Complete text - 2015-16 Estimates

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

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

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

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:

• An increase of $5.7 million for the Growing Forward 2 AgriInnovation Program;
• An increase of $5.0 million for AgriRisk Initiatives;
• An increase of $4.4 million for the renewal of the Genomics Research and Development Initiative, which was still being finalized and therefore not included in the 2014–15 Main Estimates, but rather added through Supplementary Estimates in 2014–15;
• An increase of $2.9 million as a result of recently ratified collective agreements;
• A decrease of $5.9 million related to the Canadian Wheat Board Transition Costs Program;
• A planned decrease of $4.9 million related to sunsetting programs ($2.0 million for the Control of Diseases in the Hog Industry phase 2, and $2.9 million for the Canadian Cattlemen's Association Legacy Fund); and
• A $1.0 million transfer to Western Economic Diversification in support of the establishment of the Canadian Beef Centre of Excellence.

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:

• Implement Government of Canada and Ministerial priorities;
• Support and improve the competitiveness and adaptability of the agriculture, agri-food and agri-based product sector;
• Maintain and improve access to key international markets;
• Generate new knowledge, foster innovation and increase adoption and commercialization of agricultural, agri-food and agri-based products, processes or practices;
• Continue to improve program and service delivery; and
• Support and engage our workforce to meet current and future work objectives and opportunities in a manner that supports diversity and inclusiveness.

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

Expenditures by Strategic Outcome and Program

Listing of the 2015–16 Transfer Payments

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

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:

• decrease of $11.6 million related to the collection of repayable contributions. An adjustment is required yearly to account for collections in excess of the base amount included in the Main Estimates.

Impact of temporary initiatives:

• $3.2 million increase to support specific projects in innovation, commercialization and community development in New Brunswick; and
• $0.4 million increase in funding to support the spruce budworm outbreak intervention as announced in Budget 2014.

Impacts of other adjustments:

• $7.3 million increase in funding resulting from the dissolution of the Enterprise Cape Breton Corporation;
• $0.2 million increase resulting from collective bargaining;
• $0.1 million increase resulting from other minor adjustments; and
• $0.9 million decrease resulting from the reorganization of the regional federal council.

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

Listing of the 2015–16 Transfer Payments

Raison d'être

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

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

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

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

Organizational Estimates

Highlights

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

Laboratory operations consist of:

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

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

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

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

Raison d'être

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

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

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

Organizational Estimates

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:

• $30.9 million for new collective bargaining agreements;
• $30.5 million for the Border Infrastructure initiative as part of the Beyond the Border Action Plan;
• $22.6 million for the Arming Initiative due to the reprofile of funding from 2014–15 to 2015–16;
• $16.6 million for the CBSA Assessment and Revenue Management Project to initiate an outsourcing arrangement for the information technology and the delivery of the Account Receivable Ledger;
• $12.7 million increase of project funding requirements for the Entry/Exit initiative as part of the Beyond the Border Action Plan;
• $3.9 million increase of project funding requirements for Trusted Travellers and Traders initiative as part of the Beyond the Border Action Plan; and
• $6.0 million adjustment of the EBP rate from 16.5% to 16.8%.

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

• $31.2 million decrease of the project funding requirements in 2015–16 for the eManifest project;
• $20.3 million due to the sunsetting of funding for Front-line Operations;
• $18.9 million reduction of funding for the replacement of the Field Operations Support System with the Global Case Management System; and
• $15.0 million decrease of the project funding requirements in 2015–16 for the Integrated Cargo Security Initiative as part of the Beyond the Border Action Plan.

Expenditures by Strategic Outcome and Program

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

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:

• Simplification of its granting programs and processes to better serve artists and arts organizations and to scale up its impact for Canadians, through the development of a new funding model based on a forward-looking vision.
• Continuing work on corporate-wide priorities, including public engagement in the arts, national and international market access, Aboriginal Arts and Deaf and Disability Arts.
• Improving the Council's internal capacity, including the development and implementation of a new user-focused client relationship system and improved performance measurement based on results and impact.
• Undertaking the work on the next strategic and corporate planning cycle.

Expenditures by Strategic Outcome and Program

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

Highlights

Not applicable

Expenditures by Strategic Outcome and Program

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

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:

• A decrease of $70 million in funding for housing in Nunavut as the two-year commitment expires in 2014–15;
• A decrease of $5 million due to updated pace of spending for renovation programs on-reserve; and
• An increase of $4 million for additional housing construction and rehabilitation on-reserve. This funding allows for new commitment activity to assist First Nations in the construction, purchase and rehabilitation of suitable, adequate and affordable rental housing, as well as providing financial assistance to repair substandard homes to a minimum level of health and safety.

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

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

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

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:

• Pay their required share of taxes;
• Receive their rightful share of entitlements; and
• Are provided with an impartial and responsive review of decisions they choose to contest.

Organizational Estimates

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:

• $80.0 million presented under the Taxpayer and Business Assistance Program Activity related to the disbursements to provinces under the Softwood Lumber Products Export Charge Act;
• $14.0 million in savings identified as part of the Budget 2012 spending review;
• $9.0 million in payments under the Children's Special Allowance Act for eligible children in the care of agencies and foster parents;
• $8.2 million in the spending of revenues received through the conduct of its operations primarily attributable to reductions in initiatives administered on behalf of the Canada Border Services Agency and the province of Ontario;
• $3.0 million in savings identified as part of the Budget 2013 targeted review;
• $2.7 million for various initiatives announced in the 2011 and 2012 Federal Budgets;
• $2.7 million related to adjustments to accommodation and real property services provided by Public Works and Government Services Canada; and
• $1.0 million for government advertising programs.

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

• $29.3 million for enhancements to non-audit compliance programs;
• $14.1 million for the administration of various tax measures announced in the 2013 Federal Budget and the administration of the Harmonized Sales Tax and Harmonized Sales Tax Credit in Prince Edward Island;
• $6.3 million related to contributions to employee benefit plans;
• $5.0 million for the upgrade of the individual income tax processing system;
• $4.6 million for the implementation and administration of various tax measures announced in the 2014 Federal Budget;
• $2.3 million for collective bargaining increases;
• $1.6 million for information reporting of tax avoidance transactions to ensure the fairness of the Canadian tax system;
• $0.7 million for the implementation of the intergovernmental agreement between Canada and the United States on the enhanced exchange of information; and
• $0.3 million for various other transfers.

Expenditures by Strategic Outcome and Program

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

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

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

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

Raison d'être

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

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

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

Organizational Estimates

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

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

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

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

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

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

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

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

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:

• Delivering high-quality environmental assessments of major projects;
• Building effective relationships with Aboriginal peoples; and,
• Playing a lead role in shaping the future of federal environmental assessment.

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

Listing of the 2015–16 Transfer Payments

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:

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

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

Organizational Estimates

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:

• An increase of $36.9 million related to the renewal of resources to continue a comprehensive strategy for managing Bovine Spongiform Encephalopathy (BSE) in Canada;
• An increase of $19.1 million in new resources to strengthen Canada's food safety oversight system;
• An increase of $12.4 million of renewed resources to support the increased frequency of food inspections in meat processing establishments;
• An increase of $11.1 million for collective bargaining;
• An increase of $3.8 million of new resources to assist in the establishment of a Food Safety Information Network that will strengthen Canada's ability to detect and respond to food hazards; and,
• An increase of $1.0 million in incremental funding to support the inspection verification teams to oversee the performance of the food safety system.

These increases are offset by:

• A decrease of $3.1 million for various initiatives including funding for the Food Safety Modernization, Single Window Initiative and Trusted Traders and Trusted Travellers program; and,
• A decrease of $2.3 million for the transfer of resources and responsibilities to other government departments and agencies, such as the consolidation of pay services in Public Works and Government Services Canada, centralization of the support of the Canada Agricultural Review Tribunal with the Administrative Tribunals Support Service of Canada, etc.

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

Listing of the 2015–16 Transfer Payments

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

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 of $12.6 million to support employee termination benefits
• the decrease of $16.8 million to transition the CGC to a sustainable funding model as identified in Budget 2012, and
• the increase of $10 million of revolving fund surplus which is primarily due to the handling of increased grain volumes and updated user fees came into force on August 1, 2013.

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

• the decrease of $3.0 million to support employee termination benefits, and
• the decrease in access to the CGC revolving fund surplus of $7.9 million for severance obligations.

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

A revolving fund was set up for the CGC in 1995 with the expectation that the CGC would be largely self-funded through fees for service. The CGC 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

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

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:

• An increase of $7.2 million for the government advertising programs – Canada 150 Campaign;
• A decrease of $1.5 million for the transfer between Votes for the continued support of the Language Rights Support Program;
• A decrease of $2.1 million for the Capital Experience Program related to a reprofile of funds for the Sound and light show;
• A decrease of $1.6 million for the transfer of funding and responsibilities for the Canadian Cultural Property Expert Review Board to the Administrative Tribunals Support Service of Canada; and,
• A decrease of $6.1 million for the transfer of funding and responsibilities for the Virtual Museum of Canada to the Canadian Museum of History.

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

• An increase of $16.0 million for the celebration of Canada's 150th anniversary of Confederation – Road to 2017;
• An increase of $4.9 million for the Aboriginal Peoples' Program – Aboriginal Languages Initiative;
• An increase of $2.8 million for the Sport Support Program – Special Olympics Canada;
• An increase of $2.0 million for the Cultural Strategy for the Toronto 2015 Pan and Parapan American Games due to a reprofile of funds;
• An increase of $1.5 million for the transfer between Votes for the continued support of the Language Rights Support Program;
• A decrease of $2.1 million for the transfer of the funding and responsibilities for the Online Works of Reference to the Canadian Museum of History; and,
• A decrease of $156.4 million for the Toronto 2015 Pan American and Parapan American Games.

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

Listing of the 2015–16 Transfer Payments

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

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:

• Developing and implementing initiatives to foster reconciliation in collaboration with Indigenous peoples and other human rights commissions in Canada;
• Working with stakeholders to identify strategies to remove barriers to access to justice for the most vulnerable, and exploring options to facilitate access to its complaints process; and
• Continuing to transform its operations by implementing a digital strategy and by contributing to the government-wide business initiatives.

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

Expenditures by Strategic Outcome and Program

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

Highlights

Not applicable

Expenditures by Strategic Outcome and Program

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:

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

Organizational Estimates

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:

• A $15 million permanent increase as a result of Budget 2014 for the expansion of Strategy for Patient-Oriented Research, the creation of the Canadian Consortium on Neurodegeneration in Aging and to support other health research priorities;
• A $8.9 million increase to the Tri-Agency Centres of Excellence for Commercialization and Research program resulting from the 2015 competition in order for CIHR to partially fund 5 Centres in collaboration with the Natural Sciences and Engineering Research Council and the Social Sciences and Humanities Research Council;
• A $1.4 million increase to the Tri-Agency Canada Excellence Research Chairs program in order for CIHR to fund one (of the six Chairs) from the recent competition; and,
• A $1 million increase to address prescription drug abuse under the federal government's National Anti-Drug Strategy.

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

Listing of the 2015–16 Transfer Payments

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

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:

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

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

Expenditures by Strategic Outcome and Program

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

Highlights

Not applicable

Expenditures by Strategic Outcome and Program

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

Highlights

Not applicable

Expenditures by Strategic Outcome and Program

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

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

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

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:

• An increase of $11.5 million for the renovation of the Canadian History Hall;
• An increase of $6.2 million for the transfer of the Virtual Museum of Canada from the Department of Canadian Heritage;
• An increase of $2.1 million for the transfer of the Online Works of Reference from the Department of Canadian Heritage; and,
• An increase of $170 thousand in funding for the BC treaty negotiations process.

Expenditures by Strategic Outcome and Program

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

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

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

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.

• Launch the newly formulated Centre for Arctic Knowledge and Exploration.

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.

• Launch the newly formulated Centre for Species Discovery and Change.
• Unveil the regions of Canada gardens at the Victoria Memorial Museum Building.

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.

• Launch the Nature Inspiration Centre as a place for piloting new experiences with new and existing audiences.
• Launch a national salon series in collaboration with a major partner – giving nature a voice across Canada.

Strategic Objective 4:

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

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.

• Launch the collections digitization and access project aligned with the Museum's role with the Global Biodiversity Information Facility thus leveraging its technology in providing greater online access to its collections and knowledge.

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.

• Launch a fundraising program in support of the arctic and species discovery initiatives.
• Launch a program to develop the skills/competencies and human capacity needed to advance and maintain a sustainable museum enterprise.
• Continue to leverage the Council of CEO's with collaborative procurement, profile raising and exhibit planning coordination.

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

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

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

Listing of the 2015–16 Transfer Payments

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

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

Listing of the 2015–16 Transfer Payments

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

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

Listing of the 2015–16 Transfer Payments

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

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:

• $0.7 million to implement and maintain the Voter Contact Registry and conduct communications, compliance and enforcement activities;
• $0.7 million for the transfer of funds from Public Works and Government Services for a reduction in accommodation requirements;
• $0.2 million for statutory budget expenditures related to employee benefits plans; and
• $0.1 million for the transfer of funds from the Offices of the Information and Privacy Commissioners of Canada to assist with the establishment and lawful operation of the Spam Reporting Center.

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

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

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:

• An increase of $21.2 million in support of Canada's national security and the safety of Canadians; and,
• A decrease of $0.4 million due to various government-wide initiatives.

Expenditures by Strategic Outcome and Program

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:

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

The Minister of Industry is responsible for this organization.

Organizational Estimates

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

Listing of the 2015–16 Transfer Payments

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

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

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

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

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:

• economic regulation, to provide approvals, issue licences, permits and certificates of fitness, and make decisions on a wide range of matters involving federal air, rail and marine transportation;
• dispute resolution, to resolve complaints about federal transportation services, rates, fees and charges; and
• accessibility, to ensure Canadaʼs national transportation system is accessible to all persons, particularly those with disabilities.

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

The Minister of Transport is responsible for this organization.

Organizational Estimates

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:

• Service Excellence – CTA is recognized for its service innovation and excellence.
• Regulatory Effectiveness – The regulatory regime meets the needs of Canadians and enhances the competitiveness and accessibility of the national transportation system.
• High-Performing Organization – CTA has engaged, skilled and knowledgeable employees who are supported by effective and efficient systems and services.

Expenditures by Strategic Outcome and Program

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

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:

• A $300.2 million net increase in statutory authority, mainly for the conduct of the 2015 general election (part of the Electoral Operations and Regulation of Electoral Activities programs); and
• A $1.3 million net decrease in program expenditures (voted), mainly as a result of transferring the Commissioner of Canada Elections to the Office of the Director of Public Prosecutions for compliance and enforcement activities (part of the Regulation of Electoral Activities program).

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 conduct of by-elections in Fort McMurray–Athabasca, Macleod, Scarborough–Agincourt and Trinity–Spadina on June 30, 2014, and in Whitby–Oshawa and Yellowhead on November 17, 2014 (all part of the Electoral Operations and Regulation of Electoral Activities programs); and
• The achievement of operational readiness for the 2015 general election, through which Elections Canada prepares to conduct the election in 338 electoral districts (previously 308), implements provisions of the recently amended Canada Elections Act, and puts in place key administrative changes aimed at improving services to electors (part of the Electoral Operations program).

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

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

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:

• An increase of $52.0 million due to statutory adjustments related to the Passport Canada revolving fund;
• An increase of $20.6 million to the Grant for the Canada-Quebec Accord on immigration;
• An increase of $16.5 million in statutory funding for the refund of fees for certain terminated applications for the Immigrant Investor Program and Entrepreneur Program;
• An increase of $15.0 million to implement and perform the Electronic Travel Authorization (ETA) program commitment under the Perimeter Security and Economic Competitiveness Action Plan;
• An increase of $5.7 million in new funding to implement the Express Entry solution for select economic classes of the permanent resident stream;
• An increase of $3.8 million due to employee benefit plan costs and other minor adjustments;
• A decrease of $17.8 million in statutory funding for the refund of fees for certain terminated applications for the Foreign Skilled Worker program;
• A decrease of $6.1 million in funding for the Citizenship and Temporary Resident programs;
• A decrease of $4.7 million in funding for the reform of Canada's Refugee system;
• A decrease of $3.0 million for contribution funding under the Global Assistance for Irregular Migrants Program to support Canada's Migrant Smuggling Prevention Strategy; and,
• A decrease of $2.7 million in funding to manage immigration cases involving classified information.

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

Listing of the 2015–16 Transfer Payments

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

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

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

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

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

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:

• Following delivery of CSE's new facility in 2014–15 and its associated one-time contract costs, there is a combined reduction in funding of $306.7 million for operating and accommodations for 2015–16;

• A decrease of $0.3 million in compliance with government-wide transfers and reductions; and

• An increase of $16.1 million in support of CSE's mandate.

Expenditures by Strategic Outcome and Program

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

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

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

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:

• A net increase of $20.8 million for signed collective agreements;
• A net increase of $7.4 million related to the allocation of the employer's share of the Employee Benefit Plan;
• An increase of $1.0 million related to additional funding from the Federal Contaminated Site Action Plan;
• An increase of $1.0 million for a reprofile of funds from 2014–15 to 2015–16 related to the National Infrastructure Contribution Program;
• A net decrease of $0.9 million for the transfer of consolidation of pay services to Public Works and Government Services;
• A decrease of $1.9 million related to the transfer to the Canada School of Public Service;
• A decrease of $3.9 million for the return of funds to the fiscal framework for the requirements related to the mandatory minimum penalties for serious drug offenders; and,
• A net decrease of $7.3 million in capital investments due to reduced requirements related to completion of the construction of new units and adjustments related to reprofiling of funds from previous years.

Expenditures by Strategic Outcome and Program

Listing of the 2015–16 Transfer Payments

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

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:

• Division 9 proceedings of the IRPA aimed at addressing challenges in the management of security inadmissibility cases, protecting classified information in immigration proceedings, and obtaining diplomatic assurances of safety for inadmissible individuals facing a risk of torture;
• Introduction of changes to the refugee determination process established in Bill C-11 in 2010, An Act to amend the Immigration and Refugee Protection Act and the Federal Courts Act;
• A reprofile of funding from future fiscal years approved in 2011–12, to be repaid over five years, which enabled CAS to construct a new data centre and address information technology infrastructure rust-out; and,
• Savings identified as part of the Budget 2012 Spending Review.

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

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

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:

• Improving the delivery of services to Canadians;
• Optimizing of internal processes and improving the tools available to its employees; and,
• Implementing concrete measures to build the Public Service of tomorrow.

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

Listing of the 2015–16 Transfer Payments

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