ARCHIVED - Infrastructure Canada

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Section III: Supplementary Information

3.1 Link to the Government of Canada Outcomes Areas

The whole-of-government framework for reporting Canada's performance groups all departmental Strategic Outcomes and Program Activities into four broad Spending Areas: Economic Affairs, Social Affairs, International Affairs and Government Affairs.

Infrastructure Canada's one Strategic Outcome and two corresponding Program Activities align with the Government of Canada Outcomes as shown in Table 10.

Table 10: Infrastructure Canada's Linkage to the Whole-of-Government Performance Framework

2007-2008 Strategic Outcome: Improving the sustainability of our cities and communities and Canada's local, regional and national public infrastructure to enhance the economic, social, cultural and environmental quality of life of Canadians.
	Actual Spending 2007-2008 ($ thousands)			Alignment to Government of Canada Outcome Area
	Budgetary	Non-budgetary	Total
Program Activity #1: Infrastructure Investments	1,943,381	0	1,943,381	Strong Economic Growth
Program Activity #2: Policy, Knowledge and Partnership Development	13,046	0	13,046	Innovative and Knowledge-based Economy

Program activity 1 contributes to the Government of Canada's "Strong Economic Growth" outcome area. By supporting modern public infrastructure, Infrastructure Canada promotes the growth and competitiveness of Canada's economy by, for example, facilitating the flow of goods and people, promoting interprovincial and international trade through gateways and corridors, supporting tourism, and increasing the use of e-commerce.

Program activity 2 contributes to the Government of Canada's "Innovative and Knowledge-based Economy" outcome area. Infrastructure Canada supports innovation and progress in delivering world-class public infrastructure and addressing priority infrastructure knowledge gaps through research, knowledge and capacity building, and strong partnerships. Based on strong cooperation with other federal departments and agencies and with partner organizations in the private sector and other jurisdictions, its work:

• Strengthens the information base for decision-making, including improving understanding of the state and impacts of public infrastructure, identifying internal and external conditions that shape Canada's infrastructure needs, emphasizing applied research, technical excellence and sharing of best practices to increase the life expectancy of public infrastructure;
• Improves understanding of how sound public infrastructure choices can help Canadian communities, cities and regions adapt and respond to emerging economic, environmental and social challenges, such as climate change, energy use, changing demographics, freshwater supply, and economic competitiveness;
• Supports innovation and efficiency in the management, design, construction, operation, maintenance and rehabilitation of infrastructure, including assessment of new technologies, innovative land use, financing issues, asset management and interdependencies between asset types;
• Measures the effectiveness of programs and infrastructure investments, new and existing systems and technologies; this includes improving performance indicators and determining the economic, social and environmental impacts of infrastructure including productivity.

For more information about the Government of Canada's four broad Spending Areas and the corresponding 13 Outcomes, visit http://www.tbs-sct.gc.ca/ppg-cpr/Home-Accueil-eng.aspx.

3.2 Federal Delivery Partners

Infrastructure Canada is part of the Transport, Infrastructure and Communities (TIC) portfolio. Infrastructure Canada collaborates with other federal departments and agencies to deliver many of its infrastructure programs; e.g., Indian and Northern Affairs Canada works with Infrastructure Canada to implement projects in the territories and those that involve First Nations in the provinces. Infrastructure Canada also works closely with Western Economic Diversification Canada, Industry Canada (Ontario), Canada Economic Development for Quebec Regions, and the Atlantic Canada Opportunities Agency.

These departments and agencies share their knowledge of local needs and priorities, as well as their technical expertise, resources and governance structures and are critical to Infrastructure Canada's ability to fulfill its mandate. For transport-related projects from the Canada Strategic Infrastructure Fund and the Border Infrastructure Fund, Transport Canada provides the federal lead role while Infrastructure Canada provides a supportive role.

In addition to federal partners, Infrastructure Canada collaborates with provincial, territorial and municipal governments and associations, as well as universities, research institutes, civil society organizations, the private sector and other experts. This collaboration is intended to:

• Generate new, horizontal insights into infrastructure and place-based issues;
• Develop a stronger, more multi-disciplinary research community to provide support for policy and decision makers in the multiple sectors involved in addressing Canada's infrastructure needs;
• Gather, disseminate and communicate knowledge about infrastructure from and to key partners.

3.3 Supplementary Tables

Table 11: Comparison of Planned to Actual Spending (including FTEs)

($ thousands)	2005-2006 Actual	2006-2007 Actual	2007-2008
			Main Estimates	Planned Spending	Total Authorities	Actual
Infrastructure Investments (New PAA)		1,455,063	2,000,322	2,859,821	3,104,822	1,942,054
Policy, Knowledge and Partnership Development (New PAA)		13,773	17,375	17,375	20,134	12,714
Infrastructure and Communities (Former PAA)	1,503,085	0	0	0	0	0
Crown Corporations Portfolio Management (Former PAA)	24,251	0	0	0	0	0
Total	1,527,336	1,468,836	2,017,697	2,877,196	3,124,956	1,954,768
Plus: Cost of services received without charge	2,440	2,298		2,004		1,659
Total Departmental Spending	1,529,776	1,471,134	2,017,697	2,879,200	3,124,956	1,956,427
Full Time Equivalents	180	184	N/A	237	N/A	217

Explanatory Notes:

• The variance between total authorities and actual spending in 2007-2008 is due mainly to two factors:
  • Finalization of contribution agreements for programs such as CSIF, BIF and PT Base took longer than originally anticipated, therefore delaying the initiation of reimbursement of project claims to recipients;
  • Reduced cash requirements by recipients for the current year, based on cash flow projections for MRIF, BIF and CSIF.
• All lapsed contribution funding in 2007-2008 will be carried forward to future years to align with recipient cash flow requirements.

Table 12: Voted and Statutory Items ($ thousands)

Vote or Statutory Item	Truncated Vote or Statutory Wording	2007-2008
		Main Estimates	Planned Spending	Total Authorities	Actual
50	Operating expenditures	27,362	27,475	38,033	35,177
55	Contributions	1,988,017	2,847,403	3,084,341	1,917,009
(S)	Contribution to Employee Benefit Plans	2,318	2,318	2,582	2,582
Total Department		2,017,697	2,877,196	3,124,956	1,954,768

Table 13: Details on Transfer Payment Programs (TPPs)

Infrastructure Canada managed the following Transfer Payment Program in excess of $5 million:

• Contributions under the Canada Strategic Infrastructure Fund;
• Contributions under the Border Infrastructure Fund;
• Contributions under the Municipal Rural Infrastructure Fund;
• Transfer Payments under the Gas Tax Fund.

For further information on the above-mentioned transfer payment programs see: http://www.tbs-sct.gc.ca/dpr-rmr/st-ts-eng.asp.

Table 14: Reporting on Horizontal Initiatives

The objective of reporting on Horizontal Initiatives is to provide Parliamentarians, the public and the government with an overall picture of public expenditures, plans, priorities and achievements for all major horizontal initiatives.

A Horizontal Initiative is an initiative in which partners from two or more organizations have agreed, under a formal funding agreement, to work towards the achievement of shared outcomes. Over the last year, Infrastructure Canada led four horizontal initiatives: Canada Strategic Infrastructure Fund, Border Infrastructure Fund, Municipal Rural Infrastructure Fund and Infrastructure Canada Program.

Supplementary information on the above-mentioned Horizontal Initiatives can be found at http://www.tbs-sct.gc.ca/rma/eppi-ibdrp/hrdb-rhbd/profil_e.asp.

Table 15: Internal Audits Completed in 2007-2008

Name of Internal Audit	Audit Type	Status	Completion Date
Financial Management Control Framework Components of Stewardship and Accountability	Financial management controls	Completed	November 2007
Financial Coding	Financial management controls	Completed	November 2007
Monitoring of the Operating Budget	Financial management controls	Completed	March 2008
Departmental Delegation of Financial Authority	Follow up	Completed	March 2008
Human Resources Classification and Staffing	Human Resources	In progress	May 2008 (expected)

Table 16: Evaluations Completed in 2007-2008

Program	Name of Evaluation	Description	Approval date of the evaluation framework	Start date of field work	Approval date of the final report
MRIF	Formative evaluation of MRIF	The formative (or interim) evaluation of MRIF assessed results achieved to date on the Program and also included a review of issues related to the implementation and administration of the Program (design and delivery issues).	Sept. 2006	June 2007	March 2008
GTF	Process evaluation of the GTF (Implementation Review)	Internal formative/process evaluation was carried out to assess the implementation of the initiative and to ensure that the management and reporting systems have been set up properly.	Jan. 2007	Nov. 2007	March 2008

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