National Research Council Canada's 2025–26 Departmental Plan

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From the Minister

Headshot of Mélanie Joly

The Honourable Mélanie Joly

Minister of Industry and Minister responsible for Canada Economic Development for Quebec Regions

It is my pleasure to present the 2025–26 Departmental Plan for the National Research Council of Canada (NRC), which lays out the key priorities the NRC is working to advance for the benefit of all Canadians.

In 2025–26, the NRC will continue working with the Innovation, Science and Economic Development Portfolio and other federal partners to bolster Canadian innovation by fostering competitive, sustainable and inclusive economic growth.

Building on the vision outlined in the 2024–2029 Strategic Plan: Research Powering Innovation for Canada, the NRC will advance science, research, and innovation to address today's most significant challenges and capitalize on the most promising opportunities. To do so, the NRC will continue to collaborate with industry, government, and the academic sector for meaningful impact and progress, while leveraging more than 30 years of experience in responsibly developing and deploying artificial intelligence technologies. The NRC's expertise, facilities, and network of partners will enable initiatives such as the AI for Productivity and Quantum Internetworking Challenge programs, which will bring together innovators to support Canada's AI and quantum ambitions. Through the NRC Industrial Research Assistance Program (NRC IRAP), the NRC will remain focused on empowering small and medium-sized enterprises with the critical advisory services and funding they need to drive innovation and achieve growth.

In line with its longstanding commitment to business innovation, the NRC will continue to provide the research and technical capabilities essential for success, while striving to position Canada as a research and innovation leader on the global stage. Through its efforts, the NRC is committed to embedding inclusion and diversity in its programs, policies, and practices to address barriers to participation and harness the potential of all Canadians. I invite you to read this report to learn more about how the NRC, along with its partners, is supporting all Canadians to participate in and benefit from a competitive and growing economy.

From the President

Headshot of Mitch Davies

Mitch Davies

NRC President

At the National Research Council of Canada (NRC), we are committed to research that powers innovation for a more prosperous and resilient Canada. Together with our collaborators—Canadian businesses and research and government partners—our dedicated teams of experts are working towards a better future for all Canadians.

This departmental plan for 2025–2026 showcases how the NRC is putting its 2024–29 strategic plan into action in the year ahead.

With a focus on research and innovation priorities in climate change and sustainability, digital and quantum technologies, health and biomanufacturing, and foundational research, we collaborate with other researchers, federal organizations, and Canadian enterprises to drive innovation and growth. Our programs and initiatives in climate resilience, low-carbon construction, and sustainable agriculture are helping accelerate Canada's transition to a green economy. Committed to transformative research and innovation, the NRC is advancing sustainable aviation with industry partners, launching an e-Auto Challenge program to support the development of Canada's integrated Canadian Zero-Emission Vehicles supply chain, and championing the development and deployment of safe and responsible artificial intelligence (AI) solutions. With partnerships across the country, we provide businesses with the talent, facilities and funding to help bring new ideas through development to grow opportunities, expand Canadian industrial capabilities and connect Canada to global markets and value chains.

As co-chair this year for Eureka, the world's largest international network for industrial R&D collaboration, the NRC opens significant opportunities for Canadian small and medium-sized enterprises (SMEs) to connect with large companies, research centres, universities, and other innovators across the globe. We also want to ensure Canada remains at the forefront of artificial intelligence (AI), one of the most significant technological transformations of our time, by supporting Canadian researchers and businesses to fully harness its potential for our society, while actively working through how best to mitigate risks.

We believe diversity drives innovation, and are dedicated to fostering excellence and inclusion through a workforce that reflects the people we are privileged to serve. We take seriously our commitment to advancing reconciliation with Indigenous peoples, advancing this goal through better workforce representation and in engaging on the priorities and knowledge systems of Indigenous people in the work we do and the way it is carried out.

Our dedication to research excellence will remain vital to achieving our goals for the year ahead. This commitment to excellence is foundational to our collective effort to see research power innovation for Canada, to secure our prosperity and tackle the challenges we face. At the NRC, we see possibilities ahead and are positioned to pursue them, working with our partners across the country and around the world. We invite you to explore the NRC's plans and initiatives to drive this work forward.

Plans to deliver on core responsibilities and internal services

Core responsibilities and internal services

Core responsibility 1: Science and innovation

Description

Grow and enhance the prosperity of Canada through the following activities:

  • Undertaking, assisting and promoting innovation-driven research and development (R&D)
  • Advancing fundamental science and Canada's global research excellence
  • Providing government, business and research communities with access to scientific and technological infrastructure, services and information
  • Supporting Canada's skilled workforce and capabilities in science and innovation

The NRC has 3 departmental results for tracking and reporting against its core responsibility:

  1. Scientific and technological knowledge advances
  2. Innovative businesses grow
  3. Evidence-based solutions inform decisions in government priority areas

Quality of life impacts

The NRC is a federal research and development organization with a core responsibility of "science and innovation" that supports innovation across the Quality of Life framework. The variety of services and areas of expertise that the NRC's research centres deliver indirectly supports elements of numerous Quality of Life domains, including "environment," "health" and "society."

The NRC contributes most directly to the "prosperity" domain and, especially, the indicator of "investment in research and development." The NRC's work as an enabler and collaborator with industry also helps develop and grow Canadian firms, thus contributing in the longer term to indicators such as "productivity."

Indicators, results and targets

This section presents details on the department's indicators, the actual results from the 3 most recently reported fiscal years, the targets and target dates approved in 2025–26 related to science and innovation. Details are presented by departmental result.

Table 1: Scientific and technological knowledge advances
Table 1 provides a summary of the target and actual results for each indicator associated with the results under science and innovation.
Departmental result indicators Actual results Target Date to achieve target
Citation score of National Research Council generated publications relative to the world average

2021–22: 1.21

2022–23: 1.19

2023–24: 1.28

1.25 March 31, 2026
Number of peer-reviewed publications generated by the NRC

2021–22: 1,187

2022–23: 1,222

2023–24: 1,277

1,100 March 31, 2026
Number of patents issued to the NRC

2021–22: 99

2022–23: 104

2023–24: 166

100 March 31, 2026
Number of licence agreements

2021–22: 30

2022–23: 46

2023–24: 39

35 March 31, 2026
Ratio of the NRC's workforce made up of equity deserving groups relative to Canadian average labour market availability – Women

2021–22: 1.03

2022–23: 1.04

2023–24: 1.07

1.00 March 31, 2026
Ratio of the NRC's workforce made up of equity deserving groups relative to Canadian average labour market availability – Indigenous peoples

2021–22: 0.60

2022–23: 0.63

2023–24: 0.74

0.80 March 31, 2026
Ratio of the NRC's workforce made up of equity deserving groups relative to Canadian average labour market availability – Racialized persons

2021–22: 0.94

2022–23: 1.00

2023–24: 1.10

1.00 March 31, 2026
Ratio of the NRC's workforce made up of equity deserving groups relative to Canadian average labour market availability – Persons with disabilities

2021–22: 0.45

2022–23: 0.57

2023–24: 0.65

0.75 March 31, 2026
Table 2: Innovative businesses grow
Table 2 provides a summary of the target and actual results for each indicator associated with the results under science and innovation.
Departmental result indicators Actual results Target Date to achieve target
Percentage of research and development clients who report positive benefits of working with the NRC

2021–22: 83%

2022–23: 89%

2023–24: 84%

90% March 31, 2026
Percentage revenue growth of firms engaged with the NRC (NRC Industrial Research Assistance Program-engaged firms)

2021–22: 32%

2022–23: 35%

2023–24: 35%

20% March 31, 2026
Percentage growth in Canada's science and technology related jobs through NRC supported firms (NRC Industrial Research Assistance Program-engaged firms)

2021–22: 18%

2022–23: 21%

2023–24: 21%

10% March 31, 2026
Revenue earned from clients and collaborators

2021–22: $86.2 million

2022–23: $84.7 million

2023–24: $67.1 million

$75M March 31, 2026
Table 3: Evidence-based solutions inform decisions in government priority areas
Table 3 provides a summary of the target and actual results for each indicator associated with the results under science and innovation.
Departmental result indicators Actual results Target Date to achieve target
Revenue earned from other federal government departments

2021–22: $79.6 million

2022–23: $80.4 million

2023–24: $93.1 million

$85M March 31, 2026
Number of NRC peer-reviewed publications co-authored with other federal government departments

2021–22: 83

2022–23: 62

2023–24: 75

65 March 31, 2026

Additional information on the detailed results and performance information for the NRC's program inventory is available on GC InfoBase.

Plans to achieve results

The following section describes the planned results for science and innovation in 2025–26. Note: The NRC leveraged its internal generative AI tool (AI Zone) to support the development of content within this report; a human has reviewed and validated all AI-generated content.

Key risks

The NRC has a number of internal and external issues and risks that may impact the organization's ability to achieve its strategic objectives. Externally, increased malicious cyber activity could negatively impact the NRC's operations. Internally, the NRC's aging facilities may present obstacles to conducting its leading-edge research. With competitive labour markets and an aging workforce, there is also a risk the NRC may not be able to attract and retain the talent it needs to advance its mandate. The rapid expansion and use of generative AI tools present both negative risks and new opportunities, using them improperly could lead to erroneous outcomes and biased decision-making, while using them effectively could accelerate research outcomes and contribute to new discoveries and increased productivity.

In 2025–26, the NRC will continue to monitor and manage its issues and risks by executing various action plans to mitigate their likelihood and impact. To mitigate the threat of cyberattacks, the NRC is continuously strengthening its cyber security posture to safeguard the NRC's information technology and networks. The NRC will also continue to advance facility and building revitalization projects as part of its major facilities renewal initiative. Furthermore, the NRC will embed the modernization of its IT equipment into investment planning processes.

To promote continuous improvement and vigilance pertaining to workplace health and safety, the NRC is increasing access to and analysis of proactive hazardous occurrence information to address potential issues before they lead to incidents, in addition to NRC-wide safety campaigns. To address talent shortage risks, the NRC will leverage its new employer brand and employee value proposition to attract and retain diverse top talent and will continue to implement specialized recruitment programs to help build Canada's pool of STEM professionals. To benefit from the potential of generative AI tools, the NRC established a generative AI committee and deployed an internally managed generative AI tool and will continue to support staff with resources on the informed use of generative AI tools with updated guidelines for the proper use of AI as this technology continues to evolve.

Planned resources to achieve results

Table 4: Planned resources to achieve results for science and innovation
Table 4 provides a summary of the planned spending and full-time equivalents required to achieve results.
Resource Planned
Spending $1,565,691,658
Full-time equivalents 3,411

Complete financial and human resources information for the NRC's program inventory is available on GC InfoBase.

Related government priorities

Program inventory

Science and innovation is supported by the following programs:

  • Aerospace
  • Aquatic and Crop Resource Development
  • Automotive and Surface Transportation
  • Business Management Support (Enabling)
  • Biologics Manufacturing Centre
  • Canadian Photonics Fabrication Centre
  • Collaborative Science, Technology and Innovation Program
  • Construction
  • Design & Fabrication Services (Enabling)
  • Digital Technologies
  • Clean Energy Innovation
  • Genomics Research & Development Initiative Shared Priority Projects
  • Herzberg Astronomy & Astrophysics
  • Human Health Therapeutics
  • Industrial Research Assistance Program
  • International Affiliations
  • Medical Devices
  • Metrology
  • National Science Library
  • Ocean, Coastal and River Engineering
  • Quantum and Nanotechnologies
  • Research Information Technology Platforms (Enabling)
  • Special Purpose Real Property (Enabling)
  • TRIUMF

Additional information related to the program inventory for science and innovation is available on the Results page on GC InfoBase.

Summary of changes to reporting framework since last year

  • The Clean Energy Innovation program replaces the Energy, Mining and Environment program.

Internal services

Description

Internal services are the services that are provided within a department so that it can meet its corporate obligations and deliver its programs. There are 10 categories of internal services:

  • management and oversight services
  • communications services
  • legal services
  • human resources management services
  • financial management services
  • information management services
  • information technology services
  • real property management services
  • materiel management services
  • acquisition management services

Plans to achieve results

This section presents details on how the department plans to achieve results and meet targets for internal services.

To achieve its departmental priorities and goals, the NRC delivers necessary services and tools to its workforce and researchers. The NRC will continue its efforts to commit to a more efficient and effective approach to serving researchers.

Providing our people with the tools they need
  • Revitalizing the NRC's equipment, facilities and buildings: The NRC will continue to revitalize its facilities and buildings with increased project monitoring and using new authorities and processes to advance key milestones in delivering its capital projects. The NRC will also launch the process to select the next round of capital projects, informed by refreshed information on the state and performance of its research facilities. To support strong and strategically aligned investment proposals, the NRC will engage with external stakeholders, including other government departments, universities and industry organizations, to understand their needs and expectations.
  • Reinforcing a safety focused culture: The NRC will also continue to prioritize the safety of its workforce and people visiting the NRC's facilities by promoting the "Make it Safe" campaign. This includes hazard-focused blitzes, improving tools for Committee on Occupational Health and Safety inspections and management, annual stand-up events and enhanced awareness of workplace health and safety through various communication channels. Health, Safety and Environment metrics will be developed and monitored through employee surveys and participation in positive reporting. By integrating these efforts and initiatives, the NRC aims to continue fostering a culture of safety that permeates every level of the organization, driving continuous improvement and proactive risk management.
  • Protecting the security of our assets: As security remains a high priority within the organization, the NRC will continue in its mission to safeguard its people, infrastructure and data by advancing the implementation of a comprehensive Research Security Program. The NRC will also elevate security awareness and education through targeted training initiatives, particularly during GC Security Awareness Week and Cyber Security Awareness Month. The NRC's ongoing commitment to a rigorous security screening process and modernizing its physical security posture will fortify primary lines of defence in support of a resilient and secure environment that complements a broad culture of research security.
  • Enhancing digital tools: The NRC will continue to focus on IT modernization by improving IT infrastructure to support high-performance computing. This includes modernizing data centres, enhancing network capabilities and providing hardware and software to support advanced research activities. Updated IT infrastructure will also foster scientific innovation and collaboration while supporting sophisticated data processing and analysis techniques. The NRC is developing custom generative AI tools for employees to match consumer standards while safeguarding sensitive information and maintaining NRC-specific features. Many of these services are being developed as part of a co-op program, with students designing solutions that enable the NRC to work more effectively and focus on the best and most challenging aspects of our jobs. To maintain leadership in the field and keep pace with technological changes, the organization will continuously update its generative AI tools and guidelines. The NRC will enhance Research Data Management by providing a user-friendly Data Management Plans template, applicable to both research and corporate data. Implementing this standard will help the NRC build reliable, ethical, customizable, automated systems and maximize interoperability, positioning the organization at the forefront of data management practices within Canadian science-based organizations.
Supporting the NRC's people
  • Improving equity, diversity and inclusion: The NRC will implement year two of the 2024–27 NRC Equity, Diversity and Inclusion Strategy, which focuses on achieving a diverse workforce, a barrier-free work environment and an inclusive workplace culture, enabling the NRC and its employees to reach their full potential. Through methodical workforce planning and talent management, the NRC will ensure it has the right people to achieve current and future business goals. To support the attraction and retention of diverse talent, the NRC will continue to establish and strengthen relationships with organizations led by Indigenous peoples and racialized persons, and agencies that provide employment services to persons with disabilities. The NRC will develop a framework for accommodation and disability management to improve support for employees seeking accommodation measures by streamlining internal processes. In addition, the organization will advance work on its pay equity plan, as per the new Pay Equity Act, to ensure equal pay for work of equal value for employees in jobs that are predominantly held by women. Full implementation is targeted for 2026.
  • Benefiting from diverse perspectives: To promote greater inclusivity and diversity on its peer review committees, the NRC will focus on improving GBA Plus data collection and promoting self-declaration among peer reviewers and researchers in the Collaborative Science, Technology and Innovation Program (CSTIP) projects. CSTIP Challenge programs will continue to incorporate stakeholder engagement and GBA Plus considerations through proposal templates, Small Teams Initiatives and review processes to support inclusive and diverse project planning and research. NRC IRAP will also continue to develop and deliver programming and initiatives that consider and address the obstacles experienced by under-represented colleagues and clients through its EDI Literacy Program, support to SMEs in their EDI journey and introduction of new inclusive tools to increase accessibility in NRC IRAP recruitment processes. The NRC will strengthen its Indigenous engagement strategy by promoting the Cultural Competency Curriculum across the organization, expanding the reach of the Indigenous Engagement Network to include participation from all branches, developing a National Day for Truth and Reconciliation toolkit for NRC regional offices and supporting the preparation of Indigenous engagement plans across the organization.
  • Promoting excellence and leadership development: Prioritizing research excellence and fostering the next generation of scientific leaders are critical to maintaining the NRC's value and relevance over time, particularly in a context of rapidly evolving technologies and industry needs. Initiatives like the President's Research Excellence Advisory Committee and the Early Career Research+ Network will contribute to the NRC's commitment to excellence by facilitating an ongoing connection to researchers and their communities. Further, the NRC's refreshed leadership development framework will launch initiatives like supervisor clinics, a leadership roadmap and experiential learning frameworks. These efforts aim to equip the NRC's future research leaders, executives and decisions makers with the capabilities required to steer the NRC to a successful future.

Planned resources to achieve results

Table 5: Planned resources to achieve results for internal services this year
Table 5 provides a summary of the planned spending and full-time equivalents required to achieve results.
Resource Planned
Spending $196,487,307
Full-time equivalents 1,066.20

Complete financial and human resources information for the NRC's program inventory is available on GC InfoBase.

Planning for contracts awarded to Indigenous businesses

Government of Canada departments are to meet a target of awarding at least 5% of the total value of contracts to Indigenous businesses each year. This commitment is to be fully implemented by the end of 2024–25.

The NRC is committed to fostering economic opportunities for Indigenous businesses and achieving the target of awarding at least 5% of the total value of contracts to Indigenous businesses annually, as set out in Appendix E to the Directive on the Management of Procurement. Our plan to meet this target includes the following strategic actions.

Enhanced outreach and engagement
  • Partnership development: Establish and strengthen partnerships with Indigenous business organizations, such as the Canadian Council for Indigenous Business (CCIB) and National Indigenous Economic Development Board (NIEDB), to identify and engage potential Indigenous suppliers.
  • Supplier outreach events: Participate in supplier outreach events, workshops and networking sessions specifically aimed at Indigenous businesses to increase awareness of procurement opportunities within the NRC.
Capacity building and support
  • Inclusive procurement practices: Implement set-aside programs for specific contracts or portions of contracts exclusively for Indigenous businesses so they have fair opportunities to participate, along with incorporating criteria in the evaluation process that recognize and reward including Indigenous businesses in supply chains and subcontracting arrangements.
  • Unbundling: Explore possibilities to unbundle portions of construction work where a legitimate division into smaller requirements is applicable and could increase opportunities for the participation of Indigenous businesses.
Policy and process adjustments
  • Review and update policies: Regularly review and update procurement policies and procedures to remove barriers and make it easier Indigenous businesses to participate.
  • Simplified procurement processes: Simplify procurement processes and documentation requirements to make it easier for Indigenous businesses to bid on contracts.
Monitoring, reporting and continuous improvement
  • Performance tracking: Implement robust tracking and reporting mechanisms to monitor the percentage of contract value awarded to Indigenous businesses in support of transparency and accountability.
  • Regular reporting: Provide regular updates to senior management and stakeholders on progress towards the 5% target, identifying areas for improvement and celebrating successes.

By implementing these strategic actions, the NRC aims not only to meet the mandatory minimum target of 5% but to create a sustainable and inclusive procurement environment that supports the growth and success of Indigenous businesses. This plan reflects our commitment to reconciliation and economic empowerment of Indigenous communities across Canada.

Table 6: Percentage of contracts planned and awarded to Indigenous businesses
Table 6 presents the current, actual results with forecasted and planned results for the total percentage of contracts the department awarded to Indigenous businesses.
5% reporting field 2023–24 actual result 2024–25 forecasted result 2025–26 planned result
Total percentage of contracts with Indigenous businesses 1.6% 5% 5%

Planned spending and human resources

This section provides an overview of the NRC's planned spending and human resources for the next 3 fiscal years and compares planned spending for 2025–26 with actual spending from previous years.

Spending

This section presents an overview of the department's planned expenditures from 2022–23 to 2027–28.

Core responsibilities and internal services 2025–26 planned spending
Science and innovation $1,565,691,658
Internal services $196,487,307

Budgetary performance summary

Table 7: 3-year spending summary for core responsibilities and internal services (dollars)
Table 7 presents how much money the NRC spent over the past 3 years to carry out its core responsibilities and for internal services. Amounts for the current fiscal year are forecasted based on spending to date.
Core responsibilities and internal services 2022–2023 actual expenditures 2023–24 actual expenditures 2024–2025 forecast spending
Science and innovation 1,306,954,477 1,328,737,018 1,506,743,900
Internal services 163,802,501 197,243,636 187,543,435
Total 1,470,756,978 1,525,980,654 1,694,287,335

More financial information from previous years is available on the Finances section of GC Infobase.

Table 8: Planned 3-year spending on core responsibilities and internal services (dollars)
Table 8 presents how much money the NRC plans to spend over the next 3 years to carry out its core responsibility and for internal services.
Core responsibilities and internal services 2025–26 planned spending 2026–27 planned spending 2027–28 planned spending
Science and innovation 1,565,691,658 1,496,559,220 1,449,263,737
Internal services 196,487,307 200,005,773 199,573,597
Total 1,762,178,965 1,696,564,992 1,648,837,334

More detailed financial information on planned spending is available on the Finances section of GC Infobase.

Funding

This section provides an overview of the department's voted and statutory funding for its core responsibilities and for internal services. For further information on funding authorities, consult the Government of Canada budgets and expenditures.

Graph 1: Approved funding (statutory and voted) over a 6-year period

Graph 1 summarizes the department's approved voted and statutory funding from 2022–23 to 2027–28.

Graph 1. Text version below.

For further information on the NRC's departmental appropriations, consult the 2025–26 Main Estimates.

Future-oriented condensed statement of operations

The future-oriented condensed statement of operations provides an overview of the NRC's operations for 2024–25 to 2025–26.

Table 9: Future-oriented condensed statement of operations for the year ended March 31, 2026

Table 9 summarizes the expenses and revenues which net to the cost of operations before government funding and transfers for 2024–25 to 2025–26. The forecast and planned amounts in this statement of operations were prepared on an accrual basis. The forecast and planned amounts presented in other sections of the Departmental Plan were prepared on an expenditure basis. Amounts may therefore differ.
Financial information 2024–25 forecast results 2025–26 planned results Difference (planned results minus forecast results)
Total expenses 1,588,369,000 1,677,094,000 88,725,000
Total revenues 201,265,000 188,787,000 (12,478,000)
Net cost of operations before government funding and transfers 1,387,104,000 1,488,307,000 101,203,000

A more detailed Future-Oriented Statement of Operations and associated Notes for 2025–26, including a reconciliation of the net cost of operations with the requested authorities, is available on the NRC's website.

Human resources

This section presents an overview of the department's actual and planned human resources from 2022–23 to 2027–28.

Table 10: Actual human resources for core responsibilities and internal services

Table 10 shows a summary of human resources, in full-time equivalents, for the NRC's core responsibilities and for its internal services for the previous 3 fiscal years. Human resources for the current fiscal year are forecasted based on the year to date.
Core responsibilities and internal services 2022–23 actual full-time equivalents 2023–24 actual full-time equivalents 2024–25 forecasted full-time equivalents
Science and innovation 3,300.8 3,263.3 3,342.3
Internal services 962.5 1,059.9 1,066.2
Total 4,263.3 4,323.2 4,408.5

Table 11: Human resources planning summary for core responsibilities and internal services

Table 11 shows information on human resources, in full-time equivalents, for each of the NRC's core responsibilities and for its internal services planned for the next 3 years.
Core responsibilities and internal services 2025–26 planned full-time equivalents 2026–27 planned full-time equivalents 2027–28 planned full-time equivalents
Science and innovation 3,411.0 3,411.0 3,411.0
Internal services 1,066.2 1,066.2 1,066.2
Total 4,477.2 4,477.2 4,477.2

Corporate information

Supplementary information tables

The following supplementary information tables are available on the NRC's website:

Information on the NRC's departmental sustainable development strategy can be found on the NRC's website on the "2023-2027 Departmental Sustainable Development Strategy" page.

Federal tax expenditures

The NRC's Departmental Plan does not include information on tax expenditures.

The tax system can be used to achieve public policy objectives through the application of special measures such as low tax rates, exemptions, deductions, deferrals and credits. The Department of Finance Canada publishes cost estimates and projections for these measures each year in the Report on Federal Tax Expenditures.

This report also provides detailed background information on tax expenditures, including descriptions, objectives, historical information and references to related federal spending programs as well as evaluations and GBA Plus of tax expenditures.

Definitions