2014–15 Estimates

Table of Contents

• Part I – Government Expenditure Plan
  1. Introduction
  2. Summary of Estimates
  3. Major Transfer Payments
  4. Estimates by Organization
  5. Structure of these Estimates
  6. Changes to these Estimates
• II. Part II – Main Estimates
  1. Agriculture and Agri-Food
  2. Assisted Human Reproduction Agency of Canada
  3. Atlantic Canada Opportunities Agency
  4. Atomic Energy of Canada Limited
  5. Auditor General
  6. Canada Border Services Agency
  7. Canada Council for the Arts
  8. Canada Industrial Relations Board
  9. Canada Mortgage and Housing Corporation
  10. Canada Post Corporation
  11. Canada Revenue Agency
  12. Canada School of Public Service
  13. Canadian Air Transport Security Authority
  14. Canadian Artists and Producers Professional Relations Tribunal
  15. Canadian Broadcasting Corporation
  16. Canadian Centre for Occupational Health and Safety
  17. Canadian Commercial Corporation
  18. Canadian Dairy Commission
  19. Canadian Environmental Assessment Agency
  20. Canadian Food Inspection Agency
  21. Canadian Grain Commission
  22. Canadian Heritage
  23. Canadian Human Rights Commission
  24. Canadian Human Rights Tribunal
  25. Canadian Institutes of Health Research
  26. Canadian Intergovernmental Conference Secretariat
  27. Canadian International Development Agency
  28. Canadian International Trade Tribunal
  29. Canadian Museum for Human Rights
  30. Canadian Museum of History
  31. Canadian Museum of Immigration at Pier 21
  32. Canadian Museum of Nature
  33. Canadian Northern Economic Development Agency
  34. Canadian Nuclear Safety Commission
  35. Canadian Polar Commission
  36. Canadian Radio-television and Telecommunications Commission
  37. Canadian Security Intelligence Service
  38. Canadian Space Agency
  39. Canadian Tourism Commission
  40. Canadian Transportation Accident Investigation and Safety Board
  41. Canadian Transportation Agency
  42. Chief Electoral Officer
  43. Citizenship and Immigration
  44. Commissioner for Federal Judicial Affairs
  45. Communications Security Establishment
  46. Copyright Board
  47. Correctional Service of Canada
  48. Courts Administration Service
  49. Economic Development Agency of Canada for the Regions of Quebec
  50. Employment and Social Development
  51. Enterprise Cape Breton Corporation
  52. Environment
  53. Federal Economic Development Agency for Southern Ontario
  54. Finance
  55. Financial Transactions and Reports Analysis Centre of Canada
  56. First Nations Statistical Institute
  57. Fisheries and Oceans
  58. Foreign Affairs, Trade and Development
  59. Governor General
  60. Hazardous Materials Information Review Commission
  61. Health Canada
  62. House of Commons
  63. Immigration and Refugee Board
  64. Indian Affairs and Northern Development
  65. Indian Residential Schools Truth and Reconciliation Commission
  66. Industry
  67. International Development Research Centre
  68. International Joint Commission (Canadian Section)
  69. Justice
  70. Library and Archives of Canada
  71. Library of Parliament
  72. Marine Atlantic Inc.
  73. Military Grievances External Review Committee
  74. Military Police Complaints Commission
  75. National Arts Centre Corporation
  76. National Battlefields Commission
  77. National Capital Commission
  78. National Defence
  79. National Energy Board
  80. National Film Board
  81. National Gallery of Canada
  82. National Museum of Science and Technology
  83. National Research Council of Canada
  84. National Round Table on the Environment and the Economy
  85. Natural Resources
  86. Natural Sciences and Engineering Research Council
  87. Northern Pipeline Agency
  88. Office of Infrastructure of Canada
  89. Office of the Commissioner of Lobbying
  90. Office of the Commissioner of Official Languages
  91. Office of the Communications Security Establishment Commissioner
  92. Office of the Conflict of Interest and Ethics Commissioner
  93. Office of the Co-ordinator, Status of Women
  94. Office of the Correctional Investigator
  95. Office of the Director of Public Prosecutions
  96. Office of the Public Sector Integrity Commissioner
  97. Office of the Superintendent of Financial Institutions
  98. Offices of the Information and Privacy Commissioners of Canada
  99. Old Port of Montreal Corporation Inc.
  100. Parks Canada Agency
  101. Parole Board of Canada
  102. Patented Medicine Prices Review Board
  103. PPP Canada Inc.
  104. Privy Council
  105. Public Health Agency of Canada
  106. Public Safety and Emergency Preparedness
  107. Public Service Commission
  108. Public Service Labour Relations Board
  109. Public Service Staffing Tribunal
  110. Public Works and Government Services
  111. Registry of the Competition Tribunal
  112. Registry of the Public Servants Disclosure Protection Tribunal
  113. Registry of the Specific Claims Tribunal
  114. Royal Canadian Mounted Police
  115. Royal Canadian Mounted Police External Review Committee
  116. Royal Canadian Mounted Police Public Complaints Commission
  117. Security Intelligence Review Committee
  118. Senate Ethics Officer
  119. Shared Services Canada
  120. Social Sciences and Humanities Research Council
  121. Standards Council of Canada
  122. Statistics Canada
  123. Supreme Court of Canada
  124. Telefilm Canada
  125. The Federal Bridge Corporation Limited
  126. The Jacques-Cartier and Champlain Bridges Inc.
  127. The Senate
  128. Transport
  129. Transportation Appeal Tribunal of Canada
  130. Treasury Board Secretariat
  131. Veterans Affairs
  132. Veterans Review and Appeal Board
  133. VIA Rail Canada Inc.
  134. Western Economic Diversification
• Annex - Items for inclusion in the Proposed Schedules to the Appropriation Bill

Part I – Government Expenditure Plan

Introduction

Purpose

Expenditures made by government require the authority of Parliament. That authority is provided in two ways: annual Appropriation Acts, or Supply Bills, that specify the amounts and broad purposes for which funds can be spent; and other specific statutes that authorize payments and set out the amounts and time periods for those payments. The amounts approved in Appropriation Acts are referred to as voted amounts, and the expenditure authorities provided through other statutes are called statutory authorities.

Estimates documents are prepared to support Appropriation Acts. As such, the Estimates provide additional information on voted amounts included in the Appropriation Act. Forecasts of statutory amounts are also presented to provide a broader context.

Links with the Budget

The Budget Plan is a key policy document of the Government, announcing tax changes, new or enhanced programs and anticipated revenues. It also provides an economic forecast. While the Budget, like a Supply Bill, is also a confidence measure, the Budget does not provide parliamentary expenditure authority.

Given the differences in timing of the preparation of the Main Estimates and the Budget, it is not always possible to include emerging priorities and items announced in the Government’s Budget in the Main Estimates. Therefore, to clarify the links between these Estimates and recent funding decisions, this document identifies items announced in a recent federal budget and which appear for the first time in the Estimates. Specifically, the following items were approved in the Economic Action Plan (Budget 2013) and are included in departmental reference levels in 2014–15:

• Canada Mortgage and Housing Corporation – Investment in Affordable Housing and housing in Nunavut
• Employment and Social Development – Homelessness Partnering Strategy
• Federal Economic Development Agency for Southern Ontario – Renewed mandate and funding to support the restoration and revitalization of Massey Hall
• Industry – Support for the aerospace sector, including the Technology Demonstration Program
• International Development Research Centre – Development Innovation Fund
  

Other items approved in Budget 2013 were identified in the 2013–14 Supplementary Estimates. Future Estimates documents will include other planned expenditures announced in 2013 and subsequent Budgets.

The Estimates and Budget use different accounting methodologies. Estimates, with the focus on authority for payments in a fiscal year, are prepared on a near-cash basis. The Budget’s economic forecast is prepared on a full accrual basis. A more complete explanation of the differences in methodology and a reconciliation between the annual results and amounts included in Estimates are presented in the Notes to the Financial Statements of the Government of Canada included in the Public Accounts. Volume II of Public Accounts presents government expenditures on the same basis as the Estimates, while Volume I of Public Accounts provides financial information corresponding to the Budget.

The Estimates Documents

The Estimates are comprised of three parts:

Part I – Government Expenditure Plan – provides an overview of the Government’s requirements and changes in estimated expenditures from previous fiscal years.

Part II – Main Estimates – supports the appropriation acts with detailed information on the estimated spending and authorities being sought by each federal organization requesting appropriations.

Parts I and II are included in this volume and, in accordance with Standing Orders of the House of Commons, must be tabled on or before March 1.

Part III – Departmental Expenditure Plans – consists of two components:

• Reports on Plans and Priorities (RPP) are individual expenditure plans for each department and agency which provide increased levels of detail over a three-year period on an organization’s main priorities by strategic outcomes, program and planned/expected results, including links to related resource requirements presented in the Main Estimates. The RPPs are typically tabled soon after the Main Estimates by the President of the Treasury Board.
• Departmental Performance Reports (DPR) are individual department and agency accounts of results achieved against planned performance expectations as set out in respective RPPs. The DPRs for the most recently completed fiscal year are tabled in the fall by the President of the Treasury Board.

Supplementary Estimates support Appropriation Acts presented later in the fiscal year. Supplementary Estimates present information on spending requirements that were either not sufficiently developed in time for inclusion in the Main Estimates or have subsequently been refined to account for developments in particular programs and services.

Changes to the presentation of the 2014–15 Main Estimates

Departments and agencies are presented alphabetically in the Proposed Schedules to the Appropriation Bill, according to the legal name of the department or agency. This has led to a change in vote numbering. This presentation is consistent with Part II and other tables.

Forecast statutory expenditures for Employment Insurance benefits are no longer presented in the Main Estimates. The Employment Insurance Operating Account (a separate account in the accounts of Canada) was established to record all amounts received or paid out under the Employment Insurance Act since January 1, 2009. Financial information for the Employment Insurance Operating Account may be found in Section 4 of Volume 1 of the Public Accounts of Canada.

Estimates to Date now excludes any funding deemed to have been appropriated to a department following the transfer of a portion of the federal public administration.

Summary of Estimates

These Estimates support the government’s request to Parliament for authority to expend through annual appropriations:

• $86.3 billion for budgetary expenditures – operating and capital expenditures; transfer payments to other levels of government, organizations or individuals; and payments to Crown corporations; and
• $26.7 million for non-budgetary expenditures – net outlays and receipts related to loans, investments and advances, which change the composition of the financial assets of the Government of Canada.
  

These voted expenditures require annual approval from Parliament which is sought through an appropriation bill. The bill provides the specific wording that governs the purpose and conditions under which expenditures can be made and the funds subject to these terms and conditions.

Statutory forecasts represent payments to be made under legislation previously approved by Parliament. Statutory forecasts are included in these Estimates to provide a more complete picture of total estimated expenditures. Of these forecasts, $149.1 billion is for budgetary expenditures including the cost of servicing the public debt. Recoveries on loans, investments and advances are expected to exceed expenditures by $10.1 billion.

Figure 1. Comparison of Estimates and Expenditures - Budgetary

Figure 2. Comparison of Estimates and Expenditures - Non-budgetary

The following graphs present the voted and statutory components of Main Estimates and a comparison of Main Estimates over the last ten years of Main Estimates.

Figure 3. Long-term comparison of Main Estimates - Budgetary

Figure 4. Composition of Estimates and Expenditures - Budgetary

Composition of Estimates

The majority of expenditures in 2014–15 will be transfer payments – payments made to other levels of government, individuals and other organizations. Transfer payments make up approximately 60.84% of expenditures or $143.17 billion, operating and capital expenditures account for approximately 27.99% of expenditures or $65.87 billion, while public debt charges are approximately 11.17% of expenditures or $26.30 billion.

Public Debt Charges

Total interest costs are approximately 11.17% of expenditures or $26.3 billion, a projected decrease of $0.8 billion or 3.1% from previous Main Estimates and $0.3 billion more than actual expenditures for 2012–13. The decrease in total interest costs relative to the previous Main Estimates is largely due to assets maturing under the Insured Mortgage Purchase Program in 2013–14, as well as a decrease in the average Government of Canada long-term bond rate that is used to calculate interest on the public sector pension obligations pertaining to service pre April 1, 2000. Total interest costs are comprised of interest on unmatured debt of $18.1 billion and other interest costs of $8.2 billion. Interest on unmatured debt represents the interest resulting from certificates of indebtedness issued by the Government of Canada that have not yet become due. Other interest costs include interest on liabilities for federal public service pension plans, deposit and trust accounts and other specified purpose accounts.

Major Transfer Payments

Figure 5. Major Transfer Payments - Top 3

Figure 6. Major Transfer Payments - Top 3

Figure 7. Major Transfer Payments - Top 3

Major Transfer Payments

Excluding Employment Insurance, major transfer payments – significant transfers to other levels of government and transfers to persons – are expected to be $109.5 billion, 76.5% of total estimated transfer payment expenditures. As presented in the table, transfers to other levels of government are projected to total $62.5 billion in 2014–15.

As presented in the table, transfers to other levels of government are projected to total $60.5 billion in 2014–15, an increase of $2.3 billion over the previous year’s Main Estimates and $4.2 billion more than actual expenditures in 2012–13.

The Canada Health Transfer (CHT) is a federal transfer provided to provinces and territories in support of health care. Starting in 2014–15, the CHT will be distributed on an equal per capita cash basis. The CHT will increase by $1.8billion from the 2013–14 total to $32.1 billion in 2014–15, primarily as a result of the 6% escalator ($1.8 billion) but also due to the transition to an equal per capita cash allocation ($13.9 million), as legislated in the Jobs, Growth and Long-term Prosperity Act, 2012. As legislated in the Jobs, Growth and Long-term Prosperity Act, 2012 the CHT will continue to increase by 6% per year until 2016–17, after which it will grow based on a 3-year moving average of nominal gross domestic product, with funding guaranteed to increase by at least 3% per year. CHT support is subject to the five conditions of the Canada Health Act and the prohibitions against extra-billing and user fees.

Fiscal Equalization refers to unconditional transfer payments to provinces so that they can provide their residents with public services that are reasonably comparable to those in other provinces, at reasonably comparable levels of taxation. The formula was recently reviewed; changes to the Act were included in the Economic Action Plan 2013 Act, No. 1, and changes to the regulations governing this program came into force in December 2013. These payments will be $16.7 billion in 2014–15, an increase of $0.6 billion from the Main Estimates 2013–14 and $0.6 billion more than 2012–13 actual expenditures. The July 2012 Total Transfer Protection (TTP) payments of $679.7 million are included in the 2012–13 expenditures. The July 2013 TTP payments of $55.8 million are included in the 2013–14 Estimates to date. Provided in fiscal years 2010–11 to 2013–14, TTP protected individual provinces against year-over-year declines in their total major cash transfers, including prior year TTP amounts.

The Canada Social Transfer (CST) is a federal transfer to provinces and territories in support of social assistance and social services, post-secondary education, and programs for children. For 2014–15, the 3% increase of $366.5 million to $12.6 billion is a result of the 3% annual growth rate legislated in the Jobs, Growth and Long-term Prosperity Act, 2012 for 2014–15 and subsequent years.

Territorial Financing payments, provided through the Territorial Formula Financing (TFF) Program, are unconditional federal transfers to the three territorial governments that allow territories to provide their residents a range of public services comparable to those offered by provincial governments, at comparable levels of taxation. The transfers are based on a formula that fills the gap between a proxy of the expenditure requirements and revenue-raising capacity of the territories. The formula was recently reviewed; changes to the Act were included in the Economic Action Plan 2013 Act, No. 1 and changes to the regulations governing this program came into force in December 2013. Applying the new formula, these payments are forecast to be $3.5 billion in 2014–15, $180.9 million higher than the 2013–14 Main Estimates.

Additional Fiscal Equalization Payments to Nova Scotia are payments related to its 2005 Offshore Accord. Following the introduction of a new formula for Equalization in 2007, Nova Scotia was guaranteed that, on a cumulative basis beginning in 2008–09 over the lifetime of the Accord, the new formula would not reduce its Equalization payments and 2005 Offshore Accord payments when compared with what the province would have received under the formula that was in place when it signed its 2005 Offshore Accord. Based on the first calculation of 2014–15, Nova Scotia is entitled to an advance payment of $138.3 million in 2014–15, a decrease of $107.5 million when compared to Main Estimates 2013–14. However, the December 2013 official determination of 2013–14 (upon which payments will be made), is $260.3 million, which is reflected in the Supplementary Estimates (C), 2013–14.

Wait Times Reduction Funding was part of the 2004 10-Year Plan to Strengthen Health Care in which First Ministers committed to achieving reductions in wait times in priority areas such as cancer, heart, diagnostic imaging, joint replacements and sight restoration. Budget 2005 committed to a transfer of $5.5 billion for wait times reduction. Of this amount, $4.25 billion was provided to provinces and territories by way of third-party trusts. The remaining $1.25 billion was paid in bi-monthly installments totaling $250 million per year between 2009–10 and 2013–14.

The Additional Fiscal Equalization Offset Payment to Nova Scotia is a payment related to its 2005 Offshore Accord. This Accord guaranteed the province that its Equalization payments would not be reduced due to offshore oil and gas revenues that entered the Equalization formula. This is derived by applying the Equalization formula with and without offshore oil and gas revenues and comparing the resulting Equalization payments. For the 2004–05 to 2011–12 period, an upfront payment of $830 million was provided to Nova Scotia in July 2005. This ensured that the province would receive at least that much in Accord compensation over the period. Offset amounts are calculated each year providing 100 percent protection from the inclusion of offshore revenues. In 2011–12, the cumulative draw down exceeded the advance payment. The province is expected to receive $64.5 million for 2014–15, a decrease of $25 million compared with the amount for 2013–14.

The Payment to Ontario Related to the Canada Health Transfer provided for separate payments to Ontario outside of the Canada Health Transfer (CHT) cash envelope for 2009–10 and 2010–11 to ensure its per capita cash entitlements in relation to the CHT are the same as for other Equalization-receiving provinces. The payment for 2009-10 of $489million was a legislated fixed amount, whereas the payment for 2010–11 was formula-based, and payments were re-calculated along with each new CHT estimate. In all there were five calculations. Each recalculation was based on updated personal income tax data received from the Fiscal Policy Division of Finance Canada and the Canada Revenue Agency. The final calculation for this program was made in September 2013. The payment for 2010–11, including all adjustments, was $246.2 million. Amounts shown in 2012–13 and 2013–14 represent the impacts of the official recalculations.

The Youth Allowance Recovery relates to tax points transferred to the province of Quebec for the Youth Allowance program, which has since expired. The equivalent value of the tax point reduction is recovered each year from the province of Quebec. The change in recoveries for the Youth Allowances Recovery Program is entirely due to year-over-year changes to the value of federal personal income taxes, the recovery being a percentage of these taxes. For 2014–15, the forecast recovery of $815.9 million is $45.6 million higher than the initial 2013–14 forecast in Main Estimates and $38.3 million higher than the forecast in the 2013–14 Supplementary Estimates (C) due to higher forecast levels of federal personal income taxes.

Alternative Payments for Standing Programs represent recoveries from Quebec of an additional tax point transfer above and beyond the tax point transfer traditionally computed under the Canada Health Transfer (CHT), the Canada Social Transfer (CST) and the Youth Allowances Recovery. The change in recoveries for the Alternative Payments for Standing Programs is entirely due to year-over-year changes to the value of federal personal income taxes, the recovery being a percentage of these taxes. For 2014–15, the forecast recovery of $3.7 billion is $203.0 million higher than the forecast in the 2013–14 Main Estimates and $166.6 million higher than that in 2013–14 Supplementary Estimates (C) due to higher forecast levels of federal personal income taxes.

Transfers to Persons

Excluding Employment Insurance, transfers to persons are projected to be $47.0 billion in 2014–15, an increase of $1.6billion over the 2013–14 Main Estimates and $4.0 billion more than actual expenditures in 2012–13.

Elderly benefits include Old Age Security, Guaranteed Income Supplement, and Allowance payments. Elderly benefit payments are expected to be $44.2 billion in 2014–15, an increase of $1.6 billion over the 2013–14 Main Estimates and $3.9 billion more than actual expenditures in 2012–13.

Universal Child Care benefits provide families with resources to support childcare choices, and are paid to families in monthly instalments of $100 per child under the age of six. Universal child care benefit payments are forecast to be $2.8 billion in 2014–15, an increase of $31.0 million over the 2013–14 Main Estimates and $94.3 million more than actual expenditures in 2012–13.

Estimates by Organization

One hundred thirty-three organizations are represented in the 2014–15 Estimates. More information about each organization can be found in Part II – Main Estimates.

Figure 8. Estimates by Organization -

Figure 9. Estimates by Organization -

Figure 10. Estimates by Organization -

Structure of these Estimates

Votes

The basic structural units of the Estimates are the Votes. The following kinds of Votes appear in the Estimates:

A program expenditures vote is used when there is no requirement for either a separate “capital expenditures” vote or a “grants and contributions” vote because neither equals or exceeds $5 million. In this case, all expenditures are charged to the one vote.

An operating expenditures vote is used when there is also a requirement for either a “capital expenditures” vote or a “grants and contributions” vote or both; that is, when expenditures of either type equal or exceed $5 million. Where they do not, the appropriate expenditures are included in the “program expenditures” vote.

A capital expenditures vote is used when capital expenditures equal or exceed $5 million. Expenditure items in a “capital expenditures” vote would include items expected to exceed $10,000 for the acquisition of land, buildings and works, as well as the acquisition of machinery and equipment, or for purposes of constructing or creating assets, where a department expects to draw upon its own labour and materials, or employs consultants or other services or goods. Reduced thresholds may be applied for different capital expenditure classes at the departmental level.

A grants and contributions vote is used when grants and/or contributions expenditures equal or exceed $5 million. It should be noted that the inclusion of a grant, contribution or other transfer payment item in the Estimates imposes no requirement to make a payment, nor does it give a prospective recipient any right to the funds. It should also be noted that in the vote wording, the meaning of the word “contributions” is considered to include “other transfer payments” because of the similar characteristics of each.

A non-budgetary vote, identified by the letter “L”, provides authority for spending in the form of loans or advances to, and investments in, Crown corporations; and loans or advances for specific purposes to other governments, international organizations or persons or corporations in the private sector.

Where it is necessary to appropriate funds for a payment to a Crown corporation or for the expenditures of a legal entity that is part of a larger program, a separate vote is established. Where this is the case, a separate vote structure is established for each. A legal entity for these purposes is defined as a unit of government operating under an Act of Parliament and responsible directly to a Minister.

To support the Treasury Board in performing its statutory responsibilities for managing the government’s financial, human and materiel resources, a number of special authorities are required. These authorities are described in the vote wording found in the Proposed Schedules to the Appropriation Bill.

Presentation by Organization

The individual organizational presentation is made up of various sections, as explained below. Where a section is not appropriate, it does not appear in the presentation.

Raison d’être – This section provides a brief explanation of why the organization exists and the benefits it provides to Canadians.

Organizational Estimate – This section shows, by Vote, the amounts included in the organization’s Main Estimates. For information purposes, the section also includes a summary of statutory forecasts. Abbreviated Vote wordings are used in this section. Complete vote wording is shown in the Proposed Schedules to the Appropriation Bill following Part II, and detailed statutory forecasts are found in the on-line annex.

Information on 2012–13 actual expenditures and 2013–14 Estimates to Date are included to provide context for the 2014–15 amounts. The 2012–13 actual expenditures are taken from the 2012–13 Public Accounts of Canada. 2013–14 Estimates to Date is the sum of the amounts presented in the 2013–14 Main Estimates and increases sought through the 2013–14 Supplementary Estimates A, B and C. Estimates to date also excludes any funding deemed to have been appropriated to a department following the transfer of a portion of the federal administration. Allocations from Treasury Board Central Votes are made through-out the year and the expenditure authority provided by these allocations is not included in Estimates to Date.

The 2014–15 Program Alignment Architecture is used for the tables presenting information by Strategic Outcome and Program. If there has been a change in the Architecture, amounts for previous years have not been reclassified to the new structure and are reported as “Funds not allocated to the 2014–15 Program Alignment Architecture”.

Highlights – In this section, the department, agency or Crown Corporation provides an explanation of the major item or items that give rise to a year-over-year financial change in Main Estimates, or, where there has not been a material year-over-year change, the department or agency may reference priorities in the Report on Plans and Priorities or Corporate Plan.

Expenditures by Strategic Outcome and Program – This table shows budgetary expenditures at the Strategic Outcome and Program levels of the department’s 2014–15 Program Alignment Architecture. Additional information on nature of expenditure by Program is provided in the on-line annex.

Transfer Payments – If applicable, this table provides a listing of transfer payments for the upcoming year. A transfer payment is a grant, contribution or other payment made for the purpose of furthering program objectives but for which no goods or services are received. Details on transfer payments made in a previous year can be found in Volumes 2 and 3 of the Public Accounts of Canada.

In-year information on expenditure authorities is available in departmental Quarterly Financial Reports, and final expenditure authority and actual expenditures for a fiscal year are reported in the Public Accounts of Canada.

Changes to these Estimates

The purpose of this section is to provide the reconciliation of these Estimates with the previous year’s Main Estimates in the following areas:

• Changes to government organization and structure; and
• Changes in authorities (Votes and Statutory Items).
  

Changes to Government Organization and Structure

Following the tabling of the 2013–14 Main Estimates on February 25, 2013 and pursuant to the Public Service Rearrangement and Transfer of Duties Act, these changes were made.

Supplementary Estimates (A), 2013–14:

• Order in Council P.C. 2013-0340 impacts Health and Hazardous Materials Information Review Commission.
  

Supplementary Estimates (B), 2013–14:

• Order in Council P.C. 2013-0341 impacts Public Health Agency of Canada and Health.
• Order in Council P.C. 2013-0343 impacts Canadian Food Inspection Agency and Public Health Agency of Canada.
• Order in Council P.C. 2013-0540 impacts Citizenship and Immigration, Employment and Social Development, Foreign Affairs, Trade and Development.
• Order in Council P.C. 2013-0639 impacts Federal Economic Development Agency for Southern Ontario and Industry.
• Order in Council P.C. 2013-1052 impacts Agriculture and Agri-Food and Health.
• Pursuant to a decision by "The Executive" to position the Office of Infrastructure of Canada in a separate Infrastructure, Communities and Intergovernmental Affairs portfolio, Order in Council P.C. 2013-0869 transfers to the President of the Queen’s Privy Council for Canada the control and supervision of the portion of the federal public administration known as the Office of Infrastructure of Canada.
• The Economic Action Plan 2013 Act, No. 1 states that the Canadian International Development Agency is amalgamated with the Department of Foreign Affairs and International Trade and will continue as the Department of Foreign Affairs, Trade and Development.
  

Supplementary Estimates (C), 2013–14:

• Order in Council P.C. 2013-0366 impacts Shared Services Canada and Public Works and Government Services.
• Order in Council P.C. 2013-0872 impacts Health and the Canadian Northern Economic Development Agency.
• The Economic Action Plan 2013 Act, No. 2 states that the Department of Human Resources and Skills Development is continued under the name of the Department of Employment and Social Development.
  

These Main Estimates:

• Order in Council P.C. 2012-1583 impacts Canada Lands Company Limited and Old Port of Montreal Corporation Inc.
• The Safe Street and Communities Act states that the National Parole Board is continued as the Parole Board of Canada.
• The Strengthening Military Justice in the Defence of Canada Act states that the Canadian Forces Grievance Board is continued as the Military Grievance External Review Committee.
• The Canadian Museum of History Act state that the Canadian Museum of Civilization is continued as the Canadian Museum of History.
  

Changes in Voted Authorities

This sub-section lists Votes which contain specific authorities that differ from those included in the previous year’s Main Estimates as well as new expenditure authorities appearing for the first time. In light of the House of Commons Speaker’s rulings in 1981, the government has made a commitment that the only legislation that will be enacted through the Estimates process, other than cases specifically authorized by Statute, will be previous Appropriation Acts. Proposed changes to existing wording are underlined for ease of reference.

Canadian Heritage

Vote 1 wording was modified by adding “and the Capital Experience Program”.

Canadian Radio-television and Telecommunications Commission

Vote 1 wording was modified by adding “Unsolicited Telecommunications Fees Regulations”.

Citizenship and Immigration

Vote 1 wording was modified by adding “and, pursuant to paragraph 29.1(2)(a) of the Financial Administration Act, authority to expend revenues received in a fiscal year from, and to offset related expenditures incurred in the fiscal year arising from the provision of services related to International Experience Canada,”.

Correctional Service of Canada

Vote 1 wording was modified by adding “(c) the Correctional Service of Canada (CSC) National Infrastructure Contribution program”.

Employment and Social Development

Vote 1 wording was modified by removing "and the Specified Purpose Account for the administration of the Millennium Excellence Awards".

Foreign Affairs, Trade and Development

Votes 1 and 10 wording were extensively modified following the amalgamation with the Canadian International Development Agency. Vote L20 wording was modified with the following “may not exceed $245,000,000 for the purpose of contributions to the international financial institutions over a period commencing on April 1, 2014 and ending on March 31, 2015”.

Health

Vote 10 wording was modified by adding “in the form of monetary payments or the provision of goods or services.

Library and Archives of Canada

Vote 1 wording was modified by removing "and contributions" and named "Program expenditures". Votes 1 and 5 were amalgamated.

National Energy Board (Vote 1);

Northern Pipeline Agency (Vote 1);

Offices of the Information and Privacy Commissioners of Canada (Vote 5); and

Office of the Public Sector Integrity Commission (Vote 1).

Vote wording was modified by adding “and contributions”.

National Film Board

Vote 1 wording was modified by removing "the grants listed in the Estimates".

Natural Sciences and Engineering Research Council

Vote 1 wording was modified by adding “and, pursuant to paragraph 29.1(2)(a) of the Financial Administration Act, authority to expend revenues received during the fiscal year, to offset expenditures incurred in the fiscal year, arising from the provision of internal support services to other organizations”.

Social Sciences and Humanities Research Council

Vote 1 wording was modified by adding “and, pursuant to paragraph 29.1(2)(a) of the Financial Administration Act, authority to expend revenues received during the fiscal year, to offset expenditures incurred in the fiscal year, arising from the provision of internal support services to other organizations”.

Part II - Main Estimates

Agriculture and Agri-Food

Raison d’être

The Department of Agriculture and Agri-Food Canada (AAFC) was created in 1868 — one year after Confederation — because of the importance of agriculture to the economic, social and cultural development of Canada. Today, the Department helps create the conditions for the long-term profitability, sustainability and adaptability of the Canadian agricultural sector. AAFC supports the sector through initiatives that promote innovation and competitiveness, and that proactively manage risk. The Department’s goal is to position agriculture, agri-food and agri-based product industries to realize their full potential by seizing new opportunities in the growing domestic and global marketplace.

The Minister of Agriculture and Agri-Food is responsible for this organization.

Organizational Estimates

Figure 1. Organizational Estimates - Budgetary - Agriculture and Agri-Food

Highlights

The 2014–15 Main Estimates have increased by $61.6 million, compared to the 2013–14 Main Estimates. The 2014–15 fiscal year is the second year of Growing Forward 2, a federal, provincial, territorial five-year agriculture policy framework. This framework supports a shift in focus towards strategic investments that promote innovation, competitiveness and market development initiatives to help producers meet rising demand, both in Canada and internationally, while continuing to proactively manage risk. AAFC has also realigned its business in order to achieve the full annual savings by 2014–15 as announced in Budget 2012. These measures help position the Department to meet its future goals and priorities while contributing to the government’s return to a balanced budget. In addition, the Department is undergoing transformational change to ensure the Department is well positioned to continue to deliver excellence in policy development and advice, program delivery and scientific expertise to Canada’s agricultural sector.

The Department has examined its operations in support of government-wide efforts to find more efficient ways of doing business.

Major changes include:

• An increase of $207.0 million for the Growing Forward 2 provincial and territorial cost-shared initiatives, which were still being finalized and were therefore not included in the 2013–14 Main Estimates, but rather added through Supplementary Estimates in 2013–14;
• An increase of $33.9 million for the renewal of support for statutory Business Risk Management programs, which were still being finalized and were therefore not included in the 2013–14 Main Estimates, but rather added through Supplementary Estimates in 2013–14;
• An increase of $7.5 million for the AgriRisk Initiatives program;
• A decrease of $70.1 million related to recent savings initiatives;
• A decrease of $63.5 million related to the completion of initiatives under the Agricultural Flexibility Fund;
• A decrease of $28.1 million related to an updated forecast for the Advance Payments program under the Agricultural Marketing Programs Act; and
• A decrease of $23.6 million related to the Canadian Wheat Board Transition Costs program.

The number of Strategic Outcomes has changed from three to two and programs have been reduced and merged to reflect the focus of Growing Forward 2 on competitiveness, innovation and market development. The new Program Alignment Architecture also reflects the transformational change underway at AAFC as well as machinery of government changes. As a result, the Department’s 2014–15 Main Estimates reflect these changes to the Department’s Program Alignment Architecture. Due to the significance of these changes, the 2012–13 expenditures and the 2013–14 Main Estimates have not been fully allocated to the new Program Alignment Architecture.

AAFC will focus on advancing the following priorities in 2014–15:

• Support and improve the competitiveness and adaptability of the agriculture, agri-food and agri-based product sector;
• Maintain and improve access to targeted, key international markets;
• Generate new knowledge, foster innovation and increase adoption and commercialization of agricultural, agri-food and agri-based products, processes or practices;
• Continue to improve program and service delivery to respond to client expectations; and
• Support and engage our workforce to meet current and future work objectives and opportunities.

Please refer to the Department’s 2014–15 Report on Plans and Priorities for further information.

Expenditures by Strategic Outcome and Program

Listing of the 2014–15 Transfer Payments

Assisted Human Reproduction Agency of Canada

Raison d’être

Order in Council P.C. 2012-1136 transferred the control and supervision of the remaining activities of the Assisted Human Reproduction Agency of Canada to Health, effective September 30, 2012.

Organizational Estimates

Figure 2. Organizational Estimates - Budgetary - Assisted Human Reproduction Agency of Canada

Highlights

Not applicable

Expenditures by Strategic Outcome and Program

Atlantic Canada Opportunities Agency

Raison d’être

Established in 1987 (Part I of the Government Organization Act, Atlantic Canada 1987, R.S.C., 1985, c.41 (4^th Supp.), also known as the Atlantic Canada Opportunities Agency Act), the Atlantic Canada Opportunities Agency (ACOA) is the federal department responsible for the Government of Canada’s economic development efforts in the provinces of New Brunswick, Prince Edward Island, Nova Scotia, and Newfoundland and Labrador.

The Minister of State (Atlantic Canada Opportunities Agency) is responsible for this organization.

ACOA works to create opportunities for economic growth in Atlantic Canada by helping businesses become more competitive, innovative and productive, by working with diverse communities to develop and diversify local economies, and by championing the strengths of Atlantic Canada. Together, with Atlantic Canadians, we are building a stronger economy.

Organizational Estimates

Figure 3. Organizational Estimates - Budgetary - Atlantic Canada Opportunities Agency

Highlights

ACOA is estimating budgetary expenditures of $288.5 million in 2014–15. Of this amount, $280.2 million requires approval by Parliament. The remaining $8.3 million represents statutory forecasts that do not require additional approval and are provided for information purposes.

ACOA’s decrease in spending of $22.2 million from 2013–14 Estimates to date to 2014–15 is due to a decrease in operating costs of $3.1 million, a decrease in contributions and other transfer payments of $20.5 million, and an increase of $1.4 million in statutory costs. Factors contributing to the net decrease include:

Impacts of program realignment and efficiencies of $3.4 million resulting from savings identified as part of the Budget 2012 Spending Review.

Impact of annual in-year authority:

• A decrease of $1.2 million related to the collection of repayable contributions. An adjustment is required yearly to account for collections in excess of the base amount included in the Main Estimates.

Impacts of funding initiatives and agreements totalling to $17.6 million in 2013–14:

• A $12.7 million decrease through the final instalment of special funding in support of the Community Infrastructure Improvement Fund;
• A $6.0 million decrease through the final instalment of special funding to support community economic development priorities in New Brunswick, relating to community projects such as the establishment of multifunctional facilities and new recreational infrastructure; and
• A $1.1 million increase due to the new funding provided for the Economic Development Initiative of the 2013–2018 Federal Strategy for Official Languages.

In 2014–15, the Agency will continue to act as the key federal catalyst for economic development in the Atlantic region. The Agency will continue to support the region’s small- and medium-sized enterprises (SMEs) in their efforts to become more innovative, productive and competitive, while helping rural and urban communities create and seize opportunities for economic growth and diversification. ACOA will also continue to help Atlantic Canada’s SMEs explore opportunities for international business development generated by Canada’s Global Markets Action Plan and the newly announced Canada-European Union Comprehensive Economic and Trade Agreement. ACOA will ensure that SMEs are prepared to maximize growth opportunities – including those that will flow from such major projects as our Government’s $38.3 billion shipbuilding strategy and the development of clean and renewable energy at Muskrat Falls.

For further details on ACOA’s planned spending, refer to the 2014–15 Report on Plans and Priorities.

Expenditures by Strategic Outcome and Program

Listing of the 2014–15 Transfer Payments

Atomic Energy of Canada Limited

Raison d’être

Atomic Energy Canada Limited (AECL) uses its unique scientific expertise and facilities to ensure that:

• The Canadian nuclear sector is innovative and productive;
• Canada’s security and prosperity are supported by nuclear science and innovation;
• Canadians have a reliable supply of isotopes; and
• Canada’s federal nuclear sites are clean and healthy environments.

The current mandate for the AECL Nuclear Laboratories flows from the powers given to the Minister of Natural Resources under the Nuclear Energy Act:

• To undertake research with respect to nuclear energy;
• To cause nuclear energy to be utilized; and
• To license, sell or otherwise dispose of discoveries and inventions relating to nuclear energy and collect payments for them.

Organizational Estimates

Figure 4. Organizational Estimates - Budgetary - Atomic Energy of Canada Limited

Highlights

AECL’s Main Estimates funding of $102.1 million will be used to fund laboratory operations and research and development at Chalk River and to ensure the safe and reliable operation of its nuclear facilities and supporting infrastructure.

Laboratory operations consist of:

• Laboratory Facilities: The specialized facilities operated under a license issued by the Canadian Nuclear Safety Commission;
• Site Support and Municipal Services: Site Support Services: facilities and teams, including engineering, procurement; and
• maintenance that enable the industrial and scientific activities of the site. Municipal Services: the basic services required for the campus to operate, including landlord functions and water, heat and electricity.

Expenditures by Strategic Outcome and Program

Auditor General

Raison d’être

The Auditor General is an Officer of Parliament, who is independent from the government and reports directly to Parliament. The Office of the Auditor General is the legislative audit office of the federal government and of the three northern territories. The main legislative auditing duties are financial audits, performance audits, special examinations, and sustainable development monitoring activities and environmental petitions. Our audits and studies provide objective information, advice and assurance to Parliament, territorial legislatures, governments and Canadians. With our reports and testimony, we assist parliamentarians and territorial legislators in their work on the authorization and oversight of government spending and operations. The Minister of Finance is responsible for tabling the Auditor General’s administrative reports in Parliament, including the Report on Plans and Priorities and Departmental Performance Report.

Organizational Estimates

Figure 5. Organizational Estimates - Budgetary - Auditor General

Highlights

The Office of the Auditor General is estimating budgetary expenditures of $77.7 million in 2014–15. Of this amount, $67.9 million requires approval by Parliament. The remaining $9.8 million represents statutory forecasts that do not require additional approval and are provided for information purposes.

In total, the Office is estimating a decrease of $6.6 million or 7.8% from the previous Main Estimates primarily due to savings as a result of Budget 2012 Spending Review. Additional information can be found in the Office of the Auditor General’s 2014–15 Report on Plans and Priorities.

Expenditures by Strategic Outcome and Program

Canada Border Services Agency

Raison d’être

The Minister of Public Safety and Emergency Preparedness is responsible for the Canada Border Services Agency (CBSA).

The CBSA provides integrated border services that support national security priorities and facilitate the flow of people and goods across the border. Responsibilities include:

• administering legislation that governs the admissibility of people and goods into and out of Canada;
• identifying, detaining, and removing people who are inadmissible to Canada;
• interdicting illegal goods at Canada’s border;
• protecting food safety, plant and animal health, and Canada’s resource base;
• administering trade legislation and agreements, including the enforcement of trade remedies that protect Canadian industry;
• administering a fair and impartial redress mechanism; and
• collecting duties and taxes on imported goods.

Organizational Estimates

Figure 6. Organizational Estimates - Budgetary - Canada Border Services Agency

Highlights

CBSA is estimating budgetary expenditures $1.7 billion in 2014–15. Of this amount, $1.6 billion requires approval by Parliament. The remaining $176.6 million represents statutory forecasts related to the Employee Benefit Plan (EBP) that do not require additional approval and are provided for information purposes.

CBSA increase in net spending of $56.2 million or 3.35% is due to an increase in Operating expenditures of $1.3 million, an increase in Capital costs of $57.5 million and a decrease of $2.6 million in Statutory expenditures (EBP).

Major items contributing to changes in year-over-year funding levels include increases of:

• $116.3 million in reprofiles from 2013–14 to 2014–15 to realign project funding such as Refugee Reform, E-Manifest and Arming;
• $91.4 million of funding for initiatives included in the Beyond the Border Action Plan such as for the modernization of Border Infrastructure, development of a Single Window approach and the Entry/Exit initiative that will enable the Government of Canada to know that an individual has entered or left the country;
• $6.9 million of Top-up funding for the Temporary Resident and Citizenship programs to keep up with increased volume demands;
• $2.6 million increase for the eligible funding for all new collective bargaining agreements; and
• $1.4 million to fund the Toronto 2015 Pan and Parapan American Games

The increases in the 2014–15 Main Estimates are offset by the following decreases:

• $70.6 million related to the Budget 2012 spending review (last phase);
• $23.0 million as a result of a transfer to Shared Services Canada (SSC) for expenditures related to End User Devices (software) and the Shared Infrastructure Platform. These costs have been centralized with SSC for all departments and the CBSA’s portion is $3.5 million for the End User Devices and $19.5 million for the Shared Infrastructure Platform;
• $21.9 million due to decrease in funding requirement for detection equipment;
• $15.3 million which was received in 2013–14 to complete the definition phase of CBSA Assessment and Revenue Management project;
• $11.8 million due to an adjustment of the EBP rate decrease from 17.4% to 16.5%;
• $9.1 million decrease of project funding requirements for the Postal Modernization Initiative;
• $3.1 million of the project funding requirements reflecting the need in 2014–15 for the Electronic Applications for Enhanced Trusted Trader and Traveler Programs;
• $2.0 million decrease of project funding requirement to expand the commercial processing facilities at St-Bernard de Lacolle in 2013–14;
• $1.9 million decrease in funding for the Federal Contaminated Sites Action Plan;
• $1.9 million transfer from CBSA to Foreign Affair, Trade and Development and International Trade Canada to provide support to departmental staff located at missions abroad;
• $1.6 million reduction of Travel Costs under the government-wide reduction initiative (Budget 2013).

CBSA is currently reviewing its recording and reporting of expenditures to ensure that program expenditures are not included in internal Services.

Expenditures by Strategic Outcome and Program

Canada Council for the Arts

Raison d’être

The Canada Council for the Arts (CCA) is a Crown corporation created in 1957 “to foster and promote the study and enjoyment of, and the production of works in, the arts.” Its grants to artists and arts organizations contribute to a vibrant arts scene in Canada. Its awards celebrate creativity by recognizing exceptional Canadians in the arts, humanities and sciences. The Canada Council Art Bank is a national collection of over 17,000 Canadian contemporary artworks, accessible to the public through rental, loan and outreach programs. The Canadian Commission for UNESCO operates under the general authority of the Canada Council.

The CCA reports to Parliament through the Minister of Canadian Heritage and Official Languages.

Organizational Estimates

Figure 7. Organizational Estimates - Budgetary - Canada Council for the Arts

Highlights

CCA’s planned expenditures for 2014–15 remain the same as for 2013–14. The CCA is continuing to implement its 2011–2016 Corporate Plan “Strengthening Connections” which has five directions (individual artists, arts organizations, equity, partnership and internal capacity) as well as three cross-cutting themes (public engagement in the arts, synergy and new technologies). Main areas of activity include:

• Major program reviews, most notably of operating grants, which represent the Council’s largest investment;
• Continuing work on cross-cutting priorities, including public engagement in the arts, national and international market access and Deaf and Disability Arts; and
• Improving the Council’s internal capacity, including systems modernization and improved performance measurement.

Expenditures by Strategic Outcome and Program

Canada Industrial Relations Board

Raison d’être

The Canada Industrial Relations Board (the CIRB or the Board) contributes to and promotes a harmonious industrial relations climate in federally regulated sectors and seeks to provide effective and appropriate dispute resolution services for its client community in a fair and timely manner. Established in 1999 to replace the previous Canada Labour Relations Board, the CIRB is an independent, representative, quasi-judicial tribunal, responsible for the interpretation and application of Part I of the Canada Labour Code (the Code), which establishes the framework for collective bargaining, the acquisition and termination of bargaining rights, determination of unfair labour practices and protection of public health and safety in the event of work stoppages affecting essential services. The Board also administers certain provisions of Part II of the Code related to Occupational Health and Safety. Since April 1, 2013, the Board is also responsible for the interpretation and application of Part II of the Status of the Artist Act.

The Minister of Labour is responsible for the Canada Industrial Relations Board.

Organizational Estimates

Figure 8. Organizational Estimates - Budgetary - Canada Industrial Relations Board

Highlights

In pursuing its mandate, the CIRB seeks to achieve the following strategic outcome: Effective dispute resolution services that support constructive labour management relations in sectors regulated by the Canada Labour Code and professional relations in sectors regulated by Part II of the Status of the Artist Act. In order to achieve this objective, the Board will continue to focus its efforts on maintaining its current rate of disposition of new cases so as to ensure that a backlog does not recur. This will be achieved through effective case management and proactive mediation assistance at all stages of a case. The CIRB will also proactively seek resolution of matters that best meets the needs of the parties to a dispute through mediation assistance by regional staff and Board members.

The Board will focus on two initiatives in 2014–15:

• In Budget 2012, the CIRB was assigned the responsibility of administering the Status of the Artist Act. The CIRB implemented the transition during 2013–14 and has undertaken a full review of the procedural regulations to ensure policies and procedures under the Act are aligned with the Board’s practices. It is expected that this work will continue into 2014–15 as the new regulations are drafted and implemented, and steps are taken to inform the client community.
• It is essential to the CIRB’s ability to deliver on its mandate economically, efficiently and effectively, that it embrace and maximise new technologies with a view to improving document and information management and delivery of services. The CIRB actively participated in the Treasury Board Secretariat-led initiative aimed at identifying and contracting for a common case management system. In the year ahead, the CIRB will focus its efforts on a transition to the new common system that will build on synergies between similar organizations and mitigate the pressures associated with an aging system and its costly renewal.

The decrease in the Board’s Estimates is mainly due to the transitional funding provided in 2013–14 to compensate the Board for its planned additional responsibilities related to the Status of the Artist Act that is not being renewed in 2014–15. The variance between 2012–13 expenditures and 2013–14 Estimates is directly related to the transitional funding received in 2013–14 to compensate the Board for its planned additional responsibilities related to the Status of the Artist Act.

More information on the Board’s plans and priorities can be found in the Board’s 2014–15 Report on Plans and Priorities, available on CIRB’s Website.

Expenditures by Strategic Outcome and Program

Canada Mortgage and Housing Corporation

Raison d’être

Canada Mortgage and Housing Corporation (CMHC) is Canada’s national housing agency. Established as a federal Crown corporation in 1946 to help address post-war housing shortages, its role has evolved as Canadians’ needs have changed. Today, CMHC works closely with provinces, territories and the private and not-for-profit sectors to help lower-income Canadians access affordable, better quality housing. CMHC also helps Aboriginal Canadians meet their distinct housing needs.

CMHC’s role in housing finance — providing mortgage loan insurance and securitization guarantee products — contributes to the health and stability of Canada’s housing finance system and facilitates access to financing for housing across the country. This includes loans for housing in small and rural communities, rental housing and for nursing and retirement homes.

CMHC also promotes the efficiency of the Canadian housing system through research, market analysis and information transfer.

CMHC is accountable to Parliament through the Minister of Employment and Social Development.

Organizational Estimates

Figure 9. Organizational Estimates - Budgetary - Canada Mortgage and Housing Corporation

Figure 10. Organizational Estimates - Non-budgetary - Canada Mortgage and Housing Corporation

Highlights

CMHC is estimating budgetary expenditures of $2.1 billion in 2014–15 and non-budgetary net repayments of $10.9 billion. Included in the budgetary expenditures is $253.1 million related to the first year of the five-year extension of funding under the Investment in Affordable Housing and $70 million in funding for housing in Nunavut, as announced in the Economic Action Plan 2013. Major changes are summarized below.

A net budgetary decrease of $3.2 million from the 2013–14 Main Estimates is due primarily to the following:

• A decrease of $78.1 million due to the results of the Budget 2012 spending review;
• An increase of $70.0 million in funding for housing in Nunavut;
• An increase of $4.0 million for additional housing construction and rehabilitation On-Reserve. This funding allows for new commitment activity to assist First Nations in the construction, purchase and rehabilitation of suitable, adequate and affordable rental housing as well as providing financial assistance to repair substandard homes to a minimum level of health and safety.

A non-budgetary increase of $31.0 billion is due to lower net repayments under the Crown Borrowing Program resulting from lower loan repayments under the Insured Mortgage Purchase Program (IMPP). The majority of the IMPP repayments took place in 2013–14. The 2014–15 repayments represent the final obligations under this program.

As Canada’s national housing agency, CMHC plays a significant role in administering federal investments in social housing through agreements with provinces and territories and First Nation communities. CMHC also provides federal funding towards renovation programs so that needed repairs or rehabilitation could be undertaken for seniors, persons with disabilities, victims of family violence and others who could otherwise not afford adequate and suitable housing.

CMHC is the only source of comprehensive market analysis information serving both industry and consumers. Its research and information transfer activities on key housing issues have been instrumental in helping Canadians make more informed housing choices. These activities also support industry in the planning, designing, construction operation and maintenance of housing, and assist the public policy decision-making process. Better information contributes to the stability, effectiveness and efficiency of housing markets.

Once tabled in the House of Commons, additional information will be available in CMHC’s Summary of the Corporate Plan, available on its website.

Expenditures by Strategic Outcome and Program

Canada Post Corporation

Raison d’être

Canada Post Corporation has a mandate to provide an efficient, effective and quality-driven postal service to Canadians, to be profitable, and to maintain and increase the value of the Corporation for Canadians.

The Minister of Transport is responsible for this organization.

Under the terms of the Canada Post Corporation Act, the Corporation is mandated to operate the postal service on a financially self-sustaining basis. In addition to core postal service, Canada Post also delivers certain public policy programs for the Government.

Organizational Estimates

Figure 11. Organizational Estimates - Budgetary - Canada Post Corporation

Highlights

Canada Post Corporation receives an annual appropriation of $22.2 million from the Government for the delivery of Parliamentary mail and materials for the use of the blind, which are sent free of postage under the Act. This appropriation helps to offset the financial impact of these programs on the corporation.

Parliamentary Mail

The Canada Post Corporation Act allows for the free mailing of letters between Canadians and the Governor General, Members of Parliament, the Speakers of the Senate and House of Commons, the Parliamentary Librarian and the Ethics Commissioner. Under the Act members of the House of Commons are also allowed up to four free householder (Unaddressed Admail) mailings to their constituents in any calendar year.

Materials for the Use of the Blind

The Canada Post Corporation Act provides for free mailing of materials for the blind. Today, thousands of visually impaired Canadians and many libraries across the country, including that of the Canadian National Institute for the Blind, send talking books and other materials free of charge.

Expenditures by Strategic Outcome and Program

Canada Revenue Agency

Raison d’être

The Minister of National Revenue is responsible for the Canada Revenue Agency (CRA). The CRA is responsible for administering, assessing, and collecting hundreds of billions of dollars in taxes annually. The tax revenue it collects is used by federal, provincial, territorial and First Nations governments to fund the programs and services that contribute to the quality of life of Canadians. The CRA also uses its federal infrastructure to deliver billions of dollars in benefits, tax credits, and other services that support the economic and social well-being of Canadian families, children and persons with disabilities. In carrying out its mandate, the CRA strives to ensure that Canadians:

• pay their required share of taxes;
• receive their rightful share of entitlements; and
• are provided with an impartial and responsive review of contested decisions.

Organizational Estimates

Figure 12. Organizational Estimates - Budgetary - Canada Revenue Agency

Highlights

CRA is estimating budgetary expenditures of $3.9 billion in 2014-2015. Of this amount, $3.0 billion requires approval by Parliament. The remaining $0.9 billion represents statutory forecasts that do not require additional approval and are provided for information purposes.

In total the Agency is expecting a decrease of $415.6 million or 9.7% from previous Main Estimates, which is the net result of various increases offset by certain planned decreases.

The CRA budgets will be increasing by $53.7 million due to the following:

• $22.3 million for collective agreements;
• $17.0 million for the upgrade of the personal income tax processing system;
• $8.0 million in payments under the Children’s Special Allowance Act for eligible children in the care of agencies and foster parents;
• $5.4 million for the implementation and administration of various tax measures announced in the 2012 Federal Budget; and
• $1.0 million for government advertising programs.

The above mentioned increases are offset by the following decreases totalling $469.3 million due to the following:

• $203.0 million related to the disbursements to provinces under the Softwood Lumber Products Export Charge Act;
• $119.0 million in savings identified as part of the Budget 2012 Spending Review;
• $57.6 million in savings identified as part of the Budget 2013 Targeted Review;
• $20.0 million decrease related to contributions to employee benefit plans;
• $19.7 million related to adjustments to accommodation and real property services provided by Public Works and Government Services Canada;
• $18.7 million related to the transfer of the end-user device software budget as well as adjustments to funding previously transferred to Shared Services Canada;
• $12.4 million in the spending of revenues received through the conduct of its operations primarily attributable to reductions in initiatives administered on behalf of Canada Border Services Agency and the province of Ontario;
• $9.2 million related to the planned decrease in funding for the administration of the Harmonized Sales Tax for Ontario, British Columbia and the Affordable Living Tax Credit for Nova Scotia;
• $6.9 million related to the return of funding previously provided for the ongoing administration of the Harmonized Sales Tax in British Columbia;
• $2.1 million in savings identified as part of the Budget 2013 to reduce travel costs; and
• $0.7 million for various initiatives announced in the 2010 and 2011 Federal Budgets.

Expenditures by Strategic Outcome and Program

Canada School of Public Service

Raison d’être

The Canada School of Public Service (CSPS) is the common learning service provider for the Public Service of Canada. CSPS has a legislative mandate to provide a range of learning activities to build individual and organizational capacity and management excellence within the Public Service. It has one strategic goal, to ensure public servants have the common knowledge and leadership and management competencies required to effectively serve Canada and Canadians.

The President of the Treasury Board is responsible for this organization.

Organizational Estimates

Figure 13. Organizational Estimates - Budgetary - Canada School of Public Service

Highlights

CSPS is estimating budgetary expenditures of $85.5 million in 2014–15. Of this amount, $39.9 million requires approval by Parliament. The remaining $45.6 million represents statutory authority that does not require additional approval and is provided for information purposes.

A decrease of $13 million in spending is expected in 2014–15 primarily due to the reduction of expenditures for salaries and professional and special services.

Once tabled in the House of Commons, additional information will be available in the departmental Report on Plans and Priorities available at: http://www.csps-efpc.gc.ca/about_us/currentreport/index-eng.aspx.

Expenditures by Strategic Outcome and Program

Canadian Air Transport Security Authority

Raison d’être

The Canadian Air Transport Security Authority (CATSA) is a Crown corporation with the mandate to protect the public by securing critical elements of the air transportation system as assigned by the Government of Canada. CATSA’s goal is to provide a professional, effective, efficient and consistent level of security screening services, at or above the standards set by Transport Canada, its regulator. Fully funded by parliamentary appropriations, CATSA is accountable to Parliament through the Minister of Transport. CATSA’s vision is to excel as a world leader in air transportation security through its service to passengers, its people and its partnerships.

Organizational Estimates

Figure 14. Organizational Estimates - Budgetary - Canadian Air Transport Security Authority

Highlights

CATSA is estimating budgetary expenditures of $591.6 million in 2014–15, which requires approval by Parliament. The planned expenditures are $6.7 million, or approximately 1.1% lower compared to $598.3 million in the 2013–14 Main Estimates.

The CATSA’s planned operating expenditures for 2014–15 of $473.5 million are $16.5 million or approximately 3.6% higher compared to $457.0 million in the 2013–14 Main Estimates. The increase in the operating budget is mainly a result of CATSA being granted financial flexibilities over the past few years to reallocate funds to better align with its cash flow requirements. This will allow CATSA to partially accommodate annual contractual increases in 2014–15.

The CATSA’s planned capital expenditures for 2014–15 of $118.2 million are $23.2 million or approximately 16.4% lower compared to $141.3 million in the 2013–14 Main Estimates. The year-over-year variance is attributable to capital spending associated with the deployment of CATSA’s new Hold Baggage Screening system which is based on a 10-year deployment schedule. Deployment of the new Hold Baggage Screening system remains on target to be completed in fiscal year 2019–20.

As set out in its 2013–14 to 2017–18 Corporate Plan Summary, CATSA’s funding priorities for 2014–15 will continue to focus on the delivery of its screening services and the ongoing implementation of its Hold Baggage Screening capital deployment plan.

Expenditures by Strategic Outcome and Program

Canadian Artists and Producers Professional Relations Tribunal

Raison d’être

Pursuant to a decision to accelerate by one year the provision in the Jobs, Growth and Long-term Prosperity Act, the Canadian Artists and Producers Professional Relations Tribunal ceased its operations as of April 1, 2013.

Organizational Estimates

Figure 15. Organizational Estimates - Budgetary - Canadian Artists and Producers Professional Relations Tribunal

Highlights

Not applicable

Expenditures by Strategic Outcome and Program

Canadian Broadcasting Corporation

Raison d’être

As defined by the 1991 Broadcasting Act, the Canadian Broadcasting Corporation (the Corporation), as the national public broadcaster, should provide radio and television services incorporating a wide range of programming that informs, enlightens and entertains. The programming provided by the Corporation should:

• be predominantly and distinctively Canadian;
• reflect Canada and its regions to national and regional audiences, while serving the special needs of those regions;
• actively contribute to the flow and exchange of cultural expression;
• be in English and in French, reflecting the different needs and circumstances of each official language community, including the particular needs and circumstances of English and French linguistic minorities;
• strive to be of equivalent quality in English and French;
• contribute to shared national consciousness and identity;
• be made available throughout Canada by the most appropriate and efficient means and as resources become available for the purpose; and
• reflect the multicultural and multiracial nature of Canada.

The Corporation reports to Parliament through the Minister of Canadian Heritage and Official Languages.

Organizational Estimates

Figure 16. Organizational Estimates - Budgetary - Canadian Broadcasting Corporation

Highlights

The Corporation’s 2014–15 Main Estimates are $1,038.0 million versus the 2013–14 Main Estimates of $1,064.8 million. The reduction of $26.8 million for 2014–15 is due to Budget 2012 spending review of $45.5 million, offset by salary inflation funding of $18.7 million.

Following results of the Departmental Spending Review included in Budget 2012, the Federal Government reduced the Corporation’s appropriation by $115 million over three years. The Corporation’s operating funding was reduced by $27.8 million in 2012–13 (deducted from the supplementary funds of $60.0 million received since 2001–02). In 2013–14, the operating appropriation was reduced by $69.6 million (annual supplementary funds of $60.0 million were eliminated completely and the difference of $9.6 million was reduced from the base operating appropriation). For 2014–15 and ongoing years, the Corporation’s operating appropriation will be reduced by an additional $45.5 million to finally arrive at a total reduction of $115.0 million per Budget 2012.

2014–15 will mark Year 4 of the Corporation’s five-year strategic plan, Strategy 2015: Everyone, Every way. The vision at the heart of the strategy is to be the recognized leader in expressing Canadian culture and to enrich democratic life of all Canadians.

Four guiding principles support the Corporation’s vision:

• The creation and delivery of original, innovative, high-quality Canadian content.
• That reflects and draws together all Canadians.
• Actively engaging audiences.
• While being cost-effective and accountable.

Three strategic thrusts drive our performance:

• More Distinctly Canadian: Network programming and national public spaces;
• More Regional: Regional presence and community spaces; and
• More Digital: New platforms and digital spaces.

Despite ongoing challenges, the Corporation continues to implement its 2015 objectives. Further details of the Corporation’s performance and progress since the launch of Strategy 2015 can be found in the Corporation’s Annual Reports and Corporate Plans.

Expenditures by Strategic Outcome and Program

Canadian Centre for Occupational Health and Safety

Raison d’être

The Canadian Centre for Occupational Health and Safety (CCOHS) was founded by an Act of Parliament in 1978 with a mandate to promote health and safety in the workplace and to enhance the physical and mental health of working Canadians. CCOHS operates under the legislative authority of the Canadian Centre for Occupational Health and Safety Act S.C., 1977–78, c. 29 which was passed by unanimous vote in the Canadian Parliament. The purpose of this Act is to promote the fundamental right of Canadians to a healthy and safe working environment by creating a national institute (CCOHS) concerned with the study, encouragement and co-operative advancement of occupational health and safety. CCOHS functions as an independent departmental corporation under Schedule II of the Financial Administration Act and is accountable to Parliament through the Minister of Labour. Its funding is derived from a combination of appropriations, cost recoveries and collaboration with the provinces. It is expected that a portion of the budget will be funded through cost recoveries from the creation, production, and worldwide sales of fee-for-service and revenue generating occupational health and safety products and services.

Organizational Estimates

Figure 17. Organizational Estimates - Budgetary - Canadian Centre for Occupational Health and Safety

Highlights

CCOHS’s planned expenditures remain the same as last year. CCOHS will focus its efforts on providing a wide range of needed, relevant and practical information, resources and training that assist Canadians to improve health and safety. CCOHS will work with Canadian and global partners to develop the resources and tools that will improve health and safety and contribute to making Canada’s workplaces safe and more productive.

Expenditures by Strategic Outcome and Program

Canadian Commercial Corporation

Raison d’être

The Canadian Commercial Corporation (CCC) is governed by its enacting legislation, the 1946 Canadian Commercial Corporation Act. The Act outlines CCC’s broad mandate, which is to assist in the development of trade by helping Canadian exporters access markets abroad and by helping foreign buyers obtain goods from Canada. The legislation also provides CCC with a range of powers, including the ability to export goods from Canada either as principal or as agent in such a manner and to such an extent as it deems appropriate. As a result, CCC negotiates and executes bilateral government-to-government procurement arrangements, facilitating export transactions on behalf of Canadian exporters.

CCC reports to Parliament through the Minister of International Trade.

Organizational Estimates

Figure 18. Organizational Estimates - Budgetary - Canadian Commercial Corporation

Highlights

CCC is estimating vote budgetary expenditures of $15.7 million in 2014–15 which require approval by Parliament. The funding will be used to facilitate sales of goods and services from Canadian exporters to the U.S Department of Defence in support of the North American Defence Industrial Base.

On all other export transactions, CCC charges fees for service. These fees support CCC’s other expenditures.

Expenditures by Strategic Outcome and Program

Canadian Dairy Commission

Raison d’être

The Canadian Dairy Commission (CDC) is a federal Crown corporation created in 1966 through the Canadian Dairy Commission Act. It reports to Parliament through the Minister of Agriculture and Agri-Food. Its legislated objectives are twofold: to provide efficient producers of milk and cream with the opportunity of obtaining a fair return for their labour and investment; and to provide consumers of dairy products with a continuous and adequate supply of dairy products of high quality.

The CDC plays a central facilitating role for the multi-billion dollar Canadian dairy industry. Federal-provincial agreements now provide the authority for many of the programs and activities that the CDC employees administer and facilitate on a day-to-day basis. The CDC strives to balance and serve the interests of all dairy stakeholders — producers, processors, further processors, exporters, consumers and governments.

Organizational Estimates

Figure 19. Organizational Estimates - Budgetary - Canadian Dairy Commission

Figure 20. Organizational Estimates - Non-budgetary - Canadian Dairy Commission

Highlights

The Canadian milk supply management system rests on three pillars: production management, price setting and import controls. The CDC is directly involved in the administration of two of the three pillars (production management and price setting) via the establishment of industrial milk quota and support prices.

The CDC administers the three revenue pooling and market sharing pools that exist among milk producers. Monthly, the CDC receives data from provincial milk marketing boards and calculates the payment transfers between provinces to equalize returns and adjusts quota allocations to provinces to account for the sharing of markets.

To ensure a steady supply of dairy products on the Canadian market, the CDC operates the Domestic Seasonality Programs. To ensure that milk components for which there is no outlet on the domestic market are removed in a timely fashion, the CDC operates the Surplus Removal Program. Furthermore, in order to promote the use of dairy products and ingredients in processed foods, the CDC operates the Dairy Marketing Program.

In addition, the CDC, on the industry’s behalf, administers the Special Milk Class Permit Program (SMCPP) and the Dairy Innovation Program. The parameters of these programs are decided by the industry.

The CDC imports the tariff rate quota of butter and sells this butter to participants in the SMCPP through butter manufacturers. Profits that the CDC generates by this activity are used to finance initiatives that provide benefits to the industry. Examples of these initiatives are graduate scholarships in Canadian establishments and the validation of dairy farms under the Canadian Quality Milk Program, an on-farm quality assurance program.

The CDC also controls the subsidized exports of Canadian dairy products through the issuance of export permits. This permit system has been put in place to ensure that Canadian exports of dairy products do not exceed the limits imposed on Canada by the World Trade Organization (WTO) for subsidized exports.

No significant changes are expected in the programs that the CDC administers in fiscal year 2014–15. Further details can be found in the Canadian Dairy Commission’s Corporate Plan.

Expenditures by Strategic Outcome and Program

Canadian Environmental Assessment Agency

Raison d’être

The Minister of the Environment is responsible for this organization.

Environmental assessment contributes to informed decision making in support of sustainable development. The Canadian Environmental Assessment Agency delivers high-quality environmental assessments and serves as the centre of expertise within the federal government on environmental assessment.

Additional information can be found in the Agency’s Report on Plans and Priorities.

Organizational Estimates

Figure 21. Organizational Estimates - Budgetary - Canadian Environmental Assessment Agency

Highlights

The Canadian Environmental Assessment Agency’s 2014–15 Main Estimates of $31.0 million are similar to the Agency’s 2013–14 Main Estimates.

The Agency’s 2012–13 actual expenditures of $27.9 million are $3.0 million less than the 2014–15 Main Estimates. The difference is mainly attributable the Agency’s operating budget lapse and to lower than expected payments under the Participant Funding Program due to transition from the former Canadian Environmental Assessment Act to the Canadian Environmental Assessment Act, 2012.

The renewal of funding programs that are sunsetting at the end of 2014–15 will be subject to government decision and will be reflected in future Main Estimates.

Expenditures by Strategic Outcome and Program

Listing of the 2014–15 Transfer Payments

Canadian Food Inspection Agency

Raison d’être

The Minister of Health is responsible for this organization.

The Canadian Food Inspection Agency (CFIA) is Canada’s largest science-based regulatory agency. It has approximately 7,120 employees working across Canada, in the National Capital Region (NCR) and in four operational areas (Atlantic, Quebec, Ontario and Western).

The CFIA is dedicated to safeguarding food, animal and plant health, which enhances the health and well-being of Canada’s people, environment, and economy.

CFIA develops and delivers inspection and other services to:

• prevent and manage food safety risks;
• protect plant resources from pests, diseases and invasive species;
• prevent and manage animal and zoonotic diseases;
• contribute to consumer protection; and
• contribute to market access for Canada’s food, plants, and animals.

CFIA bases its activities on science, effective management of risk, commitment to service and efficiency, and collaboration with domestic and international organizations that share its objectives.

Organizational Estimates

Figure 22. Organizational Estimates - Budgetary - Canadian Food Inspection Agency

Highlights

The Government is committed to ensuring that Canadian families have confidence in the food they buy and eat. As announced on October 9th, 2013, the three bodies of the Canadian food safety regime - the CFIA, Health Canada, and the Public Health Agency of Canada (PHAC) fall under the responsibility of the Minister of Health. This reporting change brings all federal food safety authorities under one Minister with the goal of creating a stronger system with better collaboration and communication.

The Minister of Agriculture and Agri-Food will continue to be responsible for the CFIA’s non-food safety agricultural activities, including economic and trade issues, as well as important animal health and plant protection work. As such, the Minister of Agriculture and Agri-Food will continue to oversee the CFIA in exercising these responsibilities.

The 2014–15 Main Estimates for the CFIA total $619.3 million, a decrease of $68.6 million from the 2013–14 Main Estimates of $687.9 million. The major items included in this decrease are:

• A decrease of $45.8 million due to implementation of savings measures announced in Budget 2012;
• A decrease of $41.5 million related to sunsetting of program funding in 2014–15 for which the CFIA plans to seek renewal: $36.9 million related to resources received to continue a comprehensive strategy for managing Bovine Spongiform Encephalopathy (BSE) in Canada and $4.6 million related to resources to support the implementation of measures to enhance international pork marketing; and,
• A decrease of $3.0 million related to the sunsetting of resources transferred from Health Canada to fund the cost of enforcement of the proposed regulatory amendments related to enhanced allergen labelling.

These decreases are offset by:

• An increase of $14.7 million related to the renewal of resources to enhance the CFIA’s ability to prevent, detect and respond to food-borne illness outbreaks. These resources were first approved in Budget 2009 for three years and were renewed in Budget 2012 for an additional four years;
• An increase of $5.2 million to establish inspection verification teams to oversee the performance of the food safety system; and,
• An increase of $2.9 million related to the Canada Border Services Agency led Single Window Initiative and Trusted Traders and Trusted Travellers program initiative, as outlined in the Beyond the Border Action Plan.

The 2013–14 Estimates to Date are approximately $37.4 million higher than the 2013–14 Main Estimates. This increase can be explained by resources received via Supplementary Estimates (B), which were approved by Parliament.

Once tabled in the House of Commons, additional information will be available in the departmental Report on Plans and Priorities available at http://www.inspection.gc.ca/about-the-cfia/accountability/reports-to-parliament/eng/1299845094675/1299845189161

Expenditures by Strategic Outcome and Program

Listing of the 2014–15 Transfer Payments

Canadian Grain Commission

Raison d’être

The Canadian Grain Commission (CGC) is a federal government agency that administers the provisions of the Canada Grain Act (CGA). The CGC’s mandate as set out in the CGA is to, in the interests of the grain producers, establish and maintain standards of quality for Canadian grain and regulate grain handling in Canada, to ensure a dependable commodity for domestic and export markets. CGC’s vision is to be “A leader in delivering excellence and innovation in grain quality and quantity assurance, research, and producer protection”. The Minister of Agriculture and Agri-Food is responsible for the CGC.

Organizational Estimates

Figure 23. Organizational Estimates - Budgetary - Canadian Grain Commission

Highlights

The CGC is estimating budgetary expenditures of $16.4 million in 2014–15. Of this amount, $7.5 million requires approval by Parliament. The remaining $8.9 million represents statutory forecasts that do not require additional approval and are provided for information purposes. $6.4 million of the statutory amount is to support severance payments. The remaining $2.5 million is to support employee benefit plan obligations.

The decrease in net authority of $5.8 million from 2013–14 Main Estimates is due to:

• The decrease of $16.8 million to transition the CGC to a sustainable funding model as identified in Budget 2012;
• The increase of $3.1 million to support employees affected by work force adjustment; and
• The increase in access to the CGC Revolving Fund surplus of $7.9 million for severance obligations.

The current CGC funding structure is based on budgetary authorities that are comprised of both statutory and voted authorities. The statutory authorities include employee benefit plan authority for appropriation funded positions and the CGC revolving fund authority which allows the CGC to re-spend fees that it has collected. The voted authority is Vote 1 – Program Expenditures which includes annual appropriation authority and any ad hoc appropriation authority for the fiscal year.

A revolving fund was set up for the CGC in 1995 with the expectation that the CGC would be largely self-funded through fees for service. The CGC updated its user fee structure on August 1, 2013 to become self-funded. The CGC transitioned to its new fee structure in 2013–14 and revenues are expected to increase to $54.1 million in 2014–15.

Additional information can be found in the CGC’s Reports on Plans and Priorities.

Expenditures by Strategic Outcome and Program

Canadian Heritage

Raison d’être

The Minister of Canadian Heritage and Official Languages is responsible for this organization.

The Department of Canadian Heritage and Canada’s major national cultural institutions play a vital role in the cultural, civic and economic life of Canadians. We work together to support culture, arts, heritage, official languages, citizenship and participation, in addition to Aboriginal, youth, and sport initiatives.

Organizational Estimates

Figure 24. Organizational Estimates - Budgetary - Canadian Heritage

Highlights

The Department of Canadian Heritage is estimating budgetary expenditures of $1.39 billion in 2014–15. Of this amount, $1.37 billion requires approval by Parliament. The remaining $24.0 million represents statutory forecasts that do not require additional approval and are provided for information purposes. This is an increase of $72.8 million when compared to the 2013–14 Main Estimates.

The net increase is a combination of an increase of $15.4 million in Vote 1 (Operating expenditures), an increase of $56.1 million in Vote 5 (Grants and contributions) and an increase of $1.3 million in statutory forecasts. The increase of $15.4 million in Vote 1 is mainly due to:

• An increase of $14.2 million for the transfer of the Capital Experience Program from the National Capital Commission; and
• An increase of $1.8 million for the transfer from Public Works and Government Services Canada for a reduction in accommodation requirements.

The increase of $56.1 million in Vote 5 is mainly due to:

• An increase of $71.6 million for the 2015 Pan-Am Games;
• An increase of $3.9 million for the renewal of the Roadmap for Canada’s Linguistic Duality;
• A decrease of $4.7 million for the Aboriginal Peoples’ Program;
• A decrease of $4.0 million for the Hosting Program due to the reprofile for the 2013 Canada Games Travel;
• A decrease of $3.7 million for the bicentennial commemoration of the War of 1812;
• A decrease of $3.0 million for the Sport Support Program - ParticipAction and Le Grand défi Pierre Lavoie due to the program funding that was scheduled to sunset at the end of fiscal year 2013–14; and
• A decrease of $2.0 million for TV5 due to a portion of the program funding that was scheduled to sunset at the end of fiscal year 2013–14.

Expenditures by Strategic Outcome and Program

Listing of the 2014–15 Transfer Payments

Canadian Human Rights Commission

Raison d’être

The Minister of Justice and Attorney General of Canada is responsible for this organization.

The Canadian Human Rights Commission was established in 1977 under Schedule II of the Financial Administration Act in accordance with the Canadian Human Rights Act (CHRA). The Commission leads the administration of the CHRA and ensures compliance with the Employment Equity Act (EEA). The CHRA prohibits discrimination and the EEA promotes equality in the workplace. Both laws apply the principles of equal opportunity and non-discrimination to federal government departments and agencies, Crown corporations, and federally regulated private sector organizations.

Organizational Estimates

Figure 25. Organizational Estimates - Budgetary - Canadian Human Rights Commission

Highlights

The Canadian Human Rights Commission is estimating budgetary expenditures of $22.1 million in 2014–15. Of this amount, $19.6 million requires approval by Parliament. The remaining $2.5 million represents statutory forecasts that do not require additional approval and are provided for information purposes.

The variance between 2012–13 expenditures and 2013–14 Main Estimates and the variance between 2013–14 and 2014–15 Main Estimates is mainly due to funding received for the repeal of section 67 of the Canadian Human Right Act (CHRA). This funding decreased and will sunset in March 2014.

Over the next year, the Commission will focus on:

• Identifying the cases involving Aboriginal women, prioritizing those cases and targeting litigation activities, where it is in the public interest to do so;
• Fostering dialogue and understanding among stakeholders to identify strategies to help overcome barriers that limit access to human rights justice for the most vulnerable, especially Aboriginal women;
• Leading collaboration with key partners to advance progress on systemic human rights issues; and,
• Reviewing the Management Results and Resources Structure to better reflect the Commission’s focus on promotion and protection;

Further detail can be found in the Commission’s Report on Plans and Priorities.

Expenditures by Strategic Outcome and Program

Canadian Human Rights Tribunal

Raison d’être

The Canadian Human Rights Tribunal is a an administrative tribunal that hears complaints of discrimination referred by the Canadian Human Rights Commission and determines whether the activities complained of violate the Canadian Human Rights Act (CHRA). The purpose of the CHRA is to protect individuals from discrimination and to promote equal opportunity. The Tribunal also decides cases brought under the Employment Equity Act (EEA) and, pursuant to section 11 of the CHRA, determines allegations of wage disparity between men and women doing work of equal value in the same establishment.

The Minister of Justice and Attorney General of Canada is responsible for this organization.

Organizational Estimates

Figure 26. Organizational Estimates - Budgetary - Canadian Human Rights Tribunal

Highlights

The Canadian Human Rights Tribunal is a small, permanent administrative tribunal comprising a full-time Chairperson and Vice-Chairperson, and up to 13 full- or part-time members. The Chairperson is the chief executive officer of the Tribunal and is supported by the Executive Director and Registrar who is responsible for registry operations and internal services

As a key mechanism of human rights protection in Canada, the Tribunal gives effect to the Canadian ideals of pluralism, equity, diversity and social inclusion. It provides a forum where human rights complaints can be scrutinized and resolved and provides definitive interpretations on important issues of discrimination. The primary result of the Tribunal’s program is that complainants can air their grievances and achieve closure in a respectful, impartial forum. Moreover, respondents are able to test the validity of allegations made in a quasi-judicial setting. In the longer term, Tribunal decisions create meaningful legal precedents for use by employers, service providers and Canadians at large.

The Tribunal has an ongoing planning challenge in that the Tribunal’s sole function is to inquire into matters referred to it under the Employment Equity Act (EEA) and matters referred by the Canadian Human Rights Commission under the Canadian Human Rights Act (CHRA). As such, the Tribunal’s operational activities are driven by external demands that it can only react to rather than anticipate. Legislative changes the CHRA and other enabling legislations, increase complexity of cases, increase number of unrepresented parties and being a demand-driven organization all have an impact on the Tribunal’s ability to predict its workload.

Complaints alleging discriminatory funding by the Federal Government of various services on-reserve are starting to be referred to the Tribunal. These cases can pose unique challenges such as: the need to respect cultural practices and beliefs; access to justice challenges; the possible involvement of inter-jurisdictional agreements and other instruments; and the characterization of “funding” in the context of the Canadian Human Rights Act.

Another identifiable factor contributing to the Tribunal’s unpredictable workload is the effect of the repeal of section 67 of the CHRA. The Tribunal is only now starting to deal with discrimination claims in respect of decisions made pursuant to the Indian Act. It is too soon to see what the volume of these cases will be, however, it is possible that they will present the Tribunal with novel statutory interpretation challenges in giving due regard to First Nations legal traditions and customary laws.

A third factor contributing to the Tribunal’s unpredictable workload is that more and more complainants and respondents are representing themselves or designating individuals who are not lawyers to represent them. These individuals or their representatives may not be familiar with the issue identification procedures and disclosure rules, or be able to comply with them in a timely fashion. The logistics and procedural complexities associated with non- represented parties, including trying to navigate a quasi-judicial process, leads to increased numbers of motions and rulings, cancelling or rescheduling hearing dates, all of which has an effect on the scheduling of other cases.

All of these factors contribute to the increase pressures on the Tribunal’s financial and human resources levels and will most likely continue to affect its backlog of cases.

Internal services make a critical contribution to the achievement of the Tribunal’s singular primary program. Like small departments and other micro-agencies, the Tribunal continually faces pressure to respond to, or implement various government-wide management initiatives while managing its operating and salary budget in line with government-wide budget restraints, which are likely to remain in place for some time. The Tribunal will continue to actively seek horizontal opportunities and interdepartmental partnerships to achieve efficiencies.

Financially, approximately 60% of its $4.5 million operating budget is for salaries and benefits, 82% of which is directly attributable to our core program. Of the remaining $1.8 million in Operations and Maintenance, 50% is directly related to the adjudicative process such as per diem costs for part-time members, travel, facility rentals for hearings and mediation activities, translation of decisions and rulings and legal support for members.

Expenditures by Strategic Outcome and Program

Canadian Institutes of Health Research

Raison d’être

Canadian Institutes of Health Research (CIHR) is the Government of Canada’s health research funding agency. The Minister of Health is responsible for this organization. It was created in June 2000 by the Canadian Institutes of Health Research Act (Bill C-13) with a mandate “to excel, according to internationally accepted standards of scientific excellence, in the creation of new knowledge and its translation into improved health for Canadians, more effective health services and products and a strengthened Canadian health care system.”

CIHR’s mandate seeks to transform health research in Canada by:

• Funding both investigator–initiated research, as well as research on targeted priority areas;
• Building research capacity in under-developed areas and training the next generation of health researchers; and
• Focusing on knowledge translation that facilitates the application of the results of research and their transformation into new policies, practices, procedures, products and services.

Organizational Estimates

Figure 27. Organizational Estimates - Budgetary - Canadian Institutes of Health Research

Highlights

CIHR is implementing, in 2014–15, a new Program Alignment Architecture (PAA), consisting of one Strategic Outcome along with three Programs.

CIHR’s new Strategic Outcome “Canada is a world leader in the creation, dissemination and application of health research knowledge” aligns with its mandate and vision of long-term, enduring benefits to the lives of Canadians and health care system, and is also linked to priorities of the Government of Canada. The three Programs, “Investigator-Initiated Health Research”, “Priority-Driven Health Research” and “Internal Services”, highlight CIHR’s priority to fund both the best ideas from health researchers, as well as targeted research to address challenges facing Canadians and the health care system.

CIHR is estimating budgeting expenditures of $985.0 million in 2014–15. Of this amount, $979.3 million requires approval by Parliament. The remaining $5.7 million represents statutory forecasts that do not require additional approval and are provided for information purposes.

The budgeting expenditures of $985.0 million in 2014–15 represent a variance of $12.5 million, or 1.3%, from the 2013–14 Estimates-to-date (including Main and Supplementary Estimates) of $997.5 million. This variance is temporary, and is due to the following:

• A decrease of $10.2 million in the Tri-Agency Centres of Excellence for Commercialization and Research (CECR) program. Funding for this program is allocated to the Natural Sciences and Engineering Research Council (NSERC), the Social Sciences and Humanities Research Council (SSHRC) and CIHR after each competition and varies depending on the recipients’ alignment with the research mandate and priorities of the respective agencies. In 2013–14, CIHR was allocated a total of $12.1 million for both the fourth and fifth competitions, and a minimum of $1.9 million in 2014–15 for the fifth and upcoming competition;
• A decrease of $1.2 million in the Tri-Agency Business-Led Networks of Centres of Excellence program. As for CECR, funding is allocated after each competition. Funding for this program in 2013–14 was $4.3 million and temporarily decreases to a minimum of $3.1 million in 2014–15; and
• A net decrease of $0.8 million due to funding received from other departments for partnerships activities ending in 2013–14.

The remaining variance of $0.3 million is due to various other program funding adjustments.

It should be noted that both the 2013–14 Estimates-to-date and 2014–15 budgeting expenditures include the $15 million resulting from Budget 2013 for the Strategy for Patient-Oriented Research.

CIHR’s spending for 2014–15 is expected to increase as new funding will be allocated to CIHR for Tri-Agency programs once the results of future competitions are available, and as new and/or renewal of existing partnership activities materialize.

Further details on CIHR’s 2014–15 planned spending is available in CIHR’s 2014–15 Report on Plans and Priorities.

Expenditures by Strategic Outcome and Program

Listing of the 2014–15 Transfer Payments

Canadian Intergovernmental Conference Secretariat

Raison d’être

The President of the Queen’s Privy Council for Canada is responsible for this organization. The Canadian Intergovernmental Conference Secretariat (CICS), established pursuant to an agreement reached at the May 1973 First Ministers’ Conference, is an agency of the federal, provincial and territorial governments. Its mandate is to provide administrative support and planning services for intergovernmental conferences of First Ministers, Ministers and Deputy Ministers.

These intergovernmental conferences are a key instrument for consultation and negotiation among the different orders of governments and assist in the development of national and/or provincial/territorial policies. They are a critical component of the workings of the Canadian federation and represent a core principle of our democratic society.

By skilfully executing the logistical planning and delivery of these meetings, CICS not only relieves governments of the administrative process burden but also allows them to greatly benefit from significant cost efficiencies and economies of scale.

Organizational Estimates

Figure 28. Organizational Estimates - Budgetary - Canadian Intergovernmental Conference Secretariat

Highlights

The CICS’s 2014–15 expenditures remain approximately the same as the previous year. The 2014–15 funding will be utilized to address the following priorities:

• Implement the necessary initiatives to enhance and expand strategic partnerships;
• Adopt the appropriate tools to transform our service delivery model;
• Review and adapt management practices to increase efficiencies; and
• Continue to build a capable, confident and high performing workforce.

Our 2014–15 Report on Plans and Priorities will contain more details regarding our priorities.

Expenditures by Strategic Outcome and Program

Canadian International Development Agency

Raison d’être

Division 12 of Part 3 of the Economic Action Plan 2013 Act, No. 1 states that the Canadian International Development Agency is amalgamated with Foreign Affairs, Trade and Development, effective June 26, 2013.

Organizational Estimates

Figure 29. Organizational Estimates - Budgetary - Canadian International Development Agency

Figure 30. Organizational Estimates - Non-budgetary - Canadian International Development Agency

Highlights

Not applicable

Expenditures by Strategic Outcome and Program

Canadian International Trade Tribunal

Raison d’être

The Canadian International Trade Tribunal (the Tribunal) provides Canadian and international businesses with access to fair, transparent and timely resolution of trade remedy cases, customs and excise tax appeals and inquiries into federal procurement complaints. At the request of the Government of Canada, the Tribunal provides advice on tariff, trade and general economic matters.

The Minister of Finance is responsible for this organization.

Organizational Estimates

Figure 31. Organizational Estimates - Budgetary - Canadian International Trade Tribunal

Highlights

The Tribunal’s overriding priority for 2014–15 is to deliver on its various mandates by hearing cases and making sound decisions on matters that fall within its jurisdiction. In so doing, the Tribunal supports a fair marketplace in Canada, maintains its strong reputation both in Canada and throughout the world as a fair and independent decision maker and complies with its legislative requirements.

The Tribunal will also continue to pursue initiatives aimed at further improving its capacity to deliver on its legislative mandates in order to provide efficient and reliable services to its stakeholders.

The decreasing trend in the Tribunal’s spending from 2012–13 to 2014–15 can be explained by a few key events. First, in 2012–13, the Tribunal received additional funding of $1.3 million to retrofit its accommodation. Second, the Tribunal has gone through a very busy case schedule that required additional resources for part of 2012–13 and for all of 2013–14. Lastly, in 2014–15 and for future years, the Tribunal’s budget will be reduced by $0.5 million as part of the Budget 2012 Spending Review. Please refer to the Tribunal’s Web site for further details on its 2014–15 Report on Plans and Priorities at http://www.citt-tcce.gc.ca.

Expenditures by Strategic Outcome and Program

Canadian Museum for Human Rights

Raison d’être

The Canadian Museum for Human Rights (CMHR) was created in 2008 through an amendment to the Museums Act, which established the Museum as the first national museum to be created since 1967 and the first to be located outside of the National Capital Region. The Museum’s mandate is “to explore the subject of human rights, with special but not exclusive reference to Canada, in order to enhance the public’s understanding of human rights, to promote respect for others and to encourage reflection and dialogue.”

The Minister of Canadian Heritage and Official Languages is responsible for this organization.

Organizational Estimates

Figure 32. Organizational Estimates - Budgetary - Canadian Museum for Human Rights

Highlights

The operating appropriations for 2014–15 are $21.7 million, the same amount that was received in 2013–14. In 2013–14 $10 million in capital appropriations were also received representing the final payment of the $35 million advance of appropriations that was approved in 2012–13. Accordingly no further capital appropriations will be received in 2014–15.

The 2014–15 fiscal year marks a period of significant transition for the Museum as it begins full-time operations and welcomes its first visitors from across Canada and abroad.

The Museum is forecasting a balanced budget for 2014–15. The Museum will open on September 20, 2014 and is projected to receive 100,000 visitors. Membership sales will be launched in April 2014 with 4,556 individual, family and corporate memberships projected to be sold. Public programming will begin upon opening with education programming beginning in January 2015. The 2014–15 fiscal year will be a challenging year due to the overlap of costs related to the completion of operational readiness initiatives with costs to operate the Museum and therefore there are no contingencies budgeted in the 2014–15 operating budget.

CMHR will continue to experience significant change over the planning period as it transitions from a construction project to a fully operational museum. The focus for 2014–15 will be to:

• Complete the capital project including gallery fit-up and exhibit fabrication and installation;
• Complete the development of the infrastructure, content, and programs for inauguration;
• Implement marketing strategies and continue awareness campaigns, including the Museum’s web presence and online experience;
• Hire and train the operational front-line staff;
• Test all aspects of the visitor experience during soft opening to ensure operational readiness to open the Museum to the public;
• Begin to generate earned revenue through admission, membership fees, programming, rental of facilities and retail sales;
• Begin to deliver the public and education programs;
• Transition from being under development to operating a Museum;
• Deliver a memorable and successful inaugural opening; and
• Welcome the public to the Museum beginning September 20, 2014 and deliver a visitor experience that inspires reflection and dialogue and encourages repeat visitation to the Museum.

To support the realization of the long-term corporate objectives, an increase in staffing numbers is planned over the next two years to fully staff Museum operations for the inaugural opening and beyond.

A thorough review of the staffing plan was completed during 2013–14 to align the organizational structure with the Museum’s mandate and metanarrative. The review included benchmarking and expert consultation. There are still many unknowns for this Museum – the first new national museum in over 40 years and the first newly built national museum outside of the National Capital Region. The number of visitors, the level of interpretation visitors may want, the demand for tours and other programming could vary significantly from the assumptions in the budget. A variable staffing plan incorporating a significant number of part-time positions is being implemented that will provide the flexibility to increase or decrease the number of visitor facing staff as required.

Leading up to opening, project related staff has been hired on term assignments and these positions will drop off as the capital project is completed. Project related staff includes researcher assistants, interpretive planners, writers, editors, exhibit project managers, and new media project coordinators.

The forecasted increase in operations staff in 2013–14 is largely in the areas of Earned Revenue, Visitor Services, Security, and Learning and Programming in order to deliver on the following:

• Install and test the technology required to market and sell general admission, group tours, memberships, retail point of sale system, and facility rentals;
• Develop policies and procedures for all aspects of earned revenue and visitor services;
• Book facility rentals;
• Develop and implement a complete volunteer program including recruitment of volunteers for inauguration;
• Security for the new building after takeover from the Construction Manager; and
• Education and public programs.

Staffing will increase in 2014–15 due to the requirements of operating the Museum including full-time and part-time Program Interpreters who will provide in-gallery interpretation as well as deliver education and public programs, part-time Hosts, IT and exhibit staff.

Staffing costs make up 46% of the budget in 2014–15. This compares favourably with the other national museums where the staffing costs range from 43% to 55%.

Expenditures by Strategic Outcome and Program

Canadian Museum of History

Raison d’être

The Canadian Museum of History is a Crown corporation established by the Museums Act (Statutes of Canada 2013, Chapter 38) which came into force on December 12, 2013. The Act states that the role of the corporation is “to enhance Canadians’ knowledge, understanding and appreciation of events, experiences, people and objects that reflect and have shaped Canada’s history and identity, and also to enhance their awareness of world history and cultures.”

The Minister of Canadian Heritage and Official Languages is responsible for this organization.

Organizational Estimates

Figure 33. Organizational Estimates - Budgetary - Canadian Museum of History

Highlights

On December 12, 2013, federal legislation was enacted which transformed the Canadian Museum of Civilization into the Canadian Museum of History.

Under its revised mandate, the Museum will tell the story of Canada and its people more comprehensively, inclusively and candidly than ever before. It will do so by focusing greater attention on the people, events and experiences that have shaped our country’s development, define the Canadian experience and underpin our national identity. The Museum will also continue to present special exhibitions exploring world history and cultures, and permanent exhibitions illuminating the historical achievements and continuing contributions of Canada’s First Peoples.

The museum’s Main Estimates for 2014–15 is $63.4 million, an increase of $6.0 million from the 2013–14 Main Estimates. The increase is due to:

• An increase of $5.5 million for the creation of the Canadian Museum of History;
• An increase of $681 thousand for the impact of collective agreements signed in 2013–14; and
• A decrease of $170 thousand in funding for the British Columbia treaty negotiations process.

Expenditures by Strategic Outcome and Program

Canadian Museum of Immigration at Pier 21

Raison d’être

The Canadian Museum of Immigration at Pier 21 was established in 2010 through an amendment to the Museums Act.

The mandate of the Canadian Museum of Immigration at Pier 21 is “to explore the theme of immigration to Canada in order to enhance public understanding of the experiences of immigrants as they arrived in Canada, of the vital role immigration has played in the building of Canada and of the contributions of immigrants to Canada’s culture, economy and way of life.”

The Minister of Canadian Heritage and Official Languages is responsible for this organization.

Organizational Estimates

Figure 34. Organizational Estimates - Budgetary - Canadian Museum of Immigration at Pier 21

Highlights

The Canadian Museum of Immigration at Pier 21 is estimating budgetary expenditures of $9.9 million in 2014–15 which require approval by Parliament.

This represents a decrease in capital expenditures of $8.55 million from the 2013–14 Main Estimates due to the partial completion of the expansion capital projects including the refit of current and new exhibition spaces, the fabrication and installation of new exhibits and the preparations for the launch of the new museum in May 2015 which will tangibly showcase the national mandate of the Museum.

For further details on the Museum’s plan and priorities, please refer to our 2014–15 to 2018–19 Corporate Plan.

Expenditures by Strategic Outcome and Program

Canadian Museum of Nature

Raison d’être

The Minister of Canadian Heritage and Official Languages is responsible for this organization.

The Canadian Museum of Nature (the Museum) became a Crown corporation on July 1, 1990 through the Museums Act with the mandate to increase, throughout Canada and internationally, interest in, knowledge of and appreciation and respect for the natural world by establishing, maintaining and developing for research and posterity, a collection of natural history objects, with special but not exclusive reference to Canada, and by demonstrating the natural world, the knowledge derived from it and the understanding it represents.

Organizational Estimates

Figure 35. Organizational Estimates - Budgetary - Canadian Museum of Nature

Highlights

In 2014–15, the Museum will begin to advance a new strategic plan that leverages its research and collections strengths in arctic knowledge and species discovery. New approaches to the design and delivery of visitor experiences will enable the Museum to attract and inspire new audiences. These new engaging experiences will lead to higher memberships, higher membership renewal and will provide a foundation for enhanced fundraising. Overall higher levels of engagement will lead to a better understanding of and connection with Canada’s natural world.

Strategic Objective #1:

Create a Centre for Arctic Knowledge and Exploration that transforms people’s understanding of Canada’s arctic and its relationship with Canada as a country in a 21^st century global context.

• Launch new arctic alliances and content that position the Museum nationally and internationally;
• Launch the newly formulated Centre for Arctic Knowledge and Exploration;
• Unveil an Arctic sculpture and associated programming; and
• Launch the Arctic gallery and associated programming and research.

Strategic Objective #2:

Create a Centre for Species Discovery and Change that transforms peoples understanding of the relevance of species diversity to their lives now and in the future.

• Lead Canada’s membership and participation in the Global Biodiversity Information Facility (GBIF);
• Launch the newly formulated Centre for Species Discovery and Change;
• Unveil the regions of Canada gardens at the Victoria Memorial Museum Building;
• Position the Museum leadership in species discovery at national and international conferences such as International Union for Conservation of Nature world congress; and
• Launch a national media campaign profiling research expertise.

Strategic Objective #3:

Create a Centre for Nature Inspiration and Engagement that transforms people’s expectations of the Museum as a destination for discussion, connection and exploration with nature’s past, present and future that advances understanding and respect for Canada’s natural world.

• Launch an annual award recognizing excellence in nature inspiration;
• Launch the global summit on nature inspiration to share new approaches to inspiring engagement with nature and our natural future;
• Launch commercial products piloted in the Centre for Nature Inspiration and Engagement in markets across Canada; and
• Launch a national salon series in collaboration with a major partner – giving nature a voice across Canada.

Strategic Objective #4:

Position the Natural Heritage Campus as a centre of excellence in collections management and knowledge creation, advancement and sharing by becoming a collections collaborator with institutions around the world seeking to collect, preserve, digitize and disseminate specimens that document the nature of Canada.

• Launch a public awareness campaign highlighting the role and achievements of Museum scientists and collection management staff in promoting the understanding and respect of Canada’s natural world;
• Launch the collections digitization and access project aligned with the Museum’s role with GBIF thus leveraging its technology in providing greater online access to its collections and knowledge;
• Launch a digital /IT network upgrade to increase the Museum’s capacity and improve access to support new digital nature experiences;
• Attract and house signature collections from public and private sources;
• Participate in, and collaborate with national and international research and collections management organizations; and
• Animate the Campus through public programmes.

Strategic Objective #5:

Create a sustainable business enterprise model of operation that leverages the Museum’s strategic imperatives: knowledge and discovery, inspiration and engagement, presence, performance and advancement.

• Position the Museum as a fundamental element of the national capital experience;
• Launch a collaborative national museums positioning campaign leading up to 2017;
• Launch a fundraising program in support of the arctic and species discovery initiatives;
• Systematize the contribution margin model for enterprise management; and
• Launch a program to develop the skills/competencies and human capacity needed to advance and maintain a sustainable museum enterprise.

These five strategic objectives will be managed through the five program activities of the Museum: Public Education, Collections Management and Research, Internal Services, and Accommodation which includes the ongoing operations and maintenance of the Museum’s two facilities.

An increase of $292,192 or 1% from previous Main Estimates is due to compensation adjustments.

Expenditures by Strategic Outcome and Program

Canadian Northern Economic Development Agency

Raison d’être

Contributing to jobs and growth in Canada, the Canadian Northern Economic Development Agency (CanNor) works to develop a diversified, sustainable and dynamic economy across Canada’s three territories. It does this by delivering funding programs to Northerners and Aboriginal people, guiding resource development and major projects across the North through the Northern Projects Management Office, undertaking research to support the development of evidence-based policies, advocating for Northern economic prosperity and diversification, and collaborating with and aligning the efforts of other federal departments, territorial governments, Aboriginal organizations, and industry.

The Minister of the Canadian Northern Economic Development Agency is responsible for this organization.

Organizational Estimates

Figure 36. Organizational Estimates - Budgetary - Canadian Northern Economic Development Agency

Highlights

CanNor is estimating budgetary expenditures of $30.9 million in 2014–15. Of this amount, $29.8 million requires approval by Parliament. The remaining $1.1 million represents statutory forecasts that do not require additional approval and are provided for information purposes.

In 2014–15, Aboriginal economic development programming will continue to focus on supporting business development and the opportunities before communities today; this will be complemented by the Northern Adult Basic Education Program.

Responsible resource development is critical to the success of Canada’s North. CanNor’s Northern Projects Management Office is expanding its work with communities and industry to position Canada’s North as a world-class resource development destination where prosperity for Northerners and benefits for Canadians are a single goal. This is highlighted by new 3-year funding for this program starting in 2013–14.

Compared to the previous year, the Strategic Investments in Northern Economic Development program ($20 million) and the Community Infrastructure Improvement Fund ($3.2 million in 2013–14) sunset in 2013–14. Sunsetting programs are subject to government decisions to extend or enhance funding.

Expenditures by Strategic Outcome and Program

Listing of the 2014–15 Transfer Payments

Canadian Nuclear Safety Commission

Raison d’être

The Minister of Natural Resources is responsible for this organization.

In 1946, Parliament passed the Atomic Energy Control Act and established the Atomic Energy Control Board, providing it with the power to regulate all nuclear activities related to the development and use of atomic energy in Canada.

More than half a century later, in May 2000, the Nuclear Safety and Control Act (NSCA) came into effect and established the Canadian Nuclear Safety Commission (CNSC) as the successor to the Atomic Energy Control Board, with responsibilities and authorities to regulate an industry that spans all segments of the nuclear fuel cycle and a wide range of industrial, medical and academic uses of nuclear substances.

Additional information can be found in the CNSC’s Report on Plans and Priorities.

Organizational Estimates

Figure 37. Organizational Estimates - Budgetary - Canadian Nuclear Safety Commission

Highlights

CNSC is estimating budgetary expenditures of $131.6 million in 2014–15. Of this amount, $36.6 million requires approval by Parliament. The remaining $95.0 million represents statutory forecasts that do not require additional approval and are provided for information purposes.

In Economic Action Plan 2013 Act, No. 1, the CNSC received statutory authority – pursuant to paragraph 21(3) of the NSCA – to spend during a fiscal year any revenues that it receives in the current or previous fiscal year through the conduct of its operations. The CNSC receives its revenues from regulatory fees for licences and applications charged in accordance with the CNSC Cost Recovery Fees Regulations.

In addition to the statutory authority, the CNSC is also funded through the voted budgetary authority from Parliament – Vote 1 – Program expenditures. Voted authority provides funding for activities exempt from paying fees under the CNSC Cost Recovery Fees Regulations (i.e., hospitals and universities), as these entities exist for the public good. Additionally, fees are not charged for activities that result from Canada’s obligations that do not provide a direct benefit to identifiable licensees. These include activities with respect to Canada’s international obligations (including non-proliferation activities), public responsibilities such as emergency management and public information programs, and the updating of the NSCA and its associated regulations.

Contributions to the employee benefit plans are statutory budgetary authorities.

In 2014–15, the CNSC’s Main Estimates show a decrease in net spending of $1.3 million or 1.0% when compared to 2013–14 Main Estimates. The decrease is the result of a decrease in statutory expenditures of $2.9 million or 2.9% partially offset by an increase in voted expenditures in the amount of $1.6 million or 4.6%.

The decrease in statutory expenditures is due to reduced regulatory demands related to the decommissioning of the Hydro-Québec’s Gentilly – 2 nuclear generating station facility as well as a reduction in the employee benefit contribution.

The increase in voted expenditures is mainly due to the termination of management reserve repayments to the Treasury Board Secretariat for investments made in the CNSC’s facilities infrastructure as well as funding received to support the Single Window Initiative – the horizontal initiative to streamline government import regulations and border processes for commercial trade. The increase is offset by an additional transfer to Shared Services Canada for workplace technology device software and a transfer to Foreign Affairs, Trade and Development to support CNSC personnel on missions abroad.

Additional information can be found in the CNSC’s Report on Plans and Priorities.

Expenditures by Strategic Outcome and Program

Listing of the 2014–15 Transfer Payments

Canadian Polar Commission

Raison d’être

The Canadian Polar Commission (CPC) is responsible for monitoring, promoting and disseminating knowledge of the polar regions; contributing to public awareness of the importance of polar science to Canada; enhancing Canada’s international profile as a circumpolar nation; and recommending polar science policy direction to government. The Minister of Aboriginal Affairs and Northern Development is responsible for this organization.

Organizational Estimates

Figure 38. Organizational Estimates - Budgetary - Canadian Polar Commission

Highlights

CPC is estimating budgetary expenditures of $2.6 million in 2014–15. Of this amount, $2.4 million requires approval by Parliament. The remaining $137 thousand represents statutory forecasts that do not require additional approval and are provided for information purposes.

CPC continues to manage its grant programs: the Northern Scientific Training Program including the funding to the Association of Canadian Universities for Northern Studies, the Centenary Medal Commemorating the International Polar year 1882-1883 also known as the Northern Scientific Award and the Canadian Polar Commission Scholarship Award.

The CPC will continue to host conferences and workshops, to publish information on subjects of relevance to polar research, to build and maintain polar knowledge networks and to work closely with other governmental and non-governmental agencies to promote and support Canadian study of the polar regions.

Expenditures by Strategic Outcome and Program

Listing of the 2014–15 Transfer Payments

Canadian Radio-television and Telecommunications Commission

Raison d’être

The Canadian Radio-television and Telecommunications Commission (CRTC) is an administrative tribunal that regulates and supervises Canadian broadcasting, and telecommunications in the public interest, as well as contributes to protecting Canadians from unsolicited communications.

The CRTC reports to Parliament through the Minister of Canadian Heritage and Official Languages.

Organizational Estimates

Figure 39. Organizational Estimates - Budgetary - Canadian Radio-television and Telecommunications Commission

Highlights

CRTC is estimating net budgetary expenditures of $10.6 million in 2014–15. Of this amount, $3.9 million requires approval by Parliament. The remaining $6.6 million represents statutory forecasts that do not require additional approval and are provided for information purposes.

In total, the CRTC is estimating a decrease in net spending of $0.6 million from the previous Main Estimates. Factors contributing to the net decrease include:

• A decrease of $0.4 million in program spending for activities related to Canada’s anti-spam legislation. This amount relates to re-profiled funding that ended in 2013–14; and
• A decrease of $0.2 million for statutory budgetary expenditures related to employee benefits plans.

Once tabled in the House of Commons, additional information will be available in the departmental Report on Plans and Priorities.

Expenditures by Strategic Outcome and Program

Canadian Security Intelligence Service

Raison d’être

As per the Canadian Security Intelligence Service (CSIS) Act, the mandate of CSIS is to collect, analyze and retain information and intelligence on activities suspected of constituting threats to the security of Canada, and to report to and advise the government. CSIS is responsible for the collection of national security intelligence inside and outside Canada; the collection of foreign intelligence within Canada; and for security screening assessments for federal government employees, refugees, immigration and citizenship applicants, and some other sectors such as the Canadian nuclear industry.

The Minister of Public Safety and Emergency Preparedness is responsible for CSIS.

Organizational Estimates

Figure 40. Organizational Estimates - Budgetary - Canadian Security Intelligence Service

Highlights

The 2014–15 Main Estimates for CSIS are $516.2 million, a net increase of $3.2 million from 2013–14. The major changes are as follows:

• An increase of $11.4 million in support of Canada’s national security and the safety of Canadians;
• A decrease of $4.3 million due to Budget 2012 spending review;
• A decrease of $3.4 million due to collective bargaining adjustments; and
• A decrease of $0.5 million due to the return of funding received for maintenance of parking facilities.

Expenditures by Strategic Outcome and Program

Canadian Space Agency

Raison d’être

The mandate of the Canadian Space Agency (CSA) 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 CSA is carrying out its mandate in collaboration with Canadian industry, academia, Government of Canada organizations and other international space agencies or organizations.

The founding legislation voted in 1990 attributed four main functions to the CSA:

• Assisting the Minister in the coordination of the space policies and programs;
• Planning and implementing programs and projects related to scientific or industrial space research and development, and application of space technology;
• Promoting the transfer and diffusion of space technology to and throughout Canadian industry; and,
• Encouraging commercial exploitation of space capabilities, technology, facilities and systems.

Organizational Estimates

Figure 41. Organizational Estimates - Budgetary - Canadian Space Agency

Highlights

The Canadian Space Agency is estimating budgetary expenditures of $462.4 million in 2014–15. Of this amount, $452.5 million requires approval by Parliament. The remaining $9.9 million represents statutory forecasts that do not require additional approval and are provided for information purposes.

The variation in total authorities available between fiscal years 2013–14 and 2014–15 represents a net decrease of$26.2 million. This variation is mainly due to:

• A decrease of $25.3 million mainly related to the RADARSAT Constellation Mission (RCM). The current year over year decrease reflects different cash flow requirements and previous years’ reprofiling of funds as well as the reduction of the additional funding provided for RCM.
• A decrease of $4.8 million due to the savings measures related to Budget 2012 spending review;
• A decrease of $0.4 million related to a transfer to Shared Services Canada for Workplace Technology Devices (WTD) formerly End User Devices; and
• An increase of $ 2.4 million related to the forecasted cash flow requirements for the Contributions to the Canada/European Space Agency Cooperation Agreement. In previous years, funds for this act