Main Estimates

Administrative Tribunals Support Service of Canada

Raison d'être

The Minister of Justice is responsible for this organization. The Administrative Tribunals Support Service of Canada (ATSSC) is responsible for the provision of the support services and the facilities that are needed by each of the administrative tribunals to exercise its powers and perform its duties and functions in accordance with the rules that apply to its work.

Organizational Estimates

Figure 1. Organizational Estimates - Budgetary - Administrative Tribunals Support Service of Canada

The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 1. Organizational Estimates (dollars) - Administrative Tribunals Support Service of Canada
  2013–14 Expenditures 2014–15 Main Estimates 2014–15 Estimates To Date 2015–16 Main Estimates
Budgetary
Voted
1 Program expenditures 0 0 1 52,297,037
Total voted 0 0 1 52,297,037
Total Statutory 0 0 0 8,598,993
Total budgetary 0 0 1 60,896,030

Highlights

Established on November 1, 2014, the ATSSC is consistent with the government's ongoing commitment to improve the effectiveness and efficiency of its administration and operations. By consolidating the provision of support services for eleven administrative tribunals, the government is strengthening overall capacity and modernizing operations to better meet the administrative needs of federal tribunals and to improve access to justice for Canadians.

Expenditures by Strategic Outcome and Program

Table 2. Expenditures by Strategic Outcome and Program - Budgetary - Administrative Tribunals Support Service of Canada
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
Efficient and effective services which support tribunal chairs and members in exercising their statutory responsibilities and ensure that their independence is protected in a manner which promotes Canadians' confidence in the federal tribunal system.
Tribunal Specialized and Expert Support Services 0 0 23,749,452
Payments to tribunal chairs and members 0 0 17,050,888
Registry Services 0 0 8,525,444
The following program supports all strategic outcomes within this organization.
Internal Services 0 0 11,570,246
Total 0 0 60,896,030

Agriculture and Agri-Food

Raison d'être

The Department of Agriculture and Agri-Food (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 2. Organizational Estimates - Budgetary - Agriculture and Agri-Food

The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 3. Organizational Estimates (dollars) - Agriculture and Agri-Food
  2013–14 Expenditures 2014–15 Main Estimates 2014–15 Estimates To Date 2015–16 Main Estimates
Budgetary
Voted
1 Operating expenditures 703,004,588 544,949,432 550,538,163 548,177,880
5 Capital expenditures 30,768,006 27,872,294 29,152,994 27,872,294
10 Grants and contributions 324,354,015 365,352,000 408,014,022 367,238,619
Total voted 1,058,126,609 938,173,726 987,705,179 943,288,793
Total Statutory 1,328,771,721 1,315,023,086 1,315,363,086 1,313,799,267
Total budgetary 2,386,898,330 2,253,196,812 2,303,068,265 2,257,088,060

Highlights

AAFC is estimating budgetary expenditures of $2.3 billion in 2015–16. Of this amount, $943.3 million is voted funding which requires approval by Parliament. The remaining $1.3 billion represents statutory forecasts that do not require additional approval and are provided for information only.

Compared to 2014–15, the Main Estimates have increased by $3.9 million. The major changes include:

2015–16 marks the third year of Growing Forward 2, a five-year (2013-2018) policy framework for Canadaʼs agricultural and agri-food sector. Growing Forward 2 is a $3 billion dollar investment by federal, provincial and territorial governments and the foundation for government agricultural programs and services. 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.

The Department will continue to focus on advancing the following:

Please refer to the Department's 2015–16 Report on Plans and Priorities for further information.

Expenditures by Strategic Outcome and Program

Table 4. Expenditures by Strategic Outcome and Program - Budgetary - Agriculture and Agri-Food
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
A competitive and market-oriented agriculture, agri-food and agri-based products sector that proactively manages risk.
Business Risk Management 1,280,762,636 1,297,306,348 1,301,429,496
Market Access, Negotiations, Sector Competitiveness, and Assurance Systems 0 211,533,122 194,586,263
Farm Products Council of Canada 2,869,840 2,483,404 3,028,779
An innovative and sustainable agriculture, agri-food and agri-based products sector.
Science, Innovation, Adoption and Sustainability 0 519,175,818 537,550,506
Industry Capacity 0 72,190,745 70,990,651
Canadian Pari-Mutuel Agency (2,158,401) 34,000 0
The following program supports all strategic outcomes within this organization.
Internal Services 232,577,216 150,473,375 149,502,365
Funds not allocated to the 2015–16 Program Alignment Architecture 872,847,039 0 0
Total 2,386,898,330 2,253,196,812 2,257,088,060

Listing of the 2015–16 Transfer Payments

Table 5. Listing of the 2015–16 Transfer Payments - Agriculture and Agri-Food
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
Grants
Grant payments for the Canadian Wheat Board Transition Costs program 29,779,845 28,500,000 22,600,000
Grant payments for the Churchill Port Utilisation program 4,553,244 4,600,000 4,600,000
Grants to foreign recipients for participation in international organizations supporting agriculture 714,160 883,000 883,000
Grant payments for the AgriRisk Initiatives program 100,000 100,000 100,000
Total Statutory 238,979,770 170,159,547 167,300,000
Contributions
Contributions for Cost-Shared Strategic Initiatives programming in Innovation under Growing Forward 2 76,396,764 100,179,252 100,179,252
Contribution payments for the AgriInnovation program under Growing Forward 2 38,703,245 60,455,000 66,141,619
Contributions for Cost-Shared Strategic Initiatives programming in Competitiveness and Market Development under Growing Forward 2 64,535,129 60,869,892 60,869,892
Contributions for Cost-Shared Strategic Initiatives programming in Adaptability and Industry Capacity under Growing Forward 2 23,286,085 44,830,856 44,830,856
Contribution payments for the AgriMarketing program under Growing Forward 2 20,464,938 35,500,000 34,500,000
Contributions for the AgriRisk Initiatives program 2,246,393 6,400,000 11,400,000
Contributions to support the Canadian Agricultural Adaptation program 15,512,708 10,061,000 10,061,000
Contributions in support of the Agricultural Greenhouse Gases program 4,808,261 5,382,000 5,382,000
Contribution payments for the AgriCompetitiveness program under Growing Forward 2 2,504,064 3,127,000 3,127,000
Contribution payments for the Canadian Wheat Board Transition Costs program 1,436,882 1,600,000 1,700,000
Contributions under the Career Focus program – Youth Employment Strategy 657,372 864,000 864,000
Total Statutory 1,009,977,779 1,075,124,348 1,075,124,348

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 (4th 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

The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 6. Organizational Estimates (dollars) - Atlantic Canada Opportunities Agency
  2013–14 Expenditures 2014–15 Main Estimates 2014–15 Estimates To Date 2015–16 Main Estimates
Budgetary
Voted
1 Operating expenditures 69,058,793 63,873,388 63,909,350 64,399,896
5 Grants and contributions 236,733,461 216,270,293 227,633,748 225,573,493
Total voted 305,792,254 280,143,681 291,543,098 289,973,389
Total Statutory 8,365,854 8,342,703 8,342,703 8,611,600
Total budgetary 314,158,108 288,486,384 299,885,801 298,584,989

Highlights

ACOA is estimating budgetary expenditures of $298.6 million for 2015–16. Of this amount, $290.0 million requires approval by Parliament. The remaining $8.6 million represents statutory forecasts that do not require additional approval and are provided for information purposes only.

ACOA's decrease in spending of $1.3 million compared to the 2014–15 Estimates to date is due to a decrease in contributions and other transfer payments of $2.1 million, an increase in operating costs of $0.5 million, and an increase of $0.3 million in statutory costs. Factors contributing to the net decrease include:

Impact of annual in-year authorities:

Impact of temporary initiatives:

Impacts of other adjustments:

In 2015–16, the Agency will remain committed to our Government's priorities of job creation and economic growth. The Agency will continue to foster economic development by delivering strategic support that addresses the specific issues facing small- and medium-sized enterprises and urban and rural communities throughout the region. The Agency will work with communities to help them find ways to offset demographic vulnerabilities and develop their capacity to create jobs and economic stability. ACOA will also work with important sectors such as tourism and primary resource industries to develop innovative responses to challenges and remove barriers to growth. ACOA will continue to advocate for Atlantic Canada among partners, stakeholders and decision-makers, with special focus on the region's strengths and opportunities.

For further details on ACOA's planned spending, refer to the 2015–16 Report on Plans and Priorities.

Expenditures by Strategic Outcome and Program

Table 7. Expenditures by Strategic Outcome and Program - Budgetary - Atlantic Canada Opportunities Agency
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
A competitive Atlantic Canadian economy.
Enterprise Development 180,674,018 164,581,549 171,221,612
Community Development 94,103,327 87,408,010 89,727,582
Policy, Advocacy and Coordination 10,634,165 11,351,591 11,774,749
The following program supports all strategic outcomes within this organization.
Internal Services 28,746,598 25,145,234 25,861,046
Total 314,158,108 288,486,384 298,584,989

Listing of the 2015–16 Transfer Payments

Table 8. Listing of the 2015–16 Transfer Payments - Atlantic Canada Opportunities Agency
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
Grants
Grants to organizations to promote economic cooperation and development 484,275 2,000,000 2,000,000
Contributions
Contributions under the Business Development Program 128,584,359 112,028,293 119,894,990
Contributions for the Atlantic Innovation Fund 47,766,112 50,000,000 51,500,000
Contributions for the Innovative Communities Fund 34,508,394 39,000,000 36,208,465
Contributions under the Community Futures Program 12,614,168 12,642,000 12,642,000
Contributions to promote and coordinate economic development throughout Cape Breton Island 0 0 2,728,038
Contributions under the Atlantic Policy Research Initiatives 456,848 600,000 600,000

Atomic Energy of Canada Limited

Raison d'être

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

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

Organizational Estimates

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

The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 9. Organizational Estimates (dollars) - Atomic Energy of Canada Limited
  2013–14 Expenditures 2014–15 Main Estimates 2014–15 Estimates To Date 2015–16 Main Estimates
Budgetary
Voted
1 Payments to Atomic Energy of Canada Limited for operating and capital expenditures 351,762,900 102,143,000 332,428,000 102,143,000
Total voted 351,762,900 102,143,000 332,428,000 102,143,000
Total Statutory 33,700,000 0 0 17,000,000
Total budgetary 385,462,900 102,143,000 332,428,000 119,143,000

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:

Consistent with the Jobs and Economic Growth Act, the statutory funding of $17.0 million included in these Main Estimates will be used to address commercial commitments associated with the divestiture of AECL's CANDU Reactor Division to Candu Energy Inc.

Expenditures by Strategic Outcome and Program

Table 10. Expenditures by Strategic Outcome and Program - Budgetary - Atomic Energy of Canada Limited
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
Be the top worldwide nuclear products and services company. Protect the health and safety of the public, our employees and the environment. Minimize nuclear legacy obligations for future generations.
Facilities and Nuclear Operations 0 67,006,000 67,006,000
Research and Development 0 35,137,000 35,137,000
Commercial Business 0 0 17,000,000
Waste Management and Decommissioning 0 0 0
Funds not allocated to the 2015–16 Program Alignment Architecture 385,462,900 0 0
Total 385,462,900 102,143,000 119,143,000

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

The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 11. Organizational Estimates (dollars) - Auditor General
  2013–14 Expenditures 2014–15 Main Estimates 2014–15 Estimates To Date 2015–16 Main Estimates
Budgetary
Voted
1 Program expenditures 74,427,946 67,947,936 67,947,936 68,269,099
Total voted 74,427,946 67,947,936 67,947,936 68,269,099
Total Statutory 9,837,073 9,793,894 9,793,894 10,025,921
Total budgetary 84,265,019 77,741,830 77,741,830 78,295,020

Highlights

The Office of the Auditor General is estimating budgetary expenditures of $78.3 million in 2015–2016. Of this amount, $68.3 million requires approval by Parliament. The remaining $10.0 million represents statutory forecasts that do not require additional approval and are provided for information purposes.

In total, the Office is estimating an increase of $0.6 million or 0.7% from the previous Main Estimates. Additional information can be found in the Office of the Auditor General's 2015–16 Report on Plans and Priorities.

Expenditures by Strategic Outcome and Program

Table 12. Expenditures by Strategic Outcome and Program - Budgetary - Auditor General
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
Through legislative auditing, we contribute to a well-managed and accountable government for Canadians.
Legislative Auditing 84,265,019 77,741,830 78,295,020
Total 84,265,019 77,741,830 78,295,020

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:

Organizational Estimates

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

The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 13. Organizational Estimates (dollars) - Canada Border Services Agency
  2013–14 Expenditures 2014–15 Main Estimates 2014–15 Estimates To Date 2015–16 Main Estimates
Budgetary
Voted
1 Operating expenditures 1,540,450,182 1,397,915,271 1,342,483,261 1,411,403,312
5 Capital expenditures 121,932,181 161,905,641 227,334,990 180,203,476
Total voted 1,662,382,363 1,559,820,912 1,569,818,251 1,591,606,788
Total Statutory 187,729,139 176,570,197 177,492,013 182,608,133
Total budgetary 1,850,111,502 1,736,391,109 1,747,310,264 1,774,214,921

Highlights

The CBSA is estimating budgetary expenditures of $1,774.2 million in 2015–16. Of this amount, $1,591.6million requires approval by Parliament. The remaining $182.6 million represents statutory forecasts related to Employee Benefit Plans (EBP) that do not require additional approval and are provided for information purposes.

The CBSA's increase in net spending of $37.8 million or 2.2% is due to an increase in Operating expenditures of $13.5 million, an increase in Capital expenditures of $18.3 million and an increase of $6.0 million in Statutory expenditures (i.e.: EBP).

Increases totaling $123.2 million in the 2015–16 Main Estimates are mainly due to:

The increases in the 2015–16 Main Estimates are offset by the decreases totaling $85.4 million which are mainly due to:

Expenditures by Strategic Outcome and Program

Table 14. Expenditures by Strategic Outcome and Program - Budgetary - Canada Border Services Agency
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
International trade and travel is facilitated across Canada's border and Canada's population is protected from border-related risks.
Admissibility Determination 816,408,042 681,725,979 949,587,807
Risk Assessment Program 167,659,404 155,301,134 162,698,196
Immigration Enforcement 173,297,292 164,911,279 146,023,258
Revenue and Trade Management 90,169,773 73,918,165 102,179,578
Secure and Trusted Partnerships 40,998,175 42,062,245 39,094,941
Criminal Investigations 31,415,641 23,391,775 26,079,013
Recourse 11,919,916 9,832,518 11,473,302
The following program supports all strategic outcomes within this organization.
Internal Services 518,243,259 585,248,014 337,078,826
Total 1,850,111,502 1,736,391,109 1,774,214,921

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

The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 15. Organizational Estimates (dollars) - Canada Council for the Arts
  2013–14 Expenditures 2014–15 Main Estimates 2014–15 Estimates To Date 2015–16 Main Estimates
Budgetary
Voted
1 Payments to the Canada Council for the Arts 181,974,388 182,092,916 182,219,917 182,097,387
Total voted 181,974,388 182,092,916 182,219,917 182,097,387
Total budgetary 181,974,388 182,092,916 182,219,917 182,097,387

Highlights

The CCAʼs planned expenditures will show a reallocation of funds to Grants and Services from savings in Internal Services related to efficiencies. The CCA is in the final year of 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:

Expenditures by Strategic Outcome and Program

Table 16. Expenditures by Strategic Outcome and Program - Budgetary - Canada Council for the Arts
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
A vibrant and dynamic arts sector in Canada.
Grants and services to support creation, production and dissemination of arts for individuals and organizations 0 161,403,170 162,352,141
Arts promotion to foster public knowledge and appreciation of the Canadian arts and culture 0 8,322,657 8,666,048
The following program supports all strategic outcomes within this organization.
Internal Services 0 12,367,089 11,079,198
Funds not allocated to the 2015–16 Program Alignment Architecture 181,974,388 0 0
Total 181,974,388 182,092,916 182,097,387

Canada Industrial Relations Board

Raison d'être

Pursuant to the Administrative Tribunals Support Service of Canada Act, the Canada Industrial Relations Board was amalgamated to the Administrative Tribunals Support Service of Canada, effective November 1, 2014.

Organizational Estimates

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

The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 17. Organizational Estimates (dollars) - Canada Industrial Relations Board
  2013–14 Expenditures 2014–15 Main Estimates 2014–15 Estimates To Date 2015–16 Main Estimates
Budgetary
Voted
- Program expenditures 11,752,579 11,823,711 11,823,711 0
Total voted 11,752,579 11,823,711 11,823,711 0
Total Statutory 1,504,627 1,540,245 1,540,245 0
Total budgetary 13,257,206 13,363,956 13,363,956 0

Highlights

Not applicable

Expenditures by Strategic Outcome and Program

Table 18. Expenditures by Strategic Outcome and Program - Budgetary - Canada Industrial Relations Board
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
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 the Status of the Artist Act.
Adjudication and Dispute Resolution Program 9,243,095 9,678,448 0
The following program supports all strategic outcomes within this organization.
Internal Services 4,014,111 3,685,508 0
Total 13,257,206 13,363,956 0

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 market analysis and research.

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

The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.

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

The following chart presents the organizational breakdown of voted and statutory non budgetary expenditures and estimates for the past three years.
Table 19. Organizational Estimates (dollars) - Canada Mortgage and Housing Corporation
  2013–14 Expenditures 2014–15 Main Estimates 2014–15 Estimates To Date 2015–16 Main Estimates
Budgetary
Voted
1 Reimbursement under the provisions of the National Housing Act and the Canada Mortgage and Housing Corporation Act 2,054,849,627 2,097,353,000 2,097,353,000 2,025,629,000
Total voted 2,054,849,627 2,097,353,000 2,097,353,000 2,025,629,000
Total Statutory 30,000,000 0 0 0
Total budgetary 2,084,849,627 2,097,353,000 2,097,353,000 2,025,629,000
Non-budgetary
Total Statutory (41,950,460,603) (10,880,408,000) (10,880,408,000) (139,123,000)
Total non-budgetary (41,950,460,603) (10,880,408,000) (10,880,408,000) (139,123,000)

Highlights

CMHC is estimating budgetary expenditures of $2 billion in 2015–16. Included in the budgetary expenditures is $253.1 million related to the second year of the five-year extension of funding under the Investment in Affordable Housing. Major changes are summarized below.

A net budgetary decrease of $71.7 million from the 2014–15 Main Estimates is due primarily to the following:

CMHC is estimating non-budgetary net repayments of $139 million in 2015–16 compared to $10.9 billion in net repayments in the 2014–15 Main Estimates. Repayments have decreased due to lower net repayments under the Crown Borrowing Program resulting from lower loan repayments under the Insured Mortgage Purchase Program (IMPP). The 2014–15 repayments represented 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 can be undertaken for seniors, persons with disabilities, victims of family violence and others who otherwise could not afford adequate and suitable housing.

CMHC is the only source of comprehensive market analysis information serving both industry and consumers. Its market analysis and research 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

Table 20. Expenditures by Strategic Outcome and Program - Budgetary - Canada Mortgage and Housing Corporation
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
Canadians in need have access to affordable housing.
Funding Under Long-Term Commitments for Existing Social Housing 1,716,335,548 1,681,525,000 1,689,932,000
Funding for New Commitments of Affordable Housing 316,270,485 361,820,000 284,352,000
Housing Support 6,889,835 7,474,000 7,962,000
Canada has a stable, competitive and innovative housing system.
Market Analysis Information 23,010,395 25,078,000 24,673,000
Housing Policy, Research and Information Transfer 22,343,364 21,456,000 18,710,000
Total 2,084,849,627 2,097,353,000 2,025,629,000
Table 21. Expenditures by Strategic Outcome and Program - Non-budgetary - Canada Mortgage and Housing Corporation
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
Canadians in need have access to affordable housing.
Funding Under Long-Term Commitments for Existing Social Housing 5,720,117 (313,739,000) (3,690,000)
Funding for New Commitments of Affordable Housing 0 500,000 500,000
Housing Support (161,231,773) (133,125,000) (135,933,000)
Canada has a stable, competitive and innovative housing system.
Insured Mortgage Purchase Program (41,794,948,947) (10,434,044,000) 0
Total (41,950,460,603) (10,880,408,000) (139,123,000)

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

The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 22. Organizational Estimates (dollars) - Canada Post Corporation
  2013–14 Expenditures 2014–15 Main Estimates 2014–15 Estimates To Date 2015–16 Main Estimates
Budgetary
Voted
1 Payments to the Canada Post Corporation for special purposes 22,210,000 22,210,000 22,210,000 22,210,000
Total voted 22,210,000 22,210,000 22,210,000 22,210,000
Total budgetary 22,210,000 22,210,000 22,210,000 22,210,000

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, the Speaker or Clerk of the Senate or the House of Commons, a member of the Senate or House of Commons, the Parliamentary Librarian or the Associate Librarian, the Conflict of Interest and Ethics Commissioner or Senate Ethics Officer. 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

Table 23. Expenditures by Strategic Outcome and Program - Budgetary - Canada Post Corporation
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
Compensation for the provision of Parliamentary mail and Materials for the use of the blind services, which are sent free of postage under the Canada Post Corporation Act.
Concessionary Governmental Services 0 22,210,000 22,210,000
Funds not allocated to the 2015–16 Program Alignment Architecture 22,210,000 0 0
Total 22,210,000 22,210,000 22,210,000

Canada Revenue Agency

Raison d'être

The Canada Revenue Agency (CRA) administers tax, benefits and related programs, and ensures compliance on behalf of governments across Canada. The CRA's activities provide these governments the revenue needed to deliver essential services to Canadians that lay the foundation for continued economic prosperity and future growth. The CRA processes hundreds of billions of dollars in taxes annually and issue billions of dollars in benefit and credit payments.

The CRA's mandate is to ensure that Canadians:

Organizational Estimates

Figure 12. Organizational Estimates - Budgetary - Canada Revenue Agency

The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 24. Organizational Estimates (dollars) - Canada Revenue Agency
  2013–14 Expenditures 2014–15 Main Estimates 2014–15 Estimates To Date 2015–16 Main Estimates
Budgetary
Voted
1 Operating expenditures, contributions and recoverable expenditures on behalf of the Canada Pension Plan and the Employment Insurance Act 3,097,500,944 2,877,504,675 2,933,087,831 2,898,927,871
5 Capital expenditures and recoverable expenditures on behalf of the Canada Pension Plan and the Employment Insurance Act 63,301,048 72,447,985 76,703,047 80,496,902
Total voted 3,160,801,992 2,949,952,660 3,009,790,878 2,979,424,773
Total Statutory 902,057,364 911,303,449 838,584,038 825,419,615
Total budgetary 4,062,859,356 3,861,256,109 3,848,374,916 3,804,844,388

Highlights

The CRA is estimating budgetary expenditures of $3.8 billion in 2015–16. Of this amount, $3.0 billion requires approval by Parliament. The remaining $0.8 billion represents statutory forecasts that do not require additional approval and are provided for information purposes.

In total, the Agency is displaying a decrease of $56.4 million or 1.5% from previous Main Estimates, which is the net result of various increases offset by certain planned decreases.

The CRA budgets will be decreasing by $120.6 million due to the following:

The above mentioned decreases are offset by increases totalling $64.2 million due to the following:

Expenditures by Strategic Outcome and Program

Table 25. Expenditures by Strategic Outcome and Program - Budgetary - Canada Revenue Agency
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
Taxpayers meet their obligations and Canadaʼs revenue base is protected.
Reporting Compliance 1,084,562,230 1,054,502,522 1,045,193,249
Assessment of Returns and Payment Processing 649,108,155 597,018,261 614,590,330
Collections and Returns Compliance 496,787,602 440,164,211 469,453,195
Taxpayer and Business Assistance 350,801,699 350,017,682 280,181,661
Appeals 190,219,456 194,334,428 179,658,662
Eligible families and individuals receive timely and accurate benefit payments.
Benefit Programs 374,414,324 390,354,003 375,217,640
Taxpayers and benefit recipients receive an independent and impartial review of their service-related complaints.
Taxpayersʼ Ombudsman 2,524,101 3,167,366 3,198,657
The following program supports all strategic outcomes within this organization.
Internal Services 914,441,789 831,697,636 837,350,994
Total 4,062,859,356 3,861,256,109 3,804,844,388

Canada School of Public Service

Raison d'être

The Canada School of Public Service (the School) is the common learning service provider for the Public Service of Canada. The School has a legislative mandate to provide a range of learning activities to build individual and organizational capacity and management excellence within the public service. The School has one strategic outcome: Federal public service employees have the common knowledge, skills and competencies to fulfill their responsibilities in serving Canadians.

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

Organizational Estimates

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

The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 26. Organizational Estimates (dollars) - Canada School of Public Service
  2013–14 Expenditures 2014–15 Main Estimates 2014–15 Estimates To Date 2015–16 Main Estimates
Budgetary
Voted
1 Program expenditures 42,820,558 39,921,868 40,721,575 53,794,403
Total voted 42,820,558 39,921,868 40,721,575 53,794,403
Total Statutory 41,941,023 45,568,160 45,568,160 17,085,280
Total budgetary 84,761,581 85,490,028 86,289,735 70,879,683

Highlights

The School is estimating budgetary expenditures of $70.9 million in 2015–16. Of this amount, $53.8 million requires approval by Parliament. The remaining amount of $17.1 million represents statutory authority that does not require additional approval and is provided for information purposes.

In comparison with 2014–15, the 2015–16 Main Estimates have declined by $14.6 million. The main areas impacted are 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

Table 27. Expenditures by Strategic Outcome and Program - Budgetary - Canada School of Public Service
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
Federal public service employees have the common knowledge, skills and competencies to fulfill their responsibilities in serving Canadians.
Learning Services 0 0 51,113,769
The following program supports all strategic outcomes within this organization.
Internal Services 21,110,927 23,918,090 19,765,914
Funds not allocated to the 2015–16 Program Alignment Architecture 63,650,654 61,571,938 0
Total 84,761,581 85,490,028 70,879,683

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 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

The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 28. Organizational Estimates (dollars) - Canadian Air Transport Security Authority
  2013–14 Expenditures 2014–15 Main Estimates 2014–15 Estimates To Date 2015–16 Main Estimates
Budgetary
Voted
1 Payments to the Canadian Air Transport Security Authority for operating and capital expenditures 559,065,861 591,626,313 676,185,743 678,420,347
Total voted 559,065,861 591,626,313 676,185,743 678,420,347
Total budgetary 559,065,861 591,626,313 676,185,743 678,420,347

Highlights

CATSA's 2015–16 Main Estimates of $678.4 million, which require approval from Parliament, consist of $543.6 million for operating expenditures and $134.8 million for capital expenditures. CATSA's 2015–16 Main Estimates are $86.8 million, or approximately 15% higher compared to its 2014–15 Main Estimates of $591.6 million.

CATSA's 2015–16 Main Estimates for operating expenditures of $543.6 million are $70.1 million or approximately 15% higher compared to its 2014–15 Main Estimates of $473.5 million. The variance is mainly attributable to an increase in budget to deliver Enhanced Non-Passenger Screening activity in support of the strengthened International Civil Aviation Organization standard.

CATSA's 2015–16 Main Estimates for capital expenditures of $134.8 million are $16.6 million or approximately 14% higher compared to its 2014–15 Main Estimates of $118.2 million. The year-over-year variance is mainly attributable to an increase in the capital budget to deliver the Enhanced Non-Passenger Screening program, combined with higher capital spending associated with the deployment of CATSA's new Hold Baggage Screening system which is based on a 10-year deployment schedule.

As set out in its 2014–15 to 2018–19 Corporate Plan Summary, CATSA's funding priorities for 2015–16 will continue to focus on the delivery of its core mandated activities. This will include the continued implementation of the Enhanced Non-Passenger Screening program, and the ongoing deployment of CATSA's new Hold Baggage Screening system in support of the Canada-U.S. Beyond the Border Declaration for a Shared Vision for Perimeter Security and Economic Competitiveness.

Expenditures by Strategic Outcome and Program

Table 29. Expenditures by Strategic Outcome and Program - Budgetary - Canadian Air Transport Security Authority
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
Screening programs at designated Canadian airports protect the travelling public.
Pre-Board Screening 0 319,300,039 292,610,000
Hold Baggage Screening 0 199,229,096 224,647,347
Non-Passenger Screening 0 17,043,000 110,320,000
Restricted Area Identity Card 0 4,126,000 1,646,000
The following program supports all strategic outcomes within this organization.
Internal Services 0 51,928,178 49,197,000
Funds not allocated to the 2015–16 Program Alignment Architecture 559,065,861 0 0
Total 559,065,861 591,626,313 678,420,347

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:

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

Organizational Estimates

Figure 15. Organizational Estimates - Budgetary - Canadian Broadcasting Corporation

The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 30. Organizational Estimates (dollars) - Canadian Broadcasting Corporation
  2013–14 Expenditures 2014–15 Main Estimates 2014–15 Estimates To Date 2015–16 Main Estimates
Budgetary
Voted
1 Payments to the Canadian Broadcasting Corporation for operating expenditures 975,617,798 929,278,212 929,278,212 928,331,798
5 Payments to the Canadian Broadcasting Corporation for working capital 4,000,000 4,000,000 4,000,000 4,000,000
10 Payments to the Canadian Broadcasting Corporation for capital expenditures 103,856,000 104,740,000 104,740,000 105,692,000
Total voted 1,083,473,798 1,038,018,212 1,038,018,212 1,038,023,798
Total budgetary 1,083,473,798 1,038,018,212 1,038,018,212 1,038,023,798

Highlights

2015–16 will be the first year of the Corporation's new 5-year strategy, A Space for us all. The strategy aims to better position the broadcaster to meet the fundamental shifts that are transforming the media universe, and consequently how it connects with Canadians. A Space for us all is a promise by CBC/Radio-Canada to intensify and deepen its one-on-one relationship with individual Canadians; work in partnership with the creative community to communicate the breadth and depth of Canada's reality; and set the Corporation on a clear course to long-term financial sustainability. The vision is that by 2020, CBC/Radio-Canada will be the public space at the heart of our conversations and experiences as Canadians.

Expenditures by Strategic Outcome and Program

Table 31. Expenditures by Strategic Outcome and Program - Budgetary - Canadian Broadcasting Corporation
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
A national public broadcasting service exists that is primarily Canadian in content and connects citizens to the Canadian experience.
Television, Radio and Digital Services 0 991,634,833 989,603,427
Transmission and Distribution of Programs 0 40,238,810 43,015,695
Specialty Channels for Specific Audiences 0 0 0
The following program supports all strategic outcomes within this organization.
Internal Services 0 6,144,569 5,404,676
Funds not allocated to the 2015–16 Program Alignment Architecture 1,083,473,798 0 0
Total 1,083,473,798 1,038,018,212 1,038,023,798

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

The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 32. Organizational Estimates (dollars) - Canadian Centre for Occupational Health and Safety
  2013–14 Expenditures 2014–15 Main Estimates 2014–15 Estimates To Date 2015–16 Main Estimates
Budgetary
Voted
1 Program expenditures 4,129,766 3,978,250 3,978,250 3,969,600
Total voted 4,129,766 3,978,250 3,978,250 3,969,600
Total Statutory 1,117,425 1,080,791 1,080,791 1,100,669
Total budgetary 5,247,191 5,059,041 5,059,041 5,070,269

Highlights

The CCOHS' 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. We 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

Table 33. Expenditures by Strategic Outcome and Program - Budgetary - Canadian Centre for Occupational Health and Safety
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
Improved workplace conditions and practices that enhance the health, safety, and well being of working Canadians.
Occupational health and safety information development, delivery services and tripartite collaboration 2,607,398 2,251,329 2,259,188
The following program supports all strategic outcomes within this organization.
Internal Services 2,639,793 2,807,712 2,811,081
Total 5,247,191 5,059,041 5,070,269

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 17. Organizational Estimates - Budgetary - Canadian Commercial Corporation

The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 34. Organizational Estimates (dollars) - Canadian Commercial Corporation
  2013–14 Expenditures 2014–15 Main Estimates 2014–15 Estimates To Date 2015–16 Main Estimates
Budgetary
Voted
1 Payments to the Canadian Commercial Corporation 15,656,400 15,654,204 15,654,204 8,880,000
Total voted 15,656,400 15,654,204 15,654,204 8,880,000
Total budgetary 15,656,400 15,654,204 15,654,204 8,880,000

Highlights

The CCC is estimating vote budgetary expenditures of $8.9 million in 2015–16 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 and to facilitate the Corporation's corporate services in support of the governmentʼs overarching public policy priorities, broad strategic goals and expectations.

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

Expenditures by Strategic Outcome and Program

Table 35. Expenditures by Strategic Outcome and Program - Budgetary - Canadian Commercial Corporation
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
Enhanced market access for Canadian exporters to complex international public sector markets.
Defence 0 15,654,204 8,880,000
Emerging and Developing Markets 0 0 0
Funds not allocated to the 2015–16 Program Alignment Architecture 15,656,400 0 0
Total 15,656,400 15,654,204 8,880,000

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 18. Organizational Estimates - Budgetary - Canadian Dairy Commission

The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.

Figure 19. Organizational Estimates - Non-budgetary - Canadian Dairy Commission

The following chart presents the organizational breakdown of voted and statutory non budgetary expenditures and estimates for the past three years.
Table 36. Organizational Estimates (dollars) - Canadian Dairy Commission
  2013–14 Expenditures 2014–15 Main Estimates 2014–15 Estimates To Date 2015–16 Main Estimates
Budgetary
Voted
1 Program expenditures 4,456,273 3,610,936 3,610,936 3,605,377
Total voted 4,456,273 3,610,936 3,610,936 3,605,377
Total budgetary 4,456,273 3,610,936 3,610,936 3,605,377
Non-budgetary
Total Statutory (54,968,445) 0 0 0
Total non-budgetary (54,968,445) 0 0 0

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 price.

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. The CDC operates two programs related to innovation: the Dairy Marketing Program and the Dairy Innovation Program.

In addition, the CDC, on the industry's behalf, administers the Special Milk Class Permit Program (SMCPP) and the Planned Export Program for Cheese. 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 Dairy Research Cluster.

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 for subsidized exports.

No significant changes are expected in the programs that the CDC administers in fiscal year 2015–16. Further details can be found in the Canadian Dairy Commission's Corporate Plan.

Expenditures by Strategic Outcome and Program

Table 37. Expenditures by Strategic Outcome and Program - Budgetary - Canadian Dairy Commission
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
To enhance the vitality of the Canadian dairy industry for the benefit of all stakeholders.
Administer milk supply management system 4,456,273 3,610,936 3,605,377
Total 4,456,273 3,610,936 3,605,377

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 in support of government decisions about major projects.

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

Organizational Estimates

Figure 20. Organizational Estimates - Budgetary - Canadian Environmental Assessment Agency

The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 38. Organizational Estimates (dollars) - Canadian Environmental Assessment Agency
  2013–14 Expenditures 2014–15 Main Estimates 2014–15 Estimates To Date 2015–16 Main Estimates
Budgetary
Voted
1 Program expenditures 29,571,920 28,227,786 28,349,997 15,591,619
Total voted 29,571,920 28,227,786 28,349,997 15,591,619
Total Statutory 3,056,560 2,736,320 2,753,162 1,760,251
Total budgetary 32,628,480 30,964,106 31,103,159 17,351,870

Highlights

In support of its strategic outcome: high-quality and timely environmental assessments of major projects to protect the environment and support economic growth, the Canadian Environmental Assessment Agency works towards achieving the following organizational priorities:

The Canadian Environmental Assessment Agency's 2015–16 Main Estimates of $17.4 million are $13.6 million less than the 2014–15 Main Estimates. The difference is mainly attributable to the sunsetting of funds to improve Canadaʼs regulatory framework for major resource projects and Aboriginal consultation. These sunsetting programs are subject to government decisions as part of the budget process. Outcomes of such decisions will be reflected in the Agencyʼs future budget exercises and Estimates documents.

Expenditures by Strategic Outcome and Program

Table 39. Expenditures by Strategic Outcome and Program - Budgetary - Canadian Environmental Assessment Agency
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
High quality and timely environmental assessments of major projects to protect the environment and support economic growth.
Environmental Assessment Delivery Program 18,016,837 17,032,000 9,476,761
Environmental Assessment Policy Program 4,351,344 4,871,106 3,117,153
The following program supports all strategic outcomes within this organization.
Internal Services 10,260,299 9,061,000 4,757,956
Total 32,628,480 30,964,106 17,351,870

Listing of the 2015–16 Transfer Payments

Table 40. Listing of the 2015–16 Transfer Payments - Canadian Environmental Assessment Agency
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
Contributions
Contributions for the support of public participation in the environmental assessment review process – Participant Funding Program 2,518,323 4,469,500 1,469,000
Contribution to the Province of Quebec – James Bay and Northern Quebec Agreement 245,500 245,500 246,000

Canadian Food Inspection Agency

Raison d'être

The Minister of Health is responsible for this organization.

The Canadian Food Inspection Agency (CFIA) is Canadaʼs 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 Canadaʼs people, environment, and economy.

CFIA develops and delivers inspection and other services to:

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 21. Organizational Estimates - Budgetary - Canadian Food Inspection Agency

The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 41. Organizational Estimates (dollars) - Canadian Food Inspection Agency
  2013–14 Expenditures 2014–15 Main Estimates 2014–15 Estimates To Date 2015–16 Main Estimates
Budgetary
Voted
1 Operating expenditures and contributions 590,256,209 470,029,881 533,904,277 537,749,431
5 Capital expenditures 21,464,985 24,264,263 25,471,966 25,783,194
Total voted 611,721,194 494,294,144 559,376,243 563,532,625
Total Statutory 194,030,459 125,033,591 132,490,669 134,619,263
Total budgetary 805,751,653 619,327,735 691,866,912 698,151,888

Highlights

Mitigating risks to food safety is the CFIA's highest priority. Safeguarding the health and well-being of Canada's people, environment, and economy is the driving force behind the design and development of the CFIA's programs. The CFIA, in collaboration and partnership with industry, consumers, universities, and federal, provincial and municipal organizations, continues to work towards protecting Canadians from preventable health risks related to food and zoonotic diseases.

The CFIA works with its partners to implement food safety measures; manage food, animal, and plant risks, incidents and emergencies; and promotes the development of food safety and disease control systems to maintain the safety of Canada's high-quality agriculture, agri-food, aquaculture and fishery products. The CFIA's activities include verifying the compliance of imported products; registering and inspecting establishments; testing food, animals, plants, and their related products; and approving the use of many agricultural inputs.

The 2015–16 Main Estimates for the CFIA total $698.2 million, an increase of $78.9 million from the 2014–15 Main Estimates of $619.3 million. The major items included in this increase are:

These increases are offset by:

The 2014–15 Estimates to Date are approximately $72.5 million higher than the 2014–15 Main Estimates. This increase can be explained by resources received via Supplementary Estimates (B) and (C), which were approved by Parliament.

Expenditures by Strategic Outcome and Program

Table 42. Expenditures by Strategic Outcome and Program - Budgetary - Canadian Food Inspection Agency
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
A safe and accessible food supply and plant and animal resource base.
Food Safety Program 364,310,526 320,103,652 362,958,350
Animal Health and Zoonotics Program 187,939,265 89,781,512 113,659,211
Plant Resources Program 86,537,965 75,006,452 76,204,256
International Collaboration and Technical Agreements 35,004,557 25,382,494 30,000,919
The following program supports all strategic outcomes within this organization.
Internal Services 131,959,340 109,053,625 115,329,152
Total 805,751,653 619,327,735 698,151,888

Listing of the 2015–16 Transfer Payments

Table 43. Listing of the 2015–16 Transfer Payments - Canadian Food Inspection Agency
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
Contributions
Contributions in support of the Federal Assistance Program 2,125,075 707,000 819,000
Contributions to the provinces in accordance with the Rabies Indemnification Regulations of the Governor in Council of amounts not exceeding two-fifths of the amounts paid by the provinces to owners of animals dying as a result of rabies infection 1,200 112,000 0
Total Statutory 58,292,634 3,500,000 3,500,000

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 CGCʼs 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. CGCʼs vision is "To be a world class science-based quality assurance provider". The Minister of Agriculture and Agri-Food is responsible for the CGC.

Organizational Estimates

Figure 22. Organizational Estimates - Budgetary - Canadian Grain Commission

The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 44. Organizational Estimates (dollars) - Canadian Grain Commission
  2013–14 Expenditures 2014–15 Main Estimates 2014–15 Estimates To Date 2015–16 Main Estimates
Budgetary
Voted
1 Program expenditures 31,813,439 7,537,076 7,537,076 4,883,698
Total voted 31,813,439 7,537,076 7,537,076 4,883,698
Total Statutory (6,459,461) 8,846,818 8,846,818 591,479
Total budgetary 25,353,978 16,383,894 16,383,894 5,475,177

Highlights

The CGC is estimating budgetary expenditures of $5.5 million in 2015–16. Of this amount, $4.9 million requires approval by Parliament. The remaining $0.6 million is to support employee benefit plan obligations.

The decrease in net authority of $19.9 million from 2013–14 Public Accounts is primarily due to:

The decrease in net authority of $10.9 million from 2014–15 Main Estimates is due to:

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 transitioned to a new fee structure in 2013–14. Updated user fees came into effect on August 1, 2013. The new fee structure is expected to eliminate the requirement for annual ad hoc funding going forward. Revenues are expected to be $55.0 million in 2015–16.

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

Expenditures by Strategic Outcome and Program

Table 45. Expenditures by Strategic Outcome and Program - Budgetary - Canadian Grain Commission
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
Canada's grain is safe, reliable and marketable and Canadian grain producers are properly compensated for grain deliveries to licensed grain companies.
Grain Quality Research Program 12,091,194 6,666,018 5,230,177
Quality Assurance Program (7,813,215) 6,140,408 0
Quantity Assurance Program 2,844,418 1,529,609 0
Producer Protection Program 2,501,985 278,359 0
The following program supports all strategic outcomes within this organization.
Internal Services 15,729,596 1,769,500 245,000
Total 25,353,978 16,383,894 5,475,177

Canadian Heritage

Raison d'être

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

The Department of Canadian Heritage and Canadaʼs 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 23. Organizational Estimates - Budgetary - Canadian Heritage

The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 46. Organizational Estimates (dollars) - Canadian Heritage
  2013–14 Expenditures 2014–15 Main Estimates 2014–15 Estimates To Date 2015–16 Main Estimates
Budgetary
Voted
1 Operating expenditures 174,774,392 178,337,991 183,512,711 173,741,400
5 Grants and contributions 1,130,800,471 1,187,709,835 1,274,673,254 1,056,279,039
Total voted 1,305,574,863 1,366,047,826 1,458,185,965 1,230,020,439
Total Statutory 25,996,267 24,002,161 24,013,420 24,676,122
Total budgetary 1,331,571,130 1,390,049,987 1,482,199,385 1,254,696,561

Highlights

The Department of Canadian Heritage is estimating budgetary expenditures of $1.25 billion in 2015–16. Of this amount, $1.23 billion requires approval by Parliament. The remaining $24.7 million represents statutory forecasts that do not require additional approval and are provided for information purposes. This is a decrease of $135.4 million when compared to the 2014–15 Main Estimates.

The net decrease is a combination of a decrease of $4.6 million in Vote 1 (Operating expenditures), a decrease of $131.4 million in Vote 5 (Grants and contributions) and an increase of $0.7 million in statutory forecasts.

The decrease of $4.6 million in Vote 1 is mainly due to:

The decrease of $131.4 million in Vote 5 is mainly due to:

For further details regarding Canadian Heritage, its operations and its use of funds, please refer to the 2015–16 Reports on Plans and Priorities.

Expenditures by Strategic Outcome and Program

Table 47. Expenditures by Strategic Outcome and Program - Budgetary - Canadian Heritage
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
Canadians share, express and appreciate their Canadian identity.
Official Languages 352,514,946 353,135,274 353,365,541
Attachment to Canada 67,495,358 64,436,036 86,572,642
Engagement and Community Participation 45,116,329 44,583,276 48,361,058
Canadian artistic expressions and cultural content are created and accessible at home and abroad.
Cultural Industries 303,493,423 302,346,433 302,493,050
Arts 113,350,742 116,604,709 116,713,634
Heritage 38,187,915 39,577,341 29,785,074
Canadians participate and excel in sport.
Sport 334,086,513 398,057,989 243,877,515
The following program supports all strategic outcomes within this organization.
Internal Services 77,325,904 71,308,929 73,528,047
Total 1,331,571,130 1,390,049,987 1,254,696,561

Listing of the 2015–16 Transfer Payments

Table 48. Listing of the 2015–16 Transfer Payments - Canadian Heritage
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
Grants
Grants to the Canada Periodical Fund 67,847,089 72,775,054 72,775,054
Grants in support of the Development of Official-Language Communities Program 7,130,253 33,322,973 33,322,973
Grants to the Athlete Assistance Program 26,345,000 28,000,000 28,000,000
Grants to the Canada Cultural Investment Fund 19,038,432 19,038,432 20,000,000
Grants in support of the Building Communities through Arts and Heritage Program 9,406,063 14,355,000 14,355,000
Grants to the Canada Arts Presentation Fund 9,193,250 10,500,000 13,500,000
Grants to the Canada Book Fund 1,708,238 8,300,000 8,300,000
Grants in support of the Celebration and Commemoration Program 5,560,248 8,000,000 8,300,000
Grant to TV5 Monde 7,519,570 8,000,000 8,000,000
Grants in support of the Enhancement of Official Languages Program 529,654 5,599,842 5,599,842
Grants to the Canada Cultural Spaces Fund 1,471,027 3,000,000 5,000,000
Grants under the Museums Assistance Program 2,530,453 4,663,680 4,663,680
Grants to the Canada Music Fund 0 2,000,000 2,000,000
Grants to support the Aboriginal Peoplesʼ Program 100,310 1,340,000 1,340,000
Grants in support of the Canada History Fund 0 1,150,060 1,150,060
Grants to the Lieutenant-Governors of the provinces of Canada toward defraying the costs incurred in the exercise of their duties:
Quebec 147,372 147,372 147,372
Ontario 105,627 105,627 105,627
British Columbia 97,814 97,814 97,814
Newfoundland and Labrador 77,590 77,590 77,590
Alberta 75,940 75,940 75,940
Manitoba 73,762 73,762 73,762
Saskatchewan 73,758 73,758 73,758
Nova Scotia 64,199 64,199 64,199
New Brunswick 62,947 62,947 62,947
Prince Edward Island 57,071 57,071 57,071
Grants in support of Innovative Youth Exchange Projects 20,000 100,000 100,000
Total Statutory 1,058,800 819,000 819,000
Contributions
Contributions in support of the Development of Official-Language Communities Program 210,862,596 191,099,017 192,599,017
Contributions for the Sport Support Program 150,448,635 142,815,064 143,315,064
Contributions to support the Canada Media Fund 134,146,077 134,146,077 134,146,077
Contributions in support of the Enhancement of Official Languages Program 117,582,551 105,923,289 105,923,289
Contributions for the Hosting Program 142,844,052 213,752,765 59,625,790
Contributions to the Canada Book Fund 34,943,918 28,366,301 28,366,301
Contributions to the Canada Arts Training Fund 22,620,000 22,779,440 22,779,440
Contributions to the Canada Music Fund 23,547,884 21,939,231 22,299,231
Contributions to the Canada Cultural Spaces Fund 23,608,376 22,508,613 20,358,613
Contributions in support of the Celebration and Commemoration Program 10,961,419 2,494,367 20,194,367
Contributions to the Canada Arts Presentation Fund 19,550,438 18,472,742 18,477,742
Contributions in support of the Exchanges Canada Initiative 17,825,216 17,686,359 17,686,359
Contributions to support the Aboriginal Peoplesʼ Program 15,680,383 11,514,078 16,209,757
Contributions under the Museums Assistance Program 12,578,276 11,076,284 11,076,284
Contributions in support of the Building Communities through Arts and Heritage Program 8,387,727 3,300,000 3,300,000
Contributions to TV5 5,159,974 2,960,900 2,960,900
Contributions in support of the Canada History Fund 5,115,737 5,037,330 2,887,330
Contributions to the Canada Periodical Fund 5,277,290 1,999,544 1,999,544
Contributions to the Canada Cultural Investment Fund 2,929,002 2,993,273 1,972,205
Contributions to support the Youth Take Charge Program 3,636,180 1,453,023 1,453,023
Contributions in support of the Court Challenges Program 204,678 1,406,017 1,406,017

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 (the Commission) was established in 1977 under Schedule I.1 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 24. Organizational Estimates - Budgetary - Canadian Human Rights Commission

The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 49. Organizational Estimates (dollars) - Canadian Human Rights Commission
  2013–14 Expenditures 2014–15 Main Estimates 2014–15 Estimates To Date 2015–16 Main Estimates
Budgetary
Voted
1 Program expenditures 20,700,058 19,639,234 19,639,234 19,650,241
Total voted 20,700,058 19,639,234 19,639,234 19,650,241
Total Statutory 2,973,592 2,460,492 2,460,492 2,512,177
Total budgetary 23,673,650 22,099,726 22,099,726 22,162,418

Highlights

The Commission is estimating budgetary expenditures of $22.2 million in 2015–16. Of this amount, $19.7 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 2013–14 expenditures and 2014–15 Main Estimates is mainly due to the fact that since 2009–10, the Commission has received and spent additional funding for the repeal of Section 67 of the CHRA. This funding ended in March 2014. The Commissionʼs planned spending will remain stable in 2014–15 and 2015–16.

Over the next year, the Commission will focus on:

Further details can be found in the Commission's Report on Plans and Priorities.

Expenditures by Strategic Outcome and Program

Table 50. Expenditures by Strategic Outcome and Program - Budgetary - Canadian Human Rights Commission
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
Equality of opportunity and respect for human rights.
Human Rights Program 0 0 14,645,923
The following program supports all strategic outcomes within this organization.
Internal Services 6,448,023 5,942,226 7,516,495
Funds not allocated to the 2015–16 Program Alignment Architecture 17,225,627 16,157,500 0
Total 23,673,650 22,099,726 22,162,418

Canadian Human Rights Tribunal

Raison d'être

Pursuant to the Administrative Tribunals Support Service of Canada Act, the Canadian Human Rights Tribunal was amalgamated to the Administrative Tribunals Support Service of Canada, effective November 1, 2014.

Organizational Estimates

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

The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 51. Organizational Estimates (dollars) - Canadian Human Rights Tribunal
  2013–14 Expenditures 2014–15 Main Estimates 2014–15 Estimates To Date 2015–16 Main Estimates
Budgetary
Voted
- Program expenditures 4,114,662 4,145,232 4,145,232 0
Total voted 4,114,662 4,145,232 4,145,232 0
Total Statutory 315,764 387,293 387,293 0
Total budgetary 4,430,426 4,532,525 4,532,525 0

Highlights

Not applicable

Expenditures by Strategic Outcome and Program

Table 52. Expenditures by Strategic Outcome and Program - Budgetary - Canadian Human Rights Tribunal
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
Individuals have access, as determined by the Canadian Human Rights Act and the Employment Equity Act, to fair and equitable adjudication of human rights and employment equity cases that are brought before the Canadian Human Rights Tribunal.
Hearings of complaints before the Tribunal 2,098,767 2,589,784 0
The following program supports all strategic outcomes within this organization.
Internal Services 2,331,659 1,942,741 0
Total 4,430,426 4,532,525 0

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 was designed to respond to evolving needs for health research and seeks to transform health research in Canada in an ethically sound manner by:

Organizational Estimates

Figure 26. Organizational Estimates - Budgetary - Canadian Institutes of Health Research

The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 53. Organizational Estimates (dollars) - Canadian Institutes of Health Research
  2013–14 Expenditures 2014–15 Main Estimates 2014–15 Estimates To Date 2015–16 Main Estimates
Budgetary
Voted
1 Operating expenditures 48,129,248 47,112,396 47,112,396 47,463,563
5 Grants 943,955,266 932,143,424 960,200,961 955,287,128
Total voted 992,084,514 979,255,820 1,007,313,357 1,002,750,691
Total Statutory 5,887,474 5,696,142 5,696,142 5,833,308
Total budgetary 997,971,988 984,951,962 1,013,009,499 1,008,583,999

Highlights

CIHR is estimating planned expenditures of $1,008.6 million in 2015–16. Of this amount, $1,002.8 million requires approval by Parliament. The remaining $5.8 million represents statutory forecasts that do not require additional approval and are provided for information purposes.

The planned expenditures of $1,008.6 million in 2015–16 represent an increase of $23.6 million, or 2.4%, from the 2014–15 Main Estimates of $985 million.

The $23.6 million increase is mainly due to the following:

The remaining variance of $2.7 million results from funds received from other departments for partnerships activities ending in 2014–15 and various other program funding adjustments.

Further details on CIHR's 2015–16 planned spending is available in CIHR's 2015–16 Report on Plans and Priorities.

Expenditures by Strategic Outcome and Program

Table 54. Expenditures by Strategic Outcome and Program - Budgetary - Canadian Institutes of Health Research
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
Canada is a world leader in the creation, dissemination and application of health research knowledge.
Investigator-Initiated Health Research 0 729,381,763 702,437,354
Priority-Driven Health Research 0 252,550,887 294,098,401
The following program supports all strategic outcomes within this organization.
Internal Services 26,527,955 3,019,312 12,048,244
Funds not allocated to the 2015–16 Program Alignment Architecture 971,444,033 0 0
Total 997,971,988 984,951,962 1,008,583,999

Listing of the 2015–16 Transfer Payments

Table 55. Listing of the 2015–16 Transfer Payments - Canadian Institutes of Health Research
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
Grants
Grants for research projects and personnel support 854,080,958 853,303,075 866,509,031
Networks of Centres of Excellence 22,589,000 22,589,400 22,589,400
Canada Graduate Scholarships 21,089,368 21,250,000 21,250,000
Institute support grants 13,000,000 13,000,000 13,000,000
Centres of Excellence for Commercialization and Research 12,054,160 1,880,000 10,829,947
Canada Excellence Research Chairs 8,249,999 8,400,000 9,800,000
Vanier Canada Graduate Scholarships 8,245,833 8,350,000 8,350,000
Business–Led Networks of Centres of Excellence 4,340,132 3,106,027 2,798,750
Industrial Research Chairs for Colleges 160,000 160,000 160,000

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 27. Organizational Estimates - Budgetary - Canadian Intergovernmental Conference Secretariat

The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 56. Organizational Estimates (dollars) - Canadian Intergovernmental Conference Secretariat
  2013–14 Expenditures 2014–15 Main Estimates 2014–15 Estimates To Date 2015–16 Main Estimates
Budgetary
Voted
1 Program expenditures 5,515,380 5,548,958 5,548,958 5,549,653
Total voted 5,515,380 5,548,958 5,548,958 5,549,653
Total Statutory 349,501 408,205 408,205 417,888
Total budgetary 5,864,881 5,957,163 5,957,163 5,967,541

Highlights

CICS's 2015–16 expenditures remain approximately the same as the previous year. The 2015–16 funding will be utilized to address the following priorities:

Our 2015–16 Report on Plans and Priorities will contain more details regarding priorities.

Expenditures by Strategic Outcome and Program

Table 57. Expenditures by Strategic Outcome and Program - Budgetary - Canadian Intergovernmental Conference Secretariat
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
Senior-level intergovernmental conference services are professionally and successfully delivered.
Conference Services 3,800,944 4,026,878 4,141,822
The following program supports all strategic outcomes within this organization.
Internal Services 2,063,937 1,930,285 1,825,719
Total 5,864,881 5,957,163 5,967,541

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 28. Organizational Estimates - Budgetary - Canadian International Development Agency

The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.

Figure 29. Organizational Estimates - Non-budgetary - Canadian International Development Agency

The following chart presents the organizational breakdown of voted and statutory non budgetary expenditures and estimates for the past three years.
Table 58. Organizational Estimates (dollars) - Canadian International Development Agency
  2013–14 Expenditures 2014–15 Main Estimates 2014–15 Estimates To Date 2015–16 Main Estimates
Budgetary
Voted
- Operating expenditures 38,221,887 0 0 0
- Grants and contributions 404,044,171 0 0 0
Total voted 442,266,058 0 0 0
Total Statutory 250,199,846 0 0 0
Total budgetary 692,465,904 0 0 0
Non-budgetary
Total Statutory 29,291,205 0 0 0
Total non-budgetary 29,291,205 0 0 0

Highlights

Not applicable

Expenditures by Strategic Outcome and Program

Table 59. Expenditures by Strategic Outcome and Program - Budgetary - Canadian International Development Agency
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
Funds not allocated to the 2015–16 Program Alignment Architecture 692,465,904 0 0
Total 692,465,904 0 0
Table 60. Expenditures by Strategic Outcome and Program - Non-budgetary - Canadian International Development Agency
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
Funds not allocated to the 2015–16 Program Alignment Architecture 29,291,205 0 0
Total 29,291,205 0 0

Canadian International Trade Tribunal

Raison d'être

Pursuant to the Administrative Tribunals Support of Canada Act, the Canadian International Trade Tribunal was amalgamated to the Administrative Tribunals Support Service of Canada, effective November 1, 2014.

Organizational Estimates

Figure 30. Organizational Estimates - Budgetary - Canadian International Trade Tribunal

The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 61. Organizational Estimates (dollars) - Canadian International Trade Tribunal
  2013–14 Expenditures 2014–15 Main Estimates 2014–15 Estimates To Date 2015–16 Main Estimates
Budgetary
Voted
- Program expenditures 9,622,575 8,305,445 8,305,445 0
Total voted 9,622,575 8,305,445 8,305,445 0
Total Statutory 1,273,550 1,171,294 1,171,294 0
Total budgetary 10,896,125 9,476,739 9,476,739 0

Highlights

Not applicable

Expenditures by Strategic Outcome and Program

Table 62. Expenditures by Strategic Outcome and Program - Budgetary - Canadian International Trade Tribunal
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
Fair, timely and transparent disposition of international trade cases, procurement cases and government-mandated inquiries within the Tribunalʼs jurisdiction.
Adjudication of Trade Cases (quasi-judicial role) 8,063,133 7,012,787 0
General Economic Inquiries and References (advisory role) 108,961 94,767 0
The following program supports all strategic outcomes within this organization.
Internal Services 2,724,031 2,369,185 0
Total 10,896,125 9,476,739 0

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 31. Organizational Estimates - Budgetary - Canadian Museum for Human Rights

The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 63. Organizational Estimates (dollars) - Canadian Museum for Human Rights
  2013–14 Expenditures 2014–15 Main Estimates 2014–15 Estimates To Date 2015–16 Main Estimates
Budgetary
Voted
1 Payments to the Canadian Museum for Human Rights for operating and capital expenditures 32,016,180 21,700,000 21,700,000 21,700,000
Total voted 32,016,180 21,700,000 21,700,000 21,700,000
Total budgetary 32,016,180 21,700,000 21,700,000 21,700,000

Highlights

The Museum's operating appropriations for 2015–16 are $21.7 million, the same amount that was received in 2014–15.

With the official opening and commencement of full-time operations in September 2014, the 2015–16 fiscal year is a period of significant change and opportunity for the CMHR. With the transition from planning to operations now fully complete, the Museum's priority areas of focus include maximizing visitation and revenues, delivering a world-class museum experience that consistently meets or exceeds visitor expectations and building toward long-term financial sustainability.

The Board of Trustees adopted five core goals to guide Museum operations and activities through the CMHR's first five years of full-time operations. These goals serve as a roadmap in five strategic areas – visitor experience, infrastructure, stakeholder relations, financial sustainability and its people.

To support the realization of the long-term corporate goals, operational staffing numbers were increased in 2014–15 in the areas of Earned Revenue, Visitor Services, Security and Learning and Programming. The staffing level for 2015–16 will be comparable to 2014–15 as the Museum works through its first full year of operations. It is a variable staffing plan incorporating a significant number of part-time positions which provides the flexibility to increase or decrease the number of visitor-facing staff as required.

Staffing costs are projected to make up 43% of the budget in 2015–16. This is similar to the other national museums where the staffing costs range from 43% to 55%.

Expenditures by Strategic Outcome and Program

Table 64. Expenditures by Strategic Outcome and Program - Budgetary - Canadian Museum for Human Rights
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
Enhanced knowledge of human rights, with special but not exclusive reference to Canada, in order to enhance the publicʼs understanding of human rights, to promote respect for others and to encourage reflection and dialogue.
Museum Content and Program 0 9,462,000 11,510,000
Accommodation 0 6,305,000 5,540,000
Stewardship and Corporate Management 0 5,933,000 4,650,000
Funds not allocated to the 2015–16 Program Alignment Architecture 32,016,180 0 0
Total 32,016,180 21,700,000 21,700,000

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 32. Organizational Estimates - Budgetary - Canadian Museum of History

The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 65. Organizational Estimates (dollars) - Canadian Museum of History
  2013–14 Expenditures 2014–15 Main Estimates 2014–15 Estimates To Date 2015–16 Main Estimates
Budgetary
Voted
1 Payments to the Canadian Museum of History for operating and capital expenditures 62,850,567 63,430,033 63,600,033 83,369,477
Total voted 62,850,567 63,430,033 63,600,033 83,369,477
Total budgetary 62,850,567 63,430,033 63,600,033 83,369,477

Highlights

The Canadian Museum of History (CMH), formerly the Canadian Museum of Civilization, is a Crown corporation established by amendments to the Museums Act, which received Royal Assent on December 12, 2013. With a new mandate and name, the corporation is now in the process of implementing this significant transformation, including the renovation of its signature gallery, the Canadian History Hall. To be completed in time for Canada's 150th Anniversary in 2017, the new Canadian History Hall will be the largest and most comprehensive exhibition on Canadian history.

During 2014–15, the CMH assumed responsibility for the Virtual Museum of Canada and the Online Works of Reference Programs from Canadian Heritage. The Virtual Museum of Canada Program is an interactive space that brings together Canadian museum collections and stories and encompasses close to 500 virtual exhibits. The Online Works of Reference Program provides access to The Canadian Encyclopedia and The Dictionary of Canadian Biography, two critically important reference sites that provide access to comprehensive Canadian historical content.

The appropriation request for 2015–16 is $83.4 million, an increase of $19.9 million from the previous year's approval. The increase is due to:

Expenditures by Strategic Outcome and Program

Table 66. Expenditures by Strategic Outcome and Program - Budgetary - Canadian Museum of History
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
Interest in, knowledge of and appreciation and respect for human cultural achievements and human behaviour through collections of historical and cultural objects, exhibitions, programs and research reflecting a Canadian perspective.
Exhibit, Educate and Communicate 0 19,552,000 35,229,000
Accommodation 0 29,808,000 33,622,000
Collect and Research 0 12,370,000 13,140,000
The following program supports all strategic outcomes within this organization.
Internal Services 0 1,700,033 1,378,477
Funds not allocated to the 2015–16 Program Alignment Architecture 62,850,567 0 0
Total 62,850,567 63,430,033 83,369,477

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

The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 67. Organizational Estimates (dollars) - Canadian Museum of Immigration at Pier 21
  2013–14 Expenditures 2014–15 Main Estimates 2014–15 Estimates To Date 2015–16 Main Estimates
Budgetary
Voted
1 Payments to the Canadian Museum of Immigration at Pier 21 for operating and capital expenditures 18,450,000 9,900,000 9,900,000 7,700,000
Total voted 18,450,000 9,900,000 9,900,000 7,700,000
Total budgetary 18,450,000 9,900,000 9,900,000 7,700,000

Highlights

The Canadian Museum of Immigration at Pier 21 is estimating budgetary expenditures of $7.7 million in 2015–16 which require approval by Parliament.

This represents a decrease in capital expenditures of $2.2 million from the 2014–15 Main Estimates due to the completion of the expansion capital projects including the refit of current and new exhibition spaces and the fabrication and installation of new exhibits for the re-opening of the 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 Corporate Plan.

Expenditures by Strategic Outcome and Program

Table 68. Expenditures by Strategic Outcome and Program - Budgetary - Canadian Museum of Immigration at Pier 21
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
Canadians are engaged in building and exploring the stories, themes and history of Canadian immigration as it continues to unfold.
Accommodations 0 4,958,420 2,622,700
Visitor Experience and Connections 0 2,360,090 2,583,350
The following program supports all strategic outcomes within this organization.
Internal Services 0 2,581,490 2,493,950
Funds not allocated to the 2015–16 Program Alignment Architecture 18,450,000 0 0
Total 18,450,000 9,900,000 7,700,000

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 34. Organizational Estimates - Budgetary - Canadian Museum of Nature

The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 69. Organizational Estimates (dollars) - Canadian Museum of Nature
  2013–14 Expenditures 2014–15 Main Estimates 2014–15 Estimates To Date 2015–16 Main Estimates
Budgetary
Voted
1 Payments to the Canadian Museum of Nature for operating and capital expenditures 26,770,876 26,127,096 26,127,096 26,129,112
Total voted 26,770,876 26,127,096 26,127,096 26,129,112
Total budgetary 26,770,876 26,127,096 26,127,096 26,129,112

Highlights

The Museum is estimating budgetary expenditures of $26.1 million in 2015–16 which is a small increase of $2,016 from the previous Main Estimates and is due to compensation adjustments.

In 2015–16, the Museum will continue 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 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 21st century global context.

Strategies: Advance a five year program to enhance and advance the research, collections, education and exhibition programs focussed on Canada's Arctic within a national and global context.

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.

Strategies: Advance a five year program to advance and disseminate the research, collections, education and exhibition programs explaining Canada's species diversity aligned with the United Nations Convention on Biodiversity 2020 program.

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.

Strategies: Advance a five year program of inspiration and engagement activities on-site and off-site that deliver a different and compelling approach to connection and engagement with nature.

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.

Strategies: Advance a five year program that positions the Campus as a globally excellent research, collections, administration and experience site that advances understanding and respect for nature.

Operational Objective 5:

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

Strategies: Advance a five year program of continuous innovation in all aspects of the Museum operation in order to create a financial and operational model that sustains the Museum now and into the future.

These five strategic objectives will be managed through the five program activities of the Museum: Inspiration and Engagement, Collections Care and Access, Research and Discovery, Internal Services, and Buildings and Ground which includes the ongoing operations and maintenance of the Museum's two facilities.

Expenditures by Strategic Outcome and Program

Table 70. Expenditures by Strategic Outcome and Program - Budgetary - Canadian Museum of Nature
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
Interest in, knowledge of and appreciation and respect for the natural world through collections of natural history objects, public education programmes and research reflecting a special but not exclusive perspective on Canada.
Buildings and grounds 0 10,434,000 10,206,683
Inspiration and engagement 0 6,261,000 6,460,656
Research and discovery 0 3,259,000 3,458,090
Collections care and access 0 1,695,000 1,733,237
The following program supports all strategic outcomes within this organization.
Internal Services 0 4,478,096 4,270,446
Funds not allocated to the 2015–16 Program Alignment Architecture 26,770,876 0 0
Total 26,770,876 26,127,096 26,129,112

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 35. Organizational Estimates - Budgetary - Canadian Northern Economic Development Agency

The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 71. Organizational Estimates (dollars) - Canadian Northern Economic Development Agency
  2013–14 Expenditures 2014–15 Main Estimates 2014–15 Estimates To Date 2015–16 Main Estimates
Budgetary
Voted
1 Operating expenditures 12,849,474 11,231,366 14,000,366 14,409,590
5 Contributions 36,499,299 18,641,803 36,617,328 35,001,622
Total voted 49,348,773 29,873,169 50,617,694 49,411,212
Total Statutory 1,430,705 1,072,597 1,255,343 1,257,454
Total budgetary 50,779,478 30,945,766 51,873,037 50,668,666

Highlights

CanNor is estimating budgetary expenditures of $50.7 million in 2015–16. Of this amount, $49.4 million requires approval by Parliament. The remaining $1.3 million represents statutory forecasts that do not require additional approvals and are provided for information purposes.

Significant Funding Changes:

Budget 2013 identified $5.6 million over four years to support the capital element of the Centre for Northern Innovation in Mining project at Yukon College. For fiscal year 2015–16, the amount to be spent is $2.4 million ($975,000 in 2014–15).

Budget 2014 renewed the Strategic Investments in Northern Economic Development program for two years, until the end of the 2015–16 fiscal year ($20 million per year).

Funding is reduced by $3 million for the Northern Adult Basic Education Program as it enters its sunsetting year in 2015–16.

Expenditures by Strategic Outcome and Program

Table 72. Expenditures by Strategic Outcome and Program - Budgetary - Canadian Northern Economic Development Agency
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
Developed and diversified territorial economies that support prosperity for all Northerners.
Economic Development 0 22,256,695 40,496,412
Policy and Alignment 0 4,256,120 4,857,866
The following program supports all strategic outcomes within this organization.
Internal Services 6,674,942 4,432,951 5,314,388
Funds not allocated to the 2015–16 Program Alignment Architecture 44,104,536 0 0
Total 50,779,478 30,945,766 50,668,666

Listing of the 2015–16 Transfer Payments

Table 73. Listing of the 2015–16 Transfer Payments - Canadian Northern Economic Development Agency
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
Contributions
Contributions for promoting regional development in Canadaʼs three territories 18,556,734 1,237,000 20,637,988
Contributions to support Aboriginal participation in the northern economy 0 10,800,000 10,800,000
Contributions for advancing adult basic education in Canada's territories 6,507,119 6,604,803 3,563,634

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 36. Organizational Estimates - Budgetary - Canadian Nuclear Safety Commission

The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 74. Organizational Estimates (dollars) - Canadian Nuclear Safety Commission
  2013–14 Expenditures 2014–15 Main Estimates 2014–15 Estimates To Date 2015–16 Main Estimates
Budgetary
Voted
1 Program expenditures 46,130,800 36,578,266 36,745,531 38,921,080
Total voted 46,130,800 36,578,266 36,745,531 38,921,080
Total Statutory 99,486,221 95,059,029 95,059,029 94,258,665
Total budgetary 145,617,021 131,637,295 131,804,560 133,179,745

Highlights

The CNSC is estimating budgetary expenditures of $133.2 million in 2015–16. Of this amount, $38.9 million requires approval by Parliament. The remaining $94.3 million represents statutory forecasts that do not require additional approval and are provided for information purposes.

The CNSC has 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 2015–16, the CNSC's Main Estimates have increased by $1.5 million or 1.2% when compared to 2014–15 Main Estimates. The increase is due to an increase in Program expenditures of $2.3 million for collective agreement funding and the termination of a management reserve loan repayments to Treasury Board. The increase in Program expenditures is offset by a decrease in Statutory expenditures of
$0.8 million due to expected reductions in the nuclear industry regulatory requirements.

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

Expenditures by Strategic Outcome and Program

Table 75. Expenditures by Strategic Outcome and Program - Budgetary - Canadian Nuclear Safety Commission
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
Safe and secure nuclear installations and processes used solely for peaceful purposes and an informed public on the effectiveness of Canadaʼs nuclear regulatory regime.
Nuclear Reactors 0 0 38,370,191
Scientific, Technical, Regulatory and Public Information 0 0 26,283,818
Nuclear Substances and Prescribed Equipment 0 0 11,891,601
Nuclear Fuel Cycle 0 0 11,523,104
Nuclear Non-Proliferation 0 0 6,299,582
The following program supports all strategic outcomes within this organization.
Internal Services 45,355,707 40,704,556 38,811,449
Funds not allocated to the 2015–16 Program Alignment Architecture 100,261,314 90,932,739 0
Total 145,617,021 131,637,295 133,179,745

Listing of the 2015–16 Transfer Payments

Table 76. Listing of the 2015–16 Transfer Payments - Canadian Nuclear Safety Commission
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
Grants
Grants to enable the research, development and management of activities that contribute to the objectives of the Research and Support Program 75,000 75,000 75,000
Contributions
Participant Funding Program 282,878 925,000 925,000
Contributions to enable the research, development and management of activities that contribute to the objectives of the Research and Support Program, and the Canadian Safeguards Support Program 1,365,752 770,000 770,000

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 Canadaʼs 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 37. Organizational Estimates - Budgetary - Canadian Polar Commission

The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 77. Organizational Estimates (dollars) - Canadian Polar Commission
  2013–14 Expenditures 2014–15 Main Estimates 2014–15 Estimates To Date 2015–16 Main Estimates
Budgetary
Voted
1 Program expenditures 2,445,699 2,439,807 2,439,807 2,434,137
Total voted 2,445,699 2,439,807 2,439,807 2,434,137
Total Statutory 144,310 136,553 136,553 139,948
Total budgetary 2,590,009 2,576,360 2,576,360 2,574,085

Highlights

The CPC is estimating budgetary expenditures of $2.6 million in 2015–16. Of this amount, $2.4 million requires approval by Parliament. The remaining $140 thousand represents statutory forecasts that do not require additional approval and are provided for information purposes.

The 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 1882–83 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

Table 78. Expenditures by Strategic Outcome and Program - Budgetary - Canadian Polar Commission
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
Increased Canadian polar knowledge.
Research Facilitation and Communication 2,259,236 2,095,000 2,087,258
The following program supports all strategic outcomes within this organization.
Internal Services 330,773 481,360 486,827
Total 2,590,009 2,576,360 2,574,085

Listing of the 2015–16 Transfer Payments

Table 79. Listing of the 2015–16 Transfer Payments - Canadian Polar Commission
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
Grants
Grants to individuals, organizations, associations and institutions to support research and activities relating to the polar regions 1,086,000 1,086,000 1,086,000
Contributions
Contributions to individuals, organizations, associations and institutions to support research and activities relating to the polar regions 10,000 10,000 10,000

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 38. Organizational Estimates - Budgetary - Canadian Radio-television and Telecommunications Commission

The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 80. Organizational Estimates (dollars) - Canadian Radio-television and Telecommunications Commission
  2013–14 Expenditures 2014–15 Main Estimates 2014–15 Estimates To Date 2015–16 Main Estimates
Budgetary
Voted
1 Program expenditures 3,755,004 3,945,670 5,394,244 5,379,872
Total voted 3,755,004 3,945,670 5,394,244 5,379,872
Total Statutory 6,624,857 6,641,029 6,674,402 6,877,018
Total budgetary 10,379,861 10,586,699 12,068,646 12,256,890

Highlights

The CRTC is estimating net budgetary expenditures of $12.3 million in 2015–16. Of this amount, $5.4 million requires approval by Parliament. The remaining $6.9 million represents statutory forecasts that do not require additional approval and are provided for information purposes.

This is an increase of $1.7 million when compared to the 2014–15 Main Estimates. Factors contributing to this difference include increases of:

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

Table 81. Expenditures by Strategic Outcome and Program - Budgetary - Canadian Radio-television and Telecommunications Commission
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
Canadians have access to a world-class communication system.
Protection within the Communication System 0 4,170,720 5,276,902
Connection to the Communication System 6,046,836 2,220,989 2,424,184
Canadian Content Creation 782,518 1,892,757 2,074,812
The following program supports all strategic outcomes within this organization.
Internal Services 3,550,507 2,302,233 2,480,992
Total 10,379,861 10,586,699 12,256,890

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 39. Organizational Estimates - Budgetary - Canadian Security Intelligence Service

The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 82. Organizational Estimates (dollars) - Canadian Security Intelligence Service
  2013–14 Expenditures 2014–15 Main Estimates 2014–15 Estimates To Date 2015–16 Main Estimates
Budgetary
Voted
1 Program expenditures 468,801,655 468,824,514 473,315,588 488,215,677
Total voted 468,801,655 468,824,514 473,315,588 488,215,677
Total Statutory 47,504,074 47,412,243 47,412,243 48,821,568
Total budgetary 516,305,729 516,236,757 520,727,831 537,037,245

Highlights

The Main Estimates for CSIS are $537.0 million, a net increase of $20.8 million from 2014–15. The major changes are as follows:

Expenditures by Strategic Outcome and Program

Table 83. Expenditures by Strategic Outcome and Program - Budgetary - Canadian Security Intelligence Service
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
Intelligence is used to protect the security and safety of Canada and its citizens.
Intelligence Program 474,197,376 447,649,011 492,461,267
Security Screening Program 42,108,353 68,587,746 44,575,978
Funds not allocated to the 2015–16 Program Alignment Architecture 0 0 0
Total 516,305,729 516,236,757 537,037,245

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 its mandate in collaboration with Canadian industry, academia, Government of Canada (GoC) organizations and other international space agencies or organizations.

The founding legislation that received Royal Assent in 1990 attributed four main functions to the CSA:

The Minister of Industry is responsible for this organization.

Organizational Estimates

Figure 40. Organizational Estimates - Budgetary - Canadian Space Agency

The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 84. Organizational Estimates (dollars) - Canadian Space Agency
  2013–14 Expenditures 2014–15 Main Estimates 2014–15 Estimates To Date 2015–16 Main Estimates
Budgetary
Voted
1 Operating expenditures 165,008,980 155,266,004 161,292,647 169,304,033
5 Capital expenditures 200,820,185 257,955,633 253,352,633 258,964,761
10 Grants and contributions 32,682,181 39,306,853 41,892,854 45,356,265
Total voted 398,511,346 452,528,490 456,538,134 473,625,059
Total Statutory 10,203,894 9,918,684 9,918,684 9,803,222
Total budgetary 408,715,240 462,447,174 466,456,818 483,428,281

Highlights

The CSA is estimating budgetary expenditures of $483.4 million in 2015–16. Of this amount, $473.6 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.

The variation in voted appropriations represents a net increase of $21.0 million between fiscal years 2014–15 and 2015–16 and is due to an increase in Operating expenditures of $14.0 million, an increase in Capital expenditures of $1.0 million and an increase in Grants and Contributions of $6.0 million. These variations are largely attributable to the follow context:

• CSA's projects and missions funding profile vary from year to year and require funding from different Votes depending on their development phases. Thus, pre and post project expenditures are largely Operating expenditures whereas the design and build phases call for Capital expenditures. In addition, the science support associated with some projects may necessitate funds either in Operating expenditures or in Grants and Contributions; and

• CSA conducted a reallocation of resources to address government priorities such as the continuation of Canadaʼs participation in the International Space Station program to 2020 announced in the Budget 2012 as well as the Government's response to the Space Volume of the Aerospace and Space Review in December 2013 to stabilize the annual funding for the Space Technology Development Program.

In addition to the context described above, variations between fiscal years 2014–15 and 2015–16 are mainly:

• An increase of $8.0 million due to additional funding received in order to provide enhanced space-based Automatic Identification System data services;

• An increase of $6.3 million related to the forecasted cash flow requirements for the Class Contribution Program to Support research, awareness and learning in space science and technology. Of this amount, $5.2 million is related to the Space Technology Development Program in response to the Space Volume of the Aerospace and Space Review in December 2013;

• An increase of $3.1 million due to funding received for the Maritime Monitoring and Messaging Micro-Satellite project;

• An increase of $3.0 million related to the RADARSAT Constellation Mission. The current year-over-year increase reflects different cash flow requirements;

• An increase of $0.9 million related to the forecasted cash flow requirements for the Class Grant Program to Support research, awareness and learning in space science and technology; and

• A decrease of $1.2 million related to the forecasted cash flow requirements for the Contributions to the Canada/European Space Agency Cooperation Agreement.

Once tabled in the House of Commons, additional information will be available in the departmental Report on Plans and Priorities available at: http://www.asc-csa.gc.ca/eng/publications/rp.asp#rp.

Expenditures by Strategic Outcome and Program

Table 85. Expenditures by Strategic Outcome and Program - Budgetary - Canadian Space Agency
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
Canada's exploration of space, provision of space services and development of its space capacity meet the nation's needs for scientific knowledge, innovation and information.
Space Data, Information and Services 207,544,469 256,908,528 259,609,001
Space Exploration 96,501,810 96,586,363 112,407,879
Future Canadian Space Capacity 55,453,614 62,772,518 66,268,193
The following program supports all strategic outcomes within this organization.
Internal Services 49,215,347 46,179,765 45,143,208
Total 408,715,240 462,447,174 483,428,281

Listing of the 2015–16 Transfer Payments

Table 86. Listing of the 2015–16 Transfer Payments - Canadian Space Agency
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
Grants
Class Grant Program to Support Research, Awareness and Learning in Space Science and Technology 6,292,445 6,535,000 7,456,000
Contributions
Contributions to the Canada/European Space Agency Cooperation Agreement 24,620,924 27,373,853 26,215,000
Class Contribution Program to Support Research, Awareness and Learning in Space Science and Technology 1,518,812 5,398,000 11,685,265

Canadian Tourism Commission

Raison d'être

The Canadian Tourism Commission (CTC) is Canada's national tourism marketing organization. A Crown corporation wholly owned by the Government of Canada, the CTC's purpose is to sustain a vibrant and profitable tourism industry by marketing Canada as an internationally competitive, premier four-season tourism destination where travelers can indulge in extraordinary experiences. Reporting to Parliament through the Minister of Industry, the CTC's legislative requirements are outlined in the Canadian Tourism Commission Act. Through collaboration and partnerships with the private sector, as well as with the governments of Canada, the provinces and territories, the CTC works with the tourism sector to maintain Canada's competitiveness and generate wealth for Canadians by stimulating demand for Canada's visitor economy. Additional information can be found in the CTC's 2015–2019 Corporate Plan.

Organizational Estimates

Figure 41. Organizational Estimates - Budgetary - Canadian Tourism Commission

The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 87. Organizational Estimates (dollars) - Canadian Tourism Commission
  2013–14 Expenditures 2014–15 Main Estimates 2014–15 Estimates To Date 2015–16 Main Estimates
Budgetary
Voted
1 Payments to the Canadian Tourism Commission 57,975,770 57,972,388 57,972,388 57,975,770
Total voted 57,975,770 57,972,388 57,972,388 57,975,770
Total budgetary 57,975,770 57,972,388 57,972,388 57,975,770

Highlights

The CTC was created in 1995, as a Special Operating Agency within Industry Canada, and in 2001, became a Crown corporation pursuant to the Canadian Tourism Commission Act. The CTC is Canada's national tourism marketing organization mandated to sustain a vibrant and profitable Canadian tourism industry; market Canada as a desirable tourist destination; support a cooperative relationship between the private sector and the governments of Canada, the provinces and the territories with respect to Canadian tourism; and provide information about Canadian tourism to the private sector and to the governments of Canada, the provinces and the territories.

In 2012, the CTC took part in the comprehensive review by the Government of Canada as outlined in Budget 2012, to return to balanced budgets over the medium-term. Budget 2012 mandated a reduction on CTC's appropriations by $14.2 million starting in 2013–14. This adjustment will result in the CTC's core appropriations (i.e. excluding one-time funding for special programs) of $58.0 million starting in 2013–14. Since the CTC's budget is organized by calendar year, this appropriation will translate into an annual appropriation of
$58.0 million for 2015. Consistent with this decision, the CTC's activities are aligned to focus resources on markets of strategic importance to Canada's tourism industry.

The CTC's corporate strategy as outlined in the 2015-2019 Corporate Plan is:

Goal

To grow tourism export revenue for Canada in markets offering the highest return and where the Canada brand leads.

Objectives

Generate demand for Canada's visitor economy;

Support Canadian tourism businesses sell Canada in international markets; and

Advance corporate excellence and efficiency.

Expenditures by Strategic Outcome and Program

Table 88. Expenditures by Strategic Outcome and Program - Budgetary - Canadian Tourism Commission
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
Canadian economy benefits from strong tourism demand from Canadian Tourism Commission's (CTC) markets.
Marketing and Sales 0 46,045,252 44,851,770
Tourism Research and Communications 0 3,321,766 3,277,000
Experiential Product Development 0 0 1,042,000
The following program supports all strategic outcomes within this organization.
Internal Services 0 8,605,370 8,805,000
Funds not allocated to the 2015–16 Program Alignment Architecture 57,975,770 0 0
Total 57,975,770 57,972,388 57,975,770

Canadian Transportation Accident Investigation and Safety Board

Raison d'être

The Canadian Transportation Accident Investigation and Safety Board is referred to as the Transportation Safety Board of Canada (TSB) in its day-to-day activities. The TSB is an independent agency created in 1990 by an Act of Parliament. It operates at arm's length from other government departments and agencies to ensure that there are no real or perceived conflicts of interest. TSB's sole objective is to advance air, marine, rail and pipeline transportation safety. This mandate is fulfilled by conducting independent investigations into selected transportation occurrences to identify the causes and contributing factors and the safety deficiencies evidenced by an occurrence. TSB makes recommendations to reduce or eliminate any such safety deficiencies and reports publicly on its investigations. The TSB then follows-up with stakeholders to ensure that safety actions are taken to reduce risks and improve safety.

The TSB may also represent Canadian interests in foreign investigations of transportation accidents involving Canadian registered licensed or manufactured aircraft ships or railway rolling stock. In addition the TSB carries out some of Canada's obligations related to transportation safety at the International Civil Aviation Organization (ICAO) and the International Maritime Organization (IMO).

The Leader of the Government in the House of Commons is the designated minister for the purposes of tabling the TSB's administrative reports in Parliament, such as the Report on Plans and Priorities and Departmental Performance Report. The TSB forms part of the Privy Council portfolio of departments and agencies.

Organizational Estimates

Figure 42. Organizational Estimates - Budgetary - Canadian Transportation Accident Investigation and Safety Board

The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 89. Organizational Estimates (dollars) - Canadian Transportation Accident Investigation and Safety Board
  2013–14 Expenditures 2014–15 Main Estimates 2014–15 Estimates To Date 2015–16 Main Estimates
Budgetary
Voted
1 Program expenditures 29,455,776 25,757,380 26,058,380 26,290,301
Total voted 29,455,776 25,757,380 26,058,380 26,290,301
Total Statutory 3,847,418 3,285,011 3,324,011 3,439,498
Total budgetary 33,303,194 29,042,391 29,382,391 29,729,799

Highlights

The TSB is estimating budgetary expenditures of $29.7 million in 2015–16. Of this amount, $26.3 million requires approval by Parliament. The remaining $3.4 million represents statutory forecasts that do not require additional approval and are provided for information purposes. The organization's funding through Main Estimates has increased from 2014–15 by $0.7 million due to an increase in funding for collective bargaining adjustments.

Significant variances between the TSB's funding in Main Estimates and actual year-end expenditures are explained by additional sources of funding. The department receives additional funding through transfers from Treasury Board votes for the carry-forward of unused funds from the previous year, for collective bargaining adjustments, and for severance and parental benefits paid during the year. The TSB may also receive additional funding from Parliament through Supplementary Estimates for funding pressures created by the investigation of a significant transportation occurrence (e.g. Lac-Mégantic, Quebec).

During 2014–15, the TSB completed a review of its performance measurement framework. The titles and descriptions of its programs have consequently been updated. Additionally, the allocation of funding for specialized activities in support of all four programs (e.g. engineering and technical, human factors) has been modified to align with the proportion of active investigations in each mode at the time of preparation of the Main Estimates. The new allocation process explains the relative differences in funding by program between the 2014–15 and 2015–16 Main Estimates.

In 2015–16, the TSB will continue to strive to be a world leader in influencing changes that advance transportation safety. This vision statement will be achieved by focusing on four strategic objectives: responding, managing, communicating and advocating. This four-pronged approach provides a clear framework to guide investments and activities for the planning horizon.

Details on the TSB's priorities will be available in its 2015–16 Report on Plans and Priorities.

Expenditures by Strategic Outcome and Program

Table 90. Expenditures by Strategic Outcome and Program - Budgetary - Canadian Transportation Accident Investigation and Safety Board
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
Independent investigations into transportation occurrences contribute to making the transportation system safer.
Aviation occurrence investigations 14,671,477 12,778,652 12,537,059
Rail occurrence investigations 6,883,816 4,646,783 5,332,576
Marine occurrence investigations 5,457,349 4,646,782 4,902,097
Pipeline occurrence investigations 353,442 580,848 600,535
The following program supports all strategic outcomes within this organization.
Internal Services 5,937,110 6,389,326 6,357,532
Total 33,303,194 29,042,391 29,729,799

Canadian Transportation Agency

Raison d'être

The Canadian Transportation Agency (CTA) is an independent, quasi-judicial tribunal and economic regulator. It makes decisions and determinations on a wide range of matters within the federal transportation system under the authority of Parliament, as set out in the Canada Transportation Act and other legislation.

CTAʼs mandate includes:

Additional information can be found in CTA's Report on Plans and Priorities.

The Minister of Transport is responsible for this organization.

Organizational Estimates

Figure 43. Organizational Estimates - Budgetary - Canadian Transportation Agency

The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 91. Organizational Estimates (dollars) - Canadian Transportation Agency
  2013–14 Expenditures 2014–15 Main Estimates 2014–15 Estimates To Date 2015–16 Main Estimates
Budgetary
Voted
1 Program expenditures 25,561,336 24,299,370 24,299,370 24,313,366
Total voted 25,561,336 24,299,370 24,299,370 24,313,366
Total Statutory 3,415,602 3,351,252 3,351,252 3,420,038
Total budgetary 28,976,938 27,650,622 27,650,622 27,733,404

Highlights

The CTA is estimating budgetary expenditures of $27.7 million in 2015–16. Of this amount, $24.3 million requires approval by Parliament. The remaining $3.4 million represents statutory forecasts that do not require additional approval and are provided for information purposes.

In 2015–16, CTAʼs planned expenditures will remain approximately the same as previous years, during which the CTA has absorbed a number of new mandates without additional funding. In addition to carrying out its ongoing activities, the CTA will carry out work related to its new responsibilities and continue the implementation of its 2014-2017 Strategic Plan and will continue to carry out the activities related to the priorities below:

Expenditures by Strategic Outcome and Program

Table 92. Expenditures by Strategic Outcome and Program - Budgetary - Canadian Transportation Agency
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
Transparent, fair and timely dispute resolution and economic regulation of the national transportation system.
Economic Regulation 12,027,105 11,760,314 11,814,081
Adjudication and Alternative Dispute Resolution 8,982,629 8,978,938 10,052,252
The following program supports all strategic outcomes within this organization.
Internal Services 7,967,204 6,911,370 5,867,071
Total 28,976,938 27,650,622 27,733,404

Chief Electoral Officer

Raison d'être

The Office of the Chief Electoral Officer, commonly known as Elections Canada, is an independent, non-partisan agency that reports directly to Parliament. Its mandate is to be prepared to conduct a federal general election, by-election or referendum; to administer the political financing provisions of the Canada Elections Act; to monitor compliance with electoral legislation; to conduct public information campaigns on voter registation, voting and becoming a candidate; to conduct education programs for students on the electoral process; to provide support to the independent commissions in charge of adjusting the boundaries of federal electoral districts following each decennial census; to carry out studies on alternative voting methods and, with the approval of parliamentarians, test alternative voting processes for future use during electoral events; to provide assistance and co-operation in electoral matters to electoral agencies in other countries or to international organizations.

The Leader of the Government in the House of Commons is the designated minister for the purpose of tabling the Chief Electoral Officer's administrative reports in Parliament, including the Report on Plans and Priorities and Departmental Performance Report.

Organizational Estimates

Figure 44. Organizational Estimates - Budgetary - Chief Electoral Officer

The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 93. Organizational Estimates (dollars) - Chief Electoral Officer
  2013–14 Expenditures 2014–15 Main Estimates 2014–15 Estimates To Date 2015–16 Main Estimates
Budgetary
Voted
1 Program expenditures 30,177,120 30,538,285 30,538,285 29,204,976
Total voted 30,177,120 30,538,285 30,538,285 29,204,976
Total Statutory 90,050,629 66,572,147 66,572,147 366,754,841
Total budgetary 120,227,749 97,110,432 97,110,432 395,959,817

Highlights

Elections Canada is estimating budgetary expenditures of $396.0 million in 2015–16. Of this amount, $29.2 million requires approval by Parliament. The remaining $366.8 million represents statutory forecasts and is provided for information purposes.

Overall for 2015–16, Elections Canada is estimating a net increase of $298.8 million from the 2014–15 Estimates to Date. This increase is explained as follows:

Additional information can be found in Elections Canada's Report on Plans and Priorities.

The 2014–15 Main Estimates and Estimates to Date exclude funding for the following statutory items:

The disposition of all authorities will be available in Elections Canada's 2014–15 Departmental Performance Report and the Public Accounts.

Expenditures by Strategic Outcome and Program

Table 94. Expenditures by Strategic Outcome and Program - Budgetary - Chief Electoral Officer
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
An Accessible Electoral Framework that Canadians Trust and Use.
Electoral Operations 45,326,885 34,938,217 277,113,580
Regulation of Electoral Activities 27,960,704 19,959,354 79,015,382
Electoral Engagement 7,974,120 8,441,546 8,060,043
The following program supports all strategic outcomes within this organization.
Internal Services 38,966,040 33,771,315 31,770,812
Total 120,227,749 97,110,432 395,959,817

Citizenship and Immigration

Raison d'être

In the first years after Confederation, Canada's leaders had a powerful vision: to connect Canada by rail and make the West the world's breadbasket as a foundation for the country's economic prosperity. This vision meant quickly populating the Prairies, leading the Government of Canada to establish its first national immigration policies. Immigrants have been a driving force in Canada's nationhood and its economic prosperity – as farmers settling lands, as workers in factories fuelling industrial growth, as entrepreneurs and as innovators helping Canada to compete in the global, knowledge-based economy.

Citizenship and Immigration Canada (CIC) selects foreign nationals as permanent and temporary residents and offers Canada's protection to refugees. CIC develops Canada's admissibility policy, which sets the conditions for entering and remaining in Canada; it also conducts, in collaboration with its partners, the screening of potential permanent and temporary residents to protect the health, safety and security of Canadians. Fundamentally, CIC builds a stronger Canada by helping immigrants and refugees settle and integrate into Canadian society and the economy, and by encouraging and facilitating Canadian citizenship.

The Minister of Citizenship and Immigration is responsible for this organization.

Organizational Estimates

Figure 45. Organizational Estimates - Budgetary - Citizenship and Immigration

The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.

Figure 46. Organizational Estimates - Non-budgetary - Citizenship and Immigration

The following chart presents the organizational breakdown of voted and statutory non budgetary expenditures and estimates for the past three years.
Table 95. Organizational Estimates (dollars) - Citizenship and Immigration
  2013–14 Expenditures 2014–15 Main Estimates 2014–15 Estimates To Date 2015–16 Main Estimates
Budgetary
Voted
1 Operating expenditures 521,744,743 556,389,499 571,736,404 566,527,428
5 Grants and contributions 956,179,457 976,456,536 1,000,063,019 993,529,386
- Write-off outstanding immigration loans 0 0 1,145,251 0
- Debt write-off – Immigration loans 798,855 0 0 0
Total voted 1,478,723,055 1,532,846,035 1,572,944,674 1,560,056,814
Total Statutory (100,028,360) (147,404,972) (147,909,083) (95,389,806)
Total budgetary 1,378,694,695 1,385,441,063 1,425,035,591 1,464,667,008
Non-budgetary
Total Statutory 802,804 0 0 0
Total non-budgetary 802,804 0 0 0

Highlights

CIC's budgetary Main Estimates for 2015–16 of $1,464.7 million, represent a net increase of $79.2million from the previous year.

The following are the highlights of this change:

Further information can be found in the Report on Plans and Priorities at: http://www.cic.gc.ca/english/resources/publications/rpp/index.asp

Expenditures by Strategic Outcome and Program

Table 96. Expenditures by Strategic Outcome and Program - Budgetary - Citizenship and Immigration
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
Newcomers and citizens participate in fostering an integrated society.
Newcomer Settlement and Integration 970,807,076 1,002,954,353 1,014,017,140
Citizenship for Newcomers and All Canadians 62,517,787 109,789,678 68,062,779
Multiculturalism for Newcomers and All Canadians 9,793,615 13,208,032 13,049,066
Migration of permanent and temporary residents that strengthens Canada's economy.
Permanent Economic Residents 79,311,817 80,799,944 99,145,934
Temporary Economic Residents 20,831,035 34,918,556 24,278,038
Family and humanitarian migration that reunites families and offers protection to the displaced and persecuted.
Family and Discretionary Immigration 44,096,198 46,863,229 37,572,058
Refugee Protection 28,698,237 35,205,049 30,059,852
Managed migration and facilitated travel that promote Canadian interests and protect the health, safety and security of Canadians.
Migration Control and Security Management 93,642,100 84,966,649 124,537,482
Health Protection 38,115,873 58,356,894 63,217,689
Canadian Influence in International Migration and Integration Agenda 5,616,646 8,156,032 5,177,541
Passport (206,332,014) (254,192,238) (202,153,477)
The following program supports all strategic outcomes within this organization.
Internal Services 231,596,325 164,414,885 187,702,906
Total 1,378,694,695 1,385,441,063 1,464,667,008
Table 97. Expenditures by Strategic Outcome and Program - Non-budgetary - Citizenship and Immigration
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
Newcomers and citizens participate in fostering an integrated society.
Newcomer Settlement and Integration 802,804 0 0
Total 802,804 0 0

Listing of the 2015–16 Transfer Payments

Table 98. Listing of the 2015–16 Transfer Payments - Citizenship and Immigration
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
Grants
Grant for the Canada-Quebec Accord on Immigration 319,967,000 319,967,000 340,568,000
Grants in support of the Multiculturalism Program 2,005,634 3,000,000 3,000,000
Grant for Migration Policy Development 348,707 350,000 350,000
Contributions
Settlement Program 572,212,198 588,197,002 588,597,002
Resettlement Assistance 51,163,272 54,922,768 54,922,768
Contributions in support of the Multiculturalism Program 4,576,187 5,521,316 4,593,166
International Organization for Migration 1,716,884 1,454,000 1,454,000
Task Force for International Cooperation on Holocaust Education, Remembrance and Research 45,114 44,450 44,450

Civilian Review and Complaints Commission for the Royal Canadian Mounted Police

Raison d'être

The Civilian Review and Complaints Commission for the Royal Canadian Mounted Police (the Commission) is an independent agency created by Parliament and is not part of the Royal Canadian Mounted Police (RCMP). The Commission's fundamental role is to provide civilian review of the conduct of the RCMP members in carrying out their policing duties, thereby holding the RCMP accountable to the public. The Commission ensures that complaints about the conduct of RCMP members are examined fairly and impartially. Its findings and recommendations help identify and remedy policing problems which stem from the conduct of individual RCMP members or from deficiencies in RCMP policies or practices. The Commission also conducts reviews of specified RCMP activities, reports to provinces which contract RCMP services, conducts research, program outreach and public education, and provides independent observers to investigations of serious incidents involving RCMP members.

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

Organizational Estimates

Figure 47. Organizational Estimates - Budgetary - Civilian Review and Complaints Commission for the Royal Canadian Mounted Police

The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 99. Organizational Estimates (dollars) - Civilian Review and Complaints Commission for the Royal Canadian Mounted Police
  2013–14 Expenditures 2014–15 Main Estimates 2014–15 Estimates To Date 2015–16 Main Estimates
Budgetary
Voted
1 Program expenditures 7,958,517 9,049,115 9,049,115 9,032,529
Total voted 7,958,517 9,049,115 9,049,115 9,032,529
Total Statutory 831,317 961,267 961,267 979,194
Total budgetary 8,789,834 10,010,382 10,010,382 10,011,723

Highlights

The Commission is estimating budgetary expenditures of $10.0 million in 2015–16. Of this amount, $9.0 million requires approval by Parliament. The remaining $979 thousand represents statutory authorities that do not require additional approval and are provided for information purposes.

The Commission's expenditures have remained the same from the previous year.

In 2015–16, the Commission will continue to identify and address the policing issues of daily concern to Canadians. The Commission will examine the conduct of RCMP members in relation to specific complaints and monitor wider trends and developments in RCMP policy and practices. The Commission will provide recommendations that enhance the accountability of the RCMP and contribute to the public's trust and confidence in the RCMP and its members. The Commission will assume new responsibilities outlined in the Enhancing Royal Canadian Mounted Police Accountability Act, which include conducting reviews of specified RCMP activities, providing enhanced reporting to provinces which contract for RCMP services and conducting research and outreach.

Details on our priorities will be made available in our 2015–16 Report on Plans and Priorities.

Expenditures by Strategic Outcome and Program

Table 100. Expenditures by Strategic Outcome and Program - Budgetary - Civilian Review and Complaints Commission for the Royal Canadian Mounted Police
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
Public Confidence in the RCMP.
Civilian review of RCMP membersʼ conduct in the performance of their duties 4,361,336 6,206,437 6,307,346
The following program supports all strategic outcomes within this organization.
Internal Services 4,428,498 3,803,945 3,704,377
Total 8,789,834 10,010,382 10,011,723

Commissioner for Federal Judicial Affairs

Raison d'être

The Office of the Commissioner for Federal Judicial Affairs (FJA) provides services to the Canadian judiciary and promotes judicial independence. The Minister of Justice is responsible for this organization.

Organizational Estimates

Figure 48. Organizational Estimates - Budgetary - Commissioner for Federal Judicial Affairs

The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 101. Organizational Estimates (dollars) - Commissioner for Federal Judicial Affairs
  2013–14 Expenditures 2014–15 Main Estimates 2014–15 Estimates To Date 2015–16 Main Estimates
Budgetary
Voted
1 Commissioner for Federal Judicial Affairs – Operating expenditures 8,552,642 8,643,425 8,709,844 7,942,728
5 Canadian Judicial Council – Operating expenditures 1,526,534 1,513,611 3,113,611 1,513,611
Total voted 10,079,176 10,157,036 11,823,455 9,456,339
Total Statutory 491,263,105 501,551,810 501,551,810 515,394,781
Total budgetary 501,342,281 511,708,846 513,375,265 524,851,120

Highlights

FJA is estimating budgetary expenditures of $524.9 million in 2015–16. Of this amount, $9.5 million requires approval by Parliament. The remaining $515.4 million represents statutory forecasts that do not require additional approval and are provided for information purposes.

The total spending for the department shows a continual increase over the planning period.

A net increase of $13.1 million in statutory forecast from the 2014–15 Main Estimates is due to an increase in the number of judicial appointments, an increase in the overall average in the amounts of pensions being paid to pensioners in accordance with the Judges Act, as well as a provision for a salary increase to federally appointed judges.

Please refer to the 2015–16 Report on Plans and Priorities for additional information.

Expenditures by Strategic Outcome and Program

Table 102. Expenditures by Strategic Outcome and Program - Budgetary - Commissioner for Federal Judicial Affairs
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
An independent and efficient Federal Judiciary.
Payments Pursuant to the Judges Act 490,350,437 500,885,033 514,430,443
Federal Judicial Affairs 8,455,757 8,454,448 7,994,262
Canadian Judicial Council 1,681,809 1,642,565 1,699,615
The following program supports all strategic outcomes within this organization.
Internal Services 854,278 726,800 726,800
Total 501,342,281 511,708,846 524,851,120

Communications Security Establishment

Raison d'être

As mandated by the National Defence Act, the Communications Security Establishment's (CSE) Signals Intelligence program provides foreign intelligence that addresses the Government of Canada's vital interests in defence, security, and international affairs through the collection, processing, analysis and reporting of intelligence. The Signals Intelligence program also helps protect the electronic information and information infrastructures of importance to the Government of Canada, and provides technical and operational assistance to federal law enforcement and security agencies.

CSE's Information Technology Security program provides advice, guidance, and services to help ensure the protection of electronic information and information systems of importance to the Government of Canada.

The Minister of National Defence is responsible for CSE.

Organizational Estimates

Figure 49. Organizational Estimates - Budgetary - Communications Security Establishment

The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 103. Organizational Estimates (dollars) - Communications Security Establishment
  2013–14 Expenditures 2014–15 Main Estimates 2014–15 Estimates To Date 2015–16 Main Estimates
Budgetary
Voted
1 Program expenditures 409,487,182 796,802,239 807,326,873 503,831,701
Total voted 409,487,182 796,802,239 807,326,873 503,831,701
Total Statutory 34,185,863 32,329,679 32,513,866 34,370,029
Total budgetary 443,673,045 829,131,918 839,840,739 538,201,730

Highlights

The CSE is estimating budgetary expenditures of $538.2 million in 2015–16. Of this amount, $503.8 million requires approval of Parliament. The remaining $34.4 million represents statutory forecasts that do not require additional approval and are provided for information purposes.

The Main Estimates for the department are $538.2 million, a net decrease of $290.9 million. The major changes are as follows:

Expenditures by Strategic Outcome and Program

Table 104. Expenditures by Strategic Outcome and Program - Budgetary - Communications Security Establishment
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
Foreign signals intelligence and technical security capabilities advance and protect Canada's vital interests.
Signals Intelligence 302,063,349 598,535,605 388,225,246
Information Technology (IT) Security 141,609,696 230,596,313 149,976,484
Total 443,673,045 829,131,918 538,201,730

Copyright Board

Raison d'être

The Copyright Board is an economic regulatory body empowered to establish, either mandatorily or at the request of an interested party, the royalties to be paid for the use of copyrighted works, when the administration of such copyright is entrusted to a collective-administration society. The Board also has the right to supervise agreements between users and licensing bodies and issues licences when the copyright owner cannot be located.

The Minister of Industry is responsible for this organization.

Organizational Estimates

Figure 50. Organizational Estimates - Budgetary - Copyright Board

The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 105. Organizational Estimates (dollars) - Copyright Board
  2013–14 Expenditures 2014–15 Main Estimates 2014–15 Estimates To Date 2015–16 Main Estimates
Budgetary
Voted
1 Program expenditures 2,531,986 2,829,969 2,829,969 2,818,917
Total voted 2,531,986 2,829,969 2,829,969 2,818,917
Total Statutory 247,686 286,343 286,343 291,796
Total budgetary 2,779,672 3,116,312 3,116,312 3,110,713

Highlights

The Copyright Board of Canada is estimating budgetary expenditures of $3.1 million in 2015–16. Of this amount, $2.8 million require approval by Parliament and the remaining $291.8 thousand represents statutory forecasts that do not require additional approval and are provided for information purposes.

The Copyright Board of Canada will continue to ensure balanced decision-making and provide proper incentive for the creation and use of copyright works. The Board will also examine possible avenues to improve its practices and procedures, with the aim of streamlining them and reduce uncertainty, while safeguarding fairness of process.

Expenditures by Strategic Outcome and Program

Table 106. Expenditures by Strategic Outcome and Program - Budgetary - Copyright Board
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
Fair decision-making to provide proper incentives for the creation and use of copyrighted works.
Copyright Tariff Setting and Issuance of Licences 2,251,535 2,524,213 2,519,678
The following program supports all strategic outcomes within this organization.
Internal Services 528,137 592,099 591,035
Total 2,779,672 3,116,312 3,110,713

Correctional Service of Canada

Raison d'être

The Minister of Public Safety and Emergency Preparedness is responsible for the Correctional Service of Canada.

The purpose of the federal correctional system, as defined in law, is to contribute to the maintenance of a just, peaceful and safe society by carrying out sentences imposed by courts through the safe and humane custody and supervision of offenders; and by assisting the rehabilitation of offenders and their reintegration into the community as law-abiding citizens through the provision of programs in penitentiaries and in the community (Corrections and Conditional Release Act, s. 3).

The Correctional Service of Canada, as part of the criminal justice system and respecting the rule of law, contributes to public safety by actively encouraging and assisting offenders to become law-abiding citizens, while exercising reasonable, safe, secure and humane control.

Additional information can be found in the organization's Report on Plans and Priorities.

Organizational Estimates

Figure 51. Organizational Estimates - Budgetary - Correctional Service of Canada

The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.

Figure 52. Organizational Estimates - Non-budgetary - Correctional Service of Canada

The following chart presents the organizational breakdown of voted and statutory non budgetary expenditures and estimates for the past three years.
Table 107. Organizational Estimates (dollars) - Correctional Service of Canada
  2013–14 Expenditures 2014–15 Main Estimates 2014–15 Estimates To Date 2015–16 Main Estimates
Budgetary
Voted
1 Operating expenditures, grants and contributions 2,116,015,356 1,913,020,536 1,914,586,608 1,928,746,713
5 Capital expenditures 378,371,594 184,244,519 179,030,339 176,944,519
Total voted 2,494,386,950 2,097,265,055 2,093,616,947 2,105,691,232
Total Statutory 255,904,525 237,417,337 237,417,337 244,797,694
Total budgetary 2,750,291,475 2,334,682,392 2,331,034,284 2,350,488,926
Non-budgetary
Voted
- Loans to individuals under mandatory supervision and parolees through the Paroleesʼ Loan Account 405 0 0 0
Total voted 405 0 0 0
Total non-budgetary 405 0 0 0

Highlights

The Correctional Service of Canada is estimating budgetary expenditures of $2,350.5 million in 2015–16. Of this amount, $2,105.7 million requires approval by Parliament. The remaining $244.8 million represents statutory forecasts that do not require additional approval and are provided for information purposes. This represents a net increase of $15.8 million from 2014–15 Main Estimates.

The major changes are as follows:

Expenditures by Strategic Outcome and Program

Table 108. Expenditures by Strategic Outcome and Program - Budgetary - Correctional Service of Canada
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
The custody, correctional interventions, and supervision of offenders in communities and in institutions, contribute to public safety.
Custody 1,821,642,937 1,471,011,448 1,501,862,617
Correctional Interventions 463,803,680 465,029,970 410,155,772
Community Supervision 124,169,547 93,399,963 129,857,404
The following program supports all strategic outcomes within this organization.
Internal Services 340,675,311 305,241,011 308,613,133
Total 2,750,291,475 2,334,682,392 2,350,488,926
Table 109. Expenditures by Strategic Outcome and Program - Non-budgetary - Correctional Service of Canada
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
The custody, correctional interventions, and supervision of offenders in communities and in institutions, contribute to public safety.
Correctional Interventions 405 0 0
Total 405 0 0

Listing of the 2015–16 Transfer Payments

Table 110. Listing of the 2015–16 Transfer Payments - Correctional Service of Canada
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
Grants
Grant to the University of Saskatchewan College of Medicine for a psychiatric residency seat 122,774 160,000 160,000
Grant to the University of Saskatchewan for Forensic Research Centre 120,000 122,000 122,000
Contributions
Correctional Services of Canada's National Infrastructure Contribution Program 0 4,700,000 5,680,000

Courts Administration Service

Raison d'être

The Courts Administration Service (CAS) was established in 2003 with the coming into force of the Courts Administration Service Act. The role of CAS is to provide effective and efficient judicial registry and corporate services to four superior courts of record – the Federal Court of Appeal, the Federal Court, the Court Martial Appeal Court of Canada and the Tax Court of Canada. The Act enhances judicial independence by placing administrative services at arm's length from the Government of Canada and enhances accountability for the use of public money.

The Minister of Justice is responsible for this organization.

Organizational Estimates

Figure 53. Organizational Estimates - Budgetary - Courts Administration Service

The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 111. Organizational Estimates (dollars) - Courts Administration Service
  2013–14 Expenditures 2014–15 Main Estimates 2014–15 Estimates To Date 2015–16 Main Estimates
Budgetary
Voted
1 Program expenditures 60,297,478 61,260,445 61,260,445 57,320,466
Total voted 60,297,478 61,260,445 61,260,445 57,320,466
Total Statutory 7,045,081 6,784,298 6,784,298 6,632,121
Total budgetary 67,342,559 68,044,743 68,044,743 63,952,587

Highlights

The CAS is estimating budgetary expenditures of $64.0 million in 2015–16. Of this amount, $57.3 million requires approval by Parliament. The remaining $6.6 million represents the statutory funding forecast that does not require additional approval and is provided for information purposes.

The core programs of the CAS have remained relatively constant over the years. Nevertheless, CAS' reference levels have been impacted by legislative changes affecting the workload of the federal courts as well as various government initiatives. The activities that have caused the majority of the variations in reference levels include:

The decrease in the 2015–16 Main Estimates compared to 2014–15 is mainly due to funding related to the Division 9 proceedings of the IRPA that sunsets in March 2015. Reallocations between programs have been made for 2015–16 based on the new Guide on Internal Services Expenditures.

In addition to the sunset funding mentioned above, the main variance from 2013–14 expenditures to 2015–16 Main Estimates is associated with funding for the implementation of Bill C-11, An Act to amend the Immigration and Refugee Protection Act and the Federal Courts Act. This funding is included within the Main Estimates, but related expenditures are contingent upon the appointment of judges. There have been two judicial appointments to date.

More details on important trends and variances can be found in the CAS 2015–16 Report on Plans and Priorities, as well as the Financial Statements Discussion and Analysis and the Quarterly Financial Reports.

Expenditures by Strategic Outcome and Program

Table 112. Expenditures by Strategic Outcome and Program - Budgetary - Courts Administration Service
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
The public has timely and fair access to the litigation processes of the Federal Court of Appeal, the Federal Court, the Court Martial Appeal Court of Canada and the Tax Court of Canada.
Registry Services 25,014,862 26,673,348 23,937,466
Judicial Services 21,333,113 22,379,302 23,176,362
The following program supports all strategic outcomes within this organization.
Internal Services 20,994,584 18,992,093 16,838,759
Total 67,342,559 68,044,743 63,952,587

Economic Development Agency of Canada for the Regions of Quebec

Raison d'être

Under its Act, the Economic Development Agency of Canada for the Regions of Quebec's (the Agency) mission is to "promote the long-term economic development of the regions of Quebec by giving special attention to those where slow economic growth is prevalent or opportunities for productive employment are inadequate".

As part of its mission, the Agency promotes the start-up and performance of businesses. It helps them become more competitive, productive, innovative and active on domestic and foreign markets. It supports communities' engagement efforts in Quebec's regions and helps to attract investment that will increase the prosperity of the Quebec and Canadian economies.

The Agency works with businesses, primarily small and medium-sized enterprises, as well as non-profit organizations through its business offices. By providing financial assistance for projects, among other things, the Agency supports their development efforts.

The Minister of Infrastructure, Communities and Intergovernmental Affairs and the Minister of the Economic Development Agency of Canada for the Regions of Quebec is responsible for this organization.

Organizational Estimates

Figure 54. Organizational Estimates - Budgetary - Economic Development Agency of Canada for the Regions of Quebec

The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 113. Organizational Estimates (dollars) - Economic Development Agency of Canada for the Regions of Quebec
  2013–14 Expenditures 2014–15 Main Estimates 2014–15 Estimates To Date 2015–16 Main Estimates
Budgetary
Voted
1 Operating expenditures 38,574,722 37,907,218 38,319,239 38,266,985
5 Grants and contributions 225,935,280 205,309,446 212,168,051 217,995,801
Total voted 264,510,002 243,216,664 250,487,290 256,262,786
Total Statutory 4,795,815 4,623,953 4,623,953 4,819,408
Total budgetary 269,305,817 247,840,617 255,111,243 261,082,194

Highlights

The Agency's total budget for fiscal year 2015–16 amounts to $ 261.1 million. This budget will be used to for expenditures within its four program activities: business development, regional economic development, strengthening of community economies and internal services.

Compared to fiscal year 2014–15, the Agency's budget reflects an increase of $13.2 million (5.3%). Planned operating expenditures and statutory expenditures are stable between the two years. The main variation relates to grants and contributions planned expenditures, with an increase of $12.7 million dollars.

Overall, in 2015–16, the Lac-Mégantic Economic Recovery Initiative and the Initiative to Combat the Spruce Budworm account for $10.1million of the increase in spending on contributions.

Also, the amount reinvested in grants and contributions in 2015–16 from repayable contributions to Agency clients increased compared to the previous year by approximately $2.8 million.

Business Development: The Agency will continue to support business development by promoting entrepreneurship and business performance. To contribute to the economic growth of Quebec, one of the Agencyʼs priorities is to maintain and support business growth. More specifically, the Agency will support entrepreneurship by encouraging enterprise start-ups and pre-start-ups. It also works to enhance the competitiveness of enterprises by supporting their productivity and expansion, innovation and technology transfer, commercialization and export projects.

Regional economic development: The Agency will also continue to support regional economic development by encouraging the mobilization of regions with respect to their taking charge of their own economic development and by stimulating investments in all regions of Quebec. To do this, it will continue to support the regions in their efforts to acquire the facilities necessary to benefit from their assets in order to stimulate business and generate economic benefits. It will also add value to the promotion of regional assets in order to increase tourism spending and attract investment.

Strengthening of community economies: To strengthen the community economies, the Agency will continue to provide its support through the Community Futures Program. It will continue to act as Infrastructure Canadaʼs implementation partner for the management of programs dedicated to infrastructure for Quebec. Through specific initiatives, the Agency will continue to support economic activity in Quebec communities to stabilize or strengthen their economies. In addition, the Agency plans to continue in 2015–16, via one-time or targeted support, the delivery of two initiatives, the Economic Diversification Initiative for Quebec Communities dependent on the Chrysotile Industry and the Lac-Mégantic Economic Recovery Initiative.

Internal services: Internal Services are groups of related activities and resources managed to meet the needs of programs and other corporate obligations of the organization.

One of the Agency's priorities with regard to internal services, is to continue its modernization in order to improve its performance by:

Additional information regarding the authorities, mandate and programs of the Agency are available in the Report on Plans and Priorities.

Expenditures by Strategic Outcome and Program

Table 114. Expenditures by Strategic Outcome and Program - Budgetary - Economic Development Agency of Canada for the Regions of Quebec
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
Quebec's regions have a growing economy.
Business Development 147,594,134 146,609,271 151,677,176
Strengthening Community Economies 64,286,545 38,816,648 53,720,902
Regional Economic Development 39,132,388 48,507,928 35,237,511
The following program supports all strategic outcomes within this organization.
Internal Services 18,292,750 13,906,770 20,446,605
Total 269,305,817 247,840,617 261,082,194

Listing of the 2015–16 Transfer Payments

Table 115. Listing of the 2015–16 Transfer Payments - Economic Development Agency of Canada for the Regions of Quebec
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
Grants
Grants under the Quebec Economic Development Program 16,504 1,650,000 1,650,000
Contributions
Contributions under the Quebec Economic Development Program 197,447,309 174,691,428 187,377,783
Contributions under the Community Futures Program 28,471,467 28,968,018 28,968,018

Employment and Social Development

Raison d'être

The mission of Employment and Social Development Canada (ESDC), including the Labour Program and Service Canada, is to build a stronger and more competitive Canada, to support Canadians in making choices that help them live productive and rewarding lives, and to improve Canadians' quality of life. ESDC delivers a range of programs and services that affect Canadians throughout their lives.

ESDC provides seniors with basic income security, supports unemployed workers, helps students finance their post-secondary education, and assists parents who are raising young children. The Labour Program is responsible for labour laws and policies in federally regulated workplaces. Service Canada helps citizens access ESDC's programs, as well as other Government of Canada programs and services. Additional information can be found in the organization's Report on Plan and Priorities.

Organizational Estimates

Figure 55. Organizational Estimates - Budgetary - Employment and Social Development

The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.

Figure 56. Organizational Estimates - Non-budgetary - Employment and Social Development

The following chart presents the organizational breakdown of voted and statutory non budgetary expenditures and estimates for the past three years.
Table 116. Organizational Estimates (dollars) - Employment and Social Development
  2013–14 Expenditures 2014–15 Main Estimates 2014–15 Estimates To Date 2015–16 Main Estimates
Budgetary
Voted
1 Operating expenditures 645,699,959 571,067,134 595,942,784 561,409,860
5 Grants and contributions 1,697,786,241 1,227,675,995 1,755,397,995 1,712,658,484
- Debt write-off – Canada Student Loans 0 0 294,647,678 0
Total voted 2,343,486,200 1,798,743,129 2,645,988,457 2,274,068,344
Total Statutory 47,303,426,321 49,872,029,598 49,548,277,143 51,991,467,772
Total budgetary 49,646,912,521 51,670,772,727 52,194,265,600 54,265,536,116
Non-budgetary
Total Statutory 1,099,875,159 779,981,475 826,283,289 1,027,422,531
Total non-budgetary 1,099,875,159 779,981,475 826,283,289 1,027,422,531

Highlights

ESDC is planning budgetary expenditures on programs and services totaling $54.3 billion in 2015–16, of which $51.6 billion, or more than 95%, will directly benefit Canadians through the Old Age Security Program, the Universal Child Care Benefit and other statutory transfer payment programs.

Of the total amount of planned expenditures, $2.3 billion requires approval from Parliament. The remaining $52.0 billion represents statutory forecasts that do not require additional approval and are provided for information purposes.

The 2015–16 planned spending represents an increase of $4.6 billion, or approximately 9.3%, when compared to the 2013–14 actual budgetary expenditures of $49.6 billion. This increase is mostly explained by an increase to Old Age Security and Guaranteed Income Supplement payments resulting from the aging population and the planned increase in the average monthly benefit amount.

When compared to the 2014–15 budgetary Main Estimates of $51.7 billion, the 2015–16 planned expenditures represent a net increase of $2.6 billion.

This increase is primarily associated with statutory items. In particular, the forecasted Old Age Security and Guaranteed Income Supplement payments total $45.5 billion and represent an increase of $1.4 billion and $483 million respectively, explained by changes in the average rates of payment and in the number of beneficiaries. Other factors contributing to the increase include:

Changes to Vote 1 and Vote 5 are as follows:

Expenditures by Strategic Outcome and Program

Table 117. Expenditures by Strategic Outcome and Program - Budgetary - Employment and Social Development
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
Income security, access to opportunities and well-being for individuals, families and communities.
Income Security 42,094,313,717 44,557,391,657 46,624,099,750
Social Development 2,992,414,508 3,052,032,587 3,081,658,183
A skilled, adaptable and inclusive labour force and an efficient labour market.
Learning 2,194,548,765 2,235,678,253 2,391,384,094
Skills and Employment 1,614,076,687 1,159,480,484 1,706,013,120
Safe, fair and productive workplaces and cooperative workplace relations.
Labour 143,416,411 154,124,966 160,715,470
Government-Wide Service Excellence.
Service Network Supporting Government Departments 0 0 56,013,514
Delivery of Services for Other Government of Canada Programs 0 0 22,389,992
The following program supports all strategic outcomes within this organization.
Internal Services 321,838,603 224,942,258 223,261,993
Funds not allocated to the 2015–16 Program Alignment Architecture 286,303,830 287,122,522 0
Total 49,646,912,521 51,670,772,727 54,265,536,116
Table 118. Expenditures by Strategic Outcome and Program - Non-budgetary - Employment and Social Development
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
A skilled, adaptable and inclusive labour force and an efficient labour market.
Learning 1,099,875,159 779,981,475 1,027,422,531
Total 1,099,875,159 779,981,475 1,027,422,531

Listing of the 2015–16 Transfer Payments

Table 119. Listing of the 2015–16 Transfer Payments - Employment and Social Development
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
Grants
Apprenticeship Grants 96,900,000 114,552,200 114,552,200
New Horizons for Seniors Program 34,011,689 36,340,000 41,340,000
Grants to not-for-profit, for-profit, and aboriginal organizations, municipal, provincial and territorial governments for adult learning, literacy and essential skills 175,881 18,300,000 18,300,000
Grants to non-profit organizations for activities eligible for support through the Social Development Partnerships Program 6,515,103 14,775,000 14,775,000
Enabling Accessibility Fund Small Projects Grant 8,703,012 13,650,000 13,650,000
Federal Income Support for Parents of Murdered or Missing Children 70,490 10,000,000 10,000,000
Pathways to Education Canada Grant 0 0 6,000,000
Labour Funding Program 1,167,982 1,703,000 1,703,000
Grants to not-for-profit organizations, individuals, municipal governments, Band/tribal councils and other Aboriginal organizations, public health and educational institutions, Régies régionales, for-profit enterprises, research organizations and research institutes to carry out research on homelessness to help communities better understand and more effectively address homelessness issues 304,677 250,000 250,000
Named grants for the Organization for Economic Co-operation and Development 79,944 100,000 100,000
Total Statutory 46,458,727,144 49,026,537,240 51,057,118,525
Contributions
Payments to provinces, territories, municipalities, other public bodies, organizations, groups, communities, employers and individuals for the provision of training and/or work experience, the mobilization of community resources, and human resource planning and adjustment measures necessary for the efficient functioning of the Canadian labour market 568,384,907 635,962,672 590,945,161
Contributions to not-for-profit organizations, individuals, municipal governments, Band/tribal councils and other Aboriginal organizations, public health and educational institutions, Régies régionales, for-profit enterprises, research organizations and research institutes to support activities to help alleviate and prevent homelessness across Canada and to carry out research on homelessness to help communities better understand and more effectively address homelessness issues 148,192,686 108,050,000 105,050,000
Contributions to provincial/territorial governments, band councils, tribal councils, Aboriginal Skills and Employment Training Strategy agreement holders, municipal governments, not-for-profit organizations, professional associations, business and private sector organizations, consortia, industry groups, unions, regulatory bodies, ad-hoc associations, public health institutions, school boards, universities, colleges, CEGEPs, sector councils, and cross-sectoral councils to support enhanced productivity and competitiveness of Canadian workplaces by supporting investment in and recognition and utilization of skills 13,076,885 27,144,123 27,144,123
Contributions to assist unemployed older workers in communities with ongoing high unemployment and/or affected by downsizing 32,167,196 0 24,000,000
Contributions to organizations to support the development of human resources, economic growth, job creation and retention in official language minority communities 11,999,780 12,000,000 12,000,000
Payments to provinces, territories, municipalities, other public bodies, organizations, groups, communities, employers and individuals for the provision of training and/or work or business experience, the mobilization of community resources and human resource planning and adjustment measures necessary for the social development of Canadians and other participants in Canadian life 7,478,802 5,840,000 5,840,000
Contributions to not-for-profit, for-profit, and aboriginal organizations, municipal, provincial and territorial governments for adult learning, literacy and essential skills 14,692,171 5,209,000 3,209,000
Payments to non-profit organizations to develop national or provincial/territorial/regional educational and awareness activities to help reduce the incidence of elder abuse and fraud 3,814,554 1,800,000 1,800,000
Total Statutory 457,243,787 478,441,676 560,301,287
Other Transfer Payments
Payments to provinces and territories to deliver employment programs and services under the Canada Job Fund and under the Labour Market Agreements 530,713,000 0 500,000,000
Payments to provinces and territories under the Multilateral Framework for Labour Market Agreements for Persons with Disabilities 218,251,611 222,000,000 222,000,000

Enterprise Cape Breton Corporation

Raison d'être

Economic Action Plan 2014 Act, No. 1 dissolved Enterprise Cape Breton Corporation (ECBC), effective June 19, 2014. The economic and community development activities of ECBC and its associated budget have been transitioned over to the Atlantic Canada Opportunities Agency. Other ECBC activities such as real property holdings, environmental remediation of former mine sites, and human resources obligations of the former Cape Breton Development Corporation are now overseen by Public Works and Government Services Canada

Organizational Estimates

Figure 57. Organizational Estimates - Budgetary - Enterprise Cape Breton Corporation

The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 120. Organizational Estimates (dollars) - Enterprise Cape Breton Corporation
  2013–14 Expenditures 2014–15 Main Estimates 2014–15 Estimates To Date 2015–16 Main Estimates
Budgetary
Voted
- Payments to the Enterprise Cape Breton Corporation 50,844,000 49,536,000 49,536,000 0
Total voted 50,844,000 49,536,000 49,536,000 0
Total budgetary 50,844,000 49,536,000 49,536,000 0

Highlights

Not applicable

Expenditures by Strategic Outcome and Program

Table 121. Expenditures by Strategic Outcome and Program - Budgetary - Enterprise Cape Breton Corporation
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
A competitive and sustainable Cape Breton economy.
Property Development 0 2,400,000 0
Commercial Development 0 3,150,000 0
Community Development 0 1,460,000 0
Policy and Advocacy 0 250,000 0
Environmental Stewardship 0 8,692,000 0
Human Resource Obligations 0 32,194,000 0
Regional Service Delivery 0 0 0
The following program supports all strategic outcomes within this organization.
Internal Services 0 1,390,000 0
Funds not allocated to the 2015–16 Program Alignment Architecture 50,844,000 0 0
Total 50,844,000 49,536,000 0

Environment

Raison d'être

The Minister of the Environment is responsible for this organization.

Environment Canada is the lead federal department for a wide range of environmental issues affecting Canadians. The Department also plays a stewardship role in achieving and maintaining a clean, safe and sustainable environment. Environment Canada addresses issues through monitoring, research, policy development, service delivery to Canadians, regulations, enforcement of environmental laws, advancement of clean technologies and strategic partnerships. The Department's programs focus on a clean environment by minimizing threats to Canadians and their environment from pollution; a safe environment by equipping Canadians to make informed decisions on weather, water and climate conditions; and a sustainable environment by conserving and restoring Canada's natural environment. The Department's program focus reflects the increasingly evident interdependence between environmental sustainability and economic well-being.

Organizational Estimates

Figure 58. Organizational Estimates - Budgetary - Environment

The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 122. Organizational Estimates (dollars) - Environment
  2013–14 Expenditures 2014–15 Main Estimates 2014–15 Estimates To Date 2015–16 Main Estimates
Budgetary
Voted
1 Operating expenditures 755,227,966 687,165,091 709,659,520 695,731,283
5 Capital expenditures 50,013,831 52,789,150 55,246,760 63,297,504
10 Grants and contributions 67,998,405 107,286,053 132,315,225 114,340,903
Total voted 873,240,202 847,240,294 897,221,505 873,369,690
Total Statutory 105,709,346 84,927,036 95,660,076 87,681,386
Total budgetary 978,949,548 932,167,330 992,881,581 961,051,076

Highlights

The significant variance between Environment Canada's 2013–14 actual expenditures in the Public Accounts and the 2014–15 Main Estimates are mainly due to adjustments and transfers during the fiscal year. These include the operating and capital carry forwards, the reimbursement of paylist expenditures and the statutory payment to Nature Conservancy of Canada. These in-year changes will also be reflected in the 2014–15 Public Accounts.

Compared with the 2014–15 Main Estimates, Environment Canada's 2015–16 Main Estimates show a net planned spending increase of $28.9 million or 3.1% attributable to an increase of $8.6 million in Operating, $10.5 million in Capital, $7.1 million in Grants and Contributions and $2.7 million in the Employee Benefit Plan.

The major increases are:

These increases are offset by a decrease of $53.5 million related to the following programs:

For Estimates to date, please refer to the 2014–15 Supplementary Estimates (B) and (C).


For further details on trends, please refer to the Report on Plans and Priorities.

Expenditures by Strategic Outcome and Program

Table 123. Expenditures by Strategic Outcome and Program - Budgetary - Environment
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
Canadaʼs natural environment is conserved and restored for present and future generations.
Biodiversity – Wildlife and Habitat 120,519,001 91,592,394 122,779,285
Water Resources 100,322,337 91,196,857 95,770,859
Sustainable Ecosystems 70,727,194 92,013,642 91,480,613
Compliance Promotion and Enforcement – Wildlife 18,208,956 15,821,926 16,115,510
Threats to Canadians and their environment from pollution are minimized.
Climate Change and Clean Air 125,118,027 154,813,450 122,872,074
Substances and Waste Management 84,616,666 75,747,789 85,149,099
Compliance Promotion and Enforcement – Pollution 44,661,876 38,324,642 37,560,222
Canadians are equipped to make informed decisions on changing weather, water and climate conditions.
Weather and Environmental Services for Canadians 182,818,981 165,962,548 192,103,008
Weather and Environmental Services for Targeted Users 26,618,144 25,266,280 15,792,293
The following program supports all strategic outcomes within this organization.
Internal Services 205,338,366 181,427,802 181,428,113
Total 978,949,548 932,167,330 961,051,076

Listing of the 2015–16 Transfer Payments

Table 124. Listing of the 2015–16 Transfer Payments - Environment
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
Grants
Grant in support of The Natural Areas Conservation Program 0 0 22,500,000
Grants for the implementation of the Montreal Protocol on substances that deplete the ozone layer 2,636,000 2,800,000 2,800,000
Grant in support of Weather and Environmental Services for Canadians 38,000 44,000 44,000
Total Statutory 11,207,512 0 0
Contributions
Contributions in support of Biodiversity – Wildlife and Habitat 13,587,798 14,213,902 29,427,064
Contributions in support of Sustainable Ecosystems 11,654,321 15,602,348 17,213,984
Habitat Stewardship Contribution Program 11,916,645 11,769,000 10,564,052
Contributions in support of Climate Change and Clean Air 9,501,716 8,126,572 8,141,572
Contribution to the Canada Foundation for Sustainable Development Technology for the Sustainable Development Technology Fund 0 0 6,000,000
EcoAction Community Funding Program 4,334,290 4,525,000 4,525,000
Contributions for the Science Horizons Youth Internship and the International Environmental Youth Corp programs 2,922,990 3,069,000 3,069,000
Contribution for Canadaʼs share of the Commission of Environmental Co-operation budget 2,514,300 2,930,000 2,930,000
Contributions in support of Weather and Environmental Services for Canadians 2,649,230 2,177,492 2,597,492
Assessed contribution to the World Meteorological Organization (WMO) 2,121,311 2,167,785 2,167,785
Contributions in support of Substances and Waste Management 1,745,900 1,260,219 1,260,219
Contributions in support of Water Resources 1,564,500 604,595 604,595
Assessed contribution to the Convention on Wetlands of International Importance (Ramsar Convention) 167,074 206,140 206,140
Assessed contribution to the Convention on International Trade in Endangered Species of Wild Fauna and Flora (CITES) 194,228 190,000 190,000
Assessed contribution to the Organisation for Economic Co-operation and Development (OECD) 118,662 100,000 100,000

Federal Economic Development Agency for Southern Ontario

Raison d'être

As Canada's most populous region – home to more than 12.7 million residents living in 288 communities – southern Ontario is a key contributor to the Canadian economy. The Government of Canada created the Federal Economic Development Agency for Southern Ontario (FedDev Ontario) in 2009 as part of Canada's Economic Action Plan. FedDev Ontario works with communities, businesses and not-for-profit organizations in southern Ontario to actively promote the region and build a strong foundation of investment and partnerships to help secure Canada's long-term prosperity.

FedDev Ontario is fulfilling its mandate by working with partners and stakeholders across southern Ontario. Through the support of businesses and organizations, FedDev Ontario is able to advance innovative technologies and leverage community capacity to develop regionally-based economic solutions. FedDev Ontario works as a co-investor, convenor, champion and delivery agent and intentionally directs its resources to activities with the greatest regional impacts. By responding to emerging economic challenges and opportunities, FedDev Ontario is supporting the overall competitiveness and future prosperity of southern Ontario.

The Minister of State for the Federal Economic Development Agency for Southern Ontario is responsible for this organization.

Organizational Estimates

Figure 59. Organizational Estimates - Budgetary - Federal Economic Development Agency for Southern Ontario

The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 125. Organizational Estimates (dollars) - Federal Economic Development Agency for Southern Ontario
  2013–14 Expenditures 2014–15 Main Estimates 2014–15 Estimates To Date 2015–16 Main Estimates
Budgetary
Voted
1 Operating expenditures 26,887,683 26,037,429 26,037,429 25,859,077
5 Grants and contributions 204,169,344 177,631,522 177,631,522 186,239,502
Total voted 231,057,027 203,668,951 203,668,951 212,098,579
Total Statutory 3,223,378 3,095,164 3,095,164 3,153,140
Total budgetary 234,280,405 206,764,115 206,764,115 215,251,719

Highlights

FedDev Ontario is estimating budgetary expenditures of $215.3 million in 2015–16. Of this amount, $212.1 million requires voted approval by Parliament. The remaining $3.2 million represents statutory forecasts that do not require additional approval and are provided for information purposes.

FedDev Ontario's planned spending in 2015–16 will support its strategic outcome by delivering its suite of programming and all associated internal support services. For 2015–16, FedDev Ontario anticipates expending $29.0 million in operating funds and employee benefits plan in order to provide $186.2 million in transfer payment program funding to strategic projects across its suite of programming. These totals are net of the changes to funding levels announced in Budget 2012, which includes reductions to operating and transfer payment funds in 2015–16 and future years.

FedDev Ontario will deliver its core contribution budget for 2015–16 through the Southern Ontario Prosperity Initiatives (four initiatives designed to support innovation, business growth and productivity, and regional diversification). FedDev Ontario will also continue to invest in large-scale, transformative projects under the Advanced Manufacturing Fund in order to promote the long-term growth, productivity, and competitiveness of Ontarioʼs manufacturing sector. Additional programs being delivered in 2015–16 include the Community Futures Program, the Eastern Ontario Development Program and the Economic Development Initiative.

In total, FedDev Ontario is estimating an increase of $8.5 million or 4.1% from its 2014–15 Main Estimates.

Significant year-over-year changes in funding:

Expenditures by Strategic Outcome and Program

Table 126. Expenditures by Strategic Outcome and Program - Budgetary - Federal Economic Development Agency for Southern Ontario
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
A Competitive Southern Ontario Economy.
Technological Innovation 56,430,801 79,171,993 91,786,705
Business Development 87,659,299 77,643,433 66,123,559
Community Economic Development 71,120,480 34,102,802 41,264,851
The following program supports all strategic outcomes within this organization.
Internal Services 19,069,825 15,845,887 16,076,604
Total 234,280,405 206,764,115 215,251,719

Listing of the 2015–16 Transfer Payments

Table 127. Listing of the 2015–16 Transfer Payments - Federal Economic Development Agency for Southern Ontario
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
Contributions
Contributions for Southern Ontario Prosperity Initiatives 137,296,695 115,773,898 112,373,898
Contributions for the Advanced Manufacturing Fund 0 40,000,000 52,000,000
Contributions under the Community Futures Program 11,267,696 11,285,992 11,285,992
Contributions under the Eastern Ontario Development Program 13,200,000 9,600,000 9,600,000
Contributions under the Economic Development Initiative – Official Languages 0 971,632 979,612

Finance

Raison d'être

The Department of Finance Canada (Department) contributes to a strong economy and sound public finances for Canadians. It does so by monitoring developments in Canada and around the world to provide first-rate analysis and advice to the Government of Canada and by developing and implementing fiscal and economic policies that support the economic and social goals of Canada and its people. The Department also plays a central role in ensuring that government spending is focused on results and delivers value for taxpayer dollars. The Department interacts extensively with other federal organizations and acts as an effective conduit for the views of participants in the economy from all parts of Canada.

The Minister of Finance is responsible for this organization.

Organizational Estimates

Figure 60. Organizational Estimates - Budgetary - Finance

The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.

Figure 61. Organizational Estimates - Non-budgetary - Finance

The following chart presents the organizational breakdown of voted and statutory non budgetary expenditures and estimates for the past three years.
Table 128. Organizational Estimates (dollars) - Finance
  2013–14 Expenditures 2014–15 Main Estimates 2014–15 Estimates To Date 2015–16 Main Estimates
Budgetary
Voted
1 Operating expenditures 122,472,165 114,981,053 122,722,613 99,936,668
5 Grants and contributions 9,210,000 5,035,000 5,035,000 3,035,000
10 Authority for amount by way of direct payments to the International Development Association pursuant to Bretton Woods and Related Agreements Act 0 0 1 1
- Authority for amount by way of direct payments relating to the establishment of a Canadian securities regulation regime and a Canadian regulatory authority 0 0 1 0
Total voted 131,682,165 120,016,053 127,757,615 102,971,669
Total Statutory 85,447,190,014 87,495,714,686 86,851,256,291 89,543,425,443
Total budgetary 85,578,872,179 87,615,730,739 86,979,013,906 89,646,397,112
Non-budgetary
Voted
- Authority for amount of demand notes to the International Development Association pursuant to Bretton Woods and Related Agreements Act 0 1 2 0
Total voted 0 1 2 0
Total Statutory 70,481,709,512 0 200,000,000 0
Total non-budgetary 70,481,709,512 1 200,000,002 0

Highlights

The Department is estimating budgetary expenditures of $89.6 billion in 2015–16. Of this amount, $103.0 million requires approval by Parliament. The remaining $89.5 billion represents statutory forecasts that do not require additional approval and are provided for information only.

The spending increase of $2.0 billion from the 2014–15 Main Estimates to 2015–16 Main Estimates is due mainly to a net increase of
$2.0 billion in statutory votes as follows:

There is a net decrease of $15.0 million in Vote 1, Operating expenditures which is mainly attributable to:

Expenditures by Strategic Outcome and Program

Table 129. Expenditures by Strategic Outcome and Program - Budgetary - Finance
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
A strong economy and sound public finances for Canadians.
Transfer and Taxation Payment Programs 60,171,246,077 61,060,094,305 63,809,601,256
Treasury and Financial Affairs 25,258,792,413 26,419,500,000 25,726,000,000
Economic and Fiscal Policy Framework 90,992,374 86,840,289 70,864,539
The following program supports all strategic outcomes within this organization.
Internal Services 57,841,315 49,296,145 39,931,317
Total 85,578,872,179 87,615,730,739 89,646,397,112
Table 130. Expenditures by Strategic Outcome and Program - Non-budgetary - Finance
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
A strong economy and sound public finances for Canadians.
Transfer and Taxation Payment Programs 8,000,000 1 0
Treasury and Financial Affairs 70,473,709,512 0 0
Total 70,481,709,512 1 0

Listing of the 2015–16 Transfer Payments

Table 131. Listing of the 2015–16 Transfer Payments - Finance
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
Contributions
Contribution to the Harbourfront Centre 5,000,000 5,000,000 3,000,000
Research and Policy Initiatives Assistance 10,000 35,000 35,000
Other Transfer Payments
Total Statutory 60,043,954,502 61,064,194,305 63,805,244,002

Financial Transactions and Reports Analysis Centre of Canada

Raison d'être

The Financial Transactions and Reports Analysis Centre of Canada (FINTRAC) is Canada's financial intelligence unit. The Centre exists to assist in the detection, prevention and deterrence of money laundering and the financing of terrorist activities. FINTRAC's "value-added" financial intelligence products and compliance functions are a unique contribution to the public safety of Canadians and to the protection of the integrity of Canada's financial system.

FINTRAC is an independent agency that operates at arm's length from the law enforcement agencies and other entities to which it is authorized to disclose financial intelligence. It reports to the Minister of Finance, who is in turn accountable to Parliament for the activities of the Centre. FINTRAC was established by, and operates within, the ambit of the Proceeds of Crime (Money Laundering) and Terrorist Financing Act (PCMLTFA) and its regulations.

Organizational Estimates

Figure 62. Organizational Estimates - Budgetary - Financial Transactions and Reports Analysis Centre of Canada

The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 132. Organizational Estimates (dollars) - Financial Transactions and Reports Analysis Centre of Canada
  2013–14 Expenditures 2014–15 Main Estimates 2014–15 Estimates To Date 2015–16 Main Estimates
Budgetary
Voted
1 Program expenditures 46,181,452 43,803,658 45,437,914 44,954,660
Total voted 46,181,452 43,803,658 45,437,914 44,954,660
Total Statutory 5,522,731 5,385,654 5,405,213 5,495,520
Total budgetary 51,704,183 49,189,312 50,843,127 50,450,180

Highlights

FINTRAC is one of several domestic partners in Canada's anti-money laundering and anti-terrorist financing regime, which also includes the Department of Finance as the policy and regime lead, the Royal Canadian Mounted Police, the Canadian Security Intelligence Service, the Canada Revenue Agency, the Canada Border Services Agency, the Office of the Superintendent of Financial Institutions, the Public Prosecution Service of Canada, the Department of Justice, and Public Safety Canada. FINTRAC is also part of the Egmont Group, an international network of financial intelligence units that collaborate and exchange information to combat money laundering and terrorist activity financing.

FINTRAC's role is to facilitate the detection, prevention and deterrence of money laundering and terrorist activity financing by engaging in the following activities:

In 2015–16, FINTRAC will receive $1.7 million for the implementation of legislative amendments as identified in Budget 2014.

FINTRAC is headquartered in Ottawa, and its Montréal, Toronto and Vancouver regional offices have specific mandates related to compliance with the PCMLTFA.

For further details regarding FINTRAC, its operations and its use of funds, please refer to the 2015–16 Reports on Plans and Priorities

Expenditures by Strategic Outcome and Program

Table 133. Expenditures by Strategic Outcome and Program - Budgetary - Financial Transactions and Reports Analysis Centre of Canada
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
A Canadian financial system resistant to money laundering and terrorist financing.
Compliance Program 21,702,134 20,905,458 22,060,798
Financial Intelligence Program 21,668,241 20,905,458 21,083,994
The following program supports all strategic outcomes within this organization.
Internal Services 8,333,808 7,378,396 7,305,388
Total 51,704,183 49,189,312 50,450,180

Fisheries and Oceans

Raison d'être

Fisheries and Oceans supports strong and sustainable economic growth in our marine and fisheries sectors and contributes to a prosperous economy through global commerce by supporting exports and advancing safe maritime trade. The Department supports the innovation needed for a knowledge-based economy through research in expanding sectors such as aquaculture and biotechnology. The Department contributes to a clean and healthy environment and sustainable aquatic ecosystems for Canadians through habitat protection, oceans management, and ecosystems research. A safe and secure Canada relies on the maritime security, safe navigation, a presence in our waters, and the effective search and rescue services that the Canadian Coast Guard provides. The Minister of Fisheries and Oceans is responsible for this organization.

Organizational Estimates

Figure 63. Organizational Estimates - Budgetary - Fisheries and Oceans

The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 134. Organizational Estimates (dollars) - Fisheries and Oceans
  2013–14 Expenditures 2014–15 Main Estimates 2014–15 Estimates To Date 2015–16 Main Estimates
Budgetary
Voted
1 Operating expenditures 1,283,415,415 1,101,569,625 1,144,394,384 1,181,570,672
5 Capital expenditures 299,367,218 325,273,149 448,509,573 495,982,360
10 Grants and contributions 85,270,463 57,853,950 91,509,966 88,932,871
Total voted 1,668,053,096 1,484,696,724 1,684,413,923 1,766,485,903
Total Statutory 138,350,090 120,614,124 122,389,544 122,754,445
Total budgetary 1,806,403,186 1,605,310,848 1,806,803,467 1,889,240,348

Highlights

Fisheries and Oceans has three mandated strategic outcomes, which are:

Fisheries and Oceans is estimating budgetary expenditures of $1.9 billion in 2015–16. Compared to 2014–15, Main Estimates have increased by $283.9 million. Significant changes include:

For additional information, please see the Report on Plans and Priorities.

Expenditures by Strategic Outcome and Program

Table 135. Expenditures by Strategic Outcome and Program - Budgetary - Fisheries and Oceans
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
Safe and Secure Waters.
Fleet Operational Readiness 448,024,899 434,001,300 679,602,143
Shore-Based Asset Readiness 114,196,788 114,469,108 108,148,093
Marine Communications and Traffic Services 43,983,435 39,400,851 33,337,572
Search and Rescue Services 36,499,413 30,359,815 30,508,166
Hydrographic Products and Services 30,826,575 26,671,207 27,983,471
Canadian Coast Guard College 15,364,943 12,928,545 13,063,489
Maritime Security 7,160,790 9,240,284 8,477,162
Ocean Forecasting 19,203,672 8,799,464 8,476,473
Economically Prosperous Maritime Sectors and Fisheries.
Integrated Fisheries Management 150,657,317 132,448,762 132,058,128
Small Craft Harbours 98,693,883 94,277,242 114,501,031
Aboriginal Strategies and Governance 83,910,543 54,778,338 85,549,894
Marine Navigation 54,590,696 34,167,537 41,828,751
Salmonid Enhancement Program 32,383,362 29,597,995 29,421,364
Sustainable Aquaculture Program 26,298,035 29,222,400 27,854,324
International Engagement 14,355,038 14,882,983 12,105,833
Aquatic Animal Health 6,801,305 5,564,900 5,503,416
Biotechnology and Genomics 3,713,029 2,918,827 3,379,708
Climate Change Adaptation Program 2,715,681 2,310,465 2,393,994
Territorial Delineation 1,476,827 742,607 1,593,377
Sustainable Aquatic Ecosystems.
Compliance and Enforcement 110,733,954 101,372,908 102,911,820
Fisheries Protection 61,504,263 62,943,218 59,284,200
Oceans Management 40,442,966 38,351,812 46,666,258
Environmental Response Services 35,040,603 12,932,842 16,965,722
Species at Risk 23,272,786 22,350,000 14,616,829
The following program supports all strategic outcomes within this organization.
Internal Services 329,182,034 290,577,438 283,009,130
Funds not allocated to the 2015–16 Program Alignment Architecture 15,370,349 0 0
Total 1,806,403,186 1,605,310,848 1,889,240,348

Listing of the 2015–16 Transfer Payments

Table 136. Listing of the 2015–16 Transfer Payments - Fisheries and Oceans
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
Grants
Grant Program for the disposal of small craft harbours 1,480,000 500,000 500,000
Grants for the Disposal of Surplus Lighthouses 85,000 500,000 500,000
Grants to support organizations associated with research, development, management, and promotion of fisheries and oceans-related issues 161,964 238,000 238,000
Contributions
Contributions to support increased Native participation in commercial fisheries, cooperative fisheries management arrangements and consultations respecting Aboriginal fisheries agreements 46,716,592 26,849,710 49,075,415
Contributions under the Aboriginal Aquatic Resource and Oceans Management Program 18,339,522 14,363,000 18,752,936
Contributions to support the Recreational Fisheries Conservation Partnerships Program 3,273,788 6,369,148 10,000,000
Contribution agreements to permit the Canadian Coast Guard Auxiliary (CCGA) Associations to carry out authorized activities related to maritime Search and Rescue (SAR) operations, SAR prevention and other safety related activities 5,021,000 5,021,000 5,021,000
Contributions to support the Academic Research Contribution Program for the support of academic research and development related to science priorities 182,868 268,000 2,839,228
Contribution to the Pacific Salmon Foundation 1,329,832 962,000 962,000
Contributions to support the Small Craft Harbours Class Contribution Program 3,496,712 2,300,000 500,000
Contributions to support organizations associated with research, development, management, and promotion of fisheries and oceans-related issues 494,870 241,192 296,192
Contribution to the Salmon Sub-Committee of the Yukon Fish and Wildlife Management Board for implementing responsibilities pursuant to comprehensive land claim settlements 224,296 241,900 248,100

Foreign Affairs, Trade and Development

Raison d'être

Under the leadership of the Minister of Foreign Affairs, the Minister for International Trade, and the Minister for International Development, the Department of Foreign Affairs, Trade and Development (DFATD) is responsible for the conduct of Canada's international relations, including foreign affairs, international trade and commerce, and international development. DFATD advances Canada's values and interests internationally, delivers international programs, and administers Canada's international aid program to alleviate poverty in the developing world and provide humanitarian assistance. The department provides commercial and consular services to Canadians at home and abroad, and manages the government of Canada's global network of missions.

Organizational Estimates

Figure 64. Organizational Estimates - Budgetary - Foreign Affairs, Trade and Development

The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.

Figure 65. Organizational Estimates - Non-budgetary - Foreign Affairs, Trade and Development

The following chart presents the organizational breakdown of voted and statutory non budgetary expenditures and estimates for the past three years.
Table 137. Organizational Estimates (dollars) - Foreign Affairs, Trade and Development
  2013–14 Expenditures 2014–15 Main Estimates 2014–15 Estimates To Date 2015–16 Main Estimates
Budgetary
Voted
1 Operating expenditures 1,441,271,656 1,379,893,098 1,457,768,810 1,451,334,915
5 Capital expenditures 139,921,051 145,274,489 282,025,891 103,546,437
10 Grants and contributions 3,105,855,340 3,431,944,508 3,667,074,556 3,573,409,668
15 Payments, in respect of pension, insurance and social security programs or other arrangements for employees locally engaged outside of Canada, or in respect of the administration of such programs or arrangements 65,364,001 50,779,000 52,532,339 50,779,000
20 Pursuant to subsection 12(2) of the International Development (Financial Institutions) Assistance Act, payments to international financial institutions – Direct payments 0 0 1 1
- Debt forgiveness – Loans to the government of the Republic of the Union of Myanmar (Burma) 8,306,202 0 0 0
Total voted 4,760,718,250 5,007,891,095 5,459,401,597 5,179,070,021
Total Statutory 304,559,560 341,634,062 358,203,213 347,747,179
Total budgetary 5,065,277,810 5,349,525,157 5,817,604,810 5,526,817,200
Non-budgetary
Voted
L25 Pursuant to subsection 12(2) of the International Development (Financial Institutions) Assistance Act, payments to international financial institutions – Capital subscriptions 0 1 1 1
- Pursuant to subsection 12(2) of the International Development (Financial Institutions) Assistance Act, payments to international financial institutions – Issuance and payment of demand notes 0 1 2 0
- Working capital advance – Loans and advances (1,248,874) 0 0 0
- Working capital advance – Advances to posts abroad 680,850 0 0 0
Total voted (568,024) 2 3 1
Total Statutory 53,945,696 50,082,304 50,082,304 45,146,540
Total non-budgetary 53,377,672 50,082,306 50,082,307 45,146,541

Highlights

Foreign Affairs, Trade and Development is estimating budgetary expenditures of $5.5 billion in 2015–16. Of this amount, $5.2 billion requires approval by Parliament. The remaining $347.7 million represents statutory forecasts that do not require additional approval and are provided for information purposes.

Significant items contributing to the net increase of $177.3 million from the 2014–15 Main Estimates include:

For additional information, please refer to the department's Report on Plans and Priorities.

Expenditures by Strategic Outcome and Program

Table 138. Expenditures by Strategic Outcome and Program - Budgetary - Foreign Affairs, Trade and Development
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
International Assistance and Poverty Alleviation - Poverty is reduced, and security and democracy are increased for those living in countries where Canada engages.
International Development 0 0 2,491,018,462
International Humanitarian Assistance 0 0 390,590,204
International Security and Democratic Development 0 0 377,802,527
Canadaʼs International Agenda - The international agenda is shaped to advance Canadian security, prosperity, interests and values.
Diplomacy, Advocacy, and International Agreements 939,594,606 961,248,050 905,984,385
Integrated Foreign Affairs, Trade, and Development Policy 98,858,329 81,448,665 74,932,448
Canadaʼs Network Abroad - The Department maintains a mission network of infrastructure and services to enable the Government of Canada to achieve its international priorities.
Mission Network Governance, Strategic Direction and Common Services 620,548,488 621,876,342 603,804,538
Management of Government of Canada Terms and Conditions of Employment Abroad 229,133,960 187,651,645 195,598,665
International Commercial and Consular Services for Canadians - Canadians are satisfied with commercial and consular services.
International Commerce 156,811,144 155,940,345 170,922,571
Consular Services and Emergency Management 54,306,686 46,104,699 45,337,728
The following program supports all strategic outcomes within this organization.
Internal Services 258,425,197 255,730,898 270,825,672
Funds not allocated to the 2015–16 Program Alignment Architecture 2,707,599,400 3,039,524,513 0
Total 5,065,277,810 5,349,525,157 5,526,817,200
Table 139. Expenditures by Strategic Outcome and Program - Non-budgetary - Foreign Affairs, Trade and Development
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
Canadaʼs Network Abroad - The Department maintains a mission network of infrastructure and services to enable the Government of Canada to achieve its international priorities.
Mission Network Governance, Strategic Direction and Common Services (568,024) 0 0
International Assistance and Poverty Alleviation - Poverty is reduced, and security and democracy are increased for those living in countries where Canada engages.
International Security and Democratic Development 0 0 4,558,947
International Development 0 0 40,587,594
Funds not allocated to the 2015–16 Program Alignment Architecture 53,945,696 50,082,306 0
Total 53,377,672 50,082,306 45,146,541

Listing of the 2015–16 Transfer Payments

Table 140. Listing of the 2015–16 Transfer Payments - Foreign Affairs, Trade and Development
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
Grants
Grants for Multilateral Programming: Grants in support of development assistance, humanitarian assistance or disaster preparedness, for global operations, programs, projects, activities and appeals for the benefit of developing countries or territories or countries in transition 1,641,374,818 1,943,961,792 1,962,348,689
Grants in support of the Global Peace and Security Fund and its sub-programmes 0 0 45,000,000
Grants for Partnerships with Canadians Programming: Grants for development assistance programs, projects and activities intended to support development for the benefit of developing countries or territories or countries in transition or to enhance the awareness, understanding, and engagement of Canadians with respect to development 12,172,500 23,900,000 23,900,000
Global Partnership Program for the destruction, disposal and securing of weapons and materials of mass destruction and related expertise 19,668,063 22,745,000 21,050,000
Grants in lieu of taxes on diplomatic, consular and international organizationsʼ property in Canada in accordance with terms and conditions approved by the Governor in Council 13,017,225 13,516,000 13,516,000
Grants for Bilateral Programming: Grants for cooperation with other donor countries for the benefit of developing countries or territories or countries in transition 694,692 9,900,000 9,900,000
Grants for the Anti-Crime Capacity Building Program 9,728,079 8,250,000 7,000,000
Grants for Counter-Terrorism Capacity Building Program 5,176,993 8,920,000 5,470,000
Grants in aid of academic relations 1,554,267 5,510,000 2,530,000
Annual host-country financial support for the United Nations Convention on Biological Diversity 1,040,395 76,000 1,182,489
Religious Freedom Fund Program 400,000 500,000 500,000
United Nations Voluntary Fund for Victims of Torture 0 60,000 60,000
United Nations Trust Fund on Indigenous Issues 0 30,000 30,000
Total Statutory 119,775 250,000 250,000
Contributions
Payments of Assessed Contributions to International Organizations:
United Nations peacekeeping operations (US$244,482,704) 213,618,115 239,346,913 267,121,802
United Nations Organization (US$96,006,434) 89,548,241 101,356,800 104,896,630
North Atlantic Treaty Organization (NATO) – civil administration (27,766,230 Euro) 32,602,573 31,628,866 39,866,752
Food and Agriculture Organization (US$8,067,064) (5,930,956 Euro) 16,580,444 16,111,256 17,329,741
World Health Organization (US$7,138,726) (6,696,125 Swiss Francs) 15,071,097 14,665,725 15,758,116
International Atomic Energy Agency (9,062,246 Euro) (US$1,304,856) 14,485,023 14,189,963 14,437,258
Organization for Economic Cooperation and Development (9,850,972 Euro) 10,958,162 12,885,923 14,144,026
International Labour Organization (11,705,611 Swiss Francs) 13,418,265 12,845,487 13,912,119
International Organization of La Francophonie (9,597,500 Euro) 14,377,072 13,377,146 13,780,272
United Nations Educational, Scientific and Cultural Organization (5,060,864 Euro) (US$4,416,320) 11,501,374 11,149,467 12,091,659
Organization for Security and Cooperation in Europe (8,110,260 Euro) 11,869,858 11,304,080 11,644,711
Organization of American States (US$9,766,099) 10,392,957 10,311,048 10,670,440
International Criminal Court (6,399,000 Euro) 9,161,807 8,328,897 9,187,684
Commonwealth Secretariat (3,798,045 Pounds Sterling) 5,620,240 6,261,078 6,875,602
World Trade Organization (5,434,900 Swiss Francs) 6,336,240 6,474,318 6,459,379
Comprehensive Nuclear-Test-Ban Treaty Organization (2,162,223 Euro) (US$1,366,729) 4,184,203 4,083,324 4,597,807
Inter-American Institute for Cooperation on Agriculture (US$3,293,339) 3,659,186 3,477,107 3,598,302
Organization for the Prohibition of Chemical Weapons (2,248,505 Euro) 3,029,248 3,141,113 3,228,404
International Civil Aviation Organization 2,362,510 2,272,980 2,382,785
Roosevelt Campobello International Park Commission (US$1,626,900) 1,811,879 1,717,681 1,777,551
Commonwealth Youth Program (826,320 Pounds Sterling) 1,267,159 1,362,174 1,495,887
International Energy Agency (916,134 Euro) 1,464,338 1,277,502 1,315,385
Commonwealth Foundation (724,708 Pounds Sterling) 1,098,472 1,194,681 1,311,939
United Nations framework Convention on Climate Change (578,164 Euro) 690,025 1,294,984 830,127
Nuclear Energy Agency of the Organization for Economic Cooperation and Development (449,718 Euro) 549,560 601,564 645,705
Convention on Biological Diversity (US$542,928) 525,139 545,927 593,203
Asia-Pacific Economic Cooperation Secretariat (US$128,200) (505,800 SGD) 630,357 606,655 583,102
World Intellectual Property Organization (455,790 Swiss Francs) 537,787 515,179 541,706
International Tribunal for the Law of the Sea (376,087 Euro) 629,634 626,146 539,986
World Customs Organization (340,527 Euro) 465,885 474,033 488,929
International Maritime Organization (241,661 Pounds Sterling) 341,226 357,322 437,478
Peace Implementation Council (196,950 Euro) 291,207 299,848 282,781
International Seabed Authority (US$232,287) 315,475 322,793 253,797
Stockholm Convention on Persistent Organic Pollutants (US$211,306) 199,038 212,473 230,873
Basel Convention on the Control of Transboundary Movements of Hazardous Wastes and their Disposal (US$189,589) 190,525 190,954 207,145
Organization for Economic Cooperation and Development Centre for Education and Research (142,915 Euro) 164,916 187,679 205,198
The Vienna Convention and its Montreal Protocol on Substances that Deplete the Ozone Layer (US$156,159) 163,075 164,873 170,620
Rotterdam Convention on the Prior Informed Consent Procedure for Certain Hazardous Chemicals and Pesticides in International Trade (US$111,383) 97,262 104,290 121,697
Non-proliferation, Arms Control and Disarmament (US$106,159) 112,908 219,207 115,989
Wassenaar Arrangement (72,627 Euro) 101,536 97,790 104,277
Secrétariat technique permanent des conférences ministérielles de l'éducation, de la jeunesse et des sports des pays d'expression française (21,402,443 CFA) (25,777 Euro) 48,891 0 83,668
Permanent Court of Arbitration (48,598 Euro) 56,684 72,078 69,777
International Commodity Organizations (27,877 Euro) 43,934 35,286 40,025
International Fact Finding Commission (10,910 Swiss Francs) 11,005 16,261 12,966
Contributions for Bilateral Programming: Contributions in support of development assistance, contributions for cooperation with countries in transition and contributions in support of regional or country specific development assistance programs, projects and activities for the benefit of developing countries or territories or countries in transition 578,106,558 467,108,588 454,285,336
Contributions for Partnerships with Canadians Programming: Contributions for development assistance programs, projects and activities intended to support development for the benefit of developing countries or territories or countries in transition or to enhance the awareness, understanding, and engagement of Canadians with respect to development 181,530,889 235,181,753 239,458,590
Global Peace and Security Fund 44,387,363 0 55,000,000
Contributions under the Global Partnership Program for the destruction, disposal and securing of weapons and materials of mass destruction and related expertise 19,709,928 40,745,000 42,440,000
Canada Fund for Local Initiatives 6,930,412 34,100,000 34,100,000
Investment Cooperation Program 1,531,676 19,850,000 19,850,000
Contributions for Multilateral Programming: Contributions in support of development assistance, humanitarian assistance or disaster preparedness, for global operations, programs, projects, activities and appeals for the benefit of developing countries or territories or countries in transition 9,205,103 13,400,000 13,400,000
Projects and development activities resulting from Summits of La Francophonie 8,711,661 8,000,000 8,000,000
Global Commerce Support Program 5,410,799 6,955,855 6,955,855
Contributions for the Anti-Crime Capacity Building Program 7,541,970 8,093,022 5,601,782
Contribution for Counter-Terrorism Capacity Building Program 7,530,855 8,900,000 4,900,000
Contributions in Aid of Academic Relations 6,082,608 1,607,627 4,587,627
Religious Freedom Fund Program 364,747 3,750,000 3,750,000
Annual Voluntary Contributions 1,000,000 3,450,000 3,450,000
Northern Dimension of Canadaʼs Foreign Policy 722,789 700,000 700,000
Other Transfer Payments
Total Statutory 46,205,000 245,000,000 245,000,000

Governor General

Raison d'être

The Office of the Secretary to the Governor General (Office) provides support and advice to the Governor General of Canada in his/her unique role as the representative of The Queen in Canada as well as Commander-in-Chief. The Office assists the Governor General in carrying out constitutional responsibilities, in representing Canada internationally, and in encouraging excellence and achievement through the administration of the Canadian Honours System and in the granting of armorial bearings.

The Office also supports the Governor General in bringing Canadians together. It manages a visitor services program at both of the Governor General's official residences and oversees the day-to-day operations of these residences. The Office also provides support to former Governors General.

Organizational Estimates

Figure 66. Organizational Estimates - Budgetary - Governor General

The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 141. Organizational Estimates (dollars) - Governor General
  2013–14 Expenditures 2014–15 Main Estimates 2014–15 Estimates To Date 2015–16 Main Estimates
Budgetary
Voted
1 Program expenditures 17,271,740 17,150,426 17,150,426 17,165,126
Total voted 17,271,740 17,150,426 17,150,426 17,165,126
Total Statutory 3,034,764 2,837,293 2,837,293 2,965,991
Total budgetary 20,306,504 19,987,719 19,987,719 20,131,117

Highlights

The Office is estimating budgetary expenditures of $20.1 million in 2015-16. Of this amount, $17.2 million requires approval by Parliament. The remaining $2.9 million represents statutory forecasts that do not require additional approval and are provided for information purposes only.

The increase from the previous year is the result of the Governor Generalʼs Act adjusting statutory payments paid to the current and former Governors General, adjustments for signed collective agreements and an adjustment to the contributions to employee benefit plans.

Expenditures by Strategic Outcome and Program

Table 142. Expenditures by Strategic Outcome and Program - Budgetary - Governor General
  2013–14 Expenditures 2014–15 Main Estimates 2015–16 Main Estimates
The Governor General, representing The Queen in Canada, is enabled to fulfill constitutional, state, ceremonial and public duties.
Governor General Support 14,033,636 13,858,784 13,981,917
The following program supports all strategic outcomes within this organization.
Internal Services 6,272,868 6,128,935 6,149,200
Total 20,306,504 19,987,719 20,131,117

Health

Raison d'être

Health Canada regulates specific products and controlled substances, works with partners to support improved health outcomes for First Nations and Inuit, supports innovation and information sharing in Canada's health system to help Canadians maintain and improve their health, and contributes to strengthening Canada's record as a country with one of the healthiest populations in the world.

The Minister of Health is responsible for this organization.

Organizational Estimates

Figure 67. Organizational Estimates - Budgetary - Health

The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 143. Organizational Estimates (dollars) - Health
  2013–14 Expenditures 2014–15 Main Estimates 2014–15 Estimates To Date 2015–16 Main Estimates
Budgetary
Voted
1 Operating expenditures 1,863,065,740 1,774,856,975 1,761,719,329 1,777,987,439
5 Capital expenditures 21,683,176 31,656,363 32,433,364 28,035,364
10 Grants and contributions 1,640,642,661 1,683,745,108 1,755,536,333 1,678,425,178
Total voted 3,525,391,577 3,490,258,446 3,549,689,026 3,484,447,981
Total Statutory 302,787,920 167,053,642 168,115,123 174,322,368
Total budgetary 3,828,179,497 3,657,312,088 3,717,804,149 3,658,770,349

Highlights

With authorities of $3.7 billion anticipated through the Main Estimates, which is in line with previous year funding, Health Canada will continue improving the lives of all Canadians making this countryʼs population among the healthiest in the world as measured by longevity, lifestyle and effective use of the public health care system. Health Canada's total authorities for 2015–16 have a net increase of $1.5 million from the previous year's Main Estimates.

Some important items to note which support these goals are the following:

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

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Table 144. Expenditures by Strategic Outcome and Program - Budgetary - Health
  2013–14 Expenditures