responsibility in the development and use of natural resources.

2. Program activity: 2.1) Clean Energy

3. Name of recipient: Green Municipal Fund (GMF)) (Statutory)
Federation of Canadian Municipalities’ (FCM) Green Municipal Fund (GMF)) formerly known as the Green Municipal Enabling Fund (GMEF) and the Green Municipal Investment Fund (GMIF)

4. Start date: March 31, 2000

5. End date: In perpetuity

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

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

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

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.  The FCM board of directors approves projects in light of the council’s recommendations. As of March 31, 2010, the GMF had approved more than $450 million for over 800 sustainable community plans, feasibility studies, field tests and capital projects with the potential to leverage almost $3 billion of economic activity in approximately 400 Canadian communities.

Actual environmental benefits include the reduction of an estimated 103,994 tonnes of CO2 annually from 28 completed capital projects.

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

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

13. URL of recipient site: http://www.fcm.ca

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

1. Strategic outcome: 2) Environmental Responsibility - Canada is a world leader on environmental responsibility in the development and use of natural resources.

2. Program activity: 2.1) Clean Energy

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

4. Start date: July 30, 2007

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

6. Description:

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

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

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

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

13. URL of recipient site: www.sdtc.ca

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

1. Strategic outcome:: 2) Environmental Responsibility - Canada is a world leader on environmental responsibility in the development and use if natural resources.

2. Program activity: 2.1) Clean Energy

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

4. Start date: March 26, 2001

5. End date: June 30, 2015

6. Description:

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

12. 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.

SD Tech Fund ($550 M)

Funding Agreement Three, between the Government of Canada and the Foundation, dated March 31, 2005 for $550 million (SD Tech FundTM), provides the terms and conditions for the Foundation on providing funding for development and demonstration of technologies focusing on climate change, clean air, water and soil. According to SDTC, the195 projects it has funded since 2002 have an estimated potential to reduce annual greenhouse gas emissions by more than 5 to 12 Mt of CO_2e by 2012 and 11 to 27 Mt CO_2e by 2015.

13. 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 (PLEDCO)

Start date: March 30, 2007

End date: Not applicable

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

Summary of annual plans of recipient: The focus of the PLEDCO in its first years of operation has been to establish its governance structure and implement the elders' program component of its 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. Since the start of the agreement, the trust has generated an income of $484,000, of which the trust has disbursed $221,500 to 16 proponents.

Planned evaluation(s): WD monitors the performance of the PLEDCO on a regular basis. An evaluation is planned in 2011-12.

Planned audit(s): The first planned audit should occur in 2011-12, consistent with the agreement between the Government of Canada and the PLEDCO.

Link to recipient's site: None available