ARCHIVED - Canadian Space Agency

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Section 1: Overview

1.1 Minister's Message

The Industry Portfolio experienced a busy and successful 2007-2008. As Minister of Industry, I am pleased with the progress made on our mission to foster a competitive, knowledge-based economy that benefits all Canadians.

A competitive economy is one that provides jobs and opportunity to Canadians, and top-quality products and services to consumers. Our economic performance underpins the quality of life we enjoy in this country, and the Canadian Space Agency is making important contributions to this mission.

The Industry Portfolio is composed of Industry Canada and 10 other agencies, Crown corporations and quasi-judicial bodies. These organizations collectively advance Canada's industrial, scientific and economic development, and help ensure that we remain competitive in the global marketplace.

As a country, we must remain focused on how we can continue to provide an innovative and entrepreneurial economic environment, help our businesses capitalize on opportunities, and provide choice and quality to consumers. The global marketplace continues to evolve, changing with it the dynamics that influence Canada's performance. I am proud to say that the Industry Portfolio is playing its part:

• We are working to make our market for wireless services more competitive, this year launching the policy framework for the Advanced Wireless Services spectrum auction. The framework aims to provide more choice and better service for consumers and businesses — something that we believe will also lead to lower prices.

• We issued guidelines clarifying the application of the Investment Canada Act as it relates to foreign state-owned enterprises investing in our country to ensure that Canadians continue to enjoy all the benefits that foreign investment delivers.

• We instituted an independent Competition Policy Review Panel to review and report on key elements of Canada's competition and investment policies and to ensure that they are working to the full benefit of Canadians.

• We created an Automotive Innovation Fund to provide support to automotive firms undertaking large-scale, strategic research and development (R&D) projects to build innovative, greener and more fuel-efficient vehicles. Similarly, investments made through the Strategic Aerospace and Defence Initiative continue to encourage strategic R&D that will result in innovation and excellence in new products and services.

One of my key priorities as Industry Minister continues to be our country's science and technology (S&T) strategy, Mobilizing Science and Technology to Canada's Advantage, announced by Prime Minister Harper in May 2007.

• Budget 2008 included measures and initiatives in support of our S&T Strategy that total $654 million over the next three years.

• We put in place the new Science, Technology and Innovation Council to provide the government with objective policy advice on Canada's S&T issues.

• The government allocated $105 million in 2007-2008 to support the operations of seven new Centres of Excellence, pilot projects that have the potential to make Canada a global leader in fields of research that offer a strategic opportunity for Canadian industry.

• This past March, Canada's two-armed robot, Dextre, was successfully installed on the International Space Station.

This has been a year of progress and success, and it is my pleasure to present the Canadian Space Agency's Departmental Performance Report for 2007–2008. I am committed to building on these successes in 2008 and beyond, and I will continue to work with officials in the Industry Portfolio to make Canada more efficient, productive and competitive.

Tony Clement
Minister of Industry

1.2 Management Representation Statement

I submit for tabling in Parliament, the 2007-2008 Departmental Performance Report (DPR) for the Canadian Space Agency. This document has been prepared based on the reporting principles contained in the Guide for the Preparation of Part III of the 2007-2008 Estimates - Reports on Plans and Priorities and Departmental Performance Reports: It adheres to the specific reporting requirements outlined in the Treasury Board Secretariat (TBS) guidance; It is based on the department's Strategic Outcome(s) and Program Activity Architecture that were approved by the Treasury Board; It presents consistent, comprehensive, balanced and reliable information; It provides a basis of accountability for the results achieved with the resources and authorities entrusted to it; and, It reports finances based on approved numbers from the Estimates and the Public Accounts of Canada.   Name :  ____________________________             Steve MacLean Title : President

1.3 Summary Information

Raison d'être The mandate of the Agency is "to promote the peaceful use and development of space, to advance the knowledge of space through science and to ensure that space science and technology provide social and economic benefits for Canadians". The Canadian Space Agency (CSA) is achieving this mandate by implementing the Canadian Space Strategy (CSS) in cooperation with other government departments/agencies, industries, and universities, as well as international partners. In addition to delivering its own programs, the CSA is responsible for coordinating all federal civil space-related policies and programs pertaining to science and technology research, industrial development, and international cooperation. To learn more about the mandate of the CSA, go to: www.asc-csa.gc.ca/eng/about/mission.aspp

CSA Strategic Outcome Canada's presence in space meets the needs of Canadians for scientific knowledge, space technology and information.

2007-2008 - Financial Resources ($ in millions)
Planned Spending	Total Authorities	Actual Spending
368.2	376.1	291.7
2007-2008 - Human Resources (FTEs)
Planned	Actual	Difference
709	604	105

Governance Structure

Reporting to the Minister of Industry, the Canadian Space Agency Chief Executive Officer is the President, assisted by the Executive Committee composed of the Senior Vice-President, the four Directors General (Space Science, Space Technologies, Space Programs, and Operations Branches) as well as the Chief Financial Officer and the Chief Human Resources Officer. This governance structure became effective on May 15, 2007.

Strategic Outcome Crosswalk

In 2007-2008, further to step number one of the full implementation of the Management of Resources and Result Structures (MRRS), the three CSA's Strategic Outcomes were merged into a single Strategic Outcome, to which all program activities contribute.

RPP 2007-2008

DPR 2007-2008

RPP 2007-2008 Environment and Sustainable Development: A Space Program that helps Canada understand and protect the environment, and develop its resources in a sustainable manner. Knowledge, Innovation and Economy: A Space Program that generates knowledge and pushes innovation, while leading (where appropriate) to increased productivity and economic growth through commercialization. Sovereignty and Security: A Space Program that supports recognition of Canada's sovereignty and the security of its communities.

CSA New Strategic Outcome: Canada's presence in space meets the needs of Canadians for scientific knowledge, space technology and information.

Strategic Context of the Canadian Space Agency

International Context

Space is recognized by industrialized nations as an essential and strategic tool to meet their social, economic, and foreign policy objectives. Accordingly, many governments around the world of traditional and emerging space faring nations are increasing their investments in space activities, looking for increased consolidation and advancement of their space capabilities. In terms of public expenditures in the space sector, Canada has been losing ground internationally. The ratio of public investment in space to national gross domestic product (GDP) is a telling illustration. The Government of Canada's financing of the space program in 2006 (0.021% of GDP) was less than a third of what it was in 1994 (0.068%). ¹

International cooperation is critical to the implementation of the Canadian Space Strategy (CSS). Working in partnership with other space faring nations, Canada can leverage its resources and maximize its return on investment, sharing technical expertise, knowledge, and infrastructure, and gaining access to areas where Canada has chosen not to invest. In addition, there are increasing concerns over issues such as space debris and climate change. These transcend national borders and favour increasing cooperation between nations with common goals. Canada's space infrastructure must not only meet national needs, but also play a tangible role in responding to issues of interest to the international community.

Canada is regarded as a reliable partner that possesses unique technical and scientific capabilities, and as a nation that can meaningfully contribute to the initiatives of foreign space agencies. In particular, emerging space faring countries in Asia and South America may offer great potential for future cooperation. Thus, Canada continues its efforts to gain a foothold in these emerging markets. It is of paramount importance that the Canadian Space Agency continues its work with stakeholders to ensure the competitiveness of our research communities and industries with world markets.

Canada's space industry is perceived as internationally competitive. This was confirmed by the results of the 2006 Annual Survey of the Canadian Space Sector. With yearly revenues of $2.504 billion, where exports represent 44% ($1.103 billion)² of the industry's total revenues, Canada has a higher percentage of exports than any other major space faring nation. The main destinations of Canadian space exports are as follows: 45% to the U.S., 29% to Europe, and 12% to Asia. ³

National Context

The Canadian Space Agency recognizes that the best means of turning scientific and technological advancements into innovative products and services is through partnerships with Canadian universities and industry. With its highly skilled workforce, the space industry in Canada not only generates wealth in our economy, but also provides Canadians with competitive products and services that would otherwise have to be obtained from foreign sources. Given that the national market is relatively small, it is critical that the Canadian space industry be able to leverage foreign investments and generate export sales. Capitalizing on export revenue depends on the industry's ability to commercialize highly competitive products and services, and establish local partnerships.

In 2006, Canada's space industry generated $2.504 billion in revenues.⁴ Satellite Communications continued to generate the lion's share of the Canadian space sector's revenues with a total of $1.87 billion. A breakdown of the revenues by sectors of activity is as follows: Satellite Communications: 74.8% ($1.87 billion); Earth Observation: 10.9% ($273 million); Navigation: 5.3% ($132 million); Robotics: 4.5% ($113 million); Space Science: 4.0% ($100 million); and all space-related activities in areas other than those mentioned above: $12 million.⁵ While small in number of firms, the Canadian space sector is knowledge-intensive and is at the forefront of research and innovation. Building on the strengths of 6,678 highly skilled workers,⁶ Canadian firms have acquired world-leading capabilities in niche areas such as Earth observation, space robotics, satellite communications, and navigation.

Regional distribution of CSA R&D contracts from 1988-1989 to 2006-2007 (in %):

Source: CSA Organized Research Information System (ORIS), March 31, 2007.

To learn more about Canadian space-related organizations, go to:
www5.asc-csa.gc.ca/eng/industry/csd.asp

Government Context

1- The Canadian Science and Technology Strategy

The CSA's mission is "to promote the peaceful use and development of space, to advance the knowledge of space through science and to ensure that space science and technology provide social and economic benefits for Canadians". It is aligned with the Government Science and Technology (S&T) Strategy and its main objective to "make Canada a world leader in science and technology and a key source of entrepreneurial innovation and creativity".

In order for Canada to achieve this objective, the 2007 S&T Strategy identifies the following three underlining conditions for success: a strong private-sector commitment to S&T, a strengthened knowledge base and, be a magnet for talent which translate into: a Knowledge Advantage, a People Advantage, and an Entrepreneurial Advantage. The S&T Strategy commitments are guided by four principles to which the CSA abides: Promoting world-class excellence; Focusing on priorities; Encouraging partnerships; and, Enhancing accountability.

By virtue of its mandate and the Canadian Space Strategy, the CSA has a role in fostering all three S&T advantages through its Program Activities:

• Earth Observation (EO): To develop and operationalize the use of space based Earth Observation for the benefit of Canadians. In doing so, maintain and expand Canada's leadership in EO science and technology.

• Space Science and Exploration (SE): To better understand the Solar System and the Universe; expand our knowledge on the constituent elements and origins of life; and strengthen a human presence in space. In doing so, sustain and increase Canada's contribution to humankind's scientific knowledge and advance supporting technologies.

• Satellite Communications (SC): To provide all Canadians with the means to participate and fully benefit from the global information age. In doing so, uphold Canada's status as a world leader in Satellite Communications.

• Generic Space Activities (GSA): To provide leadership, coordination or support to EO, SE and SC programs through space activities, which are generic in their nature. In doing so, devise new space related applications and allow the transfer of intellectual property and proven technologies to Canadian industry, academia, and government organizations.

• Awareness and Learning (AL): To further public understanding and engagement with regards to space related issues. In doing so, improve the scientific literacy of Canadians.

The CSA recently proceeded with a review of its program activities. The exercise was guided by the various documents, namely; the S&T Strategy, the priority-ranking framework of the Long Term Investment Plan, and Program Activity Road Maps. The result of this exercise will be furthered by the 2009 Strategic Review to be reflected in the 2010-2011 Annual Reference Level Update.

To learn more about the Canadian Science and Technology Strategy, go to: www.ic.gc.ca/epic/site/ic1.nsf/en/h_00231e.html

To learn more about the Canadian Space Strategy, go to:
www.asc-csa.gc.ca/eng/publications/strategy.asp

¹ Euroconsult - Conference Board of Canada: Socio-economic Study and Policy Analysis of Future Canadian Investments in Spaced-based Robotics Opportunities (2006)
² State of the Canadian Space Sector 2006; Overall Revenues, Domestic v. Export Revenues
³ State of the Canadian Space Sector 2006; Export Revenues
⁴ State of the Canadian Space Sector 2006; Overall Revenues
⁵ State of the Canadian Space Sector 2006; Revenues by Sector of Activity
⁶ State of the Canadian Space Sector 2006; Space Sector Workforce, Workforce Groups
www.asc-csa.gc.ca/eng/industry/state.asp

1.3.1) CSA Program Activity Architecture

Strategic Outcome

In 2007-2008, the CSA reviewed its program activity architecture (PAA). Starting in 2008-2009, all program activities contribute to a single strategic outcome: Canada's presence in space meets the needs of Canadians for scientific knowledge, space technology, and information.

Program Activities

The PAA is divided into six program activities. The first four are in line with the Canadian Space Strategy thrusts: Space Based Earth Observation, Space Science and Exploration, Satellite Communications, and Space Awareness and Learning. A fifth program activity, Generic Space Activities, supports the three science and technology program activities. The Corporate Services and Infrastructure program activity supports all program activities.

Program Sub-Activities

Science and Technology program activities are broken down into three large clusters called sub-activities: Enabling Research, Space Mission Development, and Space Mission Operations. Each sub-activity carries out a specific objective, taking part in a project management continuum from initial research to final operational phases:

• Through Enabling Research, the CSA provides leadership, coordination and support for basic and applied research and experimental development in line with the CSA priorities and stakeholders' expectations in order to increase the knowledge base, devise new applications through space missions, and allow the transfer of intellectual property and proven technologies to Canadian industry, academia, and government organizations.

• Through Space Mission Development, the CSA manages and supports the development of space missions in line with the CSA priorities and stakeholders' expectations through the definition, critical design, manufacturing, integration, testing and delivery phases leading to launch and early operations of space systems.

• Through Space Mission Operations, the CSA provides coordination or support to the operations of space missions in line with the CSA priorities and stakeholders' expectations through the development and conduct of on-orbit operations, system maintenance and logistic support, as well as data handling and delivery.

The coordination of sub-activities throughout a project life cycle is meant to optimize the effectiveness and expertise of employees coming from different core functions and to promote an integrated team and a multi-functional approach to projects and services.

The Space Awareness and Learning program activity is broken down into two sub-activities, each with a specific objective:

• Through Awareness activities, the CSA increases public awareness and understanding of how Space Programs affect and improve the quality of life.

• Through Learning activities, the CSA directs a sustained, multi-dimensional, interactive learning program to build knowledge and enhance interest in space science and technology.

Together, these activities are part of a proactive communication, learning, and support strategy aiming at the development of professional expertise.

1.4 Department Performance - Summary

Program Activity – Space Based Earth Observation (EO)
Government of Canada Outcomes A clean and healthy environment; An innovative and knowledge-based economy; Safe and secure communities; and, A safe and secure world through international cooperation.	Priority Develop and operationalize the use of Space Based EO for the benefit of Canadians.

Expected Result Delivery, directly or in partnership, of Space Based EO data, products and services in response to operational and scientific user requirements in the field of Environment, Resource and Land Use Management, and Security and Foreign Policy, supported by access capacity development.	2007-2008 Planned Spending ($ in millions)	2007-2008 Actual Spending ($ in millions)
	114.1	53.3*

Target Achievements (Program Sub-sub-activities)	Achieved vs Planned Targets
	2005-2006		2006-2007		2007-2008
	18/22	82%	15/18	83%	23/23	100%
Tendency	Base

Performance History In 2007-2008, 100% (23/23) of the Program Sub-Sub-Activities targets were met. It is an improved performance compared to the two previous years (2006-2007: 83% (15/18); 2005-2006: 82% (18/22)).

Main Accomplishments Over the Last 3 Years (2005-2008) Since the adoption of the Canadian Space Strategy (CSS) in 2005, here is a snapshot of the CSA's main accomplishments: A total of 20 missions were either considered or undertaken generating 57 partnerships with the industry, universities or other Canadian government organisations; A total of 70 applications emerged from EO technology development programs; RADARSAT-1 began its 13th year of operation in November 2007 and continued to be reliable 95% of the time while waiting for the commissioning of RADARSAT-2; RADARSAT-2 was finalized, launched, commissioned and began operation in April 2008; The partnership with the European Space Agency provided an average "Industrial return coefficient" of 1.07; and, A total of $218 million was spent over this 3-year horizon.

For more detailed 2007-2008 performance information, go to:
Section 2 - Analysis of Program Activities by Strategic Outcome

* Any significant variance reported against Planned Spending set out in the 2007-2008 Report on Plans and Priorities is explained in Section 4.2 - Spending by Program Activity.

Program Activity – Space Science and Exploration (SE)
Government of Canada Outcomes A strong and mutually beneficial North American partnership; An innovative and knowledge-based economy; and, A prosperous Canada through global commerce.	Priority Understand the solar system and the Universe, expand our knowledge of the constituent elements and origins of life, and strengthen a human presence in space.

Expected Result Increased participation in Canadian and international opportunities in order to expand the scientific knowledge base made available to Canadian academia and R&D communities in astronomy, space exploration and solar-terrestrial relation as well as physical and life sciences.	2007-2008 Planned Spending ($ in millions)	2007-2008 Actual Spending ($ in millions)
	138.5	124.1*

Target Achievements (Program Sub-sub-activities)	Achieved vs Planned Targets
	2005-2006		2006-2007		2007-2008
	19/23	83%	24/28	86%	29/31	94%
Tendency	Base

Performance History In 2007-2008, 94% (29/31) of the Program Sub-Sub-Activities targets were met. It is an improved performance compared to the two previous years (2006-2007: 86% (24/28); 2005-2006: 83% (19/23)).

Main Accomplishments Over the Last 3 Years (2005-2008) Since the adoption of the Canadian Space Strategy (CSS) in 2005, here is a snapshot of the CSA's main accomplishments: A total of 37 missions were considered or undertaken, out of which 43% are a success because they have either met their objectives, were completed, started operations, or were launched since 2005; Two space missions with Canadian Astronauts aboard were supported; More than 300 partnerships were created with universities and the industry; More than 1,000 peer-reviewed papers acknowledging the CSA's contribution and 1,500 presentation delivered; The CSA met year after year 100% of its requirements to the International Space Station program: the largest international scientific and engineering project ever undertaken; The partnership with the European Space Agency provided an average "Industrial return coefficient" of 0.80; and, A total of $377.5 million was spent over this 3-year horizon.

For more detailed 2007-2008 performance information, go to:
Section 2 - Analysis of Program Activities by Strategic Outcome

* Any significant variance reported against Planned Spending set out in the 2007-2008 Report on Plans and Priorities is explained in Section 4.2 - Spending by Program Activity.

Program Activity – Satellite Communications (SC)
Government of Canada Outcomes Safe and secure communities; A vibrant Canadian culture and heritage; An innovative and knowledge-based economy; A strong and mutually beneficial North American partnership; and, Healthy Canadians with access to quality health care.	Priority Provide all Canadians with the means to participate in and fully benefit from the global information age.

Expected Result 1) Increased access for Canadians to state-of-the-art communications systems and services to meet their social and economic needs. 2) Better use of space communications, search and rescue, and global navigation satellite systems and applications to improve the efficiency and effectiveness of other government departments and organizations in delivering services to Canadians.	2007-2008 Planned Spending ($ in millions)	2007-2008 Actual Spending ($ in millions)
	25.1	24.0*

Target Achievements (Program Sub-sub-activities)	Achieved vs Planned Targets
	2005-2006		2006-2007		2007-2008
	9/13	69%	7/9	78%	7/8	88%
Tendency	Base

Performance History In 2007-2008, 88% (7/8) of the Program Sub-Sub-Activities targets were met compared. It is an improved performance compared to the two previous years (2006-2007: 78% (7/9); 2005-2006: 69% (9/13)).

Main Accomplishments Over the Last 3 Years (2005-2008) Since the adoption of the Canadian Space Strategy (CSS) in 2005, here is a snapshot of the CSA's main accomplishments: Two technology demonstration projects were put forward: The Ka-Band payload operating on Anik F2 and the Cascade telecommunications system to be launched in 2009; Two missions were brought forward for consideration: a maritime search and rescue satellite, and a polar communication and weather satellite. The feasibility studies involved numerous consultations with partners in the transport sector and the departments of Industry Canada, National Defence, Environment Canada, and Indian and Northern Affairs; The partnership with the European Space Agency ESA provided an average "Industrial return coefficient" of 0.99; and, A total of $81 million was spent over this 3-year horizon.

For more detailed 2007-2008 performance information, go to:
Section 2 - Analysis of Program Activities by Strategic Outcome

* Any significant variance reported against Planned Spending set out in the 2007-2008 Report on Plans and Priorities is explained in Section 4.2 - Spending by Program Activity.

Program Activity - Generic Space Activities in support of EO, SE and SC (GSA)
Government of Canada Outcomes An innovative and knowledge-based economy; Strong economic growth; and, A prosperous Canada through global commerce.	Priority Provide leadership, coordination or support to Earth Observation (EO), Space Science and Exploration (SE), and Satellite Communications (SC) Program Activities through generic technology research and space-qualification activities.

Expected Result Innovative space technologies, techniques, and design and test methodologies in response to advanced developments required for future space missions and activities.	2007-2008 Planned Spending ($ in millions)	2007-2008 Actual Spending ($ in millions)
	47.5	47.1*

Target Achievements (Program Sub-sub-activities)	Achieved vs Planned Targets
	2005-2006		2006-2007		2007-2008
	NA**	NA	6/7	86%	7/8	88%
Tendency	NA		Base

Performance History In 2007-2008, 88% (7/8) of the Program Sub-Sub-Activities targets were met. It is a slightly improved performance over the previous year (2006-2007: 86% (6/7)). ** Not Applicable: The Program Activity was established in 2006-2007.

Main Accomplishments Over the Last 2 Years (2006-2008) Since the adoption of the Canadian Space Strategy (CSS) in 2005, here is a snapshot of the CSA's main accomplishments: A total of 12 partnerships were created with universities and industry in high-risk technology research and development initiatives and 17 patents were either filed or obtained; On average per year, the David Florida Laboratory supported 8 CSA's missions and more than 50 commercial projects; The partnership with the European Space Agency provided an average "Industrial return coefficient" of 1.29; and, A total of $94 million was spent over this 2-year horizon.

For more detailed 2007-2008 performance information, go to:
Section 2 - Analysis of Program Activities by Strategic Outcome

* Any significant variance reported against Planned Spending set out in the 2007-2008 Report on Plans and Priorities is explained in Section 4.2 - Spending by Program Activity.

Program Activity - Space Awareness and Learning (AL)
Government of Canada Outcomes A vibrant Canadian culture and heritage; and, An innovative and knowledge-based economy.	Priority Further public understanding and engagement with regards to space-related issues, ultimately leading to improvement in the scientific literacy of Canadians.

Expected Result Increase public awareness of Canada's activities in space and the space benefits that positively affect the quality of life of Canadians.	2007-2008 Planned Spending ($ in millions)	2007-2008 Actual Spending ($ in millions)
	6.5	4.5*

Target Achievements (Program Sub-sub-activities)	Achieved vs Planned Targets
	2005-2006		2006-2007		2007-2008
	14/15	94%	14/16	87%	15/16	94%
Tendency	Base

Performance History In 2007-2008, 94% (15/16) of the Program Sub-Sub-Activities targets were met. It is a steady performance compared to the two previous years, (2006-2007: 87% (14/16); 2005-2006: 94% (14/15)).

Main Accomplishments Over the Last 3 Years (2005-2008) Since the adoption of the Canadian Space Strategy (CSS) in 2005, here is a snapshot of the CSA's main accomplishments: The level of awareness of Canadian space activities among Canadians assessed in 2005 was 65% where 19% had a moderate awareness level and 46% had a respectable level of awareness. The next survey will be conducted again in 2008; The number of annual visitors to the CSA's Web site increased from 700,000 to 3.3 million; On average, Canadian astronauts reached 30,000 persons yearly through public events; The number of educators reached through the Space Learning Program increased from 150 to 1140 yearly, reaching more than 1 million Canadian students; A total of 90 graduate students, fellows and medical residents were supported through the Program in support of Research and Training in Space Science, Medicine and Technology; and, A total of $13.5 million was spent over this 3-year horizon.

For more detailed 2007-2008 performance information, go to:
Section 2 - Analysis of Program Activities by Strategic Outcome

* Any significant variance reported against Planned Spending set out in the 2007-2008 Report on Plans and Priorities is explained in Section 4.2 - Spending by Program Activity.

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