ARCHIVED - 2009-2010 RPPs - Up-Front Multi-Year Funding

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• Agriculture and Agri-Food Canada
• Canada Revenue Agency
• Canadian Heritage
• Department of Foreign Affairs and International Trade
• Environment Canada
• Health Canada
• Human Resources and Skills Development Canada
• Industry Canada
• Natural Resources Canada
• Public Health Agency of Canada
• Public Works and Government Services Canada
• Western Economic Diversification Canada

Agriculture and Agri-Food Canada

Up-Front Multi-Year Funding

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

Program Activity: Business Risk Management

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

Start Date: December 14, 2006

End Date: March 31, 2022

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

Summary of Annual Plans of Recipient: In accordance with article 9 of their funding agreement, CAPI submitted their required plans: Policy Research Plan FY 2008-2009 and Business Plan FY 2008-2009 in March 2008. Their 2009-2010 Reports will be submitted to AAFC in March 2009. CAPI's research priorities are guided by their overall strategic vision: Agriculture and Agri-Food providing solutions that contribute to the quality of life of Canadians and to the profitability of the sector. To meet this target, two project types have been identified. The first, referred to as Partnership projects, aim to leverage industry and government support to address specific sector challenges and policy issues and, the second, referred to as Visionary projects, aspire to explore critical issues in the agri-food sector to identify options and to engage decision makers in policy dialogue.

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

CAPI's activities in the next few years will focus on projects such as: Measuring Farm Income, Implementing Regulatory Change, Facilitating Canada's Rural Renaissance, Business Models for the Agri-Food Sector and creating partnerships with Health Canada for an Integrated Agri-Food Policy for Better Health and Economic Convergence. CAPI also undertakes activities that serve to identify emerging issues, seek partners, provide a third party perspective and promote policy dialogue. Focus on different activities may shift as they provide their new Research plans for the upcoming years depending on emerging priorities.

Planned Evaluation(s): CAPI is required to complete a first interim performance evaluation report by June 30, 2010. Further performance evaluation reports are required by June 30, 2015 and June 30, 2020, with a final performance evaluation required by June 30, 2022. An independent third party appointed by CAPI will complete the evaluations. The Minister or the Auditor General of Canada may perform either performance evaluations or compliance audits with respect to the use of the grant received from AAFC.

Planned Audit(s): A full audit of CAPI's financial statements will be conducted on an annual basis by an independent auditor retained by CAPI, in accordance with Generally Accepted Auditing Principles. The first financial audit was conducted and submitted to AAFC in July 2008 with the Annual Report for 2007/2008.

URL to Recipient Site: www.capi-icpa.ca

Canada Revenue Agency

Green Procurement (RPP 2009-2010)

1. How is your department planning to meet the objectives of the Policy on Green Procurement?

Through the frameworks established by our 2007-2010 Sustainable Development (SD) Strategy, and annual Environmental Management Program (EMP), the Canada Revenue Agency (CRA) continues to implement concrete measures on a variety of fronts in support of the Government of Canada’s Policy on Green Procurement. These measures include policy support, technology enhancements, and training.

The federal policy is supported by the CRA’s own in-house Green Procurement Guidelines and Procedures. These apply to the procurement of goods and services and are intended to help reduce the environmental impacts of CRA operations and promote environmental stewardship by integrating environmental considerations into procurement processes. The guidelines apply to all CRA employees.

The Agency is also improving the efficiencies of our procurement processes by integrating SD and environmental consideration into existing procurement tools. Our e-Procurement tool Synergy, for example, identifies environmentally friendly product options and places these preferred options at the top of the list of product choices.

Support for green procurement also includes a strong commitment to training. All procurement officers and their managers are targeted for training in green procurement.

Under the frameworks outlined in the Agency’s SD strategy and annual EMP for procurement, the CRA continues to explore new ways to improve efficiencies, conserve resources and implement more environmentally responsible procurement practices. A list of planned initiatives included in the CRA’s SD Action Plan for 2007-2010 are listed below.

Activity 1.1.2.1: Include SD clauses and environmental specifications in all new strategic sourcing contracts.

Activity 1.1.2.2: Develop a management plan to expand the scope of green procurement to include IT hardware and software.

Activity 1.1.2.3: Review and improve the efficiency of the CRA procurement process when working with suppliers, such as the bidding process, ordering systems, e-capabilities, green procurement tracking, and any new contracting tools.

Activity 1.1.2.4: Explore opportunities to green services procured by the CRA.

Activity 1.1.2.5: Implement a Printer Consolidation Strategy that will establish appropriate user-to-printer ratios and update acquisition, renewal and disposal policies and procedures to achieve these ratios

Activity 1.1.2 6: Provide green procurement training to 100% of procurement officers and their managers.

2. Has your department established green procurement targets? (yes, no, or in progress)

Yes

3. Describe the green procurement targets that have been set by your department and indicate the associated benefits anticipated.

The CRA’s SD Strategy for 2007-2010 has established the following target related to green procurement:

Target 1.1.2 Expand the green procurement program to achieve the following results:

• By March 31, 2008, green products account for 10% of total product spending
• By March 31, 2009, green products account for 15% of total product spending
• By March 31, 2010, green products account for 20% of total product spending

By achieving these results, it is expected that the Agency will continue to reduce resource consumption, improve efficiencies, increase SD and green procurement awareness and knowledge among its employees, and reduce its overall environmental impact.

Canadian Heritage

Table 2: Up-front Multi-year Funding (Conditional Grants)

• The Trans Canada Trail Foundation
• National Aboriginal Achievement Foundation
• Global Centre for Pluralism
• Endowment Fund—Canadian Institute for Research on Linguistic Minorities
• Grant to the 2010 Games Operating Trust

Department of Foreign Affairs and International Trade

Table 2: Up-Front Multi-Year Funding, formerly foundations)

Table 2.1: Asia Pacific Foundation of Canada

Table 2.2: Centre for International Governance Innovation (CIGI)

Table 2.3: Forum of Federations

Environment Canada

Table 2: Up-Front Multi-Year Funding

Sustainable Development Technology Canada (SDTC)

1. Strategic Outcome: Canadians and their environment are protected from the effects of pollution and waste

2. Program Activity: Legislation and Information Program

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

4. Start Date: March 2001

5. End Date: June 2015 (SD Tech Fund) and September 2027 (NGBF)

6. Description: To stimulate the development and demonstration of Canadian technologies aimed at climate change, clean air, clean water and clean soil and invest with the private sector in establishing large-scale facilities for the production of next-generation renewable fuels.

Totals may differ between and within tables due to rounding of figures.

Summary of annual plans of recipient:

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.

As of June 2008, the foundation has provided $342M in technology development and demonstration funding for 144 projects, leveraging an additional $800M from consortia members. According to SDTC, the projects it has funded since 2002 have an estimated potential to reduce annual greenhouse gas emissions by more than 13.5 megatonnes by the end of 2010.

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. In 2009 and 2010, funding allocations are expected to total around $200M with disbursement payments projected to be $43M in 2008 for a total to date of $128 M.

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.

NextGen Biofuels Fund (NGBF - $500 M):

Through Budget 2007, SDTC was given a new mandate: $500 million grant over 7 years to invest with the private sector in establishing large-scale facilities for the production of next-generation renewable fuels.

The fund will help Canada meet its Renewable Fuels Strategy goals. The purpose of the fund is to encourage retention and growth of technology expertise and innovation capacity for cellulosic ethanol and biodiesel production in Canada. The NextGen Biofuels Fund is now open for applications. Applicants are able to submit applications at any time during the year.

Planned evaluation(s):

For the SD Tech Fund, the second "Interim Evaluation", funded by SDTC, is due 30 June 2009 for operations up to 31 December 2008. At any time, an "Evaluation by Canada" is optional, upon request by the Minister.

For the NGBF, the first "Interim Evaluation", funded by SDTC, is due by 30 November 2012. At any time, an "Evaluation by Canada" is optional, upon request by the Minister.

Planned audit(s):

For the SD Tech Fund, "Value-for-Money (Performance) Audit", funded by the Federal Government, is due 31 March 2010, as per Funding Agreement Three. This type of Audit is the first one under the Funding Agreement and is due every 5 years.

For the NGBF, "Value-for-Money (Performance) Audit", funded by the Federal Government, is due 4 September 2012, as per Funding Agreement. This type of Audit is the first one under the Funding Agreement and is due every 5 years.

URL of recipient site: www.sdtc.ca

* $1.05 billion of which Environment Canada's share is $525 million

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)

1. Strategic Outcome: Canadians and their environment are protected from the effects of pollution and waste

2. Program Activity: Legislation and Information Program

3. Name of Recipient: 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: February 2000

5. End Date: In perpetuity

6. Description: The intent of the GMF is to encourage investment by Municipalities and their partners in environmental municipal infrastructure. The Fund's main objectives 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. Eligible project categories include energy, water, waste, sustainable transportation, brownfields, and integrated community projects.

The GMF is equally co-funded by NRCan and Environment Canada (EC) who 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.

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

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

The amount of GMF financing available to municipalities is directly related to the environmental, economic and social benefits of the projects undertaken.

GMF will no longer issues Requests for Proposals for capital projects. The calls for 2009-2010 capital projects will be open, non-competitive, with no funding allocations per sector, and with an increase in the maximum loan amount from $2M to $4M.

Totals may differ between and within tables due to rounding of figures.

Summary of annual plans of recipient: The FCM will issue the 2010-2011 Annual Statement of Plans and Objectives (ASPO) by January 30, 2009. The FCM is expected to issue the 2008-2009 Annual Report by March 31, 2009. It will be posted on the FCM web site noted below. These reports can be tabled in Parliament by either the Minister of the Environment or the Minister of Natural Resources.

Planned evaluation(s): None

Planned audit(s): Covenant 11.02 - FCM will provide an independent [annual] financial audit (including investment of unallocated funds, loans, grants and loan guarantees) no later than five months after March 31, 2009.

Covenant 11.05 - FCM will provide and make public an independent review (compliance audit) no later than six months after March 31, 2009.

Covenant 11.07 - FCM will provide and make public an independent performance audit (value-for-money) no later than six months after March 31, 2009.

URL of recipient site: www.fcm.ca

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

Nature Conservancy of Canada

1. Strategic Outcome: Canada's natural capital is restored, conserved, and enhanced.

2. Program Activity: Biodiversity & Wildlife Program

3. Name of Recipient: Nature Conservancy of Canada

4. Start Date: March 2007

5. End Date: In perpetuity

6. Description: The Nature Conservancy of Canada works to ensure the long-term protection of biodiversity by placing funds into a stewardship endowment to support the ongoing management and restoration of habitat and the recovery of species at risk. The NCC focuses on working with private landowners to secure ecologically significant lands that have been identified as priorities for conservation action. To that effect, NCC acquires and preserves land through one of four methods: land purchase; land donations; conservation easements or relinquishment of rights.

Totals may differ between and within tables due to rounding of figures.

Summary of annual plans of recipient: Findings on the results achieved by the recipient are available in the recipient's annual report, available at www.natureconservancy.ca.

The NCC works with a cross-country network of local ecologists and volunteer scientific advisors to help set priorities for conservation work. Part of the approach is to draft conservation blueprints for Canada's natural geographic regions. These help identify priority landscapes where NCC and its partners can focus their conservation efforts. The blueprints also document the sites that, if conserved, would secure the long-term survival of viable natural species and community types of the ecoregion.

The NCC is now close to completing conservation blueprints for each of Canada's southern ecoregions, which will be used to highlight core areas for conservation and set goals for how much land should be conserved in order to ensure sustainability in the long term.

A key result is that NCC is moving toward targeting entire landscapes for conservation in order to ensure sustainable conservation at the scales appropriate to the needs of the species and habitat needing conservation.

Planned evaluation(s): Not applicable

Planned audit(s): Not applicable

URL of recipient site: www.natureconservancy.ca

Canadian Foundation for Climate and Atmospheric Sciences (CFCAS)

1. Strategic Outcome: Weather and environmental predictions and services reduce risks and contribute to the well-being of Canadians

2. Program Activity: Environmental Science and Monitoring Program

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

4. Start Date: February 2000

5. End Date: 2010

6. Description: Strategic investment in excellent university-based research in climate and atmospheric sciences to:

- provide relevant scientific information to support federal policymaking

- generate better knowledge of climate change and its impacts on the natural environment

- provide results to help Canada respond to its international environmental commitments

- ensure a supply of skilled human resources to meet future environmental challenges

EC research programs in climate and atmospheric science have engaged in many CFCAS supported projects and research networks as a means of obtaining access to expertise and research capacity that is complementary to its own capacity.

Totals may differ between and within tables due to rounding of figures.

Summary of annual plans of recipient: The CFCAS supports efforts to: understand our climate system, high-impact weather, air quality and ocean-atmospheric interactions, improve weather predictions, generate skilled human resources, and provide scientific information to support federal policymaking and service delivery.

The CFCAS will continue to report to Canadians on the results of the research that it supports. It will continue to support projects as well as major group and networked initiatives.

The research funded by CFCAS is increasing Canada's intellectual resources in climate and atmospheric sciences through training and retention of researchers, helping generate and disseminate relevant new knowledge, increasing the transfer of scientific findings to stakeholders and raising Canada's scientific profile internationally. Benefits include better information to support policy development, improved operational forecasting, better adaptation to climate changes and more effective management of climate-related risks.

CFCAS has allocated virtually all available funding received to date and will not likely issue a call for proposals in 09/10. Prior project awards can be viewed at www.cfcas.org.

Planned evaluation(s): Not applicable

Planned audit(s): Not applicable

URL of recipient site: www.cfcas.org

Clayoquot Biosphere Trust

1. Strategic Outcome: Canada's natural capital is restored, conserved and enhanced

2. Program Activity: Ecosystems Initiatives

3. Name of Recipient: Clayoquot Biosphere Trust

4. Start Date: February 2000

5. End Date: In perpetuity

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

Totals may differ between and within tables due to rounding of figures.

Summary of annual plans of recipient: Establish and implement technical advisory committees in marine/aquatic, terrestrial, education and culture to provide support and recommendations for approval of community-based initiatives.

Improve outreach to communities to facilitate better understanding and participation in the work of the Clayoquot Biosphere Trust.

Maintain current funding initiatives and explore other funding sources to maximize community benefit through educational scholarships, project funding and collaborative ventures.

Pursue targeted initiatives and partnerships to provide significant community benefit and provide opportunity to develop collaborative ventures.

In 2008, the allocation of funds for community-based research, education, training, capacity-building and community projects resulted in 22 projects:

- Seniors Care - Pacific Rim Communities Seniors Care Society

- Roots of Empathy Program - West coast Community Resources Society

- Primary Playground Replacement Project - Ucluelet Elementary School Parent Advisory Council

- Hospice Training 2009 - Pacific Rim Hospice Society

- Morpheus Island Remediation & Interpretation Project - Tonquin Foundation

- Ha"wiih Governance Workshop - Central Region First Nations Holding Society

- USS Totem Project - Ucluelet Secondary School

- St. Columba Centennial History Project - St. Columba Anglican Church Women

- First Nations Youth Photography Club - Make it Happen

- Raincoast Sustainable Living Project - Raincoast Education Society

- Hooksum Outdoor School - Ucluelet Elementary School

- Sustainability Camp 2009 - Tofino Botanical Gardens Foundation

- Sharing Nuu-Chah-Nulth Culture - Ucluelet Elementary School

- West Coast Outdoor Leadership Training Sponsorship Fund - Hooksum Outdoor School Society

- Stream Keepers Website - Tofino Stream Keepers

- Fish, Human & Marine Ecosystem Health: Assessment & Education Plan - Ucluelet Aquarium Society

- Wetland Surveys for Breeding Amphibians - Wetland Stewards of the Clayoquot Biosphere Region

- Community Feasting Project - Uu-a-thluk

- Lost Shoe Trail Restoration - Central West coast Forest Society

- Trail head map signs with interpretive compondent - Wild Pacific Trail Society

- Wolf & Cougar Studies in Clayoquot Sound - Strawberry Isle Marine Research Society

- Coastal Erosion & Climate Change Impacts Monitoring Program - Dept. of Geography, University of Victoria

Planned evaluation(s): Not applicable

Planned audit(s): Not applicable

URL of recipient site: www.clayoquotbiosphere.org

Health Canada

Up-Front Multi-Year Funding

Grant to the Canadian Institute for Health Information

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

Program activity: Canadian Health System

Name of recipient: Canadian Institute for Health Information (CIHI)

Start date: April 1, 2007

End date: March 31, 2012

Description: CIHI is an independent, not-for-profit organization supported by federal, provincial and territorial (F/P/T) governments that provides essential data and analysis on Canada's health system and the health of Canadians. CIHI was created in 1991 by the F/P/T Ministers of Health toaddress significant gaps in health information. CIHI's data and its reports inform health policies, support the effective delivery of health services and raise awareness among Canadians about the factors that contribute to good health.

Since 1999, the federal government has provided funding to CIHI through a series of grants and conditional grants, known as the Roadmap Initiative. More recently CIHI's funding has been consolidated through the Health Information Initiative.

Through the past Roadmap Initiatives I, II and II Plus, CIHI had been provided with about $260 million since 1999. Budget 2005 allocated an additional $110 million over five years (2005-06 to 2009-10) to CIHI through Roadmap III. This has allowed CIHI to provide quality and timely health information, including the delivery of data on a variety of important health indicators and other health publications to support health sector decision-making and improve accountability.

Beginning as of 2007-08, the Health Information Initiative provides conditional grant funding to CIHI, replacing the previous Roadmap II, II Plus, III funding and also provides additional funds for new initiatives. This funding will allow CIHI to continue important work under the Roadmap Initiative and to further enhance the coverage of health data systems so Canadians get information on their health care system, including information on wait times, and continued development of comparable health indicators. The funding will also enable CIHI to respond effectively to emerging priorities. Under this initiative, up to $406.49 million will be delivered to CIHI over five years (2007-08 to 2011-12).

Summary of annual plans of recipient: As per CIHI's funding agreement with Health Canada, the draft 2009-10 Operational Plan and Budget is to be provided to Health Canada by the end of January 2009. At the March 2009 meeting, the document will be brought forward to the Board for review and approval and subsequently submitted to the Minister of Health. The following are Management's proposed key priorities for the upcoming fiscal year:

More and Better Data

• Increase jurisdictional uptake of select reporting systems, with a particular focus on Home and Continuing Care (including long-term care), and pharmaceuticals (NPDUIS)
• Enhance and expand existing reporting systems such as ambulatory care to provide more flexible and timely approach to collecting ambulatory and emergency care data
• Explore new potential data sources to address data gaps in the areas of primary health care and community mental health
• Improving financial data by enhancing the Canadian MIS Database (CMDB) and initiating the development of a patient-specific cost
• Database Improve our collection of patient safety data by launching the Canadian Medication Incident Reporting and Prevention System (CMIRPS)
• Continue to play a leadership role on the promotion of data standards, with particular attention to data standards related to the EHR

More and Better Analysis

• Continue expansion/development of indicators to report on quality/access of care, patient safety, public/population health, system efficiency across health sectors
• Explore and initiate development of pan-Canadian hospital
• Report Develop enhanced infrastructure to support data linkage across select data holdings in a privacy-sensitive manner
• Continue implementation of Long Range Analytical Plan and implement rapid response analysis service

Improved Understanding and Uses

• Develop an organizational strategy and plan for improved understanding and use to guide the development and implementation of priority initiatives
• Continue work on the redevelopment of CIHl's website to make it more user-friendly for our stakeholders
• Continue to develop new e-reporting tools to allow improved access, customization and timeliness of reports
• Accelerate development of ClHl Portal to provide more data in select areas (e.g. MIS, ambulatory care) and support continued adoption and uptake
• Increase organization's flexibility and responsiveness to address local/regional needs, through the appropriate mix of analytic products and services, educational offerings, workshops and conferences

In order to support priority initiatives along our three strategic themes, a sound corporate infrastructure is required. As a result, ClHl will continue to focus on enhancing its corporate processes, IT systems applications and electronic tools

Planned evaluations: Third-party evaluations of Roadmap I and of Roadmaps II, II+ and HICP were conducted and CIHI was found to have met its objectives under the associated funding agreements. Under the HII funding agreement, an evaluation framework of HII activities, including prior Roadmap III activities, must be completed by September 30, 2009. The final evaluation is due to the Minister by September 30, 2010

Planned audits: An audit was conducted by Health Canada internal auditors on the Health Information Contribution Program. Auditors concluded that, in general, the internal controls in place at CIHI to managed the Contribution Agreement were sufficient to meet the terms and conditions of the Agreement with minor exceptions. Risk exposure was not serious

URL of recipient site : http://secure.cihi.ca/cihiweb/splash.html

Canada Health Infoway

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

Program activity: Canadian Health System

Name of recipient: Canada Health Infoway (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 three active funding agreements, signed in: March 2003 (encompasses 2001 and 2003 allocations), March 2004, and March 2007. The first three allocations (totalling $1.2B) were provided as lump sums, whereas the 2007 allocation ($400M) is subject to new conditions; these funds flow to Infoway on an as-needed basis.

End date: March 31, 2012**

**As per the 2007 funding agreement, in the event that any portion of the funding remains unspent and uncommitted by April 1, 2012, Infoway may use this amount in its sole discretion as long as the purpose of this use is consistent with the objects in Infoway's Letters Patent.

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

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

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

***As per the 2007 funding agreement, funds are to be disbursed according to the annual cash flow requirements identified by Infoway. These requirements are to be submitted to the Department within thirty days of each new fiscal year. Infoway has not yet provided an advance estimate of its 2009-10 to 2011-12 requirements.

Summary of annual plans of recipient: Infoway's overarching goal is that: "By 2010, 50% of Canadians and by 2016, 100% of Canadians will have their electronic health record available to their authorized health professionals".

In its 2008-09 Corporate Business Plan, Paving the Way to Collaborative Care, Infoway indicated the following action plans, which will continue into 2009-10 and build upon Infoway's existing business strategies:

• Participation in Healthcare Renewal: Infoway will continue to support national, jurisdictional and local initiatives to strengthen health care in Canada through a focus on improving patient safety and access. Infoway will also continue to engage with stakeholders on issues such as heart health, cancer, mental health, primary health care, and health indicators and reporting.
• Collaboration with Partners: Infoway will continue to work with public and private sector partners to implement the pan-Canadian health infostructure. This will include: developing a strategy to implement its Vision 2015 (for a robust and comprehensive eHealth system); actively engaging stakeholders to discuss EHR challenges and opportunities and to identify opportunities to collaborate; working with P/Ts to align their three-year plans with Infoway investments; and communicating with vendors.
• Targeting the Investments: As of March 31, 2008, Infoway had approved over $1.5 billion to support more than 250 projects across the country. Infoway will continue to accelerate investment in, and replication of solutions that support health system transformation and innovation. Infoway intends to deliver $100-120 million in new project approvals by the end of March 2009.
• Supporting Solution Deployment: Infoway will continue to provide expertise to support its partners as they successfully implement secure eHealth solutions and will monitor projects to ensure cost and risk are well-managed. This will include: standards development, national solutions (such as pricing agreements), and collaboration with jurisdictions to focus on privacy solutions.
• Promoting Solution Adoption and Benefits Realization: Infoway will continue to enhance its change management services, collaborate with P/Ts and health providers on knowledge dissemination, implement eHealth support networks, and evaluate and communicate benefits. This year Infoway will also communicate results from Innovation projects launched over the past three years.

Planned evaluations: Infoway will continue to work with jurisdictional and research partners to conduct electronic health records benefits evaluations. During fiscal year 2008-09, Infoway will also have an external firm carry out an evaluation of its overall performance in achieving the outcomes identified in section 4.2 of the Addendum Agreement governing the pan-Canadian Health Surveillance System.

Planned audits: An audit by Health Canada's Audit and Accountability Bureau, Chief Financial Officer Branch, began in December 2007. This audit had both an internal (Health Canada) and an external component, for which interviews with Infoway officials were conducted. The audit is intended to provide the Deputy Minister with assurances that an appropriate Management Control Framework is in place within the Strategic Policy Branch and Infoway for the monitoring and administration of Transfer Payment funds; and that Infoway is using funds in compliance with the terms and conditions of the funding agreements. It is expected that this audit will be complete before March 31, 2009.

During fiscal year 2008-09, Infoway's regular annual financial and compliance audits will be carried out by independent audit firms.

The Auditor General is undertaking an audit of the implementation of electronic health records and is expected to table its report in November 2009.

URL of recipient site: www.infoway-inforoute.ca

Canadian Health Services Research Foundation

Strategic outcome: Accessible and sustainable health system responsive to the health 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.

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

CHSRF will implement new strategic priorities in 2009 as a result of its Board of Trustee's endorsement, in December 2008, of a new strategic plan 'CHSRF Strategic Directions 2009-13' which included the following revised role and mission:

CHSRF works 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.

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

Summary of annual plans of recipient: The CHSRF's 2009 budget provides for $15. 3 million in total program expenditures for the Foundation's strategic priorities. The new strategic plan identifies three strategic priorities that the Foundation will pursue over the next five years:

Strategic Priority 1: Engaging Citizens

The CHSRF and its partners will undertake programming which will:

• Assist healthcare organizations and providers to do a better job of engaging the public, including exploring ways to report effectively to the public about healthcare quality.
• Help healthcare providers access and apply information about the patient experience, particularly in primary healthcare.
• Connect citizens, via web-based strategies, with information about what they should expect from their interactions with healthcare systems.
• Invest strategically in implementing and evaluating community-based initiatives designed to improve health.

Strategic Priority 2: Accelerating Change

The CHSRF and its partners will undertake programming which will:

• Fund research that provides a better understanding of the processes of change and learning within innovative Canadian health organizations, and that identifies lessons learned about overcoming major barriers and catalysts for change.
• Provide a national resource centre to support local change initiatives, which will include linkages to expertise in operations research and evaluation.
• Support communities of practice that allow for better sharing of information among organizations and providers.
• Lead a series of organizational learning initiatives that bring organizations together to focus on some of the most persistent problems in Canadian healthcare, supported by research, evaluation expertise, and best practice.
• Continue to invest in building the capacity of senior managers to understand and apply research evidence in their work, by capitalizing on the success of the Executive Training for Research Application (EXTRA) program.

Strategic Priority 3: Promoting Policy Dialogue

The CHSRF and its partners will undertake programming which will:

• Provide formal and informal opportunities for sharing policy challenges and emerging strategies across Canada's provincial health systems.
• Actively promote the social and economic benefits of investment in health services research and its application in Canada.
• Work with the research community to ensure that credible, relevant and helpful commentary is available to the news media on emerging health issues.

CHSRF will continue to enroll 24 senior fellows annually in the two-year EXTRA training program designed to achieve: knowledge of research evidence; capacity to draw on system thinking; development of collaborative professional relationships; and the ability to introduce and manage evidence-based change. The admission criteria allows up to four additional fellows from government ministries or departments on a self-funded basis, with the organization providing funds to cover the marginal cost of adding these fellows to the cohort. EXTRA aims to equip health service professionals and their organizations with the skills to find, assess, interpret and use research to better manage the Canadian health care system.

The NRF normally supports research personnel, research dissemination, and research projects on nursing management, organization, and policy at a level of $2.5 million per year. The aim is to create high quality new knowledge; increase knowledge exchange between researchers and decision makers; and increase the capacity for evidence-based decisions. The NRF is due to wind down in 2009.

Planned evaluations:

Teamwork Workshop Evaluation

CHSRF's Evaluation of the December 2008 teamwork workshop and follow-up activities will continue during 2009 and be completed in 2010.

Knowledge Brokering Evaluation

A summative evaluation of the knowledge brokering initiative will be conducted by CHSRF in 2009 and presented to our wider community.

Extra Program Evaluation

The Foundation conducts an annual evaluation of the EXTRA program. As well, an evaluation and review will be undertaken of all of the Intervention Projects (IPs) conducted within the EXTRA program.

A Director for Impact and Evaluation has been recruited with a start date of January 22, 2009. The individual will be responsible for developing a new evaluation strategy and plan for the Foundation in the first quarter of 2009.

Planned audits: The Foundation conducts an annual financial audit as well as an audit of its pension plan. The Foundation's five-year Internal Audit Plan, approved by the Board of Trustees in May 2007, identifies a mini internal controls review each year. In 2009, the Foundation will conduct an internal controls review of one operational area.

URL of recipient site: http://chsrf.ca

Human Resources and Skills Development Canada

Table 2: Up-Front Multi-Year Funding

1. The Canada Millenium Scholarship Foundation

2. Canada Council of Learning

Industry Canada

Up-Front Multi-Year Funding, formerly Foundations (Conditional Grants)

Draft 3.0

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

Strategic Outcome
Competitive Businesses are Drivers of Sustainable Wealth Creation

Natural Resources Canada

Table 2: Up-Front Multi-Year Funding

Table 2: Up-Front Multi-Year Funding

Table 2: Multi-Year Funding

Public Health Agency of Canada

Table 2: Up-Front Multi-Year Funding

Canada Health Infoway Inc. (Infoway) is an independent not-for-profit corporation with a mandate to foster and accelerate the development and adoption of electronic health information systems with compatible standards and communications technologies across Canada. Infoway is also a collaborative mechanism in which the federal, provincial and territorial governments participate as equals, toward a common goal of modernizing Canada’s health information systems. See Health Canada’s RPP for the reporting on this Foundation Initiative.

Public Works and Government Services Canada

Table 2: Up-Front Multi-Year Funding, formerly Foundations (Conditional Grants)

Western Economic Diversification Canada

Table 2: Up-Front Multi-Year Funding