Complete text - 2016–17 Estimates

Raison d'être

The Administrative Tribunals Support Service of Canada (ATSSC) is responsible for providing the support services and the facilities that are needed by each of the administrative tribunals it serves to enable them to exercise their powers and perform their duties and functions in accordance with their legislation and rules. Additional information can be found in the ATSSC's Report on Plans and Priorities.

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

Organizational Estimates

Highlights

The ATSSC is estimating budgetary expenditures of $58.0 million in 2016–17. Of this amount, $48.9 million requires Parliamentary approval. The remaining $9.1 million represents the statutory funding forecast that does not require additional approval.

ATSSC's 2016–17 Voted Main Estimates have decreased by $3.4 million from 2015–16. This decrease is mainly due to the sunsetting of funding related to the Specific Claims Tribunal.

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

Agriculture and Agri-Food Canada is estimating budgetary expenditures of $2.3 billion in 2016–17. Of this amount, $952.8 million is voted funding which requires approval by Parliament. The remaining $1.31 billion represents statutory forecasts that do not require additional approval and are provided for information only.

The majority of Agriculture and Agri-Food Canada's funding is in support of programs under Growing Forward 2 with a significant portion being for grants and contributions.

2016–17 marks the fourth year of Growing Forward 2, a five-year (2013-18) 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.

Compared to 2015–16, the Main Estimates have increased by $6.6 million. The major changes include:

• An increase of $32.1 million for the Federal Infrastructure Initiative;
• An increase of $5 million for AgriRisk Initiatives. The funding allocation increases over the five years of Growing Forward 2 in expectation of increased interest and demand for the program;
• An increase of $1.0 million for the Growing Forward 2 AgriMarketing Program, reflecting a return to the program's initial funding profile. This profile was adjusted in 2015-16 when $1.0 million was transferred to Western Economic Diversification to support the establishment of the Canadian Beef Centre of Excellence;
• A planned decrease of $25.4 million related to sunsetting programs ($24.3 million for the Canadian Wheat Board Transition Costs program and $1.1 million for the Plum Pox Monitoring and Management program); and
• A decrease of $5.7 million related to the Growing Forward 2 AgriInnovation program, reflecting a return to the program's initial funding profile. This profile was adjusted in 2015–16 when $5.7 million was carried forward from 2014–15.

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

Expenditures by Strategic Outcome and Program

Listing of the 2016–17 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.

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, it is building a stronger economy.

The Minister of Innovation, Science and Economic Development is responsible for this organization.

Organizational Estimates

Highlights

ACOA is estimating budgetary expenditures of $308.2 million for 2016–17. Of this amount, $299.4 million requires approval by Parliament. The remaining $8.8 million represents statutory forecasts that do not require additional approval and are provided for information purposes only.

ACOA's approved authorities for 2016–17 of $308.2 million represent an increase of $9.6 million when compared to the 2015–16 Estimates of $298.6 million.

The increase in spending of $9.6 million is due to an increase in contributions and other transfer payments of $9.6 million, a decrease in operating costs of $0.2 million, and an increase of $0.2 million in statutory costs. Factors contributing to the net increase include:

Impact of temporary initiatives:

• $8.3 million increase in funding to support the Canada 150 Community Infrastructure Program as announced in Budget 2015;
• $1.0 million increase in funding to support the spruce budworm outbreak intervention as announced in Budget 2014; and
• $4.7 million decrease in funding to support specific projects in innovation, commercialization and community development in New Brunswick.

Impacts of other adjustments:

• $5.0 million increase related to changes in collections from repayable contributions;
• $0.2 million increase in statutory costs;
• $0.1 million decrease in operating funding to support the cost of the 2015–16 to 2020–21 Census of population; and
• $0.1 million decrease to support the Canada School of Public Service model.

In 2016–17, the Agency will build on regional competitive advantages and 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. ACOA will partner with businesses and sectors to support their efforts to increase productivity and innovation, and to help Atlantic firms compete successfully in export markets so they can create good quality jobs and generate wealth for Atlantic Canadians. The Agency will work with communities to help them find ways to develop their capacity to create jobs and economic stability. 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 2016–17 Report on Plans and Priorities.

Expenditures by Strategic Outcome and Program

Listing of the 2016–17 Transfer Payments

Raison d'être

The mandate of Atomic Energy Canada Limited (AECL) is to deliver on Canada's radioactive waste and decommissioning responsibilities, provide nuclear expertise to support federal responsibilities for the benefit of Canadians, and offer services to users of the nuclear laboratories on commercial terms.

The Minister of Natural Resources is responsible for AECL.

Organizational Estimates

Highlights

2016–17 will be the first full year during which AECLʼs nuclear sites will be managed and operated under a Government-owned, Contractor-operated model. The implementation of this model marked the completion of the restructuring of AECL. As such, starting in 2016–17, AECL is receiving all funding necessary to deliver on its mandate through the Main Estimates. This differs from previous years, when AECL received funding from a variety of sources, including Main and Supplementary Estimates, transfers from Natural Resources Canada and, occasionally Treasury Board Central Votes. This explains, in part, the variance between the amounts noted under 2014–15 Expenditures and 2015–16 Estimates to Date, as compared to the 2016–17 Main Estimates presented in this document.

As a result of the restructuring, the Strategic Outcome table included in these Main Estimates will be revised to reflect AECLʼs new role. Furthermore, funding for 2016–17 has been grouped into a single program area: Facilities and Nuclear Operations, which includes all funding to enable AECL to deliver on its mandate. AECL will propose changes to the Program Alignment Architecture with a proposed breakdown as follows:

• Decommissioning and Waste Management $529.8 million

The objective is to safely and efficiently reduce the Government of Canadaʼs radioactive waste liabilities, including associated risks to health, safety, security and the environment. The focus is on enabling Canadian Nuclear Laboratories to significantly advance infrastructure decommissioning, site remediation and waste management for Canada. Funding for these activities was previously provided through Natural Resources Canadaʼs Nuclear Legacy Liabilities Program, the Port Hope Area Initiative and the Low-level Radioactive Waste Management Office, and as such, would not have been reflected in Parliamentary Appropriations to AECL. Starting in 2016–17, all funding for these activities is being provided directly to AECL through the Main Estimates, with increased funding to accelerate work that will reduce risks and discharge Canadaʼs radioactive waste liabilities faster.

• Nuclear Laboratories $438.8 million

The objective is to enable the effective implementation of the Government-owned, Contractor operated model and thereby enable Canadian Nuclear Laboratories to manage and operate AECLʼs sites efficiently and effectively to provide expertise, products and services, and science and technology capabilities in support of: (i) Canadaʼs federal roles, responsibilities and priorities; (ii) commercial services for third parties; and, (iii) capital projects and other corporate activities at the nuclear laboratories. Work in this activity includes renewal and modernization of the Chalk River site to enhance Canadian Nuclear Laboratoriesʼ ability to provide safe and world-class science and technology and other services for Canada.

More information on AECLʼs activities can be found in its Corporate Plan Summary.

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 $78.5 million in 2016–17. Of this amount, $68.3 million requires approval by Parliament. The remaining $10.2 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 $0.2 million or 0.3% from the previous Main Estimates. Additional information can be found in the Office of the Auditor General's 2016–17 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 Canada Border Services Agency is estimating budgetary expenditures of $1,673.0 million in 2016–17. Of this amount,

$1,488.3 million requires approval by Parliament. The remaining $184.7 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 decrease in net spending of $101.2 million or 5.7% is due to a decrease in Operating expenditures of $54.1 million, a decrease in Capital expenditures of $49.2 million and an increase of $2.1 million in Statutory expenditures (EBP).

Major items contributing to the year-over-year net change of $101.2 million in funding levels include:

Increases totaling $25.0 million in the 2016–17 Main Estimates are mainly due to:

• $16.3 million to expand biometric screening in Canada's Immigration proceedings;
• $6.6 million to continue to implement and administer reforms of the Temporary Foreign Worker Program (TFWP) and the International Mobility Program; and
• $2.1 million adjustment of the employee benefit rate from 16.8% to 17.2%.

The increases in the 2016–17 Main Estimates are offset by the following decreases totaling $126.2 million and are mainly due to:

• $49.8 million due to the completion of Arming of CBSA officers at the border;
• $26.9 million reduction of funding for major initiatives included in the Beyond the Border Action Plan;
• $19.3 million reduction of funding received to complete the phase 2 of the CBSA Assessment and Revenue Management project (CARM) and the Accounts Receivable Ledger (ARL) project;
• $11.4 million decrease of the project funding for Postal Modernization initiative; and
• The balance of $18.8 million is related to a decrease of funding for various projects.

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.

Organizational Estimates

Highlights

The Canada Council for the Arts' (CCA) planned expenditures will show a reallocation of funds to Grants and Services from savings in Internal Services related to efficiencies. 2016–17 is the first year in the CCA's new strategic plan. Main areas of activity include:

• Public launch and implementation of a new 2016–21 Strategic Plan that will guide the Council's activities over this five-year period;
• Transition from the current programs to a new funding model that will simplify the Canada Council's granting programs and processes to better serve artists and arts organizations and scale up its impact for Canadians. The new funding model will be in effect April 1, 2017; and
• Working on Council's priorities, including:
  • Supporting the adaptability of the arts sector in a digital society;
  • Renewed and greater support for Aboriginal Arts and the role of the arts in reconciliation;
  • Investing in the international presence and success of Canadian artists, and strengthening international role of the Canada Council, including through the activities of the Canadian Commission for UNESCO; and
  • Supporting the diversity of the arts in Canada through specific approaches to equity, including cultural diversity, Official Language Minority and Deaf and disability arts.

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's mandate is to facilitate access to housing and contribute to financial stability in order to help Canadians meet their housing needs.

CMHC receives Parliamentary appropriations to fund housing programs on and off reserve. Working with provinces, territories, First Nations, and the private and not-for-profit sectors, CMHC helps Canadians in housing need by improving access to affordable housing.

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.

CMHC's Market Analysis and Research Activity supports informed decision making through the creation, interpretation and sharing of housing-related data and information.

CMHC is accountable to Parliament through the Minister of Families, Children and Social Development.

Organizational Estimates

Highlights

CMHC is estimating budgetary expenditures of $2.0 billion in 2016–17. Included in the budgetary expenditures is $253.1 million related to the third year of the five-year extension of funding under the Investment in Affordable Housing.

A total budgetary increase of $2.3 million from the 2015–16 Main Estimates is due primarily to the following:

• An increase of $4.0 million for additional housing construction and rehabilitation on-reserve. This funding allows for new commitment activity to assist First Nations in the construction, purchase and rehabilitation of suitable, adequate and affordable rental housing, as well as providing financial assistance to repair substandard homes to a minimum level of health and safety; and
• A decrease of $1.2 million due to updated pace of spending for renovation programs on-reserve.

CMHC is estimating non-budgetary net repayments of $644 million in 2016–17 compared to $139 million in the 2015–16 Main Estimates. The variance of $505 million from 2015–16 to 2016–17 is due to the following:

• An increase of $260 million in scheduled repayments under the Crown Borrowing Program; and
• A decrease of $245 million in loan advances for renewals on existing Direct Lending Activity as well as advances made in support of new capital commitments over the planning period.

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.

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.

The Minister of Public Services and Procurement is responsible for this organization.

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, Members of Parliament, the Speakers of the Senate and House of Commons, the Parliamentary Librarian and the Ethics Commissioner. Under the Act members of the House of Commons are also allowed up to four free householder (Unaddressed Admail) mailings to their constituents in any calendar year.

Materials for the Use of the Blind

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

Expenditures by Strategic Outcome and Program

Raison d'être

The Minister of National Revenue is responsible for the Canada Revenue Agency (CRA). The CRA administers tax, benefits and related programs, and ensures compliance on behalf of governments across Canada. The CRA collects the revenues governments need to deliver essential services to Canadians. The CRA processes hundreds of billions of dollars in taxes and issues billions of dollars in benefit and credit payments annually.

The CRA's mandate is to make sure Canadians:

• Pay their required share of taxes;
• Receive their rightful share of benefits; and
• Get an impartial review of the decisions they contest.

Organizational Estimates

Highlights

The Canada Revenue Agency is estimating budgetary expenditures of $4.1 billion in 2016–17. Of this amount, $3.1 billion requires approval by Parliament. The remaining $1.0 billion represents statutory forecasts that do not require additional approval and are provided for information purposes.

In total, the Agency is displaying an increase of $280.9 million or 7.4% from previous Main Estimates, which is the net result of various increases offset by certain planned decreases.

The CRA budgets will be increasing by $331.8 million due to the following:

• $128.0 million presented under the Taxpayer and Business Assistance Program Activity related to the disbursements to provinces under the Softwood Lumber Products Export Charge Act;
• $55.8 million for the implementation and administration of enhanced compliance measures included in the 2015 Federal Budget;
• $52.0 million in payments under the Childrenʼs Special Allowance Act for eligible children in the care of agencies and foster parents;
• $41.4 million related to adjustments to accommodation and real property services provided by Public Works and Government Services Canada;
• $25.7 million for the implementation and administration of legislative measures announced in the 2015 Federal Budget;
• $19.6 million for the reimbursement as a result of a reduction in the Canada Revenue Agencyʼs accommodation requirements; and
• $9.3 million related to contributions to employee benefit plans.

The above mentioned increases are offset by decreases totalling $50.9 million due to the following:

• $13.8 million in savings identified as part of the Budget 2012 spending review;
• $10.5 million related to planned decrease in funding for the administration of the Softwood Lumber Agreement;
• $9.1 million transfer to the Canada School of Public Service;
• $6.0 million for government advertising programs;
• $5.9 million in the spending of revenues received through the conduct of its operations primarily attributable to reductions in initiatives administered on behalf of Canada Border Services Agency and the province of Ontario;
• $5.2 million for various initiatives announced in the 2011, 2012, 2013 and 2014 Federal Budgets;
• $0.3 million transfer to Industry for "Get it in Writing" project for the Canadian Home Buildersʼ Association; and
• $0.1 million transfer to Statistics Canada for the 2016 Census.

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 Canada School of Public Service is estimating budgetary expenditures of $83.2 million in 2016–17. Of this amount, $69.2 million requires approval by Parliament. The remaining amount of $14.0 million represents statutory authority that does not require additional approval and is provided for information purposes.

In comparison with 2015–16, the 2016–17 Main Estimates have increased by $12.4 million. This increase is the result of the transition to a new funding model, shifting over time to reduce fee-based learning to a primarily appropriated core funding model.

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. 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 2016–17 Main Estimates of $624.0 million, which require approval from Parliament, are $54.4 million or 8% lower than its 2015–16 Main Estimates of $678.4 million. The Main Estimates consist of $471.4 million for operating expenditures and $152.6 million for capital expenditures.

CATSA's 2016–17 Main Estimates for operating expenditures of $471.4 million are $72.2 million or 13% lower than its 2015–16 Main Estimates of $543.6 million. The variance is mainly attributable to a delay in receiving the 2016–17 incremental funding to deliver Enhanced Non-Passenger Screening in support of the strengthened International Civil Aviation Organization standard for Non-Passenger Screening.

CATSA's 2016–17 Main Estimates for capital expenditures of $152.6 million are $17.8 million or approximately 13% higher than its 2015–16 Main Estimates of $134.8 million. The year-over-year variance reflects a realignment of CATSA's capital budget envelope to meet its annual cash flow requirements. This includes an increase in capital spending for Pre-Board Screening in fiscal year 2016–17 as CATSA strives to optimize the checkpoints through the deployment of new screening concepts and advanced technology. The increase in capital spending in Pre-Board Screening is partially offset by a decrease in capital spending to support the Enhanced Non-Passenger Screening program.

As set out in its 2015–16 to 2019–20 Corporate Plan, CATSA's funding priorities for the 2016–17 fiscal year will continue to focus on the delivery of its core mandated activities. This will include the ongoing deployment of CATSA's new Hold Baggage Screening system as part of its capital life-cycle management plan, and the delivery of the Enhanced Non-Passenger Screening program which is contingent upon the approval of the 2016–17 incremental funding by Parliament.

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.

Organizational Estimates

Highlights

2016-17 will be the second 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 Employment, Workforce Development and 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 Canadian Centre for Occupational Health and Safetyʼs planned cash expenditures remain the same as previous years, however the increase in statutory authority reflects the fact CCOHS will no longer use a vote netting authority to collect and spend revenues and will instead use the existing authority provided in Section 6 (1)(g) of the Canadian Centre for Occupational Health and Safety Act.

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 Canadian Commercial Corporation estimates budgetary expenditures of $3.51 million in 2016–17 which requires 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 (PEPC). 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 a laboratory accreditation program 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 (WTO) for subsidized exports.

To stimulate investments and growth in the use of Canadian milk and dairy ingredients, the CDC created a program called Milk Access for Growth.

No significant changes are expected in the programs that the CDC administers in fiscal year 2016–17. 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 Environment and Climate Change 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 Indigenous Peoples, and
• Playing a lead role in shaping the future of federal environmental assessments

The Canadian Environmental Assessment Agency's 2016–17 Main Estimates of $30.9 million are $13.5 million more than the 2015–16 Main Estimates. The difference is mainly attributable to the renewal of sunsetting funds in Budget 2015 to improve Canadaʼs regulatory framework for major resource projects and Indigenous consultation.

Expenditures by Strategic Outcome and Program

Listing of the 2016–17 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, with 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.

The 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.

The 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 2016–17 Main Estimates for the CFIA total $739.7 million, an increase of $41.5 million from the 2015–16 Main Estimates of

$698.2 million. The major items contributing to this increase are:

• An increase of $54.9 million related to resources received for the Federal Infrastructure Initiative;
• an increase of $21.3 million in funding to implement the Electronic Service Delivery Platform Initiative; and,
• an increase of $14.0 million in resources to strengthen Canada's food safety oversight system.

These increases are mainly offset by:

• A decrease of $44.4 million related to the sunsetting of various initiatives in the Food Safety Program. The Agency will assess the level of resources required for these sunsetting initiatives and seek renewal as required to maintain and continuously improve Canada's strong food safety system and safe and accessible food supply.

Additional information is available in the departmental Report on Plans and Priorities.

Expenditures by Strategic Outcome and Program

Listing of the 2016–17 Transfer Payments

Raison d'être

The Canadian Grain Commission (CGC) is a federal government department 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 $5.4 million in 2016-17. Of this amount, $4.8 million requires approval by Parliament. The remaining $0.6 million is to support employee benefit plan obligations.

The authority requested for 2016-17 Main Estimates is consistent with authority provided in 2015-16 Main Estimates.

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.

Revenues credited to the revolving fund are expected to be $56.0 million in 2016-17.

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 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 $1.29 billion in 2016–17. Of this amount, $1.27 billion requires approval by Parliament. The remaining $25.6 million represents statutory forecasts that do not require additional approval and are provided for information purposes. This is an increase of $39.8 million when compared to the 2015–16 Main Estimates.

The overall increase is explained by an increase of $10.2 million in Vote 1 (Operating expenditures), $28.7 million in Vote 5 (Grants and contributions) and $0.9 million in statutory forecasts.

The increase of $10.2 million in Vote 1 is mainly due to:

• An increase of $20.4 million for the Celebration of Canada's 150th anniversary of Confederation;
• A decrease of $7.2 million for the government advertising programs – Canada 150 Campaign;
• A decrease of $1.9 million for the Aboriginal Peoples' Program; and
• A decrease of $0.7 million for Capital Experience Program related to a reprofile of funds for the Sound and light show.

The increase of $28.7 million in Vote 5 is mainly due to:

• An increase of $83.8 million for the Celebration of Canada's 150th anniversary of Confederation;
• A decrease of $37.5 million for the Toronto 2015 Pan American and Parapan American Games;
• A decrease of $10.0 million for the Celebration of Canada's 150th anniversary of Confederation – Road to 2017;
• A decrease of $4.9 million for the Aboriginal Peoples' Program – Aboriginal Languages Initiative; and
• A decrease of $2.0 million for the Cultural Strategy for the Toronto 2015 Pan and Parapan American Games due to a reprofile of funds.

For further details regarding Canadian Heritage, its operations and its use of funds, please refer to the 2016–17 Reports on Plans and Priorities.

Expenditures by Strategic Outcome and Program

Listing of the 2016–17 Transfer Payments

Raison d'être

Canadian High Arctic Research Station has been created to:

• advance knowledge of the Canadian Arctic in order to improve economic opportunities; environmental stewardship and the quality of life of its residents and all other Canadians
• promote the development and dissemination of knowledge of the other circumpolar regions, including the Antarctic
• strengthen Canada's leadership on Arctic issues, and
• establish a hub for scientific research in the Canadian Arctic.

The Minister of Indigenous and Northern Affairs is responsible for this organization.

Organizational Estimates

Highlights

The Canadian High Arctic Research Station Act of 2015 established the Canadian High Arctic Research Station (CHARS) and fiscal year 2016–17 will be its first full year of operations.

CHARS is estimating expenditures of $19,475,274 in 2016–17, of this amount, $18,853,197 requires Parliamentary approval. The remaining $622,077 represents statutory forecasts that do not require additional approval and are provided for information.

The planned expenditures will help to establish CHARS as a leader in polar science, environmental monitoring and technology development and transfer. The goal of CHARS is to be recognized as a leading source of polar knowledge mobilization, engagement, northern capacity building and mentoring.

Expenditures by Strategic Outcome and Program

Listing of the 2016–17 Transfer Payments

Raison d'être

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.

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

Organizational Estimates

Highlights

The Canadian Human Rights Commission is estimating budgetary expenditures of $22.1 million in 2016–17. Of this amount, $19.3 million requires approval by Parliament. The remaining $2.8 million represents statutory forecasts that do not require additional approval and are provided for information purposes.

The Commissionʼs planned spending will remain stable in 2015–16 and 2016–17.

Over the next year, the Commission will focus on :

• Raising awareness and mobilizing stakeholders around human rights issues to positively influence opinions and actions;
• Exploring ways to create a more user-friendly complaint process that people can easily access and fully participate in; and
• Shifting the way services are designed, managed and delivered by putting people at the centre of the Commission's processes.

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 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."

CIHRʼs mandate seeks to transform health research in Canada in an ethically sound manner by:

• Funding both investigator-initiated and priority-driven research;
• 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 $1,025.6 million in 2016–17. Of this amount, $1,019.6 million requires approval by Parliament. The remaining $6.0 million represents statutory forecasts that do not require additional approval and are provided for information purposes.

The planned expenditures of $1,025.6 million in 2016–17 represent an increase of $17 million, or 1.7%, from the 2015–16 Main Estimates of $1,008.6 million.

The $17 million increase is mainly due to CIHR receiving $16.4 million in 2016–17 as a result of the inaugural competition for the Canada First Research Excellence Fund (CFREF) tri-agency program. In collaboration with the Natural Sciences and Engineering Research Council (NSERC) and the Social Sciences and Humanities Research Council (SSHRC), CIHR will be providing funding to Canada's post-secondary institutions to position them to compete with the best in the world for talent, partnership opportunities and breakthrough discoveries, thus creating long-term economic advantages for Canada. Over 7 fiscal years, CIHR will be partially funding 2 of the 5 recipients for a total of $114.9 million of the $349.3 million awarded.

In 2016–17, CIHR will also be funding $3.1 million as a result of the 2016 competition for the Centres of Excellence for Commercialization and Research (CECR) tri-agency program. In collaboration with NSERC and SSHRC, CIHR will be providing funding to support the operation of research and commercialization centres that bring together people, services, and research infrastructure to position Canada at the forefront of breakthrough innovations in Science & Technology (S&T) priority areas. Over 6 fiscal years, CIHR will be partially funding the 2 new centres for a total of $14.1 million of the $48.6 million awarded. While this would represent an increase in CIHR's planned expenditures, it is offset by funding received for a previous CECR competition, which will sunset in 2015–16.

The remaining variance of $0.6 million is due to funds received from other departments for partnership activities in 2016–17 and future fiscal years, as well as various other program funding adjustments.

Further details on CIHR's 2016–17 planned expenditures are available in CIHR's 2016–17 Report on Plans and Priorities.

Expenditures by Strategic Outcome and Program

Listing of the 2016–17 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

The Canadian Intergovernmental Conference Secretariat's 2016–17 expenditures remain approximately the same as the previous year. The 2016–17 funding will be utilized to address the following priorities:

• Enhance and expand strategic partnerships;
• Ensure a relevant, responsive service delivery model;
• Effective and efficient use of resources; and
• Cultivate a continuous learning environment.

Our 2016–17 Report on Plans and Priorities will contain more details regarding our priorities

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 is responsible for this organization.

Organizational Estimates

Highlights

The Museum's reference levels in Vote 1 for operating and capital expenditures in 2016–17 are $21.7 million, the same amount that was received in 2015–16.

The Board of Trustees confirmed the five core goals established in early 2015 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.

The Board and Executive of the CMHR are committed to building on the Museum's considerable successes. A defining hallmark of the Canadian Museum for Human Rights is its ability to inspire generations and change lives. The Museum plans to expand its reach across Canada and the world, and to continually refresh and evolve exhibits, content and programming to ensure offerings remain impactful and relevant.

The Museum will continue to maximize its earned revenue from admissions, membership, programs, retail, facility rentals and commissions from the bistro and catering.

Depending on the long-term funding, the Museum will expand its remote and web based offerings; ensure the exhibits remain current and relevant to visitors; launch a travelling exhibits program; bring temporary exhibits from other institutions to CMHR, tailoring them to align with the CMHR mandate; continue to be innovative; expand linkages nationally and internationally to continue to contribute to increased economic benefits for Winnipeg, Manitoba and Canada; develop new and nationally relevant learning resources; and launch the National Student Program.

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 is responsible for this organization.

Organizational Estimates

Highlights

The Canadian Museum of History is creating an entirely new exhibition on Canadian history. This new exhibition, which represents the largest and most ambitious exhibition project that our Museum has ever undertaken, is called the Canadian History Hall and is due to open on July 1, 2017, the 150th anniversary of Confederation.

The hall's purpose is to tell the story of Canada and its people from the dawn of human habitation to the present day. The new gallery will help the Museum fulfill its mandate.

The appropriation request for 2016–17 is $66.2 million, a decrease of $17.2 million from the previous year's approval. The decrease is due to:

• A decrease of $17.0 million for the renovation of the Canadian History Hall; and
• A decrease of $170 thousand in funding for the British Columbia 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 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 2016–17 which require approval by Parliament.

The expanded Museum reopened in May 2015 and is attracting new and repeat visitors. This, along with an enhanced online presence and the launch of the Museum's first travelling exhibit, are extending the Museum's reach and supporting the Museum's national mandate.

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 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

In 2016–17, the Museum will advance year three of a new strategic plan that leverages its research and collections strengths in Arctic Knowledge and Species Discovery. New approaches to the design and delivery of visitor experiences will enable the Museum to attract and inspire new audiences. These new engaging experiences will lead to higher memberships, higher membership renewal and will provide a foundation for enhanced fundraising. Overall higher levels of engagement will lead to a better understanding of and connection with Canada's natural world.

Strategic Objective #1:

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

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

Strategic Objective #2:

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

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

Strategic Objective #3:

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

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

Strategic Objective #4:

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

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

Strategic Objective #5:

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

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.

Please refer to the Museum's corporate plan for more information.

These five strategic objectives will be managed through the five program activities (PAA) 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 Innovation, Science and Economic Development is responsible for CanNor.

Organizational Estimates

Highlights

The Canadian Northern Economic Development Agency (CanNor) is estimating budgetary expenditures of $26.2 million in 2016–17. Of this amount $25.3 million requires approval by Parliament. The remaining $0.9 million represents statutory forecasts that do not require additional approvals and are provided for information purposes.

Significant Funding Changes:

The sunsetting of the following programs reduced overall funding: Strategic Investments in Northern Economic Development Program - $19.9 million; Northern Adult Basic Education Program - $4.0 million; and the Northern Projects Management Office - $2.6 million.

Funding for the last year of the capital element of the Centre for Northern Innovation in Mining project was reduced by $1.3 million

($2.4 million to $1.1 million).

Budget 2015 identified funding for the following programs: Canada 150 Community Infrastructure Program - $3.2 million; and the Certification and Market Access Program for Seals - $63,000.

Expenditures by Strategic Outcome and Program

Listing of the 2016–17 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 Canadian Nuclear Safety Commission is estimating budgetary expenditures of $136.2 million in 2016–17. Of this amount,

$38.7 million requires approval by Parliament. The remaining $97.5 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 Nuclear Safety and Control Act (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 licenses 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.

In 2016–17, the CNSC's Main Estimates have increased by $3.0 million or 2% when compared to the 2015–16 Main Estimates. The increase is due to a $3.2 million increase in Statutory expenditures resulting from an overall increase in projected expenditures due to salary increases. It is also attributable to an increase in revenues earned from formula fees, as a result of a phased-in review of formulas used within the CNSC Cost Recovery Fees Regulation, to align costs with regulatory activities for the various licence types. The increase in Statutory expenditures is partially offset by a decrease in Program expenditures of $0.2 million, primarily due to a reduction in funding associated with the single window horizontal initiative outlined in Beyond the Border: A Shared Vision for Perimeter Security and Economic Competitiveness (also known as the Beyond the Border Action Plan).

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

Expenditures by Strategic Outcome and Program

Listing of the 2016–17 Transfer Payments

Raison d'être

Pursuant to the Economic Action Plan 2014 Act, No. 2. the Canadian Polar Commission Act was repealed as of June 1st, 2015. All rights, personal property or movables and real property or immovables and all obligations of the Canadian Polar Commission were transferred to the Canadian High Arctic Research Station

Organizational Estimates

Highlights

Not Applicable

Expenditures by Strategic Outcome and Program

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.

Organizational Estimates

Highlights

The Canadian Radio-television and Telecommunications Commission (CRTC) is estimating net budgetary expenditures of $12.1 million in 2016–17. Of this amount, $5 million requires approval by Parliament. The remaining $7.1 million represents statutory forecasts that do not require additional approval and are provided for information purposes.

This is a decrease of $0.2 million when compared to the 2015–16 Main Estimates. Factors contributing to this difference include:

• Decrease of $0.1 million for the transfer of funds to Canada School of Public Service;
• Decrease of $0.1 million for the transfer of funds to Public Works and Government Services for the transformation of Pay Administration;
• Decrease of $0.1 million following the end of the agreement for the transfer of funds from the Offices of the Information and Privacy Commissioners of Canada; and
• Increase of $0.1 million for statutory budget expenditures related to employee benefits plans.

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

Expenditures by Strategic Outcome and Program

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 the department are $572.1 million, a net increase of $35.0 million. The major changes are as follows:

• An increase of $35.5 million in support of Canada's national security and the safety of Canadians; and
• A decrease of $0.5 million due to miscellaneous 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 delivering on 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:

• Assist the Minister to coordinate the space policies and programs of the Government of Canada;
• Plan, direct, manage and implement programs and projects relating to scientific or industrial space research and development, and the application of space technology;
• Promote the transfer and diffusion of space technology to and throughout Canadian industry; and
• Encourage commercial exploitation of space capabilities, technology, facilities and systems.

The Minister of Innovation, Science and Economic Development is responsible for this organization.

Organizational Estimates

Highlights

The Canadian Space Agency (CSA) is estimating budgetary expenditures of $432.4 million in 2016–17. Of this amount, $422.4 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.

The variation in voted appropriations represents a net decrease of $51.0 million between fiscal years 2015–16 and 2016–17 corresponds to an increase in Operating expenditures of $15.2 million, a decrease in Capital expenditures of $66.9 million and an increase in Grants and Contributions of $0.4 million. These fluctuations are mainly due to the fact that 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 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.

The variation between fiscal years 2015–16 and 2016–17 is composed of:

• An increase of $9.5 million due to additional funding received for the provision of value-added satellite reports/images for humanitarian needs;
• A net increase of $3.5 million due to additional funding received for the Canadian Space Agency's David Florida Laboratory (DFL) infrastructure and corresponding equipment to maintain its space capabilities and improve compliance with applicable building codes and standards;
• An increase of $1.7 million due to additional funding received for the Maritime Monitoring and Messaging Micro-Satellite (M3MSat) project due to the change of the launch provider and associated launch delay;
• An increase of $1.2 million for activities related to the space station. The current year over year increase reflects different cash flow requirements;
• A decrease of $43.3 million related to the RADARSAT Constellation Mission (RCM). The current year over year decrease reflects different cash flow requirements; and
• A decrease of $8.0 million due to additional funding received in 2015–16 for enhanced space-based Automatic Identification System (AIS) data buy.

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

Expenditures by Strategic Outcome and Program

Listing of the 2016–17 Transfer Payments

Raison d'être

The Canadian Tourism Commission (CTC) operating as Destination Canada (DC), 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

DC 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. DC reports to Parliament via the Minister of Innovation, Science and Economic Development. DC 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 2016–17, DC's appropriation is $70.5 million. The appropriation is broken down in two components: a core appropriation of

$58.0 million and a special programs appropriation of $12.5 million relating to the Connecting America marketing initiative. Total funding for the Connecting America marketing initiative is $30 million and is spread out over three years: $5.0 million for 2015–16, $12.5 million for 2016–17 and $12.5 million for 2017–18. For 2016, since DC's budget is organized by calendar year, the appropriation will translate into an annual appropriation of $58.0 million with an additional $10 million relating to Connecting America special program funding.

DC's activities are aligned to focus resources on markets of strategic importance to Canada's tourism industry.

DC's corporate strategy as outlined in the 2016–20 Corporate Plan:

Goal:

• By 2020, DC will support the Industry as it grows the number of arrivals to 20 million international visitors per year with tourism export revenue of $20 billion.

Objectives:

• Increase demand for Canada with innovative marketing
• Advance the commercial competitiveness of the tourism sector
• Increase corporate efficiency and effectiveness

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 $29.8 million in 2016–17. Of this amount, $26.3 million requires approval by Parliament. The remaining $3.5 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 2015–16 by $0.1 million due mainly to an increase in the Employee Benefit Plan percentage as determined by Treasury Board Secretariat as part of the Annual Reference Level Update. This increase is offset slightly by the government-wide budget reduction in support of the Canada School of Public Service Initiative.

Funding by program between Main Estimates may differ from year to year as these amounts are influenced by the number of active investigations in each program at the time of preparation of the Main Estimates.

In 2016–17, 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 the strategic objectives outlined in the TSB's five-year strategic plan, which provides a clear framework to guide investments and activities for the planning horizon.

Details on the TSB's priorities will be available in its 2016–17 Report on Plans and Priorities.

Expenditures by Strategic Outcome and Program

Raison d'être

The Canadian Transportation Agency is an independent, quasi-judicial tribunal and regulator. It plays a unique role with respect to the national transportation system.

The Agencyʼs core mandate is to help ensure the efficiency and accessibility of the national transportation system through the use of a range of authorities and tools, which fall into four main categories:

• Making and applying rules and guidance: The establishment of "rules of the game" through regulations, guidelines, codes of practice, and interpretation notes, and the use of various instruments to foster compliance.
• Overseeing market entry and exit: The issuance of operating licences and permits to companies that meet specific criteria and the application of discontinuance processes where prescribed by statute.
• Resolving disputes: The resolution of disagreements over costs or services between transportation companies and their customers (passengers and shippers) and neighbours (residents and communities), using facilitation, mediation, arbitration, and adjudication.
• Providing information: The collection, analysis, and dissemination of information on the national transportation system through mechanisms such as the Agencyʼs Annual Report.

The Agency is an armʼs length organization that reports to Parliament through the Minister of Transport.

Additional information on the Agencyʼs role, mission and mandate can be found in the Agencyʼs Report on Plans and Priorities and is available on the Agencyʼs website.

Organizational Estimates

Highlights

The Canadian Transportation Agency is estimating budgetary expenditures of $27.8 million in 2016–17. Of this amount, $24.3 million requires approval by Parliament. The remaining $3.5 million represents statutory forecasts that do not require additional approval and are provided for information purposes.

In 2016–17, the Agencyʼs planned expenditures will remain approximately the same as in previous years, during which the Agency has absorbed a number of new mandates without additional funding. For example, additional mandates as a result of the passing of the Fair Rail for Grain Farmers Act in May 2014 and the Safe and Accountable Rail Act in May 2015 placed certain capacity demands on the Agency whose budget has remained essentially unchanged for more than a decade.

Additional information can be found in the Agencyʼs Report on Plans and Priorities.

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 registration, 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 voting 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 Minister of Democratic Institutions 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 $98.5 million in 2016–17. Of this amount, $29.2 million requires approval by Parliament. The remaining $69.3 million represents statutory forecasts and is provided for information purposes.

Overall for 2016–17, the agency is estimating a decrease of $297.4 million from the 2015–16 Main Estimates. This net decrease is explained by the October 19, 2015 general election (part of the Electoral Operations and Regulation of Electoral Activities programs).

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

The disposition of all authorities will be available in the agency's 2015–16 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.

Immigration, Refugees, and Citizenship Canada (IRCC) selects foreign nationals as permanent and temporary residents whose skills contribute to Canadian prosperity. The department maintains Canada's humanitarian tradition by welcoming refugees and other people in need of protection, thereby upholding its international obligations and reputation. The department 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. The department is also responsible for the issuance and control of Canadian passports which facilitate the travel of Canadians abroad. Fundamentally, IRCC builds a stronger Canada by helping all newcomers settle and integrate into Canadian society and the economy, and by encouraging and facilitating Canadian citizenship.

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

Note: Until the establishing legislation is amended, the legal name of the department for the purposes of Appropriation Acts remains Citizenship and Immigration.

Organizational Estimates

Highlights

Immigration Refugees and Citizenship Canada's budgetary Main Estimates for 2016–17 of $1,650.8 million represents a net increase of $186.2 million from the previous year.

The following are the highlights of this change:

• An increase of $179.3M to implement the Governmentʼs response to the Syrian refugee crisis;
• An increase of $29.3M to continue to implement and administer reforms to the Temporary Foreign Worker program and the International Mobility program;
• An increase of $17.9M related to statutory adjustments to the Passport Canada revolving fund;
• An increase of $14.9M to expand biometric screening in Canada's immigration system;
• An increase of $4.5M to the Grant for the Canada-Quebec Accord on immigration;
• An increase of $3.4M for the Citizenship and Temporary Resident programs;
• An increase of $3.0M for contribution funding under the Global Assistance for Irregular Migrants Program to support Canada's Migrant Smuggling Prevention Strategy;
• An increase of $2.5M to manage immigration cases involving classified information;
• A decrease of $29.5M in statutory funding for the refund of fees for certain terminated applications for the Federal Skilled Workers program;
• A decrease of $16.5M in statutory funding for the refund of fees for certain terminated applications for the Immigrant Investor Program and Entrepreneur Program;
• A decrease of $6.7M related to the reform of Canada's Refugee system;
• A decrease of $6.3M to transfer funds to Global Affairs Canada to provide support to departmental staff located at missions abroad;
• A decrease of $3.5M related to the Pan American Games that were performed in 2015–16;
• A decrease of $3.0M for the governmental advertising campaign;
• A decrease of $2.1M for the Information Sharing under the Perimeter Security and Economic Competitiveness Action Plan; and
• A decrease of $1.0M due to other minor funding adjustments.

Beginning in 2016–17, a new Capital vote totalling $13.7M will be implemented. Capital funds will be mostly used to support the expansion of biometric screening in Canada's immigration system as well as for the different releases related to Immigration, Refugees and Citizenship Canada's Global Case Management System.

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 2016–17 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 Civilian Review and Complaints Commission for the Royal Canadian Mounted Police is estimating budgetary expenditures of

$10 million in 2016–17. Of this amount, $9 million requires approval by Parliament. The remaining $1 million represents statutory authorities that do not require additional approval and are provided for information purposes.

The Civilian Review and Complaints Commission for the Royal Canadian Mounted Police planned expenditures will be similar to previous years.

In 2016–17, 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 Civilian Review and Complaints Commission for the Royal Canadian Mounted Police has assumed its new responsibilities as 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 the Commission's priorities are outlined in its 2016–17 Report on Plans and Priorities.

Expenditures by Strategic Outcome and Program