ARCHIVED - Canadian Grain Commission

Warning This page has been archived.

Archived Content

Information identified as archived on the Web is for reference, research or recordkeeping purposes. It has not been altered or updated after the date of archiving. Web pages that are archived on the Web are not subject to the Government of Canada Web Standards. As per the Communications Policy of the Government of Canada, you can request alternate formats on the "Contact Us" page.

2007-08
Departmental Performance Report

Canadian Grain Commission

Supplementary Information (Tables)

Table 3: Sources of Respendable Revenue

Sources of Respendable Revenue
($ thousands)	Actual 2005-06	Actual 2006-07	2007-2008
($ thousands)	Actual 2005-06	Actual 2006-07	Main Estimates	Planned Revenue	Total Authorities	Actual
Deliver inspection and testing services
Inspection, registration, and cancellation	26 023	28 838				28 153
Other	1 629	1 271				1 246
Total	27 652	30 109	31 135	31 135	31 135	29 399
Deliver weighing services
Weighing, registration, and cancellation	10 634	12 101				11 966
Other	42
Total	10 676	12 101	9 270	9 270	9 270	11 966
Conduct research to understand and measure grain quality
Other	-	-	-	-	-	-
Total	-	-	-	-	-	-
Protect producers' rights
Licences	392	503				438
Service fees	17	1
Other	33	2				2
Total	442	506	860	860	860	440
Total Respendable Revenue	38 770	42 716	41 265	41 265	41 265	41 805

This table identifies all sources of revenue generated, excluding appropriation. Respendable revenues represent funds generated through fees and contracts for services rendered by the CGC. These revenues are used to offset a portion of the costs of providing these services.

Table 4: Revolving Funds

Statement of Operations
($ thousands)	Actual 2005-2006	Actual 2006-2007	Main Estimates	Planned Spending	Authorized	Actual
($ thousands)	Actual 2005-2006	Actual 2006-2007	2007-2008
Revenue
Appropriation
Parliamentary	5 293	5 202				5 007
Respendable	22 012	30 508				37 325
Total Revenues	27 305	35 710	34 732	34 732	42 971	42 332
Respendable Revenue
Service Fees	36 674	40 940				40 119
Contract Revenue	1 704	1 273				1 248
License Fees	392	503				438
Total Respendable Revenue	38 770	42 716	41 265	41 265	41 265	41 805
Total Revenues	66 076	78 426	75 997	75 997	84 236	84 137
Expenses
Operating:
Salaries and employee benefits	55 310	53 832	56 012	56 012	56 759	59 585
Rent	3 731	3 738	4 800	4 800	7 212	3 805
Travel	2 793	2 804	5 175	5 175	7 774	3 218
Travel and Supplies	2 398	2 748	3 192	3 192	4 796	3 210
Depreciation	2 174	1 974	1 701	1 701	1 701	1 905
Professional and Special Services	1 815	1 258	1 573	1 573	2 363	1 467
Communications	878	833	173	173	260	824
Other	1 044	17				524
Total expenses	70 143	67 204	72 626	72 626	80 865	74 538
Surplus (Deficit)	(4 068)	11 222	3 371	3 371	3 371	9 599

This table reflects and allocates the costs associated with the total revenues generated.

The difference of $8 239 K between planned spending and total authorities is $7 300 K approved in the 2007 Budget, $154 K supported for Internal Audit, $60 K 2006 2007 Operational Budget Carry Forward, $485 K from Treasury Board for severance pay, and $240 K for collective agreements.

Actual appropriation differs from the revolving fund financial statements by $639 K. The CGC received a recovery of severance pay from the Treasury Board and recorded it as a reduction of expenses versus recording it as appropriation revenue. The CGC lapsed funding received in support of Internal Audit due to a delay in hiring.

Statement of Cash Flows
($ thousands)	Actual 2005-06	Actual 2006-07	Main Estimates	Planned Spending	Authorized	Actual
($ thousands)	Actual 2005-06	Actual 2006-07	2007-2008
Surplus (Deficit)	(4 068)	11 222	3 371	3 371	3 371	9 599
Add non-cash items:
Depreciation/amortization	2 174	1 974	1 701	1 701	1 701	1 905
Provisions for employee termination benefits	842	1 086	-	-	-	3 229*
Gain on disposal of property and equipment	(3)	(13)	-	-	-	(23)
Change in working capital	(1 047)	(1 260)	-	-	-	3 074
Investing activities:
Acquisition of depreciable assets	(1 767)	(1 600)	(4 945)	(4 945)	(4 945)	(3 454)
Cash Surplus (requirement)	(3 869)	11 409	127	127	127	14 330

This table converts the financial statement information from book value to a cash basis.

* During the year, the CGC revised its assumptions with respect to expected employee service life and Revolving Fund status resulting in an adjustment to increase the employee severance liability by $2,049,000. This amount was recorded as an expense in the current year.

Projected Use of Authority
($ thousands)	Actual 2005-06	Actual 2006-07	2007-2008
($ thousands)	Actual 2005-06	Actual 2006-07	Main Estimates	Planned Spending	Authorized	Actual
Authority	2 381	2 381	2 508	2 508	2 508	2 508
Drawdown:
Balance as at April 1	12 165	8 296	127	127	127	19 705
Operating (deficit)/surplus	(12 165)	(8 296)	-	-	-	(19 705)

Projected surplus (drawdown)	(3 869)	11 409	127	127	127	14 330
Projected Balance at March 31	(1 488)	13 790	2 762	2 762	2 762	16 838

This table represents the projected balance which is made up of the accumulated net charge (April 1), ANCAFA (cash account), and the CGC’s Revolving Fund authority.

Table 5 – A: 2007-2008 User Fee Reporting - User Fees Act

2007-2008 User Fee Reporting - *User Fees Act*
				2007-2008 ($ thousands)
User Fee	Fee Type	Fee Setting Authority	Date Last Modified	Forecast Revenue	Actual Revenue	Full Cost	Performance Standard¹	Performance Results¹
Inward Inspection	R	Schedule 1 - Canada Grain Regulations (CGR)	1991	5 870	8 216	11 594	See Annex 1	See Annex 1
Outward Inspection	R	Schedule 1- CGR	1991	13 328	15 218	13 453	See Annex 1	See Annex 1
Inward Weighing	R	Schedule 1- CGR	1999	1 653	1 848	3 863	See Annex 1	See Annex 1
Outward Weighing	R	Schedule 1- CGR	1991	6 662	8 037	6 917	See Annex 1	See Annex 1
Registration and Cancellation	R	Schedule 1- CGR	1991	3 547	4 061	1 149	See Annex 1	See Annex 1
Licensing and Producer Cars	R	Schedule 1- CGR	1991	459	438	1 659	See Annex 1	See Annex 1
Total				31 519	37 818	38 635

¹ According to prevailing legal opinion, where the corresponding fee introduction or most recent modification occurred prior to March 31, 2004:

the performance standard may not have received parliamentary review;
the performance standard may not respect all establishment requirements under the User Fees Act (UFA) (e.g. international comparison, independent complaint address), and
the performance result is not legally subject to section 5.1 of the UFA regarding fee reductions for unachieved performance.

Table 5 – A Continued : 2007-2008 User Fee Reporting - User Fees Act

2007-2008 User Fee Reporting - *User Fees Act*
		Planning Years ($ thousands)
		2008-2009		2009-2010		2010-2011
User Fee	Fee Type	Forecast Revenue	Estimated Full Costs	Forecast Revenue	Estimated Full Costs	Forecast Revenue	Estimated Full Costs
Inward Inspection	R	5 870	11 884	5 870	12 180	5 870	12 485
Outward Inspection	R	13 328	13 788	13 328	14 133	13 328	14 486
Inward Weighing	R	1 653	3 959	1 653	4 058	1 653	4 159
Outward Weighing	R	6 662	7 090	6 662	7 267	6 662	7 449
Registration and Cancellation	R	3 547	1 178	3 547	1 207	3 547	1 237
Licensing and Producer Cars	R	459	1 701	459	1 743	459	1 787
Total		31 519	39 600	31 519	40 588	31 519	41 603

Most CGC revenue is generated from fees charged for mandated inspection and weighing of grain exported through licensed terminal or transfer elevators.

Annex 1: Performance Standards and Results

Performance Standards and Results
User Fee	Performance Standard	Performance Results 2007-2008
Inward Inspection	Provide all services in a courteous, professional manner Prepare and distribute documentation to interested parties within 24 hours of unload Provide thorough elevator inspections with regard to automatic samplers, protein testers and moisture meters, dryers and other related mechanical equipment Provide advice for companies regarding installation of new or modified sampling equipment, dryers and other mechanical equipment where applicable Address special requests to meet customer needs	From April 1, 2007 to March 31, 2008, CGC staff inspected 265,056 inward grain cars. The grading of inward grain cars was 99.03% accurate. Service standards were met 100% of the time.
Outward Inspection	While grain is being conveyed to the vessel, truck or railcar, continuously monitor the grade of the grain according to the information listed on the shipping order Analyze representative increments for a cargo every 2000 tonnes or within a timed interval that has been identified for the terminal and advise the shippers of the results within 20 minutes of commencing the analysis, and always when there is a problem Notify the designated facility representative immediately after the discovery of quality anomalies to minimize the cost of corrections Keep an official record of the loading and retain samples for six months so that the CGC and its customers can review the details of the shipment should the need arise Accurately reflect the loading data in the certificate, letters of analysis or other documents that are issued and offer as much flexibility in the format of these documents as our Act and Regulations allow Issue the appropriate certificates for the cargo within twenty-four hours of receiving a) the documentation requests from the shipper/exporter and b) the loading data from the inspection unit	From April 1, 2007 to March 31, 2008, CGC staff issued 5,267 certificates of quality representing 26,712,829 tonnes of Canadian export grain. Service Standards were met 100% of the time.
Inward Weighing	Endeavour to provide receipt data within 24 hours of unload Provide all services in a courteous, professional manner Accurately determine the amount of grain weighed and facilitate the verification of the weight with the interested parties through the certification and documentation issued Monitor weights and grain flow routes while grain is being conveyed from the truck or railcar Notify the facility representatives immediately after the discovery of quantity anomalies or weighing exceptions in order to minimize correction costs Address special requests to meet clients needs	From April 1, 2007 to March 31, 2008, CGC staff officially weighed 282,385 inward grain cars. Service Standards were met 100% of the time.
Outward Weighing	Endeavour to provide shipment data before the close of the next business day Ensure the timely transfer of official documents Process and document all shipments so as not to delay the loading operations of the facility Accurately determine the amount of grain weighed and facilitate the verification of the weight with the interested parties Continuously monitor the weights and grain flow routes while grain is being conveyed to the truck, railcar or vessel Notify the facility representatives immediately after the discovery of quantity anomalies or weighing exceptions so that the cost of corrections is minimized Keep an official record of shipping routes and scale tapes for 2 years after a loading Accurately reflect the loading data in the certificates and other documents that are issued	From April 1, 2007 to March 31, 2008, CGC staff officially weighed 27,059,734 tonnes of grain for export from Canada. Service Standards were met 100% of the time.
Registration and Cancellation	Reply to client phone calls or e-mails within 30 minutes of the time they are received or advise employees (via a message) when we will be able to resolve their questions Provide 5 minute response between the hours of 7:30 and 4:30 CST and within 30 minutes at other times Monitor the system on weekends to ensure continued operation	Service Standards were met 100% of the time.
Licensing	Upon receipt of all required documentation for licensing, monitor prospective licensee files to ensure that the files are processed and approved within 10 working days (pending availability of decision makers). Advise licensees of their licensing requirements 2 months prior to their licence renewal date. Notify a licencee the day a licence is issued and ensure that the licence is mailed to the licensee within 5 working days from the effective date of the licence. Ensure that customers are notified about changes in a CGC licensees’ status within 3 working days of the effective change. In lieu of a 3 working day standard, notification of changes will take place via newspaper and other media publications. Respond to customer inquiries within 24 hours.	As of March 31, 2008, the CGC had 163 licensees as required by the CGA and CGR. It should be noted that some licensees hold multiple licences (e.g., primary, process, grain dealer, transfer). Service standards were met 100% of the time.

Table 5 – B: User Fee Reporting - Policy on Service Standards for External Fees

User Fee Reporting - *Policy on Service Standards for External Fees*
External Fee	Service Standard¹	Performance Results² 2007-2008	Stakeholder Consultation
Inward Inspection	Provide all services in a courteous, professional manner Prepare and distribute documentation to interested parties within 24 hours of unload Provide thorough elevator inspections with regard to automatic samplers, protein testers and moisture meters, dryers and other related mechanical equipment Provide advice for companies regarding installation of new or modified sampling equipment, dryers and other mechanical equipment where applicable Address special requests to meet customer needs	From April 1, 2007 to March 31, 2008, CGC staff inspected 265,056 inward grain cars. The grading of inward grain cars was 99.03 % accurate. Service standards were met 100% of the time.	Constant daily contact with and feedback from stakeholders, combined with formal stakeholder meetings and review of service performance.
Outward Inspection	While grain is being conveyed to the vessel, truck or railcar, continuously monitor the grade of the grain according to the information listed on the shipping order Analyze representative increments for the cargo every 2000 tonnes or within a timed interval that has been identified for the terminal and advise the shippers of the results within 20 minutes of commencing the analysis, and always when there is a problem Notify the designated facility representative immediately after the discovery of quality anomalies so that the cost of corrections is minimized Keep an official record of the loading and retain samples for six months so that the CGC and its customers can review the details of the shipment should the need arise Accurately reflect the loading data in the certificate, letters of analysis or other documents that we issue and offer as much flexibility in the format of these documents as our Act and Regulations allow Issue the appropriate certificates for the cargo within twenty-four hours of receiving a) the documentation requests from the shipper/exporter and b) the loading data from the inspection unit	From April 1, 2007 to March 31, 2007, CGC staff issued 5,267 certificates of quality representing 26,712,829 tonnes of Canadian export grain. Service Standards were met 100% of the time.	Constant daily contact with and feedback from stakeholders, combined with formal stakeholder meetings and review of service performance (e.g., Vessel Loading Protocol).
Inward Weighing	Endeavor to provide receipt data within 24 hours of unload Provide all services in a courteous, professional manner Accurately determine the amount of grain weighed and facilitate the verification of the weight with the interested parties through the certificates and other documents that we issue Monitor the weights and grain flow routes while grain is being conveyed from the truck or railcar Notify the facility representatives immediately after the discovery of quantity anomalies or weighing exceptions in order to minimize correction costs Provide our staff with the tools and knowledge to consistently apply the protocols for official weighing as our principal training objective Address special requests to meet clients needs	From April 1, 2007 to March 31, 2008, CGC staff officially weighed 282,385 inward grain cars. Service Standards were met 100% of the time.	Constant daily contact with and feedback from stakeholders, combined with formal stakeholder meetings and review of service performance (e.g., Grain Receival Service).
Outward Weighing	Endeavour to provide shipment data before the close of the next business day Ensure the timely transfer of official documents Process and document all shipments so as not to delay the loading operations of the facility Accurately determine the amount of grain weighed and facilitate the verification of the weight with the interested parties Continuously monitor the weights and grain flow routes while grain is being conveyed to the truck, railcar or vessel Notify the facility representatives immediately after the discovery of quantity anomalies or weighing exceptions so that the cost of corrections is minimized Keep an official record of shipping routes and scale tapes for 2 years after a loading Accurately reflect the loading data in the certificates and other documents that we issue	From April 1, 2007 to March 31, 2008, CGC staff officially weighed 27,059,734 tonnes of grain for export from Canada. Service Standards were met 100% of the time.	Constant daily contact with and feedback from stakeholders, combined with formal stakeholder meetings and review of service performance (e.g., Vessel Loading Protocol).
Registration and Cancellation	Reply to phone calls or e-mails from clients within 30 minutes of the time they are received or advise employees (via a message) when we will be able to resolve their questions Provide 5-minute response between the hours of 7:30 and 4:30 CST and within 30 minutes at other times Monitor the system on weekends to ensure continued operation	Service Standards were met 100% of the time.	Informal feedback from stakeholders on a daily basis.
Licensing	Upon receipt of all required documentation for licensing, monitor prospective licensee files to ensure that the files are processed and approved within 10 working days (pending availability of decision makers). Advise licensees of their licensing requirements 2 months prior to their licence renewal date. Notify the licensee the day a licence is issued and ensure the licence is mailed to the licensee within 5 working days from the effective date of the licence. Ensure that customers are notified about changes in CGC licensees’ status within 3 working days of the effective change. In lieu of a 3 working day standard, notification of changes will take place via newspaper and other media publications. Respond to customer inquiries within 24 hours.	As of March 31, 2008, the CGC had 163 licensees. It should be noted that some licensees hold multiple licences (e.g., primary, process, grain dealer, transfer). Service standards were met 100% of the time.	Daily contact with and feedback from stakeholders, combined with formal stakeholder meetings and review of service performance.

¹ As established pursuant to the Policy on Service Standards for External Fees:

service standards may not have received parliamentary review; and
service standards may not respect all performance standard establishment requirements under the UFA (e.g. international comparison; independent complaint address).

² Performance results are not legally subject to section 5.1 of the UFA regarding fee reductions for unachieved performance.

Table 6: Response to Parliamentary Committees and External Audits

Response to Parliamentary Committees and External Audits
Response to Parliamentary Committees
N/A
Response to the Auditor General
N/A
External Audits
N/A

Table 7a: Internal Audits

Response to Parliamentary Committees and External Audits
Name of Internal Audit	Audit Type	Status	Completion Date	Electronic Link to Report
Harvest Survey Review	Program Delivery / Risk Assessment	Complete	2006	http://www.grainscanada.gc.ca/cgc-ccg/cr-rm/crm-mrm-eng.htm
CIPRS Program Review	Program Delivery / Risk Assessment	Complete	2007	http://www.grainscanada.gc.ca/cgc-ccg/cr-rm/crm-mrm-eng.htm
Review of testing at the Grain Research Laboratory	Program Delivery / Risk Assessment	Complete	2007	http://www.grainscanada.gc.ca/cgc-ccg/cr-rm/crm-mrm-eng.htm

Note: The CGC is in the process of hiring a Chief Audit Executive who will be responsible for planning and conducting internal audits. The CGC’s 2007-2008 RPP included a list of planned internal audits and expected completion dates. The scheduled audits have been deferred to a later date and are conditional upon the hiring of a Chief Audit Executive.

Table 7b: Evaluations

Evaluations
Name of Evaluation	Program Activity	Evaluation Type	Status	Completion Date	Electronic Link to Report
N/A	N/A	N/A	N/A	N/A	N/A
Electronic Link to Evaluation Plan: N/A

Note: The CGC is in the process of hiring a Chief Audit Executive who will be responsible for planning and conducting internal audits and evaluations. The CGC’s evaluation plan will be established at such time as the Chief Audit Executive is hired.

Table 8: Travel Policies

Comparison to the Treasury Board of Canada Secretariat Special Travel Authorities
The Canadian Grain Commission follows the Treasury Board of Canada Secretariat Special Travel Authorities. http://www.tbs-sct.gc.ca/pubs_pol/hrpubs/TBM_113/STA_e.asp

Comparison to the Treasury Board of Canada Secretariat *Travel Directive*, Rates and Allowances
The Canadian Grain Commission follows the Treasury Board of Canada Secretariat Travel Directive, Rates and Allowances. http://www.tbs-sct.gc.ca/pubs_pol/hrpubs/TBM_113/td-dv_e.asp http://www.tbs-sct.gc.ca/hr-rh/gtla-vgcl/menu-travel-voyage_e.asp