Main Estimates - 2016–17 Estimates

Main Estimates

Administrative Tribunals Support Service of Canada

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

Figure 1. Organizational Estimates - Budgetary - Administrative Tribunals Support Service of Canada
Data table used to populate this graph is found below.
Table 1. Organizational Estimates (dollars) - Administrative Tribunals Support Service of Canada
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Program expenditures 23,002,097 52,297,037 52,297,037 48,879,363
Total voted 23,002,097 52,297,037 52,297,037 48,879,363
Total Statutory 3,735,378 8,598,993 8,598,993 9,145,173
Total budgetary 26,737,475 60,896,030 60,896,030 58,024,536

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

Table 2. Expenditures by Strategic Outcome and Program - Budgetary - Administrative Tribunals Support Service of Canada
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Efficient and effective services which support tribunal chairs and members in exercising their statutory responsibilities and ensure that their independence is protected in a manner which promotes Canadians' confidence in the federal tribunal system.
Tribunal Specialized and Expert Support Services 7,845,015 23,749,452 21,445,348
Payments to tribunal chairs and members 4,888,986 17,050,888 12,830,814
Registry Services 3,786,373 8,525,444 7,799,725
The following program supports all strategic outcomes within this organization.
Internal Services 10,217,101 11,570,246 15,948,649
Total 26,737,475 60,896,030 58,024,536

Agriculture and Agri-Food

Raison d'être

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

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

Organizational Estimates

Figure 2. Organizational Estimates - Budgetary - Agriculture and Agri-Food
Data table used to populate this graph is found below.
Table 3. Organizational Estimates (dollars) - Agriculture and Agri-Food
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Operating expenditures 577,712,678 548,177,880 547,629,547 534,827,658
5 Capital expenditures 25,835,661 27,872,294 48,775,032 74,750,000
10 Grants and contributions 345,165,608 367,238,619 435,756,388 343,252,000
Total voted 948,713,947 943,288,793 1,032,160,967 952,829,658
Total Statutory 1,065,277,421 1,313,799,267 1,313,799,267 1,310,903,598
Total budgetary 2,013,991,368 2,257,088,060 2,345,960,234 2,263,733,256

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

Table 4. Expenditures by Strategic Outcome and Program - Budgetary - Agriculture and Agri-Food
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
A competitive and market-oriented agriculture, agri-food and agri-based products sector that proactively manages risk.
Business Risk Management 1,033,315,991 1,301,429,496 1,305,927,027
Market Access, Negotiations, Sector Competitiveness, and Assurance Systems 163,511,328 194,586,263 171,704,257
Farm Products Council of Canada 3,032,055 3,028,779 3,036,170
An innovative and sustainable agriculture, agri-food and agri-based products sector.
Science, Innovation, Adoption and Sustainability 575,890,434 537,550,506 560,789,990
Industry Capacity 76,204,095 70,990,651 73,027,026
Canadian Pari-Mutuel Agency (2,233,091) 0 0
The following program supports all strategic outcomes within this organization.
Internal Services 164,270,556 149,502,365 149,248,786
Total 2,013,991,368 2,257,088,060 2,263,733,256

Listing of the 2016–17 Transfer Payments

Table 5. Listing of the 2016–17 Transfer Payments - Agriculture and Agri-Food
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Grants
Grant payments for the Churchill Port Utilisation program 4,585,371 4,600,000 4,600,000
Grants to foreign recipients for participation in international organizations supporting agriculture 756,170 883,000 883,000
Grant payments for the AgriRisk Initiatives program 100,000 100,000 100,000
Total Statutory 185,779,299 167,300,000 167,300,000
Contributions
Contributions for Cost-Shared Strategic Initiatives programming in Innovation under Growing Forward 2 91,546,837 100,179,252 100,179,252
Contributions for Cost-Shared Strategic Initiatives programming in Competitiveness and Market Development under Growing Forward 2 88,267,210 60,869,892 60,869,892
Contribution payments for the AgriInnovation program under Growing Forward 2 63,105,754 66,141,619 60,455,000
Contributions for Cost-Shared Strategic Initiatives programming in Adaptability and Industry Capacity under Growing Forward 2 30,038,615 44,830,856 44,830,856
Contribution payments for the AgriMarketing program under Growing Forward 2 24,308,985 34,500,000 35,500,000
Contributions for the AgriRisk Initiatives program 4,018,823 11,400,000 16,400,000
Contributions to support the Canadian Agricultural Adaptation program 1,742,371 10,061,000 10,061,000
Contributions in support of the Agricultural Greenhouse Gases program 4,431,565 5,382,000 5,382,000
Contribution payments for the AgriCompetitiveness program under Growing Forward 2 2,668,742 3,127,000 3,127,000
Contributions under the Career Focus program – Youth Employment Strategy 684,345 864,000 864,000
Total Statutory 815,401,699 1,075,124,348 1,075,124,348

Atlantic Canada Opportunities Agency

Raison d'être

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

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

Figure 3. Organizational Estimates - Budgetary - Atlantic Canada Opportunities Agency
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 6. Organizational Estimates (dollars) - Atlantic Canada Opportunities Agency
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Operating expenditures 65,978,345 64,399,896 64,399,896 64,222,120
5 Grants and contributions 231,078,546 225,573,493 230,745,973 235,160,493
Total voted 297,056,891 289,973,389 295,145,869 299,382,613
Total Statutory 8,216,200 8,611,600 8,611,600 8,814,591
Total budgetary 305,273,091 298,584,989 303,757,469 308,197,204

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

Table 7. Expenditures by Strategic Outcome and Program - Budgetary - Atlantic Canada Opportunities Agency
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
A competitive Atlantic Canadian economy.
Enterprise Development 173,992,156 171,221,612 172,961,681
Community Development 90,659,999 89,727,582 97,704,593
Policy, Advocacy and Coordination 12,444,235 11,774,749 11,740,443
The following program supports all strategic outcomes within this organization.
Internal Services 28,176,701 25,861,046 25,790,487
Total 305,273,091 298,584,989 308,197,204

Listing of the 2016–17 Transfer Payments

Table 8. Listing of the 2016–17 Transfer Payments - Atlantic Canada Opportunities Agency
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Grants
Grants to organizations to promote economic cooperation and development 442,941 2,000,000 2,000,000
Contributions
Contributions under the Business Development Program 126,625,641 119,894,990 131,176,388
Contributions for the Atlantic Innovation Fund 45,027,132 51,500,000 42,500,000
Contributions for the Innovative Communities Fund 41,646,990 36,208,465 36,756,518
Contributions under the Community Futures Program 12,664,849 12,642,000 12,642,000
Canada 150 Community Infrastructure Program 0 0 8,300,000
Contributions to promote and coordinate economic development throughout Cape Breton Island 4,093,435 2,728,038 1,185,587
Contributions under the Atlantic Policy Research Initiatives 577,558 600,000 600,000

Atomic Energy of Canada Limited

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

Figure 4. Organizational Estimates - Budgetary - Atomic Energy of Canada Limited
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 9. Organizational Estimates (dollars) - Atomic Energy of Canada Limited
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Payments to Atomic Energy of Canada Limited for operating and capital expenditures 325,643,000 102,143,000 319,326,692 968,615,589
Total voted 325,643,000 102,143,000 319,326,692 968,615,589
Total Statutory 1,100,000 17,000,000 17,000,000 0
Total budgetary 326,743,000 119,143,000 336,326,692 968,615,589

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

Table 10. Expenditures by Strategic Outcome and Program - Budgetary - Atomic Energy of Canada Limited
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Be the top worldwide nuclear products and services company. Protect the health and safety of the public, our employees and the environment. Minimize nuclear legacy obligations for future generations.
Facilities and Nuclear Operations 0 67,006,000 968,615,589
Commercial Business 0 17,000,000 0
Research and Development 0 35,137,000 0
Waste Management and Decommissioning 0 0 0
Funds not allocated to the 2016–17 Program Alignment Architecture 326,743,000 0 0
Total 326,743,000 119,143,000 968,615,589

Auditor General

Raison d'être

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

Organizational Estimates

Figure 5. Organizational Estimates - Budgetary - Auditor General
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 11. Organizational Estimates (dollars) - Auditor General
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Program expenditures 72,739,877 68,269,099 68,269,099 68,269,099
Total voted 72,739,877 68,269,099 68,269,099 68,269,099
Total Statutory 9,123,553 10,025,921 10,025,921 10,264,633
Total budgetary 81,863,430 78,295,020 78,295,020 78,533,732

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

Table 12. Expenditures by Strategic Outcome and Program - Budgetary - Auditor General
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Through legislative auditing, we contribute to a well-managed and accountable government for Canadians.
Legislative Auditing 81,863,430 78,295,020 78,533,732
Total 81,863,430 78,295,020 78,533,732

Canada Border Services Agency

Raison d'être

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

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

  • Administering legislation that governs the admissibility of people and goods into and out of Canada;
  • Identifying, detaining, and removing people who are inadmissible to Canada;
  • Interdicting illegal goods at 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

Figure 6. Organizational Estimates - Budgetary - Canada Border Services Agency
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 13. Organizational Estimates (dollars) - Canada Border Services Agency
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Operating expenditures 1,628,333,847 1,411,403,312 1,437,507,776 1,357,329,190
5 Capital expenditures 174,709,785 180,203,476 223,868,451 130,999,015
Total voted 1,803,043,632 1,591,606,788 1,661,376,227 1,488,328,205
Total Statutory 198,100,738 182,608,133 189,148,689 184,711,348
Total budgetary 2,001,144,370 1,774,214,921 1,850,524,916 1,673,039,553

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

Table 14. Expenditures by Strategic Outcome and Program - Budgetary - Canada Border Services Agency
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
International trade and travel is facilitated across Canada's border and Canada's population is protected from border-related risks.
Admissibility Determination 982,394,090 949,587,807 901,059,087
Risk Assessment Program 181,814,888 162,698,196 162,510,532
Immigration Enforcement 186,711,928 146,023,258 128,654,073
Revenue and Trade Management 88,403,795 102,179,578 80,336,485
Secure and Trusted Partnerships 42,228,468 39,094,941 35,243,046
Criminal Investigations 37,290,323 26,079,013 33,348,629
Recourse 13,359,832 11,473,302 11,485,183
The following program supports all strategic outcomes within this organization.
Internal Services 468,941,046 337,078,826 320,402,518
Total 2,001,144,370 1,774,214,921 1,673,039,553

Canada Council for the Arts

Raison d'être

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

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

Organizational Estimates

Figure 7. Organizational Estimates - Budgetary - Canada Council for the Arts
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 15. Organizational Estimates (dollars) - Canada Council for the Arts
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Payments to the Canada Council for the Arts 182,224,388 182,097,387 182,224,388 182,347,387
Total voted 182,224,388 182,097,387 182,224,388 182,347,387
Total budgetary 182,224,388 182,097,387 182,224,388 182,347,387

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

Table 16. Expenditures by Strategic Outcome and Program - Budgetary - Canada Council for the Arts
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
A vibrant and dynamic arts sector in Canada.
Grants and services to support creation, production and dissemination of arts for individuals and organizations 0 162,352,141 162,761,612
Arts promotion to foster public knowledge and appreciation of the Canadian arts and culture 0 8,666,048 9,119,304
The following program supports all strategic outcomes within this organization.
Internal Services 0 11,079,198 10,466,471
Funds not allocated to the 2016–17 Program Alignment Architecture 182,224,388 0 0
Total 182,224,388 182,097,387 182,347,387

Canada Industrial Relations Board

Raison d'être

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

Organizational Estimates

Figure 8. Organizational Estimates - Budgetary - Canada Industrial Relations Board
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 17. Organizational Estimates (dollars) - Canada Industrial Relations Board
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
- Program expenditures 6,589,868 0 0 0
Total voted 6,589,868 0 0 0
Total Statutory 898,476 0 0 0
Total budgetary 7,488,344 0 0 0

Highlights

Not applicable

Expenditures by Strategic Outcome and Program

Table 18. Expenditures by Strategic Outcome and Program - Budgetary - Canada Industrial Relations Board
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Effective dispute resolution services that support constructive labour management relations in sectors regulated by the Canada Labour Code and professional relations in sectors regulated by the Status of the Artist Act.
Adjudication and Dispute Resolution Program 5,502,428 0 0
The following program supports all strategic outcomes within this organization.
Internal Services 1,985,916 0 0
Total 7,488,344 0 0

Canada Mortgage and Housing Corporation

Raison d'être

Canada Mortgage and Housing Corporation (CMHC) is Canada's national housing agency. Established as a federal Crown corporation in 1946 to help address post-war housing shortages, its role has evolved as Canadians' needs have changed.

Today, CMHC'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

Figure 9. Organizational Estimates - Budgetary - Canada Mortgage and Housing Corporation
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Figure 10. Organizational Estimates - Non-budgetary - Canada Mortgage and Housing Corporation
The following chart presents the organizational breakdown of voted and statutory non budgetary expenditures and estimates for the past three years.
Table 19. Organizational Estimates (dollars) - Canada Mortgage and Housing Corporation
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Reimbursement under the provisions of the National Housing Act and the Canada Mortgage and Housing Corporation Act 2,053,213,063 2,025,629,000 2,025,629,000 2,027,901,048
Total voted 2,053,213,063 2,025,629,000 2,025,629,000 2,027,901,048
Total budgetary 2,053,213,063 2,025,629,000 2,025,629,000 2,027,901,048
Non-budgetary
Total Statutory (10,465,313,333) (139,123,000) (139,123,000) (644,314,000)
Total non-budgetary (10,465,313,333) (139,123,000) (139,123,000) (644,314,000)

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

Table 20. Expenditures by Strategic Outcome and Program - Budgetary - Canada Mortgage and Housing Corporation
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Canadians in need have access to affordable housing.
Funding Under Long-Term Commitments for Existing Social Housing 1,646,446,541 1,689,932,000 1,674,922,048
Funding for New Commitments of Affordable Housing 354,019,775 284,352,000 285,866,000
Housing Support 7,647,169 7,962,000 16,025,000
Canada has a stable, competitive and innovative housing system.
Market Analysis Information 23,716,148 24,673,000 27,419,000
Housing Policy, Research and Information Transfer 21,383,430 18,710,000 23,669,000
Total 2,053,213,063 2,025,629,000 2,027,901,048
Table 21. Expenditures by Strategic Outcome and Program - Non-budgetary - Canada Mortgage and Housing Corporation
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Canadians in need have access to affordable housing.
Funding Under Long-Term Commitments for Existing Social Housing (451,220,483) (3,690,000) (508,422,000)
Funding for New Commitments of Affordable Housing 0 500,000 500,000
Housing Support (155,836,876) (135,933,000) (136,392,000)
Canada has a stable, competitive and innovative housing system.
Insured Mortgage Purchase Program (9,858,255,974) 0 0
Total (10,465,313,333) (139,123,000) (644,314,000)

Canada Post Corporation

Raison d'être

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

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

Figure 11. Organizational Estimates - Budgetary - Canada Post Corporation
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 22. Organizational Estimates (dollars) - Canada Post Corporation
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Payments to the Canada Post Corporation for special purposes 22,210,000 22,210,000 22,210,000 22,210,000
Total voted 22,210,000 22,210,000 22,210,000 22,210,000
Total budgetary 22,210,000 22,210,000 22,210,000 22,210,000

Highlights

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

Parliamentary Mail

The Canada Post Corporation Act allows for the free mailing of letters between Canadians and the Governor General, 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

Table 23. Expenditures by Strategic Outcome and Program - Budgetary - Canada Post Corporation
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Compensation for the provision of Parliamentary mail and Materials for the use of the blind services, which are sent free of postage under the Canada Post Corporation Act.
Concessionary Governmental Services 0 22,210,000 22,210,000
Funds not allocated to the 2016–17 Program Alignment Architecture 22,210,000 0 0
Total 22,210,000 22,210,000 22,210,000

Canada Revenue Agency

Raison d'être

The 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

Figure 12. Organizational Estimates - Budgetary - Canada Revenue Agency
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 24. Organizational Estimates (dollars) - Canada Revenue Agency
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Operating expenditures, contributions and recoverable expenditures on behalf of the Canada Pension Plan and the Employment Insurance Act 3,167,429,873 2,898,927,871 2,971,859,696 3,032,118,914
5 Capital expenditures and recoverable expenditures on behalf of the Canada Pension Plan and the Employment Insurance Act 76,291,182 80,496,902 81,570,214 37,066,000
Total voted 3,243,721,055 2,979,424,773 3,053,429,910 3,069,184,914
Total Statutory 817,112,935 825,419,615 834,309,585 1,016,533,269
Total budgetary 4,060,833,990 3,804,844,388 3,887,739,495 4,085,718,183

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

Table 25. Expenditures by Strategic Outcome and Program - Budgetary - Canada Revenue Agency
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Taxpayers meet their obligations and Canadaʼs revenue base is protected.
Reporting Compliance 1,108,667,741 1,045,193,249 1,067,140,214
Collections, Compliance and Verification 519,837,234 469,453,195 632,051,666
Assessment of Returns and Payment Processing 640,377,518 614,590,330 503,182,149
Taxpayer and Business Assistance 292,809,925 280,181,661 412,286,804
Appeals 204,406,362 179,658,662 185,568,739
Eligible families and individuals receive timely and accurate benefit payments.
Benefit Programs 351,409,527 375,217,640 434,832,503
Taxpayers and benefit recipients receive an independent and impartial review of their service-related complaints.
Taxpayersʼ Ombudsman 2,614,097 3,198,657 3,235,854
The following program supports all strategic outcomes within this organization.
Internal Services 940,711,586 837,350,994 847,420,254
Total 4,060,833,990 3,804,844,388 4,085,718,183

Canada School of Public Service

Raison d'être

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

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

Organizational Estimates

Figure 13. Organizational Estimates - Budgetary - Canada School of Public Service
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 26. Organizational Estimates (dollars) - Canada School of Public Service
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Program expenditures 37,933,386 53,794,403 53,794,403 69,217,505
Total voted 37,933,386 53,794,403 53,794,403 69,217,505
Total Statutory 50,575,626 17,085,280 17,085,280 14,027,439
Total budgetary 88,509,012 70,879,683 70,879,683 83,244,944

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

Table 27. Expenditures by Strategic Outcome and Program - Budgetary - Canada School of Public Service
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Federal public service employees have the common knowledge, skills and competencies to fulfill their responsibilities in serving Canadians.
Learning Services 0 51,113,769 62,098,772
The following program supports all strategic outcomes within this organization.
Internal Services 27,497,043 19,765,914 21,146,172
Funds not allocated to the 2016–17 Program Alignment Architecture 61,011,969 0 0
Total 88,509,012 70,879,683 83,244,944

Canadian Air Transport Security Authority

Raison d'être

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

Organizational Estimates

Figure 14. Organizational Estimates - Budgetary - Canadian Air Transport Security Authority
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 28. Organizational Estimates (dollars) - Canadian Air Transport Security Authority
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Payments to the Canadian Air Transport Security Authority for operating and capital expenditures 623,896,764 678,420,347 684,934,134 624,005,722
Total voted 623,896,764 678,420,347 684,934,134 624,005,722
Total budgetary 623,896,764 678,420,347 684,934,134 624,005,722

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

Table 29. Expenditures by Strategic Outcome and Program - Budgetary - Canadian Air Transport Security Authority
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Screening programs at designated Canadian airports protect the travelling public.
Pre-Board Screening 0 292,610,000 351,245,332
Hold Baggage Screening 0 224,647,347 210,862,820
Non-Passenger Screening 0 110,320,000 18,722,126
Restricted Area Identity Card 0 1,646,000 2,177,019
The following program supports all strategic outcomes within this organization.
Internal Services 0 49,197,000 40,998,425
Funds not allocated to the 2016–17 Program Alignment Architecture 623,896,764 0 0
Total 623,896,764 678,420,347 624,005,722

Canadian Broadcasting Corporation

Raison d'être

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

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

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

Organizational Estimates

Figure 15. Organizational Estimates - Budgetary - Canadian Broadcasting Corporation
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 30. Organizational Estimates (dollars) - Canadian Broadcasting Corporation
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Payments to the Canadian Broadcasting Corporation for operating expenditures 929,283,798 928,331,798 928,331,798 927,306,798
5 Payments to the Canadian Broadcasting Corporation for working capital 4,000,000 4,000,000 4,000,000 4,000,000
10 Payments to the Canadian Broadcasting Corporation for capital expenditures 104,740,000 105,692,000 105,692,000 106,717,000
Total voted 1,038,023,798 1,038,023,798 1,038,023,798 1,038,023,798
Total budgetary 1,038,023,798 1,038,023,798 1,038,023,798 1,038,023,798

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

Table 31. Expenditures by Strategic Outcome and Program - Budgetary - Canadian Broadcasting Corporation
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
A national public broadcasting service exists that is primarily Canadian in content and connects citizens to the Canadian experience.
Television, Radio and Digital Services 0 989,603,427 985,915,196
Transmission and Distribution of Programs 0 43,015,695 46,764,284
Specialty Channels for Specific Audiences 0 0 0
The following program supports all strategic outcomes within this organization.
Internal Services 0 5,404,676 5,344,318
Funds not allocated to the 2016–17 Program Alignment Architecture 1,038,023,798 0 0
Total 1,038,023,798 1,038,023,798 1,038,023,798

Canadian Centre for Occupational Health and Safety

Raison d'être

The Canadian Centre for Occupational Health and Safety (CCOHS) was founded by an Act of Parliament in 1978 with a mandate to promote health and safety in the workplace and to enhance the physical and mental health of working Canadians. CCOHS operates under the legislative authority of the Canadian Centre for Occupational Health and Safety Act (S.C., 1977–78, c. 29) which was passed by unanimous vote in the Canadian Parliament. The purpose of this Act is to promote the fundamental right of Canadians to a healthy and safe working environment by creating a national institute (CCOHS) concerned with the study, encouragement and co-operative advancement of occupational health and safety. CCOHS functions as an independent departmental corporation under Schedule II of the Financial Administration Act and is accountable to Parliament through the Minister of 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

Figure 16. Organizational Estimates - Budgetary - Canadian Centre for Occupational Health and Safety
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 32. Organizational Estimates (dollars) - Canadian Centre for Occupational Health and Safety
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Program expenditures 3,633,019 3,969,600 3,969,600 3,969,600
Total voted 3,633,019 3,969,600 3,969,600 3,969,600
Total Statutory 1,052,919 1,100,669 1,100,669 4,982,772
Total budgetary 4,685,938 5,070,269 5,070,269 8,952,372

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

Table 33. Expenditures by Strategic Outcome and Program - Budgetary - Canadian Centre for Occupational Health and Safety
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Improved workplace conditions and practices that enhance the health, safety, and well-being of working Canadians.
Occupational health and safety information development, delivery services and tripartite collaboration 1,846,820 2,259,188 6,141,291
The following program supports all strategic outcomes within this organization.
Internal Services 2,839,118 2,811,081 2,811,081
Total 4,685,938 5,070,269 8,952,372

Canadian Commercial Corporation

Raison d'être

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

CCC reports to Parliament through the Minister of International Trade.

Organizational Estimates

Figure 17. Organizational Estimates - Budgetary - Canadian Commercial Corporation
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 34. Organizational Estimates (dollars) - Canadian Commercial Corporation
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Payments to the Canadian Commercial Corporation 14,240,000 8,880,000 8,880,000 3,510,000
Total voted 14,240,000 8,880,000 8,880,000 3,510,000
Total budgetary 14,240,000 8,880,000 8,880,000 3,510,000

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

Table 35. Expenditures by Strategic Outcome and Program - Budgetary - Canadian Commercial Corporation
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Enhanced market access for Canadian exporters to complex international public sector markets.
Defence 0 8,880,000 3,510,000
Emerging and Developing Markets 0 0 0
Funds not allocated to the 2016–17 Program Alignment Architecture 14,240,000 0 0
Total 14,240,000 8,880,000 3,510,000

Canadian Dairy Commission

Raison d'être

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

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

Organizational Estimates

Figure 18. Organizational Estimates - Budgetary - Canadian Dairy Commission
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Figure 19. Organizational Estimates - Non-budgetary - Canadian Dairy Commission
The following chart presents the organizational breakdown of voted and statutory non budgetary expenditures and estimates for the past three years.
Table 36. Organizational Estimates (dollars) - Canadian Dairy Commission
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Program expenditures 3,884,137 3,605,377 3,605,377 3,599,617
Total voted 3,884,137 3,605,377 3,605,377 3,599,617
Total budgetary 3,884,137 3,605,377 3,605,377 3,599,617
Non-budgetary
Total Statutory (34,865,529) 0 0 0
Total non-budgetary (34,865,529) 0 0 0

Highlights

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

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

To ensure a steady supply of dairy products on the Canadian market, the CDC operates the Domestic Seasonality Programs. To ensure that milk components for which there is no outlet on the domestic market are removed in a timely fashion, the CDC operates the Surplus Removal Program. The CDC operates two programs related to innovation: the Dairy Marketing Program and the Dairy Innovation Program.

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

Table 37. Expenditures by Strategic Outcome and Program - Budgetary - Canadian Dairy Commission
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
To enhance the vitality of the Canadian dairy industry for the benefit of all stakeholders.
Administer milk supply management system 3,884,137 3,605,377 3,599,617
Total 3,884,137 3,605,377 3,599,617
Table 38. Expenditures by Strategic Outcome and Program - Non-budgetary - Canadian Dairy Commission
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
To enhance the vitality of the Canadian dairy industry for the benefit of all stakeholders.
Administer milk supply management system (34,865,529) 0 0
Total (34,865,529) 0 0

Canadian Environmental Assessment Agency

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

Figure 20. Organizational Estimates - Budgetary - Canadian Environmental Assessment Agency
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 39. Organizational Estimates (dollars) - Canadian Environmental Assessment Agency
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Program expenditures 26,847,609 15,591,619 21,825,669 27,512,578
Total voted 26,847,609 15,591,619 21,825,669 27,512,578
Total Statutory 2,909,480 1,760,251 2,103,251 3,398,457
Total budgetary 29,757,089 17,351,870 23,928,920 30,911,035

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

Table 40. Expenditures by Strategic Outcome and Program - Budgetary - Canadian Environmental Assessment Agency
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
High quality and timely environmental assessments of major projects to protect the environment and support economic growth.
Environmental Assessment Delivery Program 13,552,979 9,476,761 21,729,743
Environmental Assessment Policy Program 4,141,055 3,117,153 3,932,432
The following program supports all strategic outcomes within this organization.
Internal Services 12,063,055 4,757,956 5,248,860
Total 29,757,089 17,351,870 30,911,035

Listing of the 2016–17 Transfer Payments

Table 41. Listing of the 2016–17 Transfer Payments - Canadian Environmental Assessment Agency
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Contributions
Contributions for the support of public participation in the environmental assessment review process – Participant Funding Program 2,069,320 1,469,000 4,469,000
Contribution to the Province of Quebec – James Bay and Northern Quebec Agreement 245,500 246,000 246,000

Canadian Food Inspection Agency

Raison d'être

The Minister of Health is responsible for this organization.

The Canadian Food Inspection Agency (CFIA) is Canadaʼs largest science-based regulatory agency, 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

Figure 21. Organizational Estimates - Budgetary - Canadian Food Inspection Agency
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 42. Organizational Estimates (dollars) - Canadian Food Inspection Agency
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Operating expenditures and contributions 646,617,028 537,749,431 545,413,013 512,042,839
5 Capital expenditures 20,608,538 25,783,194 57,162,334 93,074,099
Total voted 667,225,566 563,532,625 602,575,347 605,116,938
Total Statutory 181,267,323 134,619,263 135,486,196 134,622,227
Total budgetary 848,492,889 698,151,888 738,061,543 739,739,165

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

Table 43. Expenditures by Strategic Outcome and Program - Budgetary - Canadian Food Inspection Agency
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
A safe and accessible food supply and plant and animal resource base.
Food Safety Program 421,520,442 362,958,350 364,582,938
Animal Health and Zoonotics Program 162,039,970 113,659,211 137,163,044
Plant Resources Program 90,262,195 76,204,256 93,368,850
International Collaboration and Technical Agreements 40,718,768 30,000,919 31,045,476
The following program supports all strategic outcomes within this organization.
Internal Services 133,951,514 115,329,152 113,578,857
Total 848,492,889 698,151,888 739,739,165

Listing of the 2016–17 Transfer Payments

Table 44. Listing of the 2016–17 Transfer Payments - Canadian Food Inspection Agency
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Contributions
Contributions in support of the Federal Assistance Program 879,210 819,000 819,000
Total Statutory 12,555,078 3,500,000 3,500,000

Canadian Grain Commission

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

Figure 22. Organizational Estimates - Budgetary - Canadian Grain Commission
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 45. Organizational Estimates (dollars) - Canadian Grain Commission
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Program expenditures 6,676,731 4,883,698 4,883,698 4,776,362
Total voted 6,676,731 4,883,698 4,883,698 4,776,362
Total Statutory (23,589,077) 591,479 591,479 605,562
Total budgetary (16,912,346) 5,475,177 5,475,177 5,381,924

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

Table 46. Expenditures by Strategic Outcome and Program - Budgetary - Canadian Grain Commission
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Canada's grain is safe, reliable and marketable and Canadian grain producers are properly compensated for grain deliveries to licensed grain companies.
Grain Quality Research Program 8,277,393 5,230,177 5,136,924
Quality Assurance Program (38,302,367) 0 0
Quantity Assurance Program (3,957,868) 0 0
Producer Protection Program 2,211,578 0 0
The following program supports all strategic outcomes within this organization.
Internal Services 14,858,918 245,000 245,000
Total (16,912,346) 5,475,177 5,381,924

Canadian Heritage

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

Figure 23. Organizational Estimates - Budgetary - Canadian Heritage
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 47. Organizational Estimates (dollars) - Canadian Heritage
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Operating expenditures 188,373,549 173,741,400 175,122,693 183,944,057
5 Grants and contributions 1,267,460,219 1,056,279,039 1,063,290,972 1,084,961,970
Total voted 1,455,833,768 1,230,020,439 1,238,413,665 1,268,906,027
Total Statutory 26,021,539 24,676,122 25,065,917 25,599,451
Total budgetary 1,481,855,307 1,254,696,561 1,263,479,582 1,294,505,478

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

Table 48. Expenditures by Strategic Outcome and Program - Budgetary - Canadian Heritage
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Canadians share, express and appreciate their Canadian identity.
Official Languages 356,997,714 353,365,541 353,724,557
Attachment to Canada 86,818,481 86,572,642 150,174,516
Engagement and Community Participation 42,198,321 48,361,058 60,446,783
Canadian artistic expressions and cultural content are created and accessible at home and abroad.
Cultural Industries 295,742,756 302,493,050 302,463,015
Arts 113,900,585 116,713,634 116,651,447
Heritage 31,563,243 29,785,074 32,530,362
Canadians participate and excel in sport.
Sport 470,497,662 243,877,515 206,246,850
The following program supports all strategic outcomes within this organization.
Internal Services 84,136,545 73,528,047 72,267,948
Total 1,481,855,307 1,254,696,561 1,294,505,478

Listing of the 2016–17 Transfer Payments

Table 49. Listing of the 2016–17 Transfer Payments - Canadian Heritage
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Grants
Grants to the Canada Periodical Fund 67,338,313 72,775,054 72,775,054
Grants in support of the Celebration and Commemoration Program 5,662,564 8,300,000 47,520,000
Grants in support of the Development of Official-Language Communities Program 6,691,936 33,322,973 33,322,973
Grants to the Athlete Assistance Program 27,100,981 28,000,000 28,000,000
Grants to the Canada Cultural Investment Fund 19,038,432 20,000,000 20,000,000
Grants in support of the Building Communities through Arts and Heritage Program 7,662,695 14,355,000 14,355,000
Grants to the Canada Arts Presentation Fund 8,919,926 13,500,000 13,500,000
Grants to the Canada Book Fund 1,824,174 8,300,000 8,300,000
Grant to TV5 Monde 6,599,119 8,000,000 8,000,000
Grants in support of the Enhancement of Official Languages Program 519,359 5,599,842 5,599,842
Grants to the Canada Cultural Spaces Fund 1,050,990 5,000,000 5,000,000
Grants under the Museums Assistance Program 2,944,575 4,663,680 4,663,680
Grants to the Canada Music Fund 0 2,000,000 2,000,000
Grants in support of the Canada History Fund 140,000 1,150,060 1,150,060
Grants to the Lieutenant-Governors of the provinces of Canada toward defraying the costs incurred in the exercise of their duties:
Quebec 147,372 147,372 147,372
Ontario 105,627 105,627 105,627
British Columbia 97,814 97,814 97,814
Newfoundland and Labrador 77,590 77,590 77,590
Alberta 75,940 75,940 75,940
Manitoba 73,762 73,762 73,762
Saskatchewan 73,758 73,758 73,758
Nova Scotia 64,199 64,199 64,199
New Brunswick 62,947 62,947 62,947
Prince Edward Island 57,071 57,071 57,071
Grants in support of Innovative Youth Exchange Projects 20,000 100,000 100,000
Grants to support the Youth Take Charge Program 0 0 100,000
Total Statutory 1,052,875 819,000 819,000
Contributions
Contributions in support of the Development of Official-Language Communities Program 217,332,230 192,599,017 192,349,017
Contributions for the Sport Support Program 147,701,601 143,315,064 146,315,064
Contributions to support the Canada Media Fund 134,146,077 134,146,077 134,146,077
Contributions in support of the Enhancement of Official Languages Program 116,353,219 105,923,289 105,923,289
Contributions in support of the Celebration and Commemoration Program 17,000,545 20,194,367 52,703,767
Contributions to the Canada Book Fund 34,208,972 28,366,301 28,366,301
Contributions to the Canada Arts Training Fund 22,750,000 22,779,440 22,779,440
Contributions to the Canada Music Fund 23,557,050 22,299,231 22,299,231
Contributions to the Canada Cultural Spaces Fund 23,867,477 20,358,613 20,358,613
Contributions for the Hosting Program 281,941,178 59,625,790 19,865,000
Contributions to the Canada Arts Presentation Fund 19,489,289 18,477,742 18,477,742
Contributions in support of the Exchanges Canada Initiative 17,689,072 17,686,359 17,686,359
Contributions to support the Aboriginal Peoplesʼ Program 15,982,334 16,209,757 11,514,078
Contributions under the Museums Assistance Program 12,494,378 11,076,284 11,076,284
Contributions in support of the Building Communities through Arts and Heritage Program 7,281,841 3,300,000 3,300,000
Contributions to TV5 3,243,670 2,960,900 2,960,900
Contributions in support of the Canada History Fund 4,493,535 2,887,330 2,887,330
Contributions to the Canada Periodical Fund 2,998,607 1,999,544 1,999,544
Contributions to the Canada Cultural Investment Fund 2,930,978 1,972,205 1,972,205
Contributions in support of the Court Challenges Program 180,120 1,406,017 1,406,017
Contributions to support the Youth Take Charge Program 1,860,000 1,453,023 1,353,023

Canadian High Arctic Research Station

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

Figure 24. Organizational Estimates - Budgetary - Canadian High Arctic Research Station
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 50. Organizational Estimates (dollars) - Canadian High Arctic Research Station
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Program expenditures 0 0 263,078 18,853,197
Total voted 0 0 263,078 18,853,197
Total Statutory 0 0 0 622,077
Total budgetary 0 0 263,078 19,475,274

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

Table 51. Expenditures by Strategic Outcome and Program - Budgetary - Canadian High Arctic Research Station
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Canada has world-class Arctic science and technology to support the development and stewardship of Canada's North and is recognized as a leader on circumpolar research issues.
Science and Technology for the North 0 0 13,679,282
Polar Knowledge Application 0 0 2,993,760
The following program supports all strategic outcomes within this organization.
Internal Services 0 0 2,802,232
Total 0 0 19,475,274

Listing of the 2016–17 Transfer Payments

Table 52. Listing of the 2016–17 Transfer Payments - Canadian High Arctic Research Station
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Grants
Grants to individuals, organizations, associations and institutions to support research and activities relating to the polar regions 0 0 1,086,000
Grants to support the advancement of Northern Science and Technology 0 0 470,000
Contributions
Contributions to support the advancement of Northern Science and Technology 0 0 8,175,000

Canadian Human Rights Commission

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

Figure 25. Organizational Estimates - Budgetary - Canadian Human Rights Commission
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 53. Organizational Estimates (dollars) - Canadian Human Rights Commission
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Program expenditures 20,541,116 19,650,241 19,650,241 19,307,335
Total voted 20,541,116 19,650,241 19,650,241 19,307,335
Total Statutory 2,678,046 2,512,177 2,512,177 2,841,837
Total budgetary 23,219,162 22,162,418 22,162,418 22,149,172

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

Table 54. Expenditures by Strategic Outcome and Program - Budgetary - Canadian Human Rights Commission
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Equality of opportunity and respect for human rights.
Human Rights Program 0 14,645,923 15,371,307
The following program supports all strategic outcomes within this organization.
Internal Services 6,989,399 7,516,495 6,777,865
Funds not allocated to the 2016–17 Program Alignment Architecture 16,229,763 0 0
Total 23,219,162 22,162,418 22,149,172

Canadian Human Rights Tribunal

Raison d'être

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

Organizational Estimates

Figure 26. Organizational Estimates - Budgetary - Canadian Human Rights Tribunal
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 55. Organizational Estimates (dollars) - Canadian Human Rights Tribunal
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
- Program expenditures 2,242,752 0 0 0
Total voted 2,242,752 0 0 0
Total Statutory 225,921 0 0 0
Total budgetary 2,468,673 0 0 0

Highlights

Not applicable

Expenditures by Strategic Outcome and Program

Table 56. Expenditures by Strategic Outcome and Program - Budgetary - Canadian Human Rights Tribunal
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Individuals have access, as determined by the Canadian Human Rights Act and the Employment Equity Act, to fair and equitable adjudication of human rights and employment equity cases that are brought before the Canadian Human Rights Tribunal.
Hearings of complaints before the Tribunal 1,362,055 0 0
The following program supports all strategic outcomes within this organization.
Internal Services 1,106,618 0 0
Total 2,468,673 0 0

Canadian Institutes of Health Research

Raison d'être

Canadian Institutes of Health Research (CIHR) is the Government of Canada's health research funding agency. The Minister of Health is responsible for this organization. It was created in June 2000 by the Canadian Institutes of Health Research Act 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

Figure 27. Organizational Estimates - Budgetary - Canadian Institutes of Health Research
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 57. Organizational Estimates (dollars) - Canadian Institutes of Health Research
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Operating expenditures 51,591,197 47,463,563 47,463,563 47,308,587
5 Grants 959,845,009 955,287,128 971,820,743 972,339,220
Total voted 1,011,436,206 1,002,750,691 1,019,284,306 1,019,647,807
Total Statutory 5,843,176 5,833,308 5,833,308 5,972,196
Total budgetary 1,017,279,382 1,008,583,999 1,025,117,614 1,025,620,003

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

Table 58. Expenditures by Strategic Outcome and Program - Budgetary - Canadian Institutes of Health Research
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Canada is a world leader in the creation, dissemination and application of health research knowledge.
Investigator-Initiated Health Research 726,255,103 702,437,354 692,439,221
Priority-Driven Health Research 287,739,903 294,098,401 304,974,917
The following program supports all strategic outcomes within this organization.
Internal Services 3,284,376 12,048,244 28,205,865
Total 1,017,279,382 1,008,583,999 1,025,620,003

Listing of the 2016–17 Transfer Payments

Table 59. Listing of the 2016–17 Transfer Payments - Canadian Institutes of Health Research
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Grants
Grants for research projects and personnel support 870,277,008 866,509,031 866,871,648
Networks of Centres of Excellence 22,589,000 22,589,400 22,589,400
Canada Graduate Scholarships 21,222,555 21,250,000 21,250,000
Canada First Research Excellence Fund 0 0 16,440,279
Institute support grants 13,000,000 13,000,000 13,000,000
Centres of Excellence for Commercialization and Research 12,073,000 10,829,947 10,771,143
Canada Excellence Research Chairs 8,950,000 9,800,000 9,800,000
Vanier Canada Graduate Scholarships 8,312,500 8,350,000 8,350,000
Business–Led Networks of Centres of Excellence 3,106,027 2,798,750 3,106,750
Industrial Research Chairs for Colleges 160,000 160,000 160,000

Canadian Intergovernmental Conference Secretariat

Raison d'être

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

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

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

Organizational Estimates

Figure 28. Organizational Estimates - Budgetary - Canadian Intergovernmental Conference Secretariat
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 60. Organizational Estimates (dollars) - Canadian Intergovernmental Conference Secretariat
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Program expenditures 4,851,471 5,549,653 5,549,653 5,547,133
Total voted 4,851,471 5,549,653 5,549,653 5,547,133
Total Statutory 318,016 417,888 417,888 427,837
Total budgetary 5,169,487 5,967,541 5,967,541 5,974,970

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

Table 61. Expenditures by Strategic Outcome and Program - Budgetary - Canadian Intergovernmental Conference Secretariat
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Senior-level intergovernmental conference services are professionally and successfully delivered.
Conference Services 3,508,894 4,141,822 4,163,437
The following program supports all strategic outcomes within this organization.
Internal Services 1,660,593 1,825,719 1,811,533
Total 5,169,487 5,967,541 5,974,970

Canadian International Trade Tribunal

Raison d'être

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

Organizational Estimates

Figure 29. Organizational Estimates - Budgetary - Canadian International Trade Tribunal
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 62. Organizational Estimates (dollars) - Canadian International Trade Tribunal
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
- Program expenditures 5,041,241 0 0 0
Total voted 5,041,241 0 0 0
Total Statutory 683,255 0 0 0
Total budgetary 5,724,496 0 0 0

Highlights

Not applicable

Expenditures by Strategic Outcome and Program

Table 63. Expenditures by Strategic Outcome and Program - Budgetary - Canadian International Trade Tribunal
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Fair, timely and transparent disposition of international trade cases, procurement cases and government-mandated inquiries within the Tribunalʼs jurisdiction.
Adjudication of Trade Cases (quasi-judicial role) 4,236,127 0 0
General Economic Inquiries and References (advisory role) 57,245 0 0
The following program supports all strategic outcomes within this organization.
Internal Services 1,431,124 0 0
Total 5,724,496 0 0

Canadian Museum for Human Rights

Raison d'être

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

The Minister of Canadian Heritage is responsible for this organization.

Organizational Estimates

Figure 30. Organizational Estimates - Budgetary - Canadian Museum for Human Rights
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 64. Organizational Estimates (dollars) - Canadian Museum for Human Rights
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Payments to the Canadian Museum for Human Rights for operating and capital expenditures 21,700,000 21,700,000 21,700,000 21,700,000
Total voted 21,700,000 21,700,000 21,700,000 21,700,000
Total budgetary 21,700,000 21,700,000 21,700,000 21,700,000

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

Table 65. Expenditures by Strategic Outcome and Program - Budgetary - Canadian Museum for Human Rights
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Enhanced knowledge of human rights, with special but not exclusive reference to Canada, in order to enhance the publicʼs understanding of human rights, to promote respect for others and to encourage reflection and dialogue.
Museum Content and Program 0 11,510,000 10,200,000
Stewardship and Corporate Management 0 4,650,000 6,250,000
Accommodation 0 5,540,000 5,250,000
Funds not allocated to the 2016–17 Program Alignment Architecture 21,700,000 0 0
Total 21,700,000 21,700,000 21,700,000

Canadian Museum of History

Raison d'être

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

The Minister of Canadian Heritage is responsible for this organization.

Organizational Estimates

Figure 31. Organizational Estimates - Budgetary - Canadian Museum of History
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 66. Organizational Estimates (dollars) - Canadian Museum of History
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Payments to the Canadian Museum of History for operating and capital expenditures 68,923,716 83,369,477 83,369,477 66,199,477
Total voted 68,923,716 83,369,477 83,369,477 66,199,477
Total budgetary 68,923,716 83,369,477 83,369,477 66,199,477

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

Table 67. Expenditures by Strategic Outcome and Program - Budgetary - Canadian Museum of History
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Interest in, knowledge of and appreciation and respect for human cultural achievements and human behaviour through collections of historical and cultural objects, exhibitions, programs and research reflecting a Canadian perspective.
Accommodation 0 33,622,000 27,470,000
Exhibit, Educate and Communicate 0 35,229,000 24,764,000
Collect and Research 0 13,140,000 12,650,000
The following program supports all strategic outcomes within this organization.
Internal Services 0 1,378,477 1,315,477
Funds not allocated to the 2016–17 Program Alignment Architecture 68,923,716 0 0
Total 68,923,716 83,369,477 66,199,477

Canadian Museum of Immigration at Pier 21

Raison d'être

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

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

The Minister of Canadian Heritage is responsible for this organization.

Organizational Estimates

Figure 32. Organizational Estimates - Budgetary - Canadian Museum of Immigration at Pier 21
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 68. Organizational Estimates (dollars) - Canadian Museum of Immigration at Pier 21
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Payments to the Canadian Museum of Immigration at Pier 21 for operating and capital expenditures 9,900,000 7,700,000 7,700,000 7,700,000
Total voted 9,900,000 7,700,000 7,700,000 7,700,000
Total budgetary 9,900,000 7,700,000 7,700,000 7,700,000

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

Table 69. Expenditures by Strategic Outcome and Program - Budgetary - Canadian Museum of Immigration at Pier 21
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Canadians are engaged in building and exploring the stories, themes and history of Canadian immigration as it continues to unfold.
Accommodations 0 2,622,700 2,700,000
Visitor Experience and Connections 0 2,583,350 2,509,700
The following program supports all strategic outcomes within this organization.
Internal Services 0 2,493,950 2,490,300
Funds not allocated to the 2016–17 Program Alignment Architecture 9,900,000 0 0
Total 9,900,000 7,700,000 7,700,000

Canadian Museum of Nature

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

Figure 33. Organizational Estimates - Budgetary - Canadian Museum of Nature
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 70. Organizational Estimates (dollars) - Canadian Museum of Nature
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Payments to the Canadian Museum of Nature for operating and capital expenditures 26,276,818 26,129,112 26,129,112 26,129,112
Total voted 26,276,818 26,129,112 26,129,112 26,129,112
Total budgetary 26,276,818 26,129,112 26,129,112 26,129,112

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

Table 71. Expenditures by Strategic Outcome and Program - Budgetary - Canadian Museum of Nature
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Interest in, knowledge of and appreciation and respect for the natural world through collections of natural history objects, public education programmes and research reflecting a special but not exclusive perspective on Canada.
Buildings and grounds 0 10,206,683 10,620,872
Inspiration and engagement 0 6,460,656 6,097,324
Research and discovery 0 3,458,090 3,429,884
Collections care and access 0 1,733,237 1,803,938
The following program supports all strategic outcomes within this organization.
Internal Services 0 4,270,446 4,177,094
Funds not allocated to the 2016–17 Program Alignment Architecture 26,276,818 0 0
Total 26,276,818 26,129,112 26,129,112

Canadian Northern Economic Development Agency

Raison d'être

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

The Minister Innovation, Science and Economic Development is responsible for CanNor.

Organizational Estimates

Figure 34. Organizational Estimates - Budgetary - Canadian Northern Economic Development Agency
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 72. Organizational Estimates (dollars) - Canadian Northern Economic Development Agency
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Operating expenditures 13,538,591 14,409,590 14,409,590 8,874,718
5 Contributions 34,119,582 35,001,622 35,064,622 16,423,487
Total voted 47,658,173 49,411,212 49,474,212 25,298,205
Total Statutory 1,462,388 1,257,454 1,257,454 935,246
Total budgetary 49,120,561 50,668,666 50,731,666 26,233,451

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

Table 73. Expenditures by Strategic Outcome and Program - Budgetary - Canadian Northern Economic Development Agency
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Developed and diversified territorial economies that support prosperity for all Northerners.
Economic Development 38,684,842 40,496,412 18,108,174
Policy and Alignment 3,955,430 4,857,866 2,013,466
The following program supports all strategic outcomes within this organization.
Internal Services 6,480,289 5,314,388 6,111,811
Total 49,120,561 50,668,666 26,233,451

Listing of the 2016–17 Transfer Payments

Table 74. Listing of the 2016–17 Transfer Payments - Canadian Northern Economic Development Agency
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Contributions
Contributions to support Aboriginal participation in the northern economy 8,760,780 10,800,000 10,800,000
Contributions to support the Canada 150 Community Infrastructure Program 0 0 3,200,000
Contributions for promoting regional development in Canadaʼs three territories 18,753,999 20,637,988 2,360,487
Contributions to support the Certification and Market Access Program for Seals 0 0 63,000

Canadian Nuclear Safety Commission

Raison d'être

The Minister of Natural Resources is responsible for this organization.

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

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

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

Organizational Estimates

Figure 35. Organizational Estimates - Budgetary - Canadian Nuclear Safety Commission
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 75. Organizational Estimates (dollars) - Canadian Nuclear Safety Commission
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Program expenditures 40,051,490 38,921,080 39,024,571 38,686,934
Total voted 40,051,490 38,921,080 39,024,571 38,686,934
Total Statutory 98,088,079 94,258,665 94,258,665 97,479,282
Total budgetary 138,139,569 133,179,745 133,283,236 136,166,216

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

Table 76. Expenditures by Strategic Outcome and Program - Budgetary - Canadian Nuclear Safety Commission
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Safe and secure nuclear installations and processes used solely for peaceful purposes and an informed public on the effectiveness of Canadaʼs nuclear regulatory regime.
Nuclear Reactors 0 38,370,191 39,242,207
Scientific, Technical, Regulatory and Public Information 0 26,283,818 26,840,929
Nuclear Substances and Prescribed Equipment 0 11,891,601 12,161,854
Nuclear Fuel Cycle 0 11,523,104 11,784,983
Nuclear Non-Proliferation 0 6,299,582 6,442,749
The following program supports all strategic outcomes within this organization.
Internal Services 42,402,554 38,811,449 39,693,494
Funds not allocated to the 2016–17 Program Alignment Architecture 95,737,015 0 0
Total 138,139,569 133,179,745 136,166,216

Listing of the 2016–17 Transfer Payments

Table 77. Listing of the 2016–17 Transfer Payments - Canadian Nuclear Safety Commission
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Grants
Grants to enable the research, development and management of activities that contribute to the objectives of the Research and Support Program 75,000 75,000 75,000
Contributions
Participant Funding Program 60,862 925,000 925,000
Contributions to enable the research, development and management of activities that contribute to the objectives of the Research and Support Program, and the Canadian Safeguards Support Program 1,733,180 770,000 770,000

Canadian Polar Commission

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

Figure 36. Organizational Estimates - Budgetary - Canadian Polar Commission
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 78. Organizational Estimates (dollars) - Canadian Polar Commission
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Program expenditures 2,236,843 2,434,137 2,434,137 0
Total voted 2,236,843 2,434,137 2,434,137 0
Total Statutory 118,424 139,948 139,948 0
Total budgetary 2,355,267 2,574,085 2,574,085 0

Highlights

Not Applicable

Expenditures by Strategic Outcome and Program

Table 79. Expenditures by Strategic Outcome and Program - Budgetary - Canadian Polar Commission
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Increased Canadian polar knowledge.
Research Facilitation and Communication 2,049,937 2,087,258 0
The following program supports all strategic outcomes within this organization.
Internal Services 305,330 486,827 0
Total 2,355,267 2,574,085 0

Canadian Radio-television and Telecommunications Commission

Raison d'être

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

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

Organizational Estimates

Figure 37. Organizational Estimates - Budgetary - Canadian Radio-television and Telecommunications Commission
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 80. Organizational Estimates (dollars) - Canadian Radio-television and Telecommunications Commission
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Program expenditures 4,975,396 5,379,872 5,283,246 5,072,595
Total voted 4,975,396 5,379,872 5,283,246 5,072,595
Total Statutory 6,470,766 6,877,018 6,877,018 7,051,100
Total budgetary 11,446,162 12,256,890 12,160,264 12,123,695

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

Table 81. Expenditures by Strategic Outcome and Program - Budgetary - Canadian Radio-television and Telecommunications Commission
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Canadians have access to a world-class communication system.
Protection within the Communication System 5,076,181 5,276,902 5,152,005
Connection to the Communication System 2,084,716 2,424,184 2,542,213
Canadian Content Creation 1,535,438 2,074,812 1,986,234
The following program supports all strategic outcomes within this organization.
Internal Services 2,749,827 2,480,992 2,443,243
Total 11,446,162 12,256,890 12,123,695

Canadian Security Intelligence Service

Raison d'être

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

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

Organizational Estimates

Figure 38. Organizational Estimates - Budgetary - Canadian Security Intelligence Service
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 82. Organizational Estimates (dollars) - Canadian Security Intelligence Service
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Program expenditures 468,194,844 488,215,677 503,107,317 518,483,607
Total voted 468,194,844 488,215,677 503,107,317 518,483,607
Total Statutory 47,080,734 48,821,568 48,821,568 53,585,459
Total budgetary 515,275,578 537,037,245 551,928,885 572,069,066

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

Table 83. Expenditures by Strategic Outcome and Program - Budgetary - Canadian Security Intelligence Service
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Intelligence is used to protect the security and safety of Canada and its citizens.
Intelligence Program 472,027,300 492,461,267 524,459,826
Security Screening Program 43,248,278 44,575,978 47,609,240
Total 515,275,578 537,037,245 572,069,066

Canadian Space Agency

Raison d'être

The mandate of the Canadian Space Agency (CSA) is "to promote the peaceful use and development of space, to advance the knowledge of space through science and to ensure that space science and technology provide social and economic benefits for Canadians".

The CSA is 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

Figure 39. Organizational Estimates - Budgetary - Canadian Space Agency
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 84. Organizational Estimates (dollars) - Canadian Space Agency
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Operating expenditures 164,163,675 169,304,033 183,834,034 184,497,707
5 Capital expenditures 162,036,938 258,964,761 248,434,761 192,112,456
10 Grants and contributions 40,816,215 45,356,265 45,356,265 45,748,000
Total voted 367,016,828 473,625,059 477,625,060 422,358,163
Total Statutory 9,074,110 9,803,222 9,803,222 10,036,658
Total budgetary 376,090,938 483,428,281 487,428,282 432,394,821

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

Table 85. Expenditures by Strategic Outcome and Program - Budgetary - Canadian Space Agency
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Canada's exploration of space, provision of space services and development of its space capacity meet the nation's needs for scientific knowledge, innovation and information.
Space Data, Information and Services 175,496,334 259,609,001 215,085,716
Space Exploration 97,329,795 112,407,879 99,437,817
Future Canadian Space Capacity 58,018,955 66,268,193 66,094,200
The following program supports all strategic outcomes within this organization.
Internal Services 45,245,854 45,143,208 51,777,088
Total 376,090,938 483,428,281 432,394,821

Listing of the 2016–17 Transfer Payments

Table 86. Listing of the 2016–17 Transfer Payments - Canadian Space Agency
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Grants
Class Grant Program to Support Research, Awareness and Learning in Space Science and Technology 6,955,536 7,456,000 8,860,000
Contributions
Contributions to the Canada/European Space Agency Cooperation Agreement 29,762,875 26,215,000 27,031,000
Class Contribution Program to Support Research, Awareness and Learning in Space Science and Technology 4,097,804 11,685,265 9,857,000

Canadian Tourism Commission

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

Figure 40. Organizational Estimates - Budgetary - Canadian Tourism Commission
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 87. Organizational Estimates (dollars) - Canadian Tourism Commission
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Payments to the Canadian Tourism Commission 57,975,770 57,975,770 62,975,770 70,475,770
Total voted 57,975,770 57,975,770 62,975,770 70,475,770
Total budgetary 57,975,770 57,975,770 62,975,770 70,475,770

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

Table 88. Expenditures by Strategic Outcome and Program - Budgetary - Canadian Tourism Commission
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Canadian economy benefits from strong tourism demand from Canadian Tourism Commission's (CTC) markets.
Marketing and Sales 0 44,851,770 60,680,457
Tourism Research and Communications 0 3,277,000 2,238,243
Experiential Product Development 0 1,042,000 952,008
The following program supports all strategic outcomes within this organization.
Internal Services 0 8,805,000 6,605,062
Funds not allocated to the 2016–17 Program Alignment Architecture 57,975,770 0 0
Total 57,975,770 57,975,770 70,475,770

Canadian Transportation Accident Investigation and Safety Board

Raison d'être

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

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

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

Organizational Estimates

Figure 41. Organizational Estimates - Budgetary - Canadian Transportation Accident Investigation and Safety Board
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 89. Organizational Estimates (dollars) - Canadian Transportation Accident Investigation and Safety Board
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Program expenditures 28,655,526 26,290,301 26,290,301 26,267,261
Total voted 28,655,526 26,290,301 26,290,301 26,267,261
Total Statutory 3,563,805 3,439,498 3,439,498 3,521,391
Total budgetary 32,219,331 29,729,799 29,729,799 29,788,652

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

Table 90. Expenditures by Strategic Outcome and Program - Budgetary - Canadian Transportation Accident Investigation and Safety Board
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Independent investigations into transportation occurrences contribute to making the transportation system safer.
Aviation occurrence investigations 14,990,356 12,537,059 12,831,845
Rail occurrence investigations 6,146,776 5,332,576 5,868,756
Marine occurrence investigations 4,934,356 4,902,097 5,089,370
Pipeline occurrence investigations 283,717 600,535 277,784
The following program supports all strategic outcomes within this organization.
Internal Services 5,864,126 6,357,532 5,720,897
Total 32,219,331 29,729,799 29,788,652

Canadian Transportation Agency

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

Figure 42. Organizational Estimates - Budgetary - Canadian Transportation Agency
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 91. Organizational Estimates (dollars) - Canadian Transportation Agency
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Program expenditures 25,547,821 24,313,366 24,313,366 24,290,330
Total voted 25,547,821 24,313,366 24,313,366 24,290,330
Total Statutory 3,230,028 3,420,038 3,420,038 3,501,757
Total budgetary 28,777,849 27,733,404 27,733,404 27,792,087

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

Table 92. Expenditures by Strategic Outcome and Program - Budgetary - Canadian Transportation Agency
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Transparent, fair and timely dispute resolution and economic regulation of the national transportation system.
Economic Regulation 11,306,027 11,814,081 11,315,866
Adjudication and Alternative Dispute Resolution 10,984,842 10,052,252 9,253,556
The following program supports all strategic outcomes within this organization.
Internal Services 6,486,980 5,867,071 7,222,665
Total 28,777,849 27,733,404 27,792,087

Chief Electoral Officer

Raison d'être

The Office of the Chief Electoral Officer, commonly known as Elections Canada, is an independent, non-partisan agency that reports directly to Parliament. Its mandate is to be prepared to conduct a federal general election, by-election or referendum; to administer the political financing provisions of the Canada Elections Act; to monitor compliance with electoral legislation; to conduct public information campaigns on voter 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

Figure 43. Organizational Estimates - Budgetary - Chief Electoral Officer
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 93. Organizational Estimates (dollars) - Chief Electoral Officer
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Program expenditures 30,144,204 29,204,976 29,204,976 29,212,735
Total voted 30,144,204 29,204,976 29,204,976 29,212,735
Total Statutory 120,622,171 366,754,841 366,754,841 69,322,526
Total budgetary 150,766,375 395,959,817 395,959,817 98,535,261

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

Table 94. Expenditures by Strategic Outcome and Program - Budgetary - Chief Electoral Officer
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
An Accessible Electoral Framework that Canadians Trust and Use.
Electoral Operations 90,292,796 277,113,580 45,743,386
Regulation of Electoral Activities 18,101,587 79,015,382 11,656,805
Electoral Engagement 8,261,985 8,060,043 9,059,837
The following program supports all strategic outcomes within this organization.
Internal Services 34,110,007 31,770,812 32,075,233
Total 150,766,375 395,959,817 98,535,261

Citizenship and Immigration

Raison d'être

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

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

Figure 44. Organizational Estimates - Budgetary - Citizenship and Immigration
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Figure 45. Organizational Estimates - Non-budgetary - Citizenship and Immigration
The following chart presents the organizational breakdown of voted and statutory non budgetary expenditures and estimates for the past three years.
Table 95. Organizational Estimates (dollars) - Citizenship and Immigration
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Operating expenditures 544,983,905 560,219,325 731,673,122 604,119,156
5 Capital expenditures 15,853,986 6,308,103 8,375,482 13,706,741
10 Grants and contributions 989,896,724 993,529,386 1,138,659,540 1,152,355,205
Debt write-off – Immigration loans 1,116,573 0 0 0
Total voted 1,551,851,188 1,560,056,814 1,878,708,144 1,770,181,102
Total Statutory (191,100,080) (95,389,806) (116,070,099) (119,348,875)
Total budgetary 1,360,751,108 1,464,667,008 1,762,638,045 1,650,832,227
Non-budgetary
Total Statutory 1,201,648 0 0 0
Total non-budgetary 1,201,648 0 0 0

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

Table 96. Expenditures by Strategic Outcome and Program - Budgetary - Citizenship and Immigration
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Newcomers and citizens participate in fostering an integrated society.
Newcomer Settlement and Integration 1,010,190,212 1,014,017,140 1,174,026,452
Citizenship for Newcomers and All Canadians 82,983,275 68,062,779 62,018,218
Multiculturalism for Newcomers and All Canadians 6,771,604 13,049,066 12,100,261
Migration of permanent and temporary residents that strengthens Canada's economy.
Temporary Economic Residents 28,817,691 24,278,038 53,069,957
Permanent Economic Residents 81,907,913 99,145,934 44,243,952
Family and humanitarian migration that reunites families and offers protection to the displaced and persecuted.
Family and Discretionary Immigration 39,557,058 37,572,058 36,932,907
Refugee Protection 29,926,000 30,059,852 28,013,358
Managed migration and facilitated travel that promote Canadian interests and protect the health, safety and security of Canadians.
Migration Control and Security Management 104,056,335 124,537,482 154,340,892
Health Protection 31,042,845 63,217,689 75,135,278
Canadian Influence in International Migration and Integration Agenda 5,896,698 5,177,541 5,908,956
Passport (287,387,229) (202,153,477) (184,207,868)
The following program supports all strategic outcomes within this organization.
Internal Services 226,988,706 187,702,906 189,249,864
Total 1,360,751,108 1,464,667,008 1,650,832,227
Table 97. Expenditures by Strategic Outcome and Program - Non-budgetary - Citizenship and Immigration
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Newcomers and citizens participate in fostering an integrated society.
Newcomer Settlement and Integration 1,201,648 0 0
Total 1,201,648 0 0

Listing of the 2016–17 Transfer Payments

Table 98. Listing of the 2016–17 Transfer Payments - Citizenship and Immigration
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Grants
Grant for the Canada-Quebec Accord on Immigration 340,568,000 340,568,000 345,059,000
Grants in support of the Multiculturalism Program 1,792,227 3,000,000 3,000,000
Grant for Migration Policy Development 349,765 350,000 350,000
Contributions
Settlement Program 575,736,724 588,597,002 631,057,002
Resettlement Assistance 64,212,010 54,922,768 162,869,437
Contributions in support of the Multiculturalism Program 2,251,965 4,593,166 5,521,316
Global Assistance to Irregular Migrants 2,294,308 0 3,000,000
International Organization for Migration 1,871,744 1,454,000 1,454,000
Task Force for International Cooperation on Holocaust Education, Remembrance and Research 42,648 44,450 44,450

Civilian Review and Complaints Commission for the Royal Canadian Mounted Police

Raison d'être

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

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

Organizational Estimates

Figure 46. Organizational Estimates - Budgetary - Civilian Review and Complaints Commission for the Royal Canadian Mounted Police
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 99. Organizational Estimates (dollars) - Civilian Review and Complaints Commission for the Royal Canadian Mounted Police
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Program expenditures 8,718,932 9,032,529 9,032,529 9,025,809
Total voted 8,718,932 9,032,529 9,032,529 9,025,809
Total Statutory 881,039 979,194 979,194 1,002,508
Total budgetary 9,599,971 10,011,723 10,011,723 10,028,317

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

Table 100. Expenditures by Strategic Outcome and Program - Budgetary - Civilian Review and Complaints Commission for the Royal Canadian Mounted Police
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Public Confidence in the RCMP.
Civilian review of RCMP membersʼ conduct in the performance of their duties 6,181,112 6,307,346 6,317,800
The following program supports all strategic outcomes within this organization.
Internal Services 3,418,859 3,704,377 3,710,517
Total 9,599,971 10,011,723 10,028,317

Commissioner for Federal Judicial Affairs

Raison d'être

The Office of the Commissioner for Federal Judicial Affairs (FJA) provides services to the Canadian judiciary and promotes judicial independence.

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

Organizational Estimates

Figure 47. Organizational Estimates - Budgetary - Commissioner for Federal Judicial Affairs
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 101. Organizational Estimates (dollars) - Commissioner for Federal Judicial Affairs
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Commissioner for Federal Judicial Affairs – Operating expenditures 8,160,332 7,942,728 8,942,728 7,833,778
5 Canadian Judicial Council – Operating expenditures 2,944,764 1,513,611 3,513,611 1,513,611
Total voted 11,105,096 9,456,339 12,456,339 9,347,389
Total Statutory 506,515,330 515,394,781 515,394,781 545,826,864
Total budgetary 517,620,426 524,851,120 527,851,120 555,174,253

Highlights

FJA is estimating budgetary expenditures of $555.17 million in 2016–17. Of this amount, $9.35 million requires approval by Parliament. The remaining $545.83 million represents statutory forecasts for payments pursuant to the Judges Act ($544.84 million) and employee benefit plans which do not require additional approval and are provided for information purposes.

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

A net increase of $30.41 million in statutory forecast from the 2015–16 Main Estimates is due to an increase in the number of judicial appointments, an increase in the overall average in the amounts of pensions being paid to pensioners in accordance with the Judges Act, as well as a provision for a salary increase to federally appointed judges.

Please refer to the 2016–17 Report on Plans and Priorities for additional information.

Expenditures by Strategic Outcome and Program

Table 102. Expenditures by Strategic Outcome and Program - Budgetary - Commissioner for Federal Judicial Affairs
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
An independent and efficient Federal Judiciary.
Payments Pursuant to the Judges Act 505,689,613 514,430,443 544,838,708
Federal Judicial Affairs 8,130,290 7,994,262 7,904,536
Canadian Judicial Council 3,073,719 1,699,615 1,704,209
The following program supports all strategic outcomes within this organization.
Internal Services 726,804 726,800 726,800
Total 517,620,426 524,851,120 555,174,253

Communications Security Establishment

Raison d'être

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

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

The Minister of National Defence is responsible for CSE.

Organizational Estimates

Figure 48. Organizational Estimates - Budgetary - Communications Security Establishment
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 103. Organizational Estimates (dollars) - Communications Security Establishment
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Program expenditures 818,666,848 503,831,701 542,596,708 546,109,459
Total voted 818,666,848 503,831,701 542,596,708 546,109,459
Total Statutory 37,766,390 34,370,029 35,018,429 37,515,359
Total budgetary 856,433,238 538,201,730 577,615,137 583,624,818

Highlights

The Communications Security Establishment is estimating budgetary expenditures of $583.6 million in 2016–17. Of this amount, $546.1 million requires approval of Parliament. The remaining $37.5 million represents statutory forecasts that do not require additional approval and are provided for information purposes.

The Main Estimates for the department are $583.6 million, a net increase of $45.4 million. The major changes are as follows:

  • An overall reduction in accommodations funding of $14.1M associated with CSE's new facility and the shift from the construction phase into the operational phase; and
  • A net increase of $59.5M in support of CSE's mandate, notably CSE's capacity to address cyber threats and advancements in technology.

Expenditures by Strategic Outcome and Program

Table 104. Expenditures by Strategic Outcome and Program - Budgetary - Communications Security Establishment
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Foreign signals intelligence and technical security capabilities advance and protect Canada's vital interests.
Signals Intelligence 609,194,573 388,225,246 420,929,869
Information Technology (IT) Security 247,238,665 149,976,484 162,694,949
Total 856,433,238 538,201,730 583,624,818

Copyright Board

Raison d'être

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

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

Organizational Estimates

Figure 49. Organizational Estimates - Budgetary - Copyright Board
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 105. Organizational Estimates (dollars) - Copyright Board
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Program expenditures 2,790,199 2,818,917 2,818,917 2,813,641
Total voted 2,790,199 2,818,917 2,818,917 2,813,641
Total Statutory 279,307 291,796 291,796 298,083
Total budgetary 3,069,506 3,110,713 3,110,713 3,111,724

Highlights

The Copyright Board of Canada is estimating budgetary expenditures of $3.1 million in 2016-17. Of this amount, $2.8 million require approval by Parliament and the remaining $298.1 thousand represents statutory forecasts that do not require additional approval and are provided for information purposes.

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

Expenditures by Strategic Outcome and Program

Table 106. Expenditures by Strategic Outcome and Program - Budgetary - Copyright Board
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Fair decision-making to provide proper incentives for the creation and use of copyrighted works.
Copyright Tariff Setting and Issuance of Licences 2,486,300 2,519,678 2,520,496
The following program supports all strategic outcomes within this organization.
Internal Services 583,206 591,035 591,228
Total 3,069,506 3,110,713 3,111,724

Correctional Service of Canada

Raison d'être

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

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

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

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

Organizational Estimates

Figure 50. Organizational Estimates - Budgetary - Correctional Service of Canada
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Figure 51. Organizational Estimates - Non-budgetary - Correctional Service of Canada
The following chart presents the organizational breakdown of voted and statutory non budgetary expenditures and estimates for the past three years.
Table 107. Organizational Estimates (dollars) - Correctional Service of Canada
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Operating expenditures, grants and contributions 2,134,769,681 1,928,746,713 1,930,535,159 1,925,556,005
5 Capital expenditures 200,606,427 176,944,519 188,046,073 185,711,724
Total voted 2,335,376,108 2,105,691,232 2,118,581,232 2,111,267,729
Total Statutory 239,852,204 244,797,694 244,797,694 251,324,350
Total budgetary 2,575,228,312 2,350,488,926 2,363,378,926 2,362,592,079
Non-budgetary
Voted
- Loans to individuals under mandatory supervision and parolees through the Paroleesʼ Loan Account (170) 0 0 0
Total voted (170) 0 0 0
Total non-budgetary (170) 0 0 0

Highlights

The Correctional Service of Canada is estimating budgetary expenditures of $2,362.6 million in 2016–17. Of this amount, $2,111.3 million requires approval by Parliament. The remaining $251.3 million represents statutory forecasts that do not require additional approval and are provided for information purposes. This represents a net increase of $12.1 million from 2015–16 Main Estimates.

The major changes are as follows:

  • An increase of $1.1 million related to the implementation of the Canadian Victims Bill of Rights;
  • A net increase of $6.5 million related to the allocation of the employer's share of the Employee Benefit Plan;
  • A net increase of $5.1 million in capital investments due to adjustments related to reprofiling of funds from previous years;
  • An increase of $4.3 million related to the funding for the Accelerated Infrastructure Program;
  • A decrease of $2.1 million related to increase in Correctional Service of Canada's contribution to the Canada School of Public Service new service delivery model;
  • A decrease of $1.0 million related to the Federal Contaminated Sites Action Plan;
  • A decrease of $1.0 million in the National Infrastructure Contribution Program due to adjustments related to reprofiling of funds in previous year; and
  • A net decrease of $0.8 million for miscellaneous items.

Expenditures by Strategic Outcome and Program

Table 108. Expenditures by Strategic Outcome and Program - Budgetary - Correctional Service of Canada
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
The custody, correctional interventions, and supervision of offenders in communities and in institutions, contribute to public safety.
Custody 1,686,218,075 1,501,862,617 1,512,168,537
Correctional Interventions 452,349,073 410,155,772 408,423,801
Community Supervision 125,590,617 129,857,404 137,257,516
The following program supports all strategic outcomes within this organization.
Internal Services 311,070,547 308,613,133 304,742,225
Total 2,575,228,312 2,350,488,926 2,362,592,079
Table 109. Expenditures by Strategic Outcome and Program - Non-budgetary - Correctional Service of Canada
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
The custody, correctional interventions, and supervision of offenders in communities and in institutions, contribute to public safety.
Correctional Interventions (170) 0 0
Total (170) 0 0

Listing of the 2016–17 Transfer Payments

Table 110. Listing of the 2016–17 Transfer Payments - Correctional Service of Canada
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Grants
Grant to the University of Saskatchewan for Forensic Research Centre 120,000 122,000 120,000
Contributions
Correctional Services of Canada's National Infrastructure Contribution Program 2,545,865 5,680,000 4,700,000

Courts Administration Service

Raison d'être

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

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

Organizational Estimates

Figure 52. Organizational Estimates - Budgetary - Courts Administration Service
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 111. Organizational Estimates (dollars) - Courts Administration Service
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Program expenditures 62,132,593 57,320,466 57,320,466 65,199,516
Total voted 62,132,593 57,320,466 57,320,466 65,199,516
Total Statutory 7,017,813 6,632,121 6,632,121 7,152,127
Total budgetary 69,150,406 63,952,587 63,952,587 72,351,643

Highlights

The Courts Administration Service (CAS) is estimating budgetary expenditures of $72.4 million in 2016–17. Of this amount, $65.2 million requires approval by Parliament. The remaining $7.2 million represents the statutory funding forecast that does not require additional approval and is provided for information purposes.

The core programs of the CAS have remained relatively constant over the years. Nevertheless, CAS' reference levels have been impacted by legislative changes affecting the workload of the federal courts as well as various government initiatives resulting in an increase of

$8.4 million over the 2015–16 Main Estimates.

The activities that have caused the majority of the variations in reference levels include:

  • Budget 2015 funding for investment in physical security enhancements such as additional cameras, security personnel and screening tools that will help ensure the federal courts remain secure and function properly. In addition, it will enable IT security enhancements to further protect judicial and CAS information ($4.65 million); and
  • Renewal of funding for Division 9 proceedings of the Immigration and Refugee Protection Act (IRPA) aimed at addressing challenges in the management of security inadmissibility cases, protecting classified information in immigration proceedings, and obtaining diplomatic assurances of safety for inadmissible individuals facing a risk of torture ($4.3 million).

More details on important trends and variances can be found in the CAS 2016-17 Report on Plans and Priorities, as well as the Financial Statements Discussion and Analysis and the Quarterly Financial Reports.

Expenditures by Strategic Outcome and Program

Table 112. Expenditures by Strategic Outcome and Program - Budgetary - Courts Administration Service
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
The public has timely and fair access to the litigation processes of the Federal Court of Appeal, the Federal Court, the Court Martial Appeal Court of Canada and the Tax Court of Canada.
Judicial Services 21,961,589 23,176,362 27,994,392
Registry Services 25,696,130 23,937,466 24,278,931
The following program supports all strategic outcomes within this organization.
Internal Services 21,492,687 16,838,759 20,078,320
Total 69,150,406 63,952,587 72,351,643

Economic Development Agency of Canada for the Regions of Quebec

Raison d'être

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

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

CED works primarily with small and medium-sized enterprises, as well as non-profit organizations, through its business offices.

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

Organizational Estimates

Figure 53. Organizational Estimates - Budgetary - Economic Development Agency of Canada for the Regions of Quebec
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 113. Organizational Estimates (dollars) - Economic Development Agency of Canada for the Regions of Quebec
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Operating expenditures 37,486,267 38,266,985 38,266,985 38,180,803
5 Grants and contributions 212,168,051 217,995,801 221,432,801 260,021,718
Total voted 249,654,318 256,262,786 259,699,786 298,202,521
Total Statutory 4,243,598 4,819,408 4,819,408 4,917,420
Total budgetary 253,897,916 261,082,194 264,519,194 303,119,941

Highlights

The total budget for CED for the 2016–17 fiscal year amounts to $303.1 million. The budget will cover expenditures for grants and contributions and operating expenses, in the following four programs: Business Development, Regional Economic Development, Strengthening Community Economies and Internal Services.

Compared to the 2015–16 fiscal year, CED'S budget for the next fiscal year increases by $42 million or 16%. Forecasted expenditures for operating expenses and statutory amounts are stable from one fiscal year to the next. Expenditures for grants and contributions vary the most, showing an increase of $42 million in 2016–17. This increase is explained primarily by the new Canada 150 Community Infrastructure Program, announced in Budget 2015. As well, a project and an initiative will see their funding increased. These are the extension of the natural gas network between Lévis and Ste-Claire and the Canadian Economic Diversification Initiative for Communities' Dependant on Asbestos.

Please see CED's Report on Plans and Priorities for a description of CED's programs.

Expenditures by Strategic Outcome and Program

Table 114. Expenditures by Strategic Outcome and Program - Budgetary - Economic Development Agency of Canada for the Regions of Quebec
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Quebec's regions have a growing economy.
Business Development 146,564,462 151,677,176 158,796,744
Strengthening Community Economies 55,328,034 53,720,902 87,644,272
Regional Economic Development 34,133,620 35,237,511 38,450,858
The following program supports all strategic outcomes within this organization.
Internal Services 17,871,800 20,446,605 18,228,067
Total 253,897,916 261,082,194 303,119,941

Listing of the 2016–17 Transfer Payments

Table 115. Listing of the 2016–17 Transfer Payments - Economic Development Agency of Canada for the Regions of Quebec
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Grants
Grants under the Quebec Economic Development Program 140,638 1,650,000 1,650,000
Contributions
Contributions under the Quebec Economic Development Program 183,582,593 187,377,783 229,403,700
Contributions under the Community Futures Program 28,444,820 28,968,018 28,968,018

Employment and Social Development

Raison d'être

The‎ Minister of Families, Children and Social Development, the Minister of Employment, Workforce Development and Labour, and the Minister of Sport and Persons with Disabilities‎ are responsible for this organization.

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

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

Organizational Estimates

Figure 54. Organizational Estimates - Budgetary - Employment and Social Development
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Figure 55. Organizational Estimates - Non-budgetary - Employment and Social Development
The following chart presents the organizational breakdown of voted and statutory non budgetary expenditures and estimates for the past three years.
Table 116. Organizational Estimates (dollars) - Employment and Social Development
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Operating expenditures 618,337,341 561,409,860 620,496,059 607,999,524
5 Grants and contributions 1,570,718,755 1,712,658,484 1,714,027,708 1,692,443,880
- Debt write-off – Government Annuities Account 0 0 62,859 0
- Debt write-off – Canada Student Loans 287,430,643 0 175,959,012 0
Total voted 2,476,486,739 2,274,068,344 2,510,545,638 2,300,443,404
Total Statutory 49,728,270,433 51,991,467,772 56,695,045,291 59,337,438,404
Total budgetary 52,204,757,172 54,265,536,116 59,205,590,929 61,637,881,808
Non-budgetary
Total Statutory 844,568,846 1,027,422,531 776,467,550 979,969,792
Total non-budgetary 844,568,846 1,027,422,531 776,467,550 979,969,792

Highlights

ESDC is planning budgetary expenditures on programs and services totaling $61.6 billion in 2016–17. More than 96% of planned budgetary expenditures will directly benefit Canadians through the Old Age Security Program and other statutory transfer payment programs.

Of the total amount of planned expenditures, $2.3 billion requires approval from Parliament. The remaining $59.3 billion represents statutory forecasts that do not require additional approval and are provided for information purposes.

The 2016–17 planned expenditures represent an increase of $9.4 billion, or approximately 18%, when compared to the 2014–15 actual budgetary expenditures of $52.2 billion. This increase is partly explained by an increase to Old Age Security Pension and Guaranteed Income Supplement payments resulting from the aging population and the planned increase in the average monthly benefit amount.

When compared to the 2015–16 budgetary Main Estimates of $54.3 billion, the 2016–17 planned expenditures represent an increase of $7.3 billion, primarily associated with statutory items. In particular, forecasted Old Age Security Pension and Guaranteed Income Supplement payments are $47.9 billion and represent an increase of $2.4 billion, explained by changes in the average monthly rate and in the number of beneficiaries. Other factors contributing to the increase include:

  • An increase of $4.8 billion in Universal Child Care Benefit based on Budget 2015 enhancements;
  • A $67.2 million increase to the Canada Disability Savings Grants and Bonds, which is due to a steady increase in total registered Canada Disability Savings Plans and participation in the program;
  • An increase of $57.2 million to the Canada Student Loans Program, mostly explained by an increase in payments related to the direct financing arrangement under the Canada Student Financial Assistance Act, which is mainly due to an increase to repayment assistance costs; and
  • An increase of $24.0 million in Canada Education Savings Grant payments due to more families saving for their children's post-secondary education.

The Department plans to spend $608.0 million in 2016–17 in net operating expenditures (Vote 1), representing an increase of $46.6 million from the 2015–16 Main Estimates of $561.4 million. The net increase is mainly related to additional resources to administer the Temporary Foreign Worker Program, including measures to ensure that Canadians are considered first for available jobs, enhancing the quality and availability of labour market information to support the Labour Market Impact Assessment process, and establishing a more comprehensive compliance regime.

Voted grants and contributions (Vote 5) are expected to reach $1.7 billion in 2016–17, a decrease of $20.3 million from the 2015–16 Main Estimates. The decrease is mainly attributable to a reduction in funding to the First Nations Job Fund as per the funding profile approved in previous years.

For non-budgetary loans, there is a net decrease in authorities of $47.4 million from the 2015–16 Main Estimates, mainly as a result of higher than originally forecast volume of repayments against previously issued loans.

Expenditures by Strategic Outcome and Program

Table 117. Expenditures by Strategic Outcome and Program - Budgetary - Employment and Social Development
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Income security, access to opportunities and well-being for individuals, families and communities.
Income Security 44,481,738,204 46,624,099,750 49,042,853,716
Social Development 2,939,900,967 3,081,658,183 7,933,212,853
A skilled, adaptable and inclusive labour force and an efficient labour market.
Learning 2,555,956,846 2,391,384,094 2,479,065,886
Skills and Employment 1,528,534,409 1,706,013,120 1,693,306,935
Safe, fair and productive workplaces and cooperative workplace relations.
Labour 127,308,633 160,715,470 161,240,615
Government-wide service excellence.
Service Network Supporting Government Departments 0 56,013,514 51,132,597
Delivery of Services for Other Government of Canada Programs 0 22,389,992 23,418,496
The following program supports all strategic outcomes within this organization.
Internal Services 274,202,887 223,261,993 253,650,710
Funds not allocated to the 2016–17 Program Alignment Architecture 297,115,226 0 0
Total 52,204,757,172 54,265,536,116 61,637,881,808
Table 118. Expenditures by Strategic Outcome and Program - Non-budgetary - Employment and Social Development
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
A skilled, adaptable and inclusive labour force and an efficient labour market.
Learning 844,021,846 1,027,422,531 979,969,792
Safe, fair and productive workplaces and cooperative workplace relations.
Labour 547,000 0 0
Total 844,568,846 1,027,422,531 979,969,792

Listing of the 2016–17 Transfer Payments

Table 119. Listing of the 2016–17 Transfer Payments - Employment and Social Development
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Grants
Apprenticeship Grants 99,402,626 114,552,200 114,552,200
New Horizons for Seniors Program 35,263,449 41,340,000 41,340,000
Grants to not-for-profit, for-profit, and aboriginal organizations, municipal, provincial and territorial governments for adult learning, literacy and essential skills 0 18,300,000 14,800,000
Grants to non-profit organizations for activities eligible for support through the Social Development Partnerships Program 5,319,561 14,775,000 14,775,000
Enabling Accessibility Fund Small Projects Grant 12,453,191 13,650,000 13,650,000
Federal Income Support for Parents of Murdered or Missing Children 95,830 10,000,000 10,000,000
Pathways to Education Canada Grant 6,000,000 6,000,000 9,500,000
Labour Funding Program 1,476,451 1,703,000 1,703,000
Grants to not-for-profit organizations, individuals, municipal governments, Band/tribal councils and other Aboriginal organizations, public health and educational institutions, Régies régionales, for-profit enterprises, research organizations and research institutes to carry out research on homelessness to help communities better understand and more effectively address homelessness issues 0 250,000 250,000
Named grants for the Organization for Economic Co-operation and Development 90,021 100,000 100,000
Total Statutory 48,822,019,139 51,057,118,525 58,339,214,355
Contributions
Payments to provinces, territories, municipalities, other public bodies, organizations, groups, communities, employers and individuals for the provision of training and/or work experience, the mobilization of community resources, and human resource planning and adjustment measures necessary for the efficient functioning of the Canadian labour market 518,810,029 590,945,161 563,032,566
Contributions to not-for-profit organizations, individuals, municipal governments, Band/tribal councils and other Aboriginal organizations, public health and educational institutions, Régies régionales, for-profit enterprises, research organizations and research institutes to support activities to help alleviate and prevent homelessness across Canada and to carry out research on homelessness to help communities better understand and more effectively address homelessness issues 99,184,967 105,050,000 111,494,275
Contributions to provincial/territorial governments, band councils, tribal councils, Aboriginal Skills and Employment Training Strategy agreement holders, municipal governments, not-for-profit organizations, professional associations, business and private sector organizations, consortia, industry groups, unions, regulatory bodies, ad-hoc associations, public health institutions, school boards, universities, colleges, CEGEPs, sector councils, and cross-sectoral councils to support enhanced productivity and competitiveness of Canadian workplaces by supporting investment in and recognition and utilization of skills 13,515,423 27,144,123 27,144,123
Contributions to assist unemployed older workers in communities with ongoing high unemployment and/or affected by downsizing 20,245,645 24,000,000 25,253,716
Contributions to organizations to support the development of human resources, economic growth, job creation and retention in official language minority communities 12,000,000 12,000,000 12,000,000
Payments to provinces, territories, municipalities, other public bodies, organizations, groups, communities, employers and individuals for the provision of training and/or work or business experience, the mobilization of community resources and human resource planning and adjustment measures necessary for the social development of Canadians and other participants in Canadian life 7,797,758 5,840,000 5,840,000
Contributions to not-for-profit, for-profit, and aboriginal organizations, municipal, provincial and territorial governments for adult learning, literacy and essential skills 12,160,665 3,209,000 3,209,000
Payments to non-profit organizations to develop national or provincial/territorial/regional educational and awareness activities to help reduce the incidence of elder abuse and fraud 4,903,140 1,800,000 1,800,000
Total Statutory 529,112,954 560,301,287 593,556,097
Other Transfer Payments
Payments to provinces and territories to deliver employment programs and services under the Canada Job Fund and under the Labour Market Agreements 500,000,000 500,000,000 500,000,000
Payments to provinces and territories under the Multilateral Framework for Labour Market Agreements for Persons with Disabilities 222,000,000 222,000,000 222,000,000

Enterprise Cape Breton Corporation

Raison d'être

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

Organizational Estimates

Figure 56. Organizational Estimates - Budgetary - Enterprise Cape Breton Corporation
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 120. Organizational Estimates (dollars) - Enterprise Cape Breton Corporation
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
- Payments to the Enterprise Cape Breton Corporation 9,865,841 0 0 0
Total voted 9,865,841 0 0 0
Total budgetary 9,865,841 0 0 0

Highlights

Not applicable

Expenditures by Strategic Outcome and Program

Table 121. Expenditures by Strategic Outcome and Program - Budgetary - Enterprise Cape Breton Corporation
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
A competitive and sustainable Cape Breton economy.
Property Development 0 0 0
Commercial Development 0 0 0
Community Development 0 0 0
Policy and Advocacy 0 0 0
Environmental Stewardship 0 0 0
Human Resource Obligations 0 0 0
Regional Service Delivery 0 0 0
The following program supports all strategic outcomes within this organization.
Internal Services 0 0 0
Funds not allocated to the 2016–17 Program Alignment Architecture 9,865,841 0 0
Total 9,865,841 0 0

Environment

Raison d'être

The Minister of Environment and Climate Change is responsible for this organization.

Environment is the lead federal department for a wide range of environmental and climate change issues. It plays a stewardship role in achieving and maintaining a clean environment by minimizing threats to Canadians and their environment from pollution; a safe environment by equipping Canadians to make informed decisions on weather, water and climate conditions; and a sustainable environment by conserving and restoring Canada's natural environment. The Department's program focus reflects that a clean environment and a strong economy go hand in hand.

Organizational Estimates

Figure 57. Organizational Estimates - Budgetary - Environment
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 122. Organizational Estimates (dollars) - Environment
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Operating expenditures 726,024,848 695,731,283 705,083,100 605,313,460
5 Capital expenditures 55,250,545 63,297,504 70,597,504 60,539,382
10 Grants and contributions 94,023,122 114,340,903 119,225,980 154,303,510
Total voted 875,298,515 873,369,690 894,906,584 820,156,352
Total Statutory 100,888,122 87,681,386 88,404,150 81,932,846
Total budgetary 976,186,637 961,051,076 983,310,734 902,089,198

Highlights

Compared with the 2015–16 Main Estimates, Environment's 2016–17 Main Estimates show a net planned spending decrease of

$59.0 million or 6.1% attributable to a decrease of $90.4 million in Operating, $2.8 million decrease in Capital, $40.0 million increase in Grants and contributions and $5.7 million decrease in the Employee Benefit Plan.

The major decreases are:

  • A decrease in funding of $90.9 million for the Clean Air Agenda;
  • A decrease in funding of $15.6 million related to the Meteorological Services of Canada Renewal;
  • A decrease in funding of $10.4 million for the Federal Contaminated Sites Action Plan; and,
  • A decrease in funding of $8.5 million for the Contaminated Sediment Remediation Projects.

These decreases are offset by increases related to the following programs:

  • An increase in funding for Sustainable Development Technology Canada for Sustainable Development Technology Fund of

$40.2 million;

  • An increase in funding of $12.8 million for the Species at Risk Act program;
  • An increase in funding of $10.7 million for the Federal Infrastructure initiative; and
  • Other small increases totalling a net amount of $ 2.7 million.

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

Expenditures by Strategic Outcome and Program

Table 123. Expenditures by Strategic Outcome and Program - Budgetary - Environment
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Canadaʼs natural environment is conserved and restored for present and future generations.
Biodiversity – Wildlife and Habitat 140,408,483 122,779,285 137,912,691
Sustainable Ecosystems 72,619,888 91,480,613 88,026,739
Water Resources 92,453,058 95,770,859 80,035,023
Compliance Promotion and Enforcement – Wildlife 17,058,497 16,115,510 16,652,429
Threats to Canadians and their environment from pollution are minimized.
Climate Change and Clean Air 121,061,134 122,872,074 97,030,449
Substances and Waste Management 86,779,805 85,149,099 74,912,985
Compliance Promotion and Enforcement – Pollution 42,309,866 37,560,222 34,672,528
Canadians are equipped to make informed decisions on changing weather, waterand climate conditions.
Weather and Environmental Services for Canadians 174,493,294 192,103,008 174,382,678
Weather and Environmental Services for Targeted Users 25,886,657 15,792,293 19,267,384
The following program supports all strategic outcomes within this organization.
Internal Services 203,115,955 181,428,113 179,196,292
Total 976,186,637 961,051,076 902,089,198

Listing of the 2016–17 Transfer Payments

Table 124. Listing of the 2016–17 Transfer Payments - Environment
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Grants
Grant in support of The Natural Areas Conservation Program 10,000,000 22,500,000 22,500,000
Grants for the implementation of the Montreal Protocol on substances that deplete the ozone layer 2,525,717 2,800,000 2,800,000
Grant in support of Weather and Environmental Services for Canadians 35,000 44,000 44,000
Total Statutory 8,792,488 0 0
Contributions
Contribution to the Canada Foundation for Sustainable Development Technology 0 6,000,000 46,172,380
Contributions in support of Biodiversity – Wildlife and Habitat 24,774,134 29,427,064 30,119,314
Contributions in support of Sustainable Ecosystems 15,987,750 17,213,984 14,927,349
Habitat Stewardship Contribution Program 12,629,243 10,564,052 14,584,584
Contributions in support of Climate Change and Clean Air 9,459,133 8,141,572 5,497,653
EcoAction Community Funding Program 4,456,044 4,525,000 4,525,000
Contributions in support of the Science Horizons Youth Internship program under the Career Focus Program of the federal Youth Employment Strategy 2,999,744 3,069,000 3,069,000
Contributions in support of Weather and Environmental Services for Canadians 2,637,889 2,597,492 2,941,150
Assessed Contribution to the Commission for Environmental Cooperation (CEC) 3,271,685 2,930,000 2,767,818
Assessed contribution to the World Meteorological Organization (WMO) 2,296,265 2,167,785 2,167,785
Contributions in support of Substances and Waste Management 1,481,095 1,260,219 1,200,965
Contributions in support of Water Resources 989,500 604,595 469,158
Assessed contribution to the Convention on Wetlands of International Importance (Ramsar Convention) 171,370 206,140 206,140
Assessed contribution to the Convention on International Trade in Endangered Species of Wild Fauna and Flora (CITES) 201,771 190,000 190,000
Assessed contribution to the Organisation for Economic Co-operation and Development (OECD) 106,782 100,000 121,214

Federal Economic Development Agency for Southern Ontario

Raison d'être

The Federal Economic Development Agency for Southern Ontario (FedDev Ontario) was established in 2009 to support growth in southern Ontario through the delivery of federal programs and services.

In 2013, FedDev Ontario's mandate was renewed for a second five-year term, from 2014–15 to 2018–19. Budget 2013 provided the Agency with $920 million in core funding for this five-year period, with a renewed commitment to strengthen the region's capacity for innovation, entrepreneurship and collaboration, and to promote the development of a strong and diversified southern Ontario economy.

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

Organizational Estimates

Figure 58. Organizational Estimates - Budgetary - Federal Economic Development Agency for Southern Ontario
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 125. Organizational Estimates (dollars) - Federal Economic Development Agency for Southern Ontario
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Operating expenditures 26,659,973 25,859,077 25,859,077 25,753,625
5 Grants and contributions 74,386,300 186,239,502 182,239,502 205,479,871
Total voted 101,046,273 212,098,579 208,098,579 231,233,496
Total Statutory 3,056,870 3,153,140 3,153,140 3,214,356
Total budgetary 104,103,143 215,251,719 211,251,719 234,447,852

Highlights

FedDev Ontario estimates budgetary expenditures of $234.4 million in 2016–17. Of this amount, $231.2 million requires approval by Parliament. The remaining $3.2 million represents statutory funding and is provided for information purposes.

FedDev Ontario's planned spending in 2016–17 will support its strategic outcome by delivering its suite of programming and all associated internal support services. For 2016–17, FedDev Ontario anticipates expending $28.9 million in operating funds to support the investment of $205.5 million in transfer payment funding to strategic projects approved through its transfer payment programs.

Specifically, FedDev Ontario will continue to deliver its three core transfer payment programs in 2016–17: the Southern Ontario Prosperity Initiatives (SOPI); the Advanced Manufacturing Fund (AMF); and the Eastern Ontario Development Program (EODP). FedDev Ontario, like other regional development agencies, also plays an important role as a federal delivery agent for national programs, specifically the Community Futures Program (CFP), the Economic Development Initiative (EDI), the Canada 150 Community Infrastructure Program and certain national infrastructure programs across the entire province. The Agency also delivers special federal programming such as the $8-million project to fund the revitalization of Toronto's Massey Hall and a $12-million grant for a remediation project in Brantford, Ontario.

FedDev Ontario provides a strong federal presence across southern Ontario and facilitates collaboration with a broad range of stakeholders. As a convenor and champion for the region, the Agency works with southern Ontario firms to identify opportunities to participate in defence procurement projects in support of the Industrial and Technological Benefits Policy and also operates Canada Business Ontario (part of the Canada Business Network), which helps entrepreneurs to gain access to government business information.

In total, FedDev Ontario is estimating an increase of $19.2 million or nine percent from its 2015–16 Main Estimates.

Significant year-over-year changes in funding are due to:

  • An increase of $22.2 million in funding for delivery of the new Canada 150 Community Infrastructure Program (Budget 2015);
  • An additional $9.6 million for a grant to the City of Brantford to support the Brantford Greenwich-Mohawk Brownfield Remediation project;
  • A transfer of $8.6 million from the Southern Ontario Prosperity Initiatives to other government departments to support the establishment of the Canadian Centre for Aging and Brain Health Innovation ($6.0 million) and Canada's participation in the Thirty Meter Telescope ($2.6 million) announced in Budget 2015; and
  • A decrease of $3 million to the Southern Ontario Prosperity Initiatives and $1 million to the Advanced Manufacturing Fund.

Expenditures by Strategic Outcome and Program

Table 126. Expenditures by Strategic Outcome and Program - Budgetary - Federal Economic Development Agency for Southern Ontario
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
A Competitive Southern Ontario Economy.
Technological Innovation 9,298,340 91,786,705 92,081,080
Community Economic Development 27,689,452 41,264,851 66,896,145
Business Development 49,467,300 66,123,559 58,571,582
The following program supports all strategic outcomes within this organization.
Internal Services 17,648,051 16,076,604 16,899,045
Total 104,103,143 215,251,719 234,447,852

Listing of the 2016–17 Transfer Payments

Table 127. Listing of the 2016–17 Transfer Payments - Federal Economic Development Agency for Southern Ontario
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Grants
Grant to the Corporation of the City of Brantford 0 0 9,640,412
Contributions
Contributions for Southern Ontario Prosperity Initiatives 49,714,017 112,373,898 100,773,855
Contributions for the Advanced Manufacturing Fund 2,972,454 52,000,000 51,000,000
Contributions under the Canada 150 Community Infrastructure Program 0 0 22,200,000
Contributions under the Community Futures Program 11,265,751 11,285,992 11,285,992
Contributions under the Eastern Ontario Development Program 9,600,000 9,600,000 9,600,000
Contributions under the Economic Development Initiative – Official Languages 834,078 979,612 979,612

Finance

Raison d'être

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

The Minister of Finance is responsible for this organization.

Organizational Estimates

Figure 59. Organizational Estimates - Budgetary - Finance
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Figure 60. Organizational Estimates - Non-budgetary - Finance
The following chart presents the organizational breakdown of voted and statutory non budgetary expenditures and estimates for the past three years.
Table 128. Organizational Estimates (dollars) - Finance
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Program expenditures 119,941,036 102,971,668 107,424,574 90,740,545
5 Authority for amount by way of direct payments to the International Development Association pursuant to Bretton Woods and Related Agreements Act 0 1 1 1
Total voted 119,941,036 102,971,669 107,424,575 90,740,546
Total Statutory 85,563,213,780 89,543,425,443 87,091,957,830 89,373,051,964
Total budgetary 85,683,154,816 89,646,397,112 87,199,382,405 89,463,792,510
Non-budgetary
Total Statutory 80,735,156,755 0 0 0
Total non-budgetary 80,735,156,755 0 0 0

Highlights

Finance is estimating budgetary expenditures of $89.5 billion in 2016–17. Of this amount $89.4 billion or 99% represents statutory forecasts that do not require additional approval and are provided for information only. The remaining $90.7 million require approval by Parliament.

The 2016–17 Main Estimates of $89.5 billion is $182.6 million lower compared to the 2015–16 Main Estimates of $89.6 billion. This decrease is due to a net decrease of $170.4 million in statutory votes and a $12.2 million decrease in voted amounts.

The decrease of $170.4 million in statutory votes is mainly due to:

  • Interest on Unmatured Debt – A decrease of $2.3 billion due to a downward revision of interest rates by private sector economists for 2016–17, consistent with the 2015 Update of Economic and Fiscal Projections;
  • Other Interest Costs – A decrease of $536.0 million mainly due to a decline in the average Government of Canada long-term bond rate used to calculate interest on the public sector pension obligations pertaining to service pre-April 1, 2000;
  • Alternative Payments for Standing Programs – An increase in recoveries in the amount of $170.8 million as a result of an increase in the value of personal income tax points;
  • Additional Fiscal Equalization to Nova Scotia – A decrease of $63.3 million due to a decline in Nova Scotia's offshore oil and gas revenues. This program ensures that there is no reduction in combined Equalization and 2005 Offshore Accord Offset Payments relative to the previous Equalization formula (pre-2007);
  • Youth Allowance Recovery – An increase in recovery of $37.6 million as a result of an increase in the estimated value of personal income tax points;
  • Territorial Financing – A decrease of $24.7 million as a result of new and updated data used to calculate territorial expenditure requirements and revenue capacities entering the formula for Territorial Formula Financing;
  • Purchase of Domestic coinage – A decrease of $12.0 million largely due to the recently amended Royal Canadian Mint Act, which stipulates that the Mint can no longer anticipate profit with respect to the provision of circulation coins;
  • Additional Fiscal Equalization Offset Payment to Nova Scotia – A decrease of $3.5 million due to the decline in offshore revenues received by Nova Scotia. The Nova Scotia 2005 offshore arrangement guarantees that the provinceʼs offshore oil and gas revenues that enter the Equalization formula do not impact Equalization payments. Consequently, the province receives payments equal to the decline in Equalization due to these revenues;
  • Statutory Subsidies – An increase of $8.0 million is due to Newfoundland and Labrador's Term 29 payments under the Newfoundland Additional Financial Assistance Act;
  • Canada Social Transfer – An increase of $388.8 million reflecting the 3% annual increased funding commitment in the Jobs, Growth and Long-term Prosperity Act, 2012;
  • Fiscal Equalization – An increase of $539.1 million reflecting the 3.1% gross domestic product-based escalator being applied to the 2015–16 level; and
  • Canada Health Transfer – An increase of $2.1 billion reflecting the annual increased funding commitment in the Jobs, Growth and Long-term Prosperity Act, 2012. This program will increase by 6% per year until 2016–17, after which it will grow based on a 3-year moving average of nominal gross domestic product, with funding guaranteed to increase by at least 3% per year.

In these 2016–17 Main Estimates and ongoing, departmental operating expenditures and grants and contributions expenditures are consolidated into Vote 1 – Program Expenditures. This change provides a more efficient approach to the management of voted expenditures.

The decrease of $12.2 million in Vote 1, Program expenditures is due to a decrease in funding for:

  • Government advertising ($7.5 million);
  • Cooperative Capital Markets Regulatory System ($1.5 million);
  • Harbourfront Centre Funding Program ($3.0 million); and
  • Other program funding ($0.2 million)

Expenditures by Strategic Outcome and Program

Table 129. Expenditures by Strategic Outcome and Program - Budgetary - Finance
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
A strong economy and sound public finances for Canadians.
Transfer and Taxation Payment Programs 61,902,703,494 63,809,601,256 66,484,237,172
Treasury and Financial Affairs 23,600,697,770 25,726,000,000 22,878,000,000
Economic and Fiscal Policy Framework 124,886,930 70,864,539 60,440,111
The following program supports all strategic outcomes within this organization.
Internal Services 54,866,622 39,931,317 41,115,227
Total 85,683,154,816 89,646,397,112 89,463,792,510
Table 130. Expenditures by Strategic Outcome and Program - Non-budgetary - Finance
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
A strong economy and sound public finances for Canadians.
Transfer and Taxation Payment Programs 470,328,962 0 0
Treasury and Financial Affairs 80,264,827,793 0 0
Total 80,735,156,755 0 0

Listing of the 2016–17 Transfer Payments

Table 131. Listing of the 2016–17 Transfer Payments - Finance
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Contributions
Research and Policy Initiatives Assistance 0 35,000 35,000
Contribution to the Harbourfront Centre 5,000,000 3,000,000 0

Financial Transactions and Reports Analysis Centre of Canada

Raison d'être

The Financial Transactions and Reports Analysis Centre of Canada (FINTRAC) is Canada's financial intelligence unit. The Centre exists to assist in the detection, prevention and deterrence of money laundering and the financing of terrorist activities, while ensuring the protection of personal information under its control. FINTRAC's financial intelligence and compliance programs strive to disrupt the ability of criminals and terrorist groups that seek to abuse Canada's financial system and to reduce the profit incentive of crime.

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

Organizational Estimates

Figure 61. Organizational Estimates - Budgetary - Financial Transactions and Reports Analysis Centre of Canada
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 132. Organizational Estimates (dollars) - Financial Transactions and Reports Analysis Centre of Canada
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Program expenditures 46,417,795 44,954,660 48,922,420 51,042,501
Total voted 46,417,795 44,954,660 48,922,420 51,042,501
Total Statutory 4,986,635 5,495,520 5,517,524 5,654,561
Total budgetary 51,404,430 50,450,180 54,439,944 56,697,062

Highlights

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

  • Receiving financial transaction reports and voluntary information on money laundering and terrorist activity financing in accordance with the legislation and regulations;
  • Safeguarding personal information under its control;
  • Ensuring compliance of reporting entities with the legislation and regulations;
  • Maintaining a registry of money services businesses in Canada;
  • Producing financial intelligence relevant to investigations of money laundering, terrorist activity financing and threats to the security of Canada;
  • Researching and analyzing data from a variety of information sources that shed light on trends and patterns in money laundering and terrorist activity financing; and
  • Enhancing public awareness and understanding of money laundering and terrorist activity financing.

In 2016–17, FINTRAC will receive an additional $0.4M for the implementation of legislative amendments and $5.9M to modernize its analytics system as identified in Budget 2014.

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

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

Expenditures by Strategic Outcome and Program

Table 133. Expenditures by Strategic Outcome and Program - Budgetary - Financial Transactions and Reports Analysis Centre of Canada
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
A Canadian financial system resistant to money laundering and terrorist financing.
Financial Intelligence Program 20,873,133 21,083,994 27,127,113
Compliance Program 21,678,510 22,060,798 22,259,185
The following program supports all strategic outcomes within this organization.
Internal Services 8,852,787 7,305,388 7,310,764
Total 51,404,430 50,450,180 56,697,062

Fisheries and Oceans

Raison d'être

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

Organizational Estimates

Figure 62. Organizational Estimates - Budgetary - Fisheries and Oceans
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 134. Organizational Estimates (dollars) - Fisheries and Oceans
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Operating expenditures 1,192,531,762 1,181,570,672 1,278,305,145 1,238,519,588
5 Capital expenditures 328,877,619 495,982,360 777,310,132 809,655,097
10 Grants and contributions 89,709,841 88,932,871 96,921,760 65,510,981
Total voted 1,611,119,222 1,766,485,903 2,152,537,037 2,113,685,666
Total Statutory 125,848,067 122,754,445 126,018,563 127,363,923
Total budgetary 1,736,967,289 1,889,240,348 2,278,555,600 2,241,049,589

Highlights

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

  • Economically prosperous maritime sectors and fisheries;
  • Sustainable aquatic ecosystems; and,
  • Safe and secure waters.

Fisheries and Oceans is estimating budgetary expenditures of $2.2 billion in 2016–17. Compared to 2015–16, Main Estimates have increased by $351.8 million. Significant changes include:

  • An increase of $290.8 million related to the Federal Infrastructure Initiative;
  • An increase of $181.8 million related to the procurement of Canadian Coast Guard offshore fisheries science vessels;
  • An increase of $25.4 million related to the procurement of search and rescue lifeboats for the Canadian Coast Guard;
  • A decrease of $66.8 million related to light and medium-lift helicopters for the Canadian Coast Guard;
  • A decrease of $32.7 million related to the sunsetting of the Pacific and Atlantic Integrated Commercial Fisheries Initiatives; and,
  • A decrease of $23.3 million related to Canadian Coast Guard offshore oceanographic science vessel.

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

Expenditures by Strategic Outcome and Program

Table 135. Expenditures by Strategic Outcome and Program - Budgetary - Fisheries and Oceans
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Safe and Secure Waters.
Fleet Operational Readiness 474,005,854 679,602,143 863,517,816
Shore-Based Asset Readiness 100,195,337 108,148,093 101,167,711
Marine Communications and Traffic Services 45,194,295 33,337,572 34,101,584
Search and Rescue Services 35,840,130 30,508,166 31,613,840
Hydrographic Products and Services 30,287,492 27,983,471 29,428,016
Canadian Coast Guard College 14,551,816 13,063,489 13,096,266
Maritime Security 7,320,573 8,477,162 8,491,010
Ocean Forecasting 17,201,935 8,476,473 8,463,792
Economically Prosperous Maritime Sectors and Fisheries.
Small Craft Harbours 104,489,712 114,501,031 277,650,414
Integrated Fisheries Management 136,798,429 132,058,128 128,176,269
Aboriginal Strategies and Governance 88,845,466 85,549,894 56,234,640
Marine Navigation 50,624,156 41,828,751 46,288,327
Salmonid Enhancement Program 30,938,311 29,421,364 29,458,464
Sustainable Aquaculture Program 24,747,548 27,854,324 27,951,814
International Engagement 14,848,021 12,105,833 14,010,930
Aquatic Animal Health 6,108,151 5,503,416 5,515,751
Biotechnology and Genomics 3,676,552 3,379,708 3,382,084
Territorial Delineation 1,574,650 1,593,377 1,625,067
Climate Change Adaptation Program 2,081,064 2,393,994 0
Sustainable Aquatic Ecosystems.
Compliance and Enforcement 106,007,941 102,911,820 103,320,201
Fisheries Protection 60,892,985 59,284,200 63,121,302
Oceans Management 43,144,082 46,666,258 40,202,708
Species at Risk 20,730,807 14,616,829 22,534,830
Environmental Response Services 18,887,268 16,965,722 17,926,048
The following program supports all strategic outcomes within this organization.
Internal Services 297,974,714 283,009,130 313,770,705
Total 1,736,967,289 1,889,240,348 2,241,049,589

Listing of the 2016–17 Transfer Payments

Table 136. Listing of the 2016–17 Transfer Payments - Fisheries and Oceans
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Grants
Grant Program for the disposal of small craft harbours 840,400 500,000 500,000
Grants for the Disposal of Surplus Lighthouses 1,005,000 500,000 500,000
Grants to support organizations associated with research, development, management, and promotion of fisheries and oceans-related issues 95,459 238,000 238,000
Contributions
Contributions to support increased Native participation in commercial fisheries, cooperative fisheries management arrangements and consultations respecting Aboriginal fisheries agreements 48,248,062 49,075,415 27,002,530
Contributions under the Aboriginal Aquatic Resource and Oceans Management Program 19,397,085 18,752,936 16,435,706
Contributions to support the Recreational Fisheries Conservation Partnerships Program 8,615,130 10,000,000 10,000,000
Contribution agreements to permit the Canadian Coast Guard Auxiliary (CCGA) Associations to carry out authorized activities related to maritime Search and Rescue (SAR) operations, SAR prevention and other safety related activities 5,021,000 5,021,000 5,521,000
Contributions to support the Academic Research Contribution Program for the support of academic research and development related to science priorities 1,563,538 2,839,228 2,839,228
Contribution to the Pacific Salmon Foundation 1,433,432 962,000 962,000
Contributions to support organizations associated with research, development, management, and promotion of fisheries and oceans-related issues 865,556 296,192 758,217
Contributions to support the Small Craft Harbours Class Contribution Program 2,384,379 500,000 500,000
Contribution to the Salmon Sub-Committee of the Yukon Fish and Wildlife Management Board for implementing responsibilities pursuant to comprehensive land claim settlements 240,800 248,100 254,300

Foreign Affairs, Trade and Development

Raison d'être

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

Note: Until the establishing legislation is amended, the legal name of the department for the purposes of Appropriation Acts remains Foreign Affairs, Trade and Development.

Organizational Estimates

Figure 63. Organizational Estimates - Budgetary - Foreign Affairs, Trade and Development
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Figure 64. Organizational Estimates - Non-budgetary - Foreign Affairs, Trade and Development
The following chart presents the organizational breakdown of voted and statutory non budgetary expenditures and estimates for the past three years.
Table 137. Organizational Estimates (dollars) - Foreign Affairs, Trade and Development
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Operating expenditures 1,517,360,409 1,451,334,915 1,529,597,443 1,458,048,856
5 Capital expenditures 207,347,828 103,546,437 129,236,529 124,444,220
10 Grants and contributions 3,607,883,948 3,573,409,668 3,938,481,338 3,529,676,551
15 Payments, in respect of pension, insurance and social security programs or other arrangements for employees locally engaged outside of Canada, or in respect of the administration of such programs or arrangements 52,235,785 50,779,000 54,484,724 50,779,000
20 Pursuant to subsection 12(2) of the International Development (Financial Institutions) Assistance Act, payments to international financial institutions – Direct payments 0 1 2 1
Total voted 5,384,827,970 5,179,070,021 5,651,800,036 5,162,948,628
Total Statutory 554,516,187 347,747,179 400,520,228 352,592,269
Total budgetary 5,939,344,157 5,526,817,200 6,052,320,264 5,515,540,897
Non-budgetary
Voted
L25 Pursuant to subsection 12(2) of the International Development (Financial Institutions) Assistance Act, payments to international financial institutions – Capital subscriptions 0 1 2 1
- Working capital advance – Loans and advances 1,822,876 0 0 0
- Working capital advance – Advances to posts abroad 7,324,965 0 0 0
Pursuant to subsection 12(2) of the International Development (Financial Institutions) Assistance Act, payments to international financial institutions – Issuance and payment of demand notes 0 0 0 0
Total voted 9,147,841 1 2 1
Total Statutory 57,455,271 45,146,540 45,471,873 3,098,450
Total non-budgetary 66,603,112 45,146,541 45,471,875 3,098,451

Highlights

Global Affairs Canada estimates budgetary expenditures of $5.5 billion in 2016-17. Of this amount, $5.2 billion requires approval by Parliament. The remaining $352.6 million represents statutory forecasts that do not require additional approval and are provided for information purposes.

Significant items contributing to the net decrease of $11.3 million from the 2015-16 Main Estimates include:

  • A decrease of $130.1 million related to the Stabilization and Reconstruction Task Force and Global Peace and Security Fund; funding is scheduled to expire March 31, 2016, and is subject for renewal;
  • A decrease of $30.5 million related to the 2006 Softwood Lumber Agreement; funding is scheduled to expire March 31, 2016, and is subject for renewal;
  • An increase of $62.1 million in the cost of assessed contributions, mainly due to currency fluctuations resulting from the payment in the prescribed foreign currency of these contributions which represent Canada's treaty obligations and legal commitments to international organizations such as United Nations and World Health Organization;
  • An increase of $40.3 million for the foreign currency fluctuations incurred at missions abroad;
  • An increase of $24.0 million to implement the security projects to real property at missions abroad; and
  • An increase of $21.6 million for the relocation to the chancery for the combined missions to the European Union and to Belgium (Brussels).

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

Expenditures by Strategic Outcome and Program

Table 138. Expenditures by Strategic Outcome and Program - Budgetary - Foreign Affairs, Trade and Development
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
International Assistance and Poverty Alleviation - Poverty is reduced, and security and democracy are increased for those living in countries where Canada engages.
International Development 0 2,491,018,462 2,332,030,755
International Humanitarian Assistance 0 390,590,204 561,725,322
International Security and Democratic Development 0 377,802,527 237,453,939
Canadaʼs International Agenda - The international agenda is shaped to advance Canadian security, prosperity, interests and values.
Diplomacy, Advocacy, and International Agreements 1,030,998,272 905,984,385 949,769,188
Integrated Foreign Affairs, Trade, and Development Policy 86,002,990 74,932,448 80,118,760
Canadaʼs Network Abroad - The Department maintains a mission network of infrastructure and services to enable the Government of Canada to achieve its international priorities.
Mission Network Governance, Strategic Direction and Common Services 766,727,807 603,804,538 667,852,766
Management of Government of Canada Terms and Conditions of Employment Abroad 198,792,503 195,598,665 203,620,216
International Commercial and Consular Services for Canadians - Canadians are satisfied with commercial and consular services.
International Commerce 169,728,804 170,922,571 194,782,982
Consular Services and Emergency Management 52,028,661 45,337,728 52,012,000
The following program supports all strategic outcomes within this organization.
Internal Services 256,272,063 270,825,672 236,174,969
Funds not allocated to the 2016–17 Program Alignment Architecture 3,378,793,057 0 0
Total 5,939,344,157 5,526,817,200 5,515,540,897
Table 139. Expenditures by Strategic Outcome and Program - Non-budgetary - Foreign Affairs, Trade and Development
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Canadaʼs Network Abroad - The Department maintains a mission network of infrastructure and services to enable the Government of Canada to achieve its international priorities.
Mission Network Governance, Strategic Direction and Common Services 9,147,841 0 0
International Assistance and Poverty Alleviation - Poverty is reduced, and security and democracy are increased for those living in countries where Canada engages.
International Security and Democratic Development 0 4,558,947 0
International Development 0 40,587,594 3,098,451
Funds not allocated to the 2016–17 Program Alignment Architecture 57,455,271 0 0
Total 66,603,112 45,146,541 3,098,451

Listing of the 2016–17 Transfer Payments

Table 140. Listing of the 2016–17 Transfer Payments - Foreign Affairs, Trade and Development
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Grants
Grants for Multilateral Programming: Grants in support of development assistance, humanitarian assistance or disaster preparedness, for global operations, programs, projects, activities and appeals for the benefit of developing countries or territories or countries in transition 1,894,318,521 1,962,348,689 1,962,345,854
Grants for Partnerships with Canadians Programming: Grants for development assistance programs, projects and activities intended to support development for the benefit of developing countries or territories or countries in transition or to enhance the awareness, understanding, and engagement of Canadians with respect to development 19,982,998 23,900,000 38,900,000
Global Partnership Program for the destruction, disposal and securing of weapons and materials of mass destruction and related expertise 23,072,926 21,050,000 20,550,000
Grants in lieu of taxes on diplomatic, consular and international organizationsʼ property in Canada in accordance with terms and conditions approved by the Governor in Council 13,503,804 13,516,000 15,854,000
Grants for Bilateral Programming: Grants for cooperation with other donor countries for the benefit of developing countries or territories or countries in transition 0 9,900,000 9,900,000
Grants for the Anti-Crime Capacity Building Program 2,675,857 7,000,000 9,500,000
Grants for Counter-Terrorism Capacity Building Program 6,478,379 5,470,000 5,470,000
Grants in aid of academic relations 1,283,800 2,530,000 2,530,000
Annual host-country financial support for the United Nations Convention on Biological Diversity 1,122,362 1,182,489 1,188,519
United Nations Voluntary Fund for Victims of Torture 0 60,000 60,000
United Nations Trust Fund on Indigenous Issues 0 30,000 30,000
Total Statutory 202,230 250,000 250,000
Contributions
Payments of Assessed Contributions to International Organizations:
United Nations peacekeeping operations (US$246,388,370) 271,004,489 267,121,802 313,561,622
United Nations Organization (US$96,000,000) 109,756,252 104,896,630 126,614,400
North Atlantic Treaty Organization (NATO) – civil administration (17,160,398 Euro) 27,896,184 39,866,752 25,577,573
Organization for Security and Cooperation in Europe (13,377,308 Euro) 11,271,439 11,644,711 19,938,878
Food and Agriculture Organization (US$8,162,700) (5,930,956 Euro) 17,116,944 17,329,741 19,605,874
World Health Organization (US$7,138,726) (6,696,125 Swiss Francs) 15,501,963 15,758,116 18,607,036
International Atomic Energy Agency (9,796,800 Euro)(US$1,507,200) 14,416,706 14,437,258 16,589,976
International Labour Organization (11,705,611 Swiss Francs) 13,363,103 13,912,119 16,068,293
International Organization of La Francophonie (10,112,694 Euro) 12,758,343 13,780,272 15,073,146
Organization for Economic Cooperation and Development (9,934,443 Euro) 13,197,717 14,144,026 14,807,287
United Nations Educational, Scientific and Cultural Organization (5,672,435 Euro) (US$4,279,205) 11,692,657 12,091,659 14,098,608
Organization of American States (US$8,762,438) 10,621,621 10,670,440 11,556,780
International Criminal Court (7,261,206 Euro) 8,249,884 9,187,684 10,822,827
World Trade Organization (5,434,900 Swiss Francs) 6,020,076 6,459,379 7,460,488
Commonwealth Secretariat (3,435,200 Pounds Sterling) 6,035,560 6,875,602 6,971,361
Comprehensive Nuclear-Test-Ban Treaty Organization (2,347,383 Euro) (US$1,200,605) 4,143,485 4,597,807 5,082,252
Inter-American Institute for Cooperation on Agriculture (US$3,102,512) 4,125,517 3,598,302 4,091,903
Organization for the Prohibition of Chemical Weapons (2,183,005 Euro) 2,798,821 3,228,404 3,253,769
International Civil Aviation Organization 2,414,895 2,382,785 2,382,785
Roosevelt Campobello International Park Commission (US$1,626,900) 1,903,941 1,777,551 2,145,719
Commonwealth Youth Program (789,750 Pounds Sterling) 1,338,123 1,495,887 1,602,711
International Energy Agency (956,718 Euro) 1,310,220 1,315,385 1,425,988
Commonwealth Foundation (690,365 Pounds Sterling) 1,201,889 1,311,939 1,401,020
Nuclear Energy Agency of the Organization for Economic Cooperation and Development (528,750 Euro) 757,873 645,705 788,102
Asia-Pacific Economic Cooperation Secretariat (US$81,316) (637,453 SGD) 683,181 583,102 706,327
Convention on Biological Diversity (US$483,084) 523,559 593,203 637,140
World Intellectual Property Organization (455,790 Swiss Francs) 539,929 541,706 625,663
World Customs Organization (382,686 Euro) 529,041 488,929 570,393
International Tribunal for the Law of the Sea (379,613 Euro) 497,215 539,986 565,813
International Maritime Organization (211,453 Pounds Sterling) 344,571 437,478 429,121
United Nations framework Convention on Climate Change (276,223 Euro) 756,692 830,127 411,710
International Seabed Authority (US$256,366) 276,530 253,797 338,122
Peace Implementation Council (190,133 Euro) 287,143 282,781 283,393
Stockholm Convention on Persistent Organic Pollutants (US$191,601) 227,301 230,873 252,702
Non-proliferation, Arms Control and Disarmament (US$182,733) 222,594 115,989 241,006
Basel Convention on the Control of Transboundary Movements of Hazardous Wastes and their Disposal (US$175,642) 203,993 207,145 231,655
Organization for Economic Cooperation and Development Centre for Education and Research (142,915 Euro) 234,283 205,198 213,015
The Vienna Convention and its Montreal Protocol on Substances that Deplete the Ozone Layer (US$156,159) 183,529 170,620 205,958
Rotterdam Convention on the Prior Informed Consent Procedure for Certain Hazardous Chemicals and Pesticides in International Trade (US$99,791) 123,159 121,697 131,614
Wassenaar Arrangement (72,382 Euro) 87,959 104,277 107,885
Secrétariat technique permanent des conférences ministérielles de l'éducation, de la jeunesse et des sports des pays d'expression française (21,364,039 CFA) (25,773 Euro) 82,806 83,668 86,698
Permanent Court of Arbitration (48,598 Euro) 61,505 69,777 72,436
International Commodity Organizations (28,578 Euro) 34,742 40,025 42,595
International Fact Finding Commission (11,202 Swiss Francs) 11,791 12,966 15,376
Contributions for Bilateral Programming: Contributions in support of development assistance, contributions for cooperation with countries in transition and contributions in support of regional or country specific development assistance programs, projects and activities for the benefit of developing countries or territories or countries in transition 717,584,838 454,285,336 440,728,986
Contributions for Partnerships with Canadians Programming: Contributions for development assistance programs, projects and activities intended to support development for the benefit of developing countries or territories or countries in transition or to enhance the awareness, understanding, and engagement of Canadians with respect to development 188,712,276 239,458,590 218,292,015
Contributions under the Global Partnership Program for the destruction, disposal and securing of weapons and materials of mass destruction and related expertise 14,973,760 42,440,000 42,940,000
Canada Fund for Local Initiatives 14,007,645 34,100,000 34,100,000
Global Commerce Support Program 5,496,262 6,955,855 17,955,855
Contributions for Multilateral Programming: Contributions in support of development assistance, humanitarian assistance or disaster preparedness, for global operations, programs, projects, activities and appeals for the benefit of developing countries or territories or countries in transition 13,181,942 13,400,000 9,051,550
Projects and development activities resulting from Summits of La Francophonie 8,300,000 8,000,000 8,000,000
Contributions for the Anti-Crime Capacity Building Program 3,167,148 5,601,782 7,092,625
Canadian International Innovation Program 2,588,040 0 5,852,500
Contribution for Counter-Terrorism Capacity Building Program 7,927,898 4,900,000 4,900,000
Contributions in Aid of Academic Relations 6,047,221 4,587,627 4,587,627
Annual Voluntary Contributions 1,502,800 3,450,000 3,450,000
Northern Dimension of Canadaʼs Foreign Policy 689,628 700,000 700,000

Governor General

Raison d'être

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

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

Organizational Estimates

Figure 65. Organizational Estimates - Budgetary - Governor General
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 141. Organizational Estimates (dollars) - Governor General
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Program expenditures 17,954,982 17,165,126 18,958,134 20,034,516
Total voted 17,954,982 17,165,126 18,958,134 20,034,516
Total Statutory 2,906,058 2,965,991 3,035,283 3,110,918
Total budgetary 20,861,040 20,131,117 21,993,417 23,145,434

Highlights

The Office is estimating budgetary expenditures of $23.1 million in 2016–17. Of this amount, $20.0 million requires approval by Parliament. The remaining $3.1 million represents statutory forecasts that do not require additional approval and are provided for information purposes only.

The Office's operating budget, as announced in Budget 2015, has been increased to include expenses to support and modernise the Canadian Honours system and bring it closer to all Canadians.

The increase in the statutory forecasts is the result of the Governor General's Act adjusting statutory payments paid to the current and former Governors General and an adjustment to the contributions to employee benefit plans

Expenditures by Strategic Outcome and Program

Table 142. Expenditures by Strategic Outcome and Program - Budgetary - Governor General
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
The Governor General, representing The Queen in Canada, is enabled to fulfill constitutional, state, ceremonial and public duties.
Governor General Support 14,693,687 13,981,917 16,253,434
The following program supports all strategic outcomes within this organization.
Internal Services 6,167,353 6,149,200 6,892,000
Total 20,861,040 20,131,117 23,145,434

Health

Raison d'être

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

The Minister of Health is responsible for this organization.

Organizational Estimates

Figure 66. Organizational Estimates - Budgetary - Health
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 143. Organizational Estimates (dollars) - Health
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Operating expenditures 1,788,480,069 1,777,987,439 1,774,943,539 1,768,947,706
5 Capital expenditures 29,332,692 28,035,364 28,345,365 25,407,249
10 Grants and contributions 1,726,041,096 1,678,425,178 1,712,060,274 1,785,339,382
Total voted 3,543,853,857 3,484,447,981 3,515,349,178 3,579,694,337
Total Statutory 270,620,109 174,322,368 176,282,819 176,910,600
Total budgetary 3,814,473,966 3,658,770,349 3,691,631,997 3,756,604,937

Highlights

With authorities of $3.8 billion anticipated through the Main Estimates, Health Canada will continue improving the lives of all Canadians making this countryʼs population among the healthiest in the world as measured by longevity, lifestyle and effective use of the public health care system. Health Canada's authorities for 2016–17 have a net increase of $97.8 million from the previous year's Main Estimates.

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

  • Increases in funding for First Nations and Inuit Health for the continued implementation of the B.C. Tripartite Framework agreement, growth in First Nations and Inuit programs and services, and extension of Labrador Innu Health Programs;
  • An increase in funding to the Canadian Foundation for Healthcare Improvement, as announced in Budget 2015, in support of its efforts to implement, measure and spread innovative health care practices; and,
  • An increase in funding to establish a Thalidomide Survivors Contribution Program, to address the Government of Canada's 2015 commitment, for ongoing financial and health support payments to Canadian Thalidomide Survivors.

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

Expenditures by Strategic Outcome and Program

Table 144. Expenditures by Strategic Outcome and Program - Budgetary - Health
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
First Nations and Inuit communities and individuals receive health services and benefits that are responsive to their needs so as to improve their health status.
Supplementary Health Benefits for First Nations and Inuit 1,075,694,038 1,128,474,836 1,180,001,880
First Nations and Inuit Primary Health Care 870,774,017 809,838,696 843,780,295
Health Infrastructure Support for First Nations and Inuit 640,190,204 635,463,846 683,792,972
Health risks and benefits associated with food, products, substances, and environmental factors are appropriately managed and communicated to Canadians.
Health Products 166,617,222 148,110,784 146,005,296
Substance Use and Abuse 69,339,368 86,731,215 87,797,766
Environmental Risks to Health 97,967,114 100,282,109 72,844,578
Food Safety and Nutrition 66,365,087 67,838,730 68,562,778
Pesticides 44,319,169 40,190,336 40,238,976
Consumer Product and Workplace Hazardous Materials 34,325,604 37,689,337 37,562,015
Radiation Protection 20,709,033 20,282,587 13,148,978
A health system responsive to the needs of Canadians.
Canadian Health System Policy 334,273,289 260,390,118 260,866,701
Official Language Minority Community Development 36,653,712 37,528,856 38,093,638
Specialized Health Services 13,650,940 19,133,053 18,685,517
The following program supports all strategic outcomes within this organization.
Internal Services 343,595,169 266,815,846 265,223,547
Total 3,814,473,966 3,658,770,349 3,756,604,937

Listing of the 2016–17 Transfer Payments

Table 145. Listing of the 2016–17 Transfer Payments - Health
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Grants
Grant to support the Mental Health Commission of Canada 14,250,000 14,250,000 14,250,000
Total Statutory 87,956,664 0 0
Contributions
Contributions for First Nations and Inuit Health Infrastructure Support 611,949,625 598,167,682 645,276,337
Contributions for First Nations and Inuit Primary Health Care 641,124,657 570,922,419 621,858,728
Contributions for First Nations and Inuit Supplementary Health Benefits 191,378,390 202,486,815 210,928,523
Contribution to the Canadian Institute for Health Information 77,758,979 78,508,979 78,748,979
Contribution to the Canadian Partnership Against Cancer 47,500,000 47,500,000 47,500,000
Official Languages Health Contribution Program 35,835,074 36,400,000 36,400,000
Anti-Drug Strategy Initiatives 0 22,787,514 26,350,014
Health Care Policy Contribution Program 20,382,789 25,709,000 25,509,000
Territorial Health Investment Fund 26,190,000 23,000,000 20,000,000
Contribution to the Canadian Agency for Drugs and Technologies in Health 16,058,769 16,058,769 16,058,769
Contribution to the Canadian Foundation for Healthcare Improvement 0 0 12,000,000
Thalidomide Survivors Contribution Program 0 0 8,160,000
Contribution to the Canadian Patient Safety Institute 7,600,000 7,600,000 7,600,000
Canada Brain Research Fund to Advance Knowledge for the Treatment of Brain Disorders 5,404,909 20,000,000 5,794,032
Canadian Blood Services: Blood Research and Development Program 5,000,000 5,000,000 5,000,000
Contribution to strengthen Canadaʼs organs and tissues donation and transplantation system 3,580,000 3,580,000 3,580,000
Mood Disorders Society of Canada 1,999,990 550,000 325,000
Total Statutory 1,081,862 0 0

House of Commons

Raison d'être

The House of Commons is the elected assembly of the Parliament of Canada. The House has 338 Members who work on behalf of Canadians in four main areas – the Chamber, committees, caucus and their constituencies – and as representatives of Canada. Proudly supporting the House of Commons and its Members, the House Administration provides Members with the services, infrastructure and advice they need to carry out their work as legislators and representatives. The Speaker of the House of Commons is responsible for this organization.

Organizational Estimates

Figure 67. Organizational Estimates - Budgetary - House of Commons
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 146. Organizational Estimates (dollars) - House of Commons
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Program expenditures 285,880,329 290,860,044 313,599,348 307,196,559
Total voted 285,880,329 290,860,044 313,599,348 307,196,559
Total Statutory 135,947,473 152,589,048 155,417,555 156,431,224
Total budgetary 421,827,802 443,449,092 469,016,903 463,627,783

Highlights

The budget increase is mostly attributable to increases in Membersʼ and House Officersʼ budgets.

Expenditures by Strategic Outcome and Program

Table 147. Expenditures by Strategic Outcome and Program - Budgetary - House of Commons
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Effective administrative and professional supportfor Members, both individually and collectively, in their roles as legislators and representatives of 338 constituencies, in the Chamber, in committee and in caucus.
Members and House Officers 245,268,531 269,774,379 300,362,470
House Administration 176,559,271 173,674,713 163,265,313
Total 421,827,802 443,449,092 463,627,783

Listing of the 2016–17 Transfer Payments

Table 148. Listing of the 2016–17 Transfer Payments - House of Commons
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Contributions
Payments to Parliamentary and Procedural Associations 989,696 938,549 938,549

Immigration and Refugee Board

Raison d'être

The Immigration and Refugee Board (IRB) is an independent, accountable administrative tribunal established by Parliament on January 1, 1989 to resolve immigration and refugee cases fairly, efficiently and in accordance with the law. The IRB ensures continued benefits to Canadians: by only accepting refugee claimants needing protection in accordance with international obligations and Canadian law; by contributing to the integrity of the immigration system, the safety and security of Canadians and upholding Canada's reputation of justice and fairness for individuals; and promoting family reunification. The IRB also contributes to the quality of life of Canada's communities by strengthening our country's social fabric and by reflecting and reinforcing core values that are important to Canadians. These include respect for human rights, peace, security and the rule of law.

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

Organizational Estimates

Figure 68. Organizational Estimates - Budgetary - Immigration and Refugee Board
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 149. Organizational Estimates (dollars) - Immigration and Refugee Board
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Program expenditures 107,060,930 99,542,732 101,028,352 100,834,047
Total voted 107,060,930 99,542,732 101,028,352 100,834,047
Total Statutory 12,689,103 13,166,759 13,383,959 13,668,619
Total budgetary 119,750,033 112,709,491 114,412,311 114,502,666

Highlights

The Immigration and Refugee Board (IRB) is estimating budgetary expenditures of $114.5 million in 2016–17. Of this amount,

$100.8 million requires approval by Parliament. The remaining $13.7 million represents statutory forecasts that do not require approval and are provided for information purposes.

The increase of $1.8 million from 2015–16 is mainly due to the following items:

  • An increase of $1.7 million in temporary funding for activities related to cases requiring the protection of information pursuant to Division 9 of the Immigration and Refugee Protection Act (IRPA);
  • An increase of $0.4 million in employee benefit plan costs; and
  • A decrease of $0.1 million representing funds transferred towards the 2016 Census of Population Program.

Additional information on IRBʼs operations is provided in the 2016–17 Report on Plans and Priorities.

Expenditures by Strategic Outcome and Program

Table 150. Expenditures by Strategic Outcome and Program - Budgetary - Immigration and Refugee Board
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Resolve immigration and refugee cases before the Immigration and Refugee Board of Canada efficiently, fairly and in accordance with the law.
Refugee Protection 49,291,278 46,343,210 42,860,946
Refugee Appeal 10,865,389 13,725,196 16,219,236
Immigration Appeal 14,863,181 15,099,168 15,718,195
Admissibility Hearings and Detention Reviews 11,316,805 8,827,134 11,100,604
The following program supports all strategic outcomes within this organization.
Internal Services 33,413,380 28,714,783 28,603,685
Total 119,750,033 112,709,491 114,502,666

Indian Affairs and Northern Development

Raison d'être

Indigenous and Northern Affairs Canada (INAC) supports Indigenous peoples (First Nations, Inuit and Métis) and Northerners in their efforts to:

  • improve social well-being and economic prosperity;
  • develop healthier, more sustainable communities; and
  • participate more fully in Canadaʼs political, social and economic development – to the benefit of all Canadians.

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

Note: Until the establishing legislation is amended, the legal name of the department for Appropriation Acts remains Indian Affairs and Northern Development.

Organizational Estimates

Figure 69. Organizational Estimates - Budgetary - Indian Affairs and Northern Development
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Figure 70. Organizational Estimates - Non-budgetary - Indian Affairs and Northern Development
The following chart presents the organizational breakdown of voted and statutory non budgetary expenditures and estimates for the past three years.
Table 151. Organizational Estimates (dollars) - Indian Affairs and Northern Development
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Operating expenditures 1,141,408,972 1,069,154,628 1,457,615,561 658,200,538
5 Capital expenditures 39,030,056 35,946,145 40,547,664 41,432,179
10 Grants and contributions 6,319,998,924 6,936,151,589 7,165,968,297 6,652,765,968
Total voted 7,500,437,952 8,041,252,362 8,664,131,522 7,352,398,685
Total Statutory 191,215,186 146,165,506 148,777,614 153,153,455
Total budgetary 7,691,653,138 8,187,417,868 8,812,909,136 7,505,552,140
Non-budgetary
Voted
L15 Loans to native claimants 16,499,617 39,903,000 39,903,000 25,903,000
L20 Loans to First Nations in British Columbia 21,948,888 30,400,000 30,400,000 0
Total voted 38,448,505 70,303,000 70,303,000 25,903,000
Total non-budgetary 38,448,505 70,303,000 70,303,000 25,903,000

Highlights

INAC is estimating budgetary and non-budgetary expenditures of $7.5 billion in 2016–17. Of this amount, $7.4 billion requires approval by Parliament and the remainder represents statutory forecasts that do not require additional approval and are provided for information.

The net decrease in budgetary and non-budgetary spending of approximately $726.3 million or 8.8% over the 2015–16 Main Estimates, primarily reflects changes in the resource profile for targeted initiatives including (note that the major decreases listed below are primarily attributed to items that have sunset or have been reprofiled):

  • An increase of $140.0 million to support the First Nation Student Success Program and the Education Partnerships Program, and to support the repair and construction of on-reserve schools;
  • An increase of $107.0 million to meet increased demand for ongoing Indian and Inuit programs which reflects a 2% allowance for inflation and population growth and provides access to basic services such as education, housing, community infrastructure (water and sewage systems), and social support services;
  • A decrease of $403.2 million reflecting a decrease in the cash flow for the negotiation, settlement and implementation of specific and comprehensive claims (primarily a reprofile of funding to future years for specific claims reflecting the anticipated settlement level as well as the sunset of funding to support comprehensive claims and self-government negotiations across Canada);
  • A decrease of $281.7 million reflecting the reduced requirements for the continued implementation of the Indian Residential Schools Settlement Agreement;
  • A decrease of $147.1 million reflecting the sunset of targeted funding for the assessment, management and remediation of federal contaminated sites; and
  • A decrease of $137.3 million reflecting the sunset of targeted funding for the First Nations Water and Wastewater Action Plan.

For further details on the department's plans and priorities, please see the 2016–17 Report on Plans and Priorities.

Expenditures by Strategic Outcome and Program

Table 152. Expenditures by Strategic Outcome and Program - Budgetary - Indian Affairs and Northern Development
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
The People – Individual, family and community well-being for First Nations and Inuit.
Education 1,788,854,310 1,779,502,873 1,855,472,918
Social Development 1,733,443,753 1,711,936,209 1,764,360,798
Residential Schools Resolution 492,880,678 441,605,934 165,991,965
First Nations Individual Affairs 28,426,563 25,732,113 28,911,620
The Government – Support good governance, rights and interests of Indigenous peoples.
Management and Implementation of Agreements and Treaties 749,933,655 740,282,191 806,628,418
Rights and Interests of Indigenous Peoples 173,531,547 868,880,226 487,447,240
Governance and Institutions of Government 422,226,591 389,416,006 397,170,892
The Land and Economy – Full participation of First Nations, Métis, Non-Status Indians and Inuit individuals and communities in the economy.
Infrastructure and Capacity 1,266,710,553 1,252,453,270 1,212,699,364
Community Economic Development 218,047,705 213,382,395 209,574,311
Indigenous Entrepreneurship 43,027,380 42,637,318 42,636,070
Strategic Partnerships 33,668,724 39,586,727 39,583,926
Urban Indigenous Participation 49,520,444 53,457,622 29,645,997
The North – Self-reliance, prosperity and well-being for the people and communities of the North.
Northern Governance and People 146,407,862 150,430,663 134,894,297
Northern Land, Resources and Environmental Management 212,493,747 195,493,907 58,614,753
Northern Science and Technology 40,827,871 48,961,314 47,822,067
The following program supports all strategic outcomes within this organization.
Internal Services 291,651,755 233,659,100 224,097,504
Total 7,691,653,138 8,187,417,868 7,505,552,140
Table 153. Expenditures by Strategic Outcome and Program - Non-budgetary - Indian Affairs and Northern Development
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
The Government – Support good governance, rights and interests of Indigenous peoples.
Rights and Interests of Indigenous Peoples 38,448,505 70,303,000 25,903,000
Total 38,448,505 70,303,000 25,903,000

Listing of the 2016–17 Transfer Payments

Table 154. Listing of the 2016–17 Transfer Payments - Indian Affairs and Northern Development
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Grants
Grants to implement comprehensive land claims and self-government agreements 415,905,951 444,682,118 470,925,141
Grants to First Nations to settle specific and special claims negotiated by Canada and/or awarded by the Specific Claims Tribunal 36,459,354 706,292,860 377,608,693
Grant for Band Support Funding 154,748,327 230,370,291 229,300,671
Grants to the Government of the Northwest Territories and the Government of Nunavut for health care of Indians and Inuit 52,256,000 53,301,000 54,367,000
Grant to the Miawpukek Indian Band to support designated programs 10,424,808 10,633,304 10,845,970
Grants to provide income support to on-reserve residents 9,394,115 10,000,000 10,000,000
Grants for the Political Evolution of the Territories, particularly as it pertains to Devolution 8,632,697 8,250,036 8,250,036
Grants to support First Nations and Inuit Post-Secondary Educational Advancement 1,047,102 1,500,000 1,500,000
Grants to participating First Nations and the First Nation Education Authority pursuant to the First Nations Jurisdiction over Education in British Columbia Act 0 600,000 600,000
Grant to the First Nations Finance Authority pursuant to the First Nations Fiscal and Statistical Management Act 500,000 500,000 500,000
Grants to British Columbia Indian bands in lieu of a per capita annuity 300,000 300,000 300,000
Grants to support First Nations Elementary and Secondary Educational Advancement 8,007 150,000 150,000
Grants to increase First Nations and Inuit Youth Participation in Education and Labour Market Opportunities 35,000 45,000 45,000
Total Statutory 89,533,240 55,988,925 67,717,287
Contributions
Contributions to support First Nations Elementary and Secondary Educational Advancement 1,370,659,613 1,371,530,321 1,435,744,670
Contributions to support the construction and maintenance of community infrastructure 1,103,841,614 1,121,408,108 1,091,038,543
Contributions to provide income support to on-reserve residents 991,939,516 1,014,725,872 1,034,663,082
Contributions to provide women, children and families with Protection and Prevention Services 678,553,838 672,053,368 704,594,372
Contributions to support First Nations and Inuit Post-Secondary Educational Advancement 331,538,650 342,885,217 349,306,107
Contributions to support the negotiation and implementation of Treaties, Claims and self-government agreements or initiatives 276,299,062 270,102,481 262,724,157
Contributions to support Land Management and Economic Development 177,363,950 172,059,931 178,933,159
Contributions to supply public services in Indian Government Support and to build strong governance, administrative and accountability systems 219,697,456 118,853,415 125,837,198
Contributions for emergency management assistance for activities on reserves 105,299,211 67,977,822 64,977,822
Contributions to support access to healthy foods in isolated northern communities 65,499,766 68,498,325 53,930,000
Contributions to increase First Nations and Inuit Youth Participation in Education and Labour Market Opportunities 49,660,015 36,376,000 41,376,000
Contributions to support the Aboriginal Economic Development Strategic Partnerships Initiative 24,183,110 31,700,000 31,700,000
Contributions for the purpose of consultation and policy development 15,468,247 26,250,569 28,795,000
Contributions to support the Urban Aboriginal Strategy 47,494,745 51,172,210 27,313,051
Contributions for promoting the safe use, development, conservation and protection of the North's natural resources, and promoting scientific development 14,643,024 19,943,025 16,243,003
Federal Interlocutorʼs Contribution Program 7,441,474 3,943,588 14,943,588
Contributions to support the basic organizational capacity of representative Aboriginal organizations 21,108,800 10,940,796 10,940,796
Contributions to Indian bands for registration administration 4,341,747 7,982,403 8,066,674
Contributions to First Nations for the management of contaminated sites 29,434,295 10,833,108 3,287,071
Transfer payments to the Government of Yukon for the remediation of the Marwell Tar Pit Site to support the Contaminated Sites Program 90,600 1,717,900 1,979,970
Contributions to promote social and political development in the North 3,888,846 1,907,111 1,907,111
Contribution for Inuit counselling in the South 187,000 72,083 72,083
Total Statutory 26,502,251 26,730,568 28,067,096

Indian Residential Schools Truth and Reconciliation Commission

Raison d'être

The Commission fulfilled their mandate and rendered their final report on December 15th, 2015. The organization ceased it operations on December 31st, 2015

Organizational Estimates

Figure 71. Organizational Estimates - Budgetary - Indian Residential Schools Truth and Reconciliation Commission
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 155. Organizational Estimates (dollars) - Indian Residential Schools Truth and Reconciliation Commission
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Program expenditures 5,788,405 3,600,757 3,600,757 0
Total voted 5,788,405 3,600,757 3,600,757 0
Total Statutory 206,332 59,401 59,401 0
Total budgetary 5,994,737 3,660,158 3,660,158 0

Highlights

Not applicable

Expenditures by Strategic Outcome and Program

Table 156. Expenditures by Strategic Outcome and Program - Budgetary - Indian Residential Schools Truth and Reconciliation Commission
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Disclosure and recognition of the truth regarding Indian Residential Schools furthers healing and reconciliation for the individuals and communities affected.
Truth and Reconciliation 4,205,100 2,663,458 0
The following program supports all strategic outcomes within this organization.
Internal Services 1,789,637 996,700 0
Total 5,994,737 3,660,158 0

Industry

Raison d'être

On November 4, 2015, the Government of Canada announced that the Department of Industry would be known as Department of Innovation, Science and Economic Development Canada. The Department helps Canadian businesses grow, innovate and export so that they can create good quality jobs and wealth for Canadians. The Department works with provinces, territories, municipalities, the post-secondary education system, employers and labour to improve the quality and impact of its programs that support innovation, scientific research and entrepreneurship, in order to build a prosperous and innovative Canada.

The Minister of Innovation, Science and Economic Development 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 Industry.

Organizational Estimates

Figure 72. Organizational Estimates - Budgetary - Industry
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Figure 73. Organizational Estimates - Non-budgetary - Industry
The following chart presents the organizational breakdown of voted and statutory non budgetary expenditures and estimates for the past three years.
Table 157. Organizational Estimates (dollars) - Industry
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Operating expenditures 351,744,891 303,247,705 311,557,170 342,868,928
5 Capital expenditures 23,731,534 16,528,241 22,884,159 7,833,000
10 Grants and contributions 545,758,016 645,876,909 732,951,225 723,984,677
Total voted 921,234,441 965,652,855 1,067,392,554 1,074,686,605
Total Statutory 176,180,055 204,849,301 204,900,307 222,388,065
Total budgetary 1,097,414,496 1,170,502,156 1,272,292,861 1,297,074,670
Non-budgetary
Voted
L15 Payments pursuant to subsection 14(2) of the Department of Industry Act 0 300,000 300,000 300,000
L20 Loans pursuant to paragraph 14(1)(a) of the Department of Industry Act 0 500,000 500,000 500,000
Total voted 0 800,000 800,000 800,000
Total non-budgetary 0 800,000 800,000 800,000

Highlights

Industry Canada styled Innovation, Science and Economic Development Canada has three mandated strategic outcomes:

  • The Canadian marketplace is efficient and competitive;
  • Advancements in science and technology, knowledge, and innovation strengthen the Canadian Economy; and
  • Canadian businesses and communities are competitive.

For additional information on key priorities in support of the outcomes noted above, please refer to the 2016–17 Report on Plans and Priorities.

The Department is estimating budgetary expenditures of $1,297.1 million in 2016–17. Of this amount, $1,074.7 million requires approval by Parliament. The remaining $222.4 million represents statutory forecasts that do not require additional approval and are provided for information purposes only.

The 2016–17 Main Estimates present an overall increase of $126.6 million compared to 2015–16. Major changes are:

  • New funding from Budget 2015 for: the renewal of contributions to CANARIE Inc. ($23.5 million), Futurpreneur Canada ($7.0 million), and Council of Canadian Academies ($3.0 million); the new Automotive Supplier Innovation Program ($17.0 million); and the Canada 150 Community Infrastructure Program ($2.6 million);
  • An increase of $33.0 million in order to stabilize on a permanent basis the departmentʼs operating budget;
  • Increases in contributions funding under the Canada Foundation for Innovation ($21.5 million) to support advanced research infrastructure and for the Technology Demonstration Program ($19.7 million) and the Strategic Aerospace Defence Initiative ($2.7M) for investments in projects in the aerospace industry;
  • An increase of $10.3 million in the Canadian Intellectual Property Office's requirements due primarily to planned investments to modernize its IT infrastructure as well as to develop a suite of business services to meet clients' needs;
  • An increase of $4.5 million for adjustments to projected claims by lenders for loans made under the Canada Small Business Financing Act;
  • A transfer of $2.7 million from the Natural Sciences and Engineering Research Council for a contribution to Let's Talk Science to help promote youth engagement in science, technology, engineering and mathematics;
  • An increase of $1.7 million to repair and upgrade federal laboratories and research facilities under the 2014 Federal Infrastructure Initiative; and
  • A transfer of $1.3 million from Citizenship and Immigration to the Computer for Schools program to facilitate the integration of Syrian refugees by providing them with computers.

These increases are partially offset by the following decreases:

  • The sunsetting of the old Broadband Canada: Connecting Rural Canadians program ($12.3 million) and the Globalink program of Mitacs ($7.0 million); and
  • A reduction in the grants and contributions to Genome Canada ($5.3 million) as a result of changes in the approved cash flow requirement of that program.

For Estimates to date, please refer to the 2015–16 Supplementary Estimates documents.

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

Expenditures by Strategic Outcome and Program

Table 158. Expenditures by Strategic Outcome and Program - Budgetary - Industry
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Advancements in science and technology, knowledge, and innovation strengthen the Canadian economy.
Science, Technology and Innovation Capacity 313,406,525 304,380,758 342,834,370
Industrial Research and Development Financing 220,998,346 287,630,154 326,898,851
Canadian businesses and communities are competitive.
Community Economic Development 83,737,927 150,391,867 142,379,294
Small Business Research, Financing and Services 91,428,836 86,766,345 97,653,630
Industrial Competitiveness and Capacity 31,303,194 34,249,228 34,316,964
The Canadian marketplace is efficient and competitive.
Spectrum, Telecommunications, and the Digital Economy 123,580,592 109,811,139 106,285,898
Marketplace Frameworks and Regulation 50,785,898 56,111,095 66,943,247
Marketplace Competition and Investments 48,628,660 47,089,170 46,563,535
The following program supports all strategic outcomes within this organization.
Internal Services 133,544,518 94,072,400 133,198,881
Total 1,097,414,496 1,170,502,156 1,297,074,670
Table 159. Expenditures by Strategic Outcome and Program - Non-budgetary - Industry
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Canadian businesses and communities are competitive.
Industrial Competitiveness and Capacity 0 800,000 800,000
Total 0 800,000 800,000

Listing of the 2016–17 Transfer Payments

Table 160. Listing of the 2016–17 Transfer Payments - Industry
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Grants
Grant to the International Telecommunication Union, Geneva, Switzerland 5,420,367 4,808,000 4,808,000
Grant to the Internal Trade Secretariat Corporation 337,500 550,000 550,000
Grant to the Organisation for Economic Co-operation and Development 300,000 300,000 300,000
Grant to the Radio Advisory Board of Canada 85,000 85,000 85,000
Total Statutory 200,000 13,600,000 6,200,000
Contributions
Contributions under the Canada Foundation for Innovation 168,200,000 177,100,000 198,550,000
Contributions under the Strategic Aerospace and Defence Initiative 147,860,478 185,687,000 188,349,000
Contributions under the Connecting Canadians Program 0 76,000,000 76,000,000
Contributions under the Automotive Innovation Fund 60,069,858 64,700,099 64,700,099
Contributions under the Technology Demonstration Program 2,578,000 27,181,560 46,882,120
Contributions under the Northern Ontario Development Program 35,500,400 31,840,000 31,840,000
Contributions to CANARIE Inc. 26,400,000 0 23,500,000
Contributions under the Automotive Supplier Innovation Program 0 0 16,545,128
Contributions to Mitacs Inc. 18,975,000 19,000,000 11,900,000
Contributions to the Perimeter Institute for Theoretical Physics 10,000,000 10,000,000 10,000,000
Contributions under the Community Futures Program 8,360,008 8,360,008 8,360,008
Contributions to Futurpreneur Canada 0 0 7,000,000
Contributions under the Computers for Schools program 4,629,713 4,000,000 5,250,000
Contributions to the Canadian Institute for Advanced Research 5,000,000 5,000,000 5,000,000
Contributions to Genome Canada 22,500,000 7,500,000 5,000,000
Contributions to the University of Waterloo for the purpose of the Institute for Quantum Computing 5,000,000 4,975,000 5,000,000
Contributions under the Youth Employment Strategy – Computers for Schools Program 3,479,270 3,200,242 3,200,242
Contributions to the Council of Canadian Academies 0 0 3,000,000
Contributions to Let's Talk Science 0 0 2,700,000
Contributions under the Canada 150 Community Infrastructure Program 0 0 2,600,000
Contributions under the Program for Non-Profit Consumer and Voluntary Organizations 1,489,929 1,690,000 1,690,000
Contributions under the Economic Development Initiative 364,600 975,000 925,000
Contributions under the Strategic Activities Program 1,091,375 600,000 250,080
Total Statutory 122,474,591 130,654,000 139,708,000

International Development Research Centre

Raison d'être

Part of Canada's foreign affairs and development efforts, the International Development Research Centre (IDRC) invests in knowledge, innovation, and solutions to improve lives and livelihoods in the developing world. Bringing together the right partners around opportunities for impact, IDRC builds leaders for today and tomorrow and helps drive change for those who need it most.

IDRC was established by an Act of Canada's Parliament in 1970 to help developing countries find solutions to their challenges. A leader among the world's top funders of development research, IDRC wields considerable influence in this field, and boosts Canada's reputation as an innovative and important player on the world stage.

IDRC is governed by a board of up to 14 governors, whose chairperson reports to Canada's Parliament through the Minister of International Development and La Francophonie.

Organizational Estimates

Figure 74. Organizational Estimates - Budgetary - International Development Research Centre
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 161. Organizational Estimates (dollars) - International Development Research Centre
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Payments to the International Development Research Centre 190,023,783 183,478,242 183,478,242 149,205,625
Total voted 190,023,783 183,478,242 183,478,242 149,205,625
Total budgetary 190,023,783 183,478,242 183,478,242 149,205,625

Highlights

The International Development Research Centre estimates budgetary expenditures of $149.2 million in 2016–17, which requires approval by Parliament.

The International Development Research Centre's year-over-year decrease of $34.3 million from the 2015–16 Main Estimates includes:

  • A decrease of $34.0 million as a result of entering into the final year of the Development Innovation Fund which aims to support leading-edge global health research that improves the lives of the poor in developing countries by mobilizing the scientific community to address priority areas for health research, and by the use of research findings to address development challenges; and
  • A decrease of $0.3 million related to the funding from Canadian Institutes of Health for the Global Health Research Initiative.

Expenditures by Strategic Outcome and Program

Table 162. Expenditures by Strategic Outcome and Program - Budgetary - International Development Research Centre
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Stronger capacity in developing countries to research and propose solutions that support sustainable and equitable development and poverty reduction.
Research on Development Challenges 0 126,930,197 96,764,244
Capacity to Do, Use and Manage Research 0 38,214,480 36,360,959
The following program supports all strategic outcomes within this organization.
Internal Services 0 18,333,565 16,080,422
Funds not allocated to the 2016–17 Program Alignment Architecture 190,023,783 0 0
Total 190,023,783 183,478,242 149,205,625

International Joint Commission (Canadian Section)

Raison d'être

The International Joint Commissionʼs mandate is prompt and effective prevention and/or resolution of potential disputes under the Boundary Water Treaty and Great Lakes Water Quality Agreement to ensure there are no negative impacts on Canada-U.S. relations.

The Minister of Foreign Affairs is responsible for this organization.

Organizational Estimates

Figure 75. Organizational Estimates - Budgetary - International Joint Commission (Canadian Section)
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 163. Organizational Estimates (dollars) - International Joint Commission (Canadian Section)
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Program expenditures 6,275,459 6,172,075 6,172,075 6,169,075
Total voted 6,275,459 6,172,075 6,172,075 6,169,075
Total Statutory 489,493 588,969 588,969 602,992
Total budgetary 6,764,952 6,761,044 6,761,044 6,772,067

Highlights

The Commission, in fulfilling its mandate under the Boundary Waters Treaty, is further developing scientific tools and approaches in accordance with its International Watersheds Initiative to help governments anticipate, prevent and resolve water-related issues at the local level before they develop into international disputes. For example:

  • Hydrographic data harmonization in transboundary basins to be completed by June 2017;
  • Completion of Binational water quality modelling in the Red-Assiniboine and Great Lakes basins to be completed by March 2017; and
  • Implementation of adaptive management approach to water level regulation in the Great Lakes-St. Lawrence system in consideration of climate change.

In keeping with its responsibility to maintain effective regulation of certain boundary and transboundary waters, and its specific role under the 1938 Rainy Lake Convention, the International Joint Commission is reviewing its Order on the regulation of water levels in the Rainy and Namakan Lakes system. To inform this review, over twenty studies were conducted and are being assessed and analyzed, including:

  • Hydrologic, hydraulic and habitat modelling in the system;
  • Assessment of flood impacts on historic First Nations cultural resources; and
  • Assessment of residential flooding potential.

The Commission is proceeding with its assigned role in the Great Lakes Water Quality Agreement. In particular, the IJC will be:

  • Collecting and summarizing public input on the Progress Report of the Parties;
  • Producing a triennial Assessment of Progress Report; and
  • Engaging the public on issues related to Great Lakes water quality, particularly as they relate to the Assessment of Progress.

Expenditures by Strategic Outcome and Program

Table 164. Expenditures by Strategic Outcome and Program - Budgetary - International Joint Commission (Canadian Section)
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Prompt and effective prevention and/or resolution of potential disputes under the Boundary Water Treaty and Great Lakes Water Quality Agreement to ensure they have no negative impact on Canada-US relations.
Boundary Waters Treaty 4,905,212 4,850,044 4,852,047
Great Lakes Water Quality Agreement 1,859,740 1,911,000 1,920,020
Total 6,764,952 6,761,044 6,772,067

Justice

Raison d'être

The Department of Justice has the mandate to support the dual roles of the Minister of Justice and the Attorney General of Canada. Under Canada's federal system, the administration of justice is an area of shared jurisdiction between the federal government and the provinces and territories. The Department supports the Minister of Justice who is responsible for 52 statutes (46 of which fall under the full responsibility of the Minister and 6 of which are co-shared) and areas of federal law by ensuring a bilingual and bijural national legal framework, principally within the following domains: criminal justice (including victims of crime and youth criminal justice), family justice, access to justice, Aboriginal justice, public law and private international law. The Department also supports the Attorney General as the chief law officer of the Crown, both in terms of the ongoing operations of government and of the development of new policies, programs and services for Canadians. The Department provides legal advice to the Government and federal government departments and agencies, represents the Crown in civil litigation and before administrative tribunals, and drafts legislation.

Organizational Estimates

Figure 76. Organizational Estimates - Budgetary - Justice
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 165. Organizational Estimates (dollars) - Justice
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Operating expenditures 282,434,401 241,797,227 247,514,149 234,999,799
5 Grants and contributions 348,763,264 354,900,159 358,445,530 365,233,777
Total voted 631,197,665 596,697,386 605,959,679 600,233,576
Total Statutory 77,653,953 77,169,488 77,957,764 78,626,954
Total budgetary 708,851,618 673,866,874 683,917,443 678,860,530

Highlights

The Department of Justice is estimating net budgetary expenditures of $678.86 million in 2016–17 of which $365.23 million is for expenditures linked to Grants and Contributions; $235.0 million is for the departmental operating expenditures; and $78.63 million is associated with statutory expenditures. As the primary legal services provider to other government departments and agencies, the Department of Justice collects fees for services rendered. An additional $296.20 million is planned to be collected and expended in 2016–17 under the department's vote net revenue authority.

With the funds presented in these Main Estimates, the Department of Justice will fulfill three distinctive roles within the Government of Canada. It acts as:

  • a policy department with broad responsibilities for overseeing all matters relating to the administration of justice that fall within the federal domain–in this capacity, it strives to ensure a fair, relevant and accessible Canadian justice system for all Canadians;
  • a provider of a range of legal advisory, litigation and legislative services to government departments and agencies; and
  • a central agency responsible for supporting the Minister in advising Cabinet on all legal matters.

For more detailed information consult the Department of Justice 2016–17 Report on Plans and Priorities.

The Department of Justice's total authority will increase by $4.99 million from the 2015–16 Main Estimates. The primary changes include:

  • An increase of $8.79 million in funding in support of legislative and non-legislative measures to implement the Canadian Victims Bill of Rights;
  • An increase of $6.87 million in funding for activities related to Division 9 of the Immigration and Refugee Protection Act as well as the pursuit of enhanced diplomatic assurances against torture or mistreatment in serious inadmissibility cases;
  • An increase of $1.98 million for the Action Plan to Address Family Violence and Violent Crimes Against Aboriginal Women and Girls;
  • An increase of $1.96 million in funding in support of Investigative Powers for the 21st Century (IP21C) stemming from the Protecting Canadians from Online Crime Act and the Ratification of the Council of Europe's Convention on Cybercrime (Budapest Convention);
  • An increase of $1.90 million to reflect an increase in the employee benefit plan rate;
  • A decrease of $3.03 million due to the sunsetting of Authorities to Support Comprehensive Claims and Self-Government Negotiations Across Canada;
  • A decrease of $3.36 million due to Legal Services Review;
  • A decrease of $3.64 million due to the sunsetting of the funding to enhance activities, pursuant to the Bill C-31 - Protecting Canada's Immigration System Act, related to the cessation and vacation of refugee status; and
  • A decrease of $6.19 million due to the sunsetting of the funding for the Supporting Families Experiencing Separation and Divorce Initiative.

Expenditures by Strategic Outcome and Program

Table 166. Expenditures by Strategic Outcome and Program - Budgetary - Justice
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
A Fair, Relevant and Accessible Canadian Justice System.
Stewardship of the Canadian Legal Framework 383,759,270 393,390,464 400,491,696
Office of the Federal Ombudsman for Victims of Crime 1,080,164 1,320,994 1,324,227
A Federal Government that is Supported by High Quality Legal Services.
Legal Services to Government Program 208,762,406 192,604,324 199,619,747
The following program supports all strategic outcomes within this organization.
Internal Services 115,249,778 86,551,092 77,424,860
Total 708,851,618 673,866,874 678,860,530

Listing of the 2016–17 Transfer Payments

Table 167. Listing of the 2016–17 Transfer Payments - Justice
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Grants
Grants from the Victims Fund 1,870,918 3,250,000 3,250,000
Grant under the Justice Partnership and Innovation Program 1,524,158 1,749,158 1,749,158
Grants under the Access to Justice in both Official Languages Support Fund 139,070 600,000 600,000
Grants in support of the Youth Justice Fund 69,927 79,655 79,655
Grants under the Aboriginal Justice Strategy Fund 50,000 50,000 50,000
Grants in support of the Supporting Families Fund 0 50,000 50,000
Contributions
Contributions to the provinces and territories in support of the youth justice services 141,692,415 141,692,415 141,692,415
Contributions to the provinces to assist in the operation of legal aid systems 120,327,507 120,327,507 119,827,507
Contributions from the Victims Fund 9,274,761 9,148,159 18,255,723
Contributions in support of the Supporting Families Fund 15,827,448 15,950,000 15,950,000
Contributions under the Aboriginal Justice Strategy Fund 12,551,752 12,650,000 12,650,000
Contributions to the provinces and territories in support of the youth justice services – Intensive Rehabilitative Custody and Supervision Program 10,846,381 11,048,000 11,048,000
Contributions to support the implementation of official languages requirements under the Contraventions Act 3,810,821 9,094,900 9,094,900
Contributions under the Access to Justice in Both Official Languages Support Fund 6,225,962 5,892,845 5,892,845
Contributions to the provinces under the Aboriginal Courtwork Program 5,568,507 4,911,363 4,911,363
Contributions for Access to Justice Services to the Territories (being Legal Aid, Aboriginal Courtwork and Public Legal Education and Information Services) 4,856,593 4,856,593 4,856,593
Contributions in support of the Youth Justice Fund 3,935,312 4,425,345 4,425,345
Drug Treatment Court Funding Program 3,627,823 3,631,276 3,631,276
Contributions in support of Public Security and Anti-Terrorism – Legal Aid 1,984,364 2,000,000 2,500,000
Contributions in support of Federal Court Ordered Counsel Cases 2,509,246 1,650,000 1,650,000
Contributions under the Justice Partnership and Innovation Program 1,356,277 962,943 1,188,997
Contributions under the Special Advocates Program 257,681 0 1,000,000
Integrated Market Enforcement Teams Reserve Fund 0 550,000 550,000
Contributions to the Hague Conference on Private International Law 284,048 250,000 250,000
Contributions to the International Institute for the Unification of Private Law (UNIDROIT) 172,293 80,000 80,000

Library and Archives of Canada

Raison d'être

The Minister of Canadian Heritage is responsible for Library and Archives of Canada.

The mandate of Library and Archives of Canada under the Library and Archives of Canada Act is to:

  • Preserve the documentary heritage of Canada for the benefit of present and future generations;
  • Serve as a source of enduring knowledge accessible to all, contributing to the cultural, social, and economic advancement of Canada as a free and democratic society;
  • Facilitate cooperation among Canadian communities involved in the acquisition, preservation, and diffusion of knowledge; and
  • Serve as the continuing memory of the Government of Canada and its institutions.

Organizational Estimates

Figure 77. Organizational Estimates - Budgetary - Library and Archives of Canada
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 168. Organizational Estimates (dollars) - Library and Archives of Canada
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Operating expenditures 89,712,081 83,183,100 84,533,856 94,905,525
5 Capital expenditures 1,762,077 0 5,735,260 11,937,824
Total voted 91,474,158 83,183,100 90,269,116 106,843,349
Total Statutory 11,119,492 9,828,389 9,828,389 10,015,218
Total budgetary 102,593,650 93,011,489 100,097,505 116,858,567

Highlights

An overall increase of $23.9 million between 2015–16 and 2016–17 Main Estimates is due to a transfer from Public Services and Procurement Canada in support of the Long Term Infrastructure Strategy for the transfer and consolidation of special purpose storage facilities and to build a new special purpose facility in Gatineau, Quebec.

Expenditures by Strategic Outcome and Program

Table 169. Expenditures by Strategic Outcome and Program - Budgetary - Library and Archives of Canada
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Canada's documentary heritage is preserved and accessible to current and future generations.
Stewardship of documentary heritage 18,580,815 16,742,862 41,608,310
Access to documentary heritage 33,220,247 29,762,349 27,024,039
Documentation of Canadian society 12,908,868 11,591,441 13,095,854
Government information is managed to support government accountability.
Collaboration in the management of government records 9,392,789 6,212,732 5,363,344
Development of disposition authorizations 3,423,217 2,753,175 2,399,766
The following program supports all strategic outcomes within this organization.
Internal Services 25,067,714 25,948,930 27,367,254
Total 102,593,650 93,011,489 116,858,567

Listing of the 2016–17 Transfer Payments

Table 170. Listing of the 2016–17 Transfer Payments - Library and Archives of Canada
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Grants
International Serials Data System 26,318 25,000 25,000
International Federation of Library Associations and Institutions 11,074 11,000 11,000
Contributions
Supporting the Documentary Heritage Communities Program 0 0 1,500,000

Library of Parliament

Raison d'être

Formally established under the Parliament of Canada Act, the Library of Parliament's (the Library) efforts in support of an informed and accessible Parliament pre-date Confederation.

The Library provides Senators, MPs, and parliamentary committees with the independent, non-partisan information they need to examine the issues of the day, consider legislation and hold the government accountable. It preserves Parliament's rich documentary heritage while optimizing access to its important collections. It also welcomes hundreds of thousands of visitors to Parliament each year, and offers interpretive tours and educational programs and products to help the public understand Parliament's role in our democratic system and the important work parliamentarians do.

The Speakers of the Senate and the House of Commons are vested with the direction and control of the Library of Parliament in accordance with the Parliament of Canada Act.

Organizational Estimates

Figure 78. Organizational Estimates - Budgetary - Library of Parliament
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 171. Organizational Estimates (dollars) - Library of Parliament
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Program expenditures 37,103,813 37,754,035 37,754,035 37,899,035
Total voted 37,103,813 37,754,035 37,754,035 37,899,035
Total Statutory 4,726,530 4,985,560 4,985,560 5,172,204
Total budgetary 41,830,343 42,739,595 42,739,595 43,071,239

Highlights

The Library is estimating budgetary expenditures of $43.1 million in 2016–2017. Of this amount, $37.9 million requires approval by Parliament. The remaining $5.2 million represents statutory forecasts that do not require additional approval and are provided for information purposes.

The budget increase from 2015–2016 to 2016–2017 is mostly attributable to salary increases.

The Library continues to build on the tradition of service while responding to the challenges of a 21st-century Parliament. The Library's professional staff is committed to meeting the evolving needs of parliamentarians for timely and authoritative information, research and analysis.

This information should be read in conjunction with the Library's Strategic Outlook 2012–2017.

Expenditures by Strategic Outcome and Program

Table 172. Expenditures by Strategic Outcome and Program - Budgetary - Library of Parliament
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
An Informed and Accessible Parliament.
Information Support for Parliament 32,499,326 33,088,740 33,169,544
The following program supports all strategic outcomes within this organization.
Internal Services 9,331,017 9,650,855 9,901,695
Total 41,830,343 42,739,595 43,071,239

Marine Atlantic Inc.

Raison d'être

Marine Atlantic Inc. (MAI) is a parent Crown Corporation created through the Marine Atlantic Acquisition Authorization Act, 1986 and replaced Canadian National Marine in providing a year-round constitutionally mandated ferry service between North Sydney, Nova Scotia and Port aux Basques, Newfoundland and Labrador (NL). This is the only constitutionally mandated ferry service in Canada. MAI also operates a non-mandated, seasonal service between North Sydney and Argentia, NL. MAI carries over 25 percent of all non-resident visitors to NL, as well as 66 percent of freight and 90 percent of perishables and time sensitive goods. The service is considered vital as infrastructure for businesses across Canada that are involved in the regional economy and for the movement of people on and off the island of Newfoundland.

The Minister of Transport is responsible for this organization.

Organizational Estimates

Figure 79. Organizational Estimates - Budgetary - Marine Atlantic Inc.
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 173. Organizational Estimates (dollars) - Marine Atlantic Inc.
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Payments to Marine Atlantic Inc. 127,484,000 19,384,000 374,331,000 140,122,000
Total voted 127,484,000 19,384,000 374,331,000 140,122,000
Total budgetary 127,484,000 19,384,000 374,331,000 140,122,000

Highlights

MAI is estimating budgetary expenditures of $140.1 million in 2016–17 which require approval by Parliament. In 2015–16, MAI was provided with $19.4 million in base funding through the 2015–16 Main Estimates and an additional $354.9 million in funding through Supplementary Estimates (A) to address operating and capital requirements. Total year over year funding has decreased by $234.2 million. Capital funding has decreased by $212.5 million. This decrease is related to the incremental funding provided in 2015–16 to purchase two vessels. 2016–17 operating funding has decreased by $21.7 million, as lease payments are no longer required for these vessels.

Expenditures by Strategic Outcome and Program

Table 174. Expenditures by Strategic Outcome and Program - Budgetary - Marine Atlantic Inc.
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
A safe, reliable, efficient, affordable and environmentally responsible ferry service between the Island of Newfoundland and the Province of Nova Scotia.
Ferry Services 0 19,384,000 140,122,000
Funds not allocated to the 2016–17 Program Alignment Architecture 127,484,000 0 0
Total 127,484,000 19,384,000 140,122,000

Military Grievances External Review Committee

Raison d'être

The raison d'être of the Military Grievances External Review Committee (the Committee or MGERC) is to provide an independent and external review of military grievances. Section 29 of the National Defence Act provides a statutory right for an officer or a non-commissioned member who has been aggrieved, to grieve a decision, an act or an omission in the administration of the affairs of the Canadian Armed Forces. The importance of this broad right cannot be overstated since it is, with certain narrow exceptions, the only formal complaint process available to Canadian Armed Forces members. The Minister of National Defence is responsible for this organization.

Organizational Estimates

Figure 80. Organizational Estimates - Budgetary - Military Grievances External Review Committee
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 175. Organizational Estimates (dollars) - Military Grievances External Review Committee
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Program expenditures 5,621,968 6,143,503 6,143,503 6,141,086
Total voted 5,621,968 6,143,503 6,143,503 6,141,086
Total Statutory 627,937 598,307 598,307 612,859
Total budgetary 6,249,905 6,741,810 6,741,810 6,753,945

Highlights

The Military Grievances External Review Committee is estimating budgetary expenditures of $6.7 million in 2016–17. Of this amount

$6.1 million requires approval by Parliament. The remaining amount of $0.6 million dollars represents a statutory forecast that does not require additional approval and is provided for information purposes. The Committee's planned expenditures remain approximately the same as the previous year.

Expenditures by Strategic Outcome and Program

Table 176. Expenditures by Strategic Outcome and Program - Budgetary - Military Grievances External Review Committee
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
The Chief of the Defence Staff and members of the Canadian Armed Forces have access to a fair, independent and timely review of military grievances.
Independent review of military grievances 4,255,974 4,719,267 4,727,762
The following program supports all strategic outcomes within this organization.
Internal Services 1,993,931 2,022,543 2,026,183
Total 6,249,905 6,741,810 6,753,945

Military Police Complaints Commission

Raison d'être

On behalf of all Canadians, the Military Police Complaints Commission of Canada (MPCC) exists to provide greater public accountability by the Military Police and the chain of command in relation to Military Police activities. The MPCC derives its mandate from Part IV of Canadaʼs National Defence Act (NDA).

While it reports to Parliament through the Minister of National Defence, the MPCC is both administratively and legally independent from the Department of National Defence and the Canadian Armed Forces.

Organizational Estimates

Figure 81. Organizational Estimates - Budgetary - Military Police Complaints Commission
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 177. Organizational Estimates (dollars) - Military Police Complaints Commission
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Program expenditures 4,619,001 5,158,208 5,158,208 4,217,527
Total voted 4,619,001 5,158,208 5,158,208 4,217,527
Total Statutory 346,272 456,606 456,606 467,784
Total budgetary 4,965,273 5,614,814 5,614,814 4,685,311

Highlights

The Military Police Complaints Commission of Canada is estimating budgetary expenditures of $4.7 million in 2016–17. Of this amount, $4.2 million requires approval by Parliament. The remaining $0.5 million represents statutory forecasts that do not require additional approval and are provided for information purposes.

The organization's funding has decreased from 2015–16 by $0.9 million, due to the completion of renovations, for which one-time funding had been provided.

Expenditures by Strategic Outcome and Program

Table 178. Expenditures by Strategic Outcome and Program - Budgetary - Military Police Complaints Commission
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
The Military Police Complaints Commission (MPCC) ensures that the Canadian Forces Military Police has the highest standard of conduct according to law and police best practices, and is free from interference in its investigations.
Complaints Resolution 2,754,359 2,744,736 2,354,280
The following program supports all strategic outcomes within this organization.
Internal Services 2,210,914 2,870,078 2,331,031
Total 4,965,273 5,614,814 4,685,311

National Arts Centre Corporation

Raison d'être

The Minister of Canadian Heritage is responsible for this organization.

The National Arts Centre Corporation (NAC) was established in 1966 pursuant to the National Arts Centre Act with the mandate to operate and maintain the National Arts Centre, develop the performing arts in the national capital region, and assist the Canada Council for the Arts in the development of the performing arts elsewhere in Canada. The Corporation arranges and sponsors performing arts activities; encourages and assists the development of performing arts companies; arranges or sponsors web, radio and television broadcasts; provides accommodations for national and local organizations who develop the performing arts in Canada; arranges for performances elsewhere in Canada by resident or non-resident performing arts companies; and arranges for performances outside Canada by resident performing arts companies.

Organizational Estimates

Figure 82. Organizational Estimates - Budgetary - National Arts Centre Corporation
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 179. Organizational Estimates (dollars) - National Arts Centre Corporation
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Payments to the National Arts Centre Corporation for operating expenditures 35,321,395 34,222,719 54,722,719 79,397,056
Total voted 35,321,395 34,222,719 54,722,719 79,397,056
Total budgetary 35,321,395 34,222,719 54,722,719 79,397,056

Highlights

The National Arts Centre Corporation operating appropriations for 2016–17 are $79.4 million. This represents an increase of $45.2 million due to the Architectural Rejuvenation Project ($45 million) and collective bargaining settlement ($0.2 million).

The Architectural Rejuvenation Project began in 2015–16, with the major construction scheduled through 2016–17 with the ribbon cutting ceremony planned for July 1, 2017. It will include improved performance spaces, public areas for education and events, accessibility for people with mobility challenges, and a glass atrium with an entrance on Elgin Street, facing Confederation Square and some of the most iconic views of important landmarks in our nation's capital.

Expenditures by Strategic Outcome and Program

Table 180. Expenditures by Strategic Outcome and Program - Budgetary - National Arts Centre Corporation
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Strong and dynamic performing arts in the National Capital Region and across Canada.
Accommodation 0 5,981,609 50,981,609
Programming 0 16,734,647 16,734,647
The following program supports all strategic outcomes within this organization.
Internal Services 0 11,506,463 11,680,800
Funds not allocated to the 2016–17 Program Alignment Architecture 35,321,395 0 0
Total 35,321,395 34,222,719 79,397,056

National Battlefields Commission

Raison d'être

The National Battlefields Commission (NBC), as manager of Battlefields Park, makes it possible for Canadians to enjoy Canada's first national historic park and one of the most prestigious urban parks in the world.

The NBC is responsible for the administration, management, conservation and development of National Battlefields Park (located in the city of Quebec) and manages the funding allocated for this purpose.

The NBC takes its mandate from the National Battlefields at Quebec Act, 7–8 Edward VII, c. 57, passed on March 17, 1908, and its amendments.

The Minister of Canadian Heritage is responsible for this organization.

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

Organizational Estimates

Figure 83. Organizational Estimates - Budgetary - National Battlefields Commission
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 181. Organizational Estimates (dollars) - National Battlefields Commission
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Program expenditures 9,427,867 10,759,494 10,759,494 6,461,761
Total voted 9,427,867 10,759,494 10,759,494 6,461,761
Total Statutory 2,669,511 2,217,342 2,217,342 2,225,953
Total budgetary 12,097,378 12,976,836 12,976,836 8,687,714

Highlights

In 2016–17, the NBC will continue its conservation and development work for Battlefields Park. It will also offer visitors a wide array of exhibitions and historical interpretive activities. A vast choice of sport activities will also be offered on the site, including skating, cross-country skiing and snowshoeing in winter and inline skating, running and walking in summer in addition to the new multi-purpose interpretive trail completed in December of 2015.

This year, the NBC will undertake the second phase of the "Traces" exhibition, the first phase was inaugurated in April of 2014. This exhibition showcases artifacts discovered during archaeological digs in the park over the last few years.

Furthermore, the general condition of the park must be maintained and some work has to be carried out for the safety of the employees and the users. Most notably, the NBC plans to clean the cliff to ensure its stability, redevelop a part of the sidewalk on avenue Wolfe, and complete various repairs on buildings such as the workshops, the greenhouses and the Louis S. St. Laurent Heritage House.

The Main Estimates for 2016–17 will be $8.7 million which is a decrease of $4.3 million compared to the 2015–16 Main Estimates. This difference is due mainly to a decrease of $4.3 million that comes from the completion of the multi-purpose interpretive trail parallel to Gilmour hill.

Expenditures by Strategic Outcome and Program

Table 182. Expenditures by Strategic Outcome and Program - Budgetary - National Battlefields Commission
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
The Battlefields Park of Quebec is a prestigious, natural, accessible, safe and educational historic and urban site.
Conservation and Development 2,390,788 2,422,050 2,425,493
Public Education and Services 1,063,106 1,015,529 1,033,227
The following program supports all strategic outcomes within this organization.
Internal Services 8,643,484 9,539,257 5,228,994
Total 12,097,378 12,976,836 8,687,714

National Capital Commission

Raison d'être

The Minister of Canadian Heritage is responsible for this organization.

The National Capital Commission was created by Parliament in 1959 and pursues the following mandate:

  • To prepare plans for and assist in the development, conservation and improvement of the National Capital Region to ensure that the nature and character of the seat of government reflect its national significance; and
  • To approve building design and the use of federal lands in the Region.

Additional information can be found in the National Capital Commissionʼs Corporate Plan.

Organizational Estimates

Figure 84. Organizational Estimates - Budgetary - National Capital Commission
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 183. Organizational Estimates (dollars) - National Capital Commission
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Payments to the National Capital Commission for operating expenditures 68,781,209 69,056,330 70,374,331 66,412,180
5 Payments to the National Capital Commission for capital expenditures 23,665,000 23,665,000 22,665,000 22,380,000
Total voted 92,446,209 92,721,330 93,039,331 88,792,180
Total budgetary 92,446,209 92,721,330 93,039,331 88,792,180

Highlights

A net decrease of $3.9 million in planned spending is mainly due to the following:

  • A net decrease of $1.3 million in operating expenditures as a result of additional funding in the previous year from the Federal Contaminated Sites Action Plan;
  • A net decrease of $0.9 million in operating expenditures as a result of a transfer in the previous year from the Department of Citizenship and Immigration Canada, to support the implementation and construction of the Victims of Communism Monument;
  • A net decrease of $0.3 million in operating expenditures as a result of a transfer in the previous year from the Department of Foreign Affairs, Trade and Development Canada, to support building the National Holocaust Monument;
  • A net decrease of $1.0 million in capital expenditures as a result of reprofiled funding stemming from the 2014–15 fiscal year for the Federal Contaminated Sites Action Plan; and
  • A net decrease of $0.3 million in capital expenditures as a result of a reduction in reference levels in relation to the purchase of for the Weston Lands.

Expenditures by Strategic Outcome and Program

Table 184. Expenditures by Strategic Outcome and Program - Budgetary - National Capital Commission
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Canada's Capital Region is of national significance and is a source of pride for Canadians.
Capital Stewardship and Protection 0 59,371,000 55,928,000
Capital Planning 0 2,495,000 2,964,000
The following program supports all strategic outcomes within this organization.
Internal Services 0 30,855,330 29,900,180
Funds not allocated to the 2016–17 Program Alignment Architecture 92,446,209 0 0
Total 92,446,209 92,721,330 88,792,180

National Defence

Raison d'être

On behalf of the people of Canada, the Canadian Armed Forces (CAF) and the Department of National Defence (DND) stand ready to perform three key roles:

  • Defend Canada – by delivering excellence at home;
  • Defend North America – by being a strong and reliable partner with the United States in the defence of the continent; and
  • Contribute to International Peace and Security – by projecting leadership abroad.

The National Defence Act establishes DND and the CAF as separate entities, operating within an integrated National Defence Headquarters, as they pursue their primary responsibility of providing defence for Canada and Canadians.

The Minister of National Defence is responsible for DND.

Organizational Estimates

Figure 85. Organizational Estimates - Budgetary - National Defence
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Figure 86. Organizational Estimates - Non-budgetary - National Defence
The following chart presents the organizational breakdown of voted and statutory non budgetary expenditures and estimates for the past three years.
Table 185. Organizational Estimates (dollars) - National Defence
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Operating expenditures 13,396,436,118 13,483,693,376 13,807,207,415 13,765,146,779
5 Capital expenditures 3,316,468,475 4,020,883,722 4,105,468,232 3,395,930,409
10 Grants and contributions 134,877,030 168,742,820 168,742,820 164,592,820
Total voted 16,847,781,623 17,673,319,918 18,081,418,467 17,325,670,008
Total Statutory 1,606,156,838 1,268,733,711 1,272,090,469 1,314,598,925
Total budgetary 18,453,938,461 18,942,053,629 19,353,508,936 18,640,268,933
Non-budgetary
Voted
- Working capital advance account (4,645,510) 0 0 0
Total voted (4,645,510) 0 0 0
Total non-budgetary (4,645,510) 0 0 0

Highlights

National Defence is estimating budgetary expenditures of $18.6 billion in 2016–17.

Of this amount, $17.3 billion requires approval by Parliament. The remaining $1.3 billion represents statutory forecasts that do not require approval, but are listed for information.

National Defence's decrease in net authority of $301.8 million, or approximately 1.6%, from the 2015–16 Main Estimates to the 2016–17 Main Estimates, is due to an increase in operating costs of $281.5 million, a decrease in capital costs of $625.0 million, a decrease in grants and contributions of $4.2 million and an increase in statutory payments of $45.9 million.

Major factors contributing to the net decrease in authorities include:

  • A decrease in spending on major capital equipment and infrastructure projects to align financial resources with current project acquisition timelines. This funding includes investments in major capital projects such as Family of Land Combat Vehicles, and Maritime Helicopter Project; and
  • A decrease in funding related to fleet maintenance on equipment such as Light Armoured Vehicles and Aurora aircraft.

These decreases are offset by the following net increase in authorities:

  • An increase in the annual escalator on defence spending as announced in Budget 2008 to provide long-term and predictable funding; and
  • An increase in funding to build and renew infrastructure at Canadian Armed Forces and other defence properties as announced in Budget 2014 as part Federal Infrastructure Investment Plan.

In 2016–17, National Defence will continue to ensure sound financial management of the Defence budget and deliver on the three enduring roles of the Canadian Armed Forces: defend Canada; defend North America; and contribute to international peace and security.

More information can be found in the department's 2016–17 Report on Plans and Priorities.

Expenditures by Strategic Outcome and Program

Table 186. Expenditures by Strategic Outcome and Program - Budgetary - National Defence
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Defence Remains Continually Prepared to Deliver National Defence and Defence Services in Alignment with Canadian Interests and Values.
Defence Capability Element Production 12,504,965,147 13,336,464,765 12,775,597,776
Defence Ready Force Element Production 3,284,882,232 3,102,147,905 3,469,027,157
Defence Capability Development and Research 462,489,089 373,537,801 397,614,790
Defence Operations and Services Improve Stability and Security, and Promote Canadian Interests and Values.
Defence Combat and Support Operations 1,229,363,372 1,294,500,580 1,235,618,328
Defence Services and Contributions to Government 497,418,597 382,286,293 323,558,922
The following program supports all strategic outcomes within this organization.
Internal Services 474,820,024 453,116,285 438,851,960
Total 18,453,938,461 18,942,053,629 18,640,268,933
Table 187. Expenditures by Strategic Outcome and Program - Non-budgetary - National Defence
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Defence Operations and Services Improve Stability and Security, and Promote Canadian Interests and Values.
Defence Combat and Support Operations (474,177) 0 0
Defence Remains Continually Prepared to Deliver National Defence and Defence Services in Alignment with Canadian Interests and Values.
Defence Ready Force Element Production (812,906) 0 0
Defence Capability Element Production (3,358,427) 0 0
Total (4,645,510) 0 0

Listing of the 2016–17 Transfer Payments

Table 188. Listing of the 2016–17 Transfer Payments - National Defence
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Grants
Grants in support of the Compensation for Employers of Reservists Program 0 2,310,000 2,350,000
Grants in support of the Defence Engagement Program 367,451 500,000 500,000
Grant Program to the National Offices of the Cadet Leagues of Canada: Navy League of Canada 442,000 450,000 458,000
Grant Program to the National Offices of the Cadet Leagues of Canada: Army Cadet League of Canada 442,000 450,000 458,000
Grant Program to the National Offices of the Cadet Leagues of Canada: Air Cadet League of Canada 442,000 450,000 458,000
Total Statutory 23,656 25,700 25,700
Contributions
North Atlantic Treaty Organization Contribution Program: NATO Military Budget (NATO Programs) 72,211,779 78,840,410 92,495,731
North Atlantic Treaty Organization Contribution Program: NATO Security Investment Program (NATO Programs) 34,472,281 57,979,000 45,755,000
Contributions in Support of the Military Training and Cooperation Program 9,710,559 11,389,000 11,389,000
Contributions in support of the Capital Assistance Program 708,303 5,450,000 5,450,000
Contribution to the Civil Air Search and Rescue Association 2,818,029 3,100,000 3,100,000
North Atlantic Treaty Organization Contribution Program: NATO Other Activities 1,521,506 2,711,000 2,050,000
Contribution to the Biological and Chemical Defence Review Committee 124,320 126,931 129,089
Total Statutory 3,115,524 5,422,272 3,300,000

National Energy Board

Raison d'être

The National Energy Board is an independent federal quasi-judicial regulatory tribunal established in 1959 to promote safety and security, environmental protection, and economic efficiency in the Canadian public interest within the mandate set by Parliament for the regulation of pipelines, energy development and trade.

The National Energy Board is accountable to Parliament through the Minister of Natural Resources.

Organizational Estimates

Figure 87. Organizational Estimates - Budgetary - National Energy Board
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 189. Organizational Estimates (dollars) - National Energy Board
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Program expenditures 78,629,189 68,636,080 84,714,617 80,581,081
Total voted 78,629,189 68,636,080 84,714,617 80,581,081
Total Statutory 8,691,894 8,184,430 9,387,438 8,844,366
Total budgetary 87,321,083 76,820,510 94,102,055 89,425,447

Highlights

The National Energy Board is estimating budgetary expenditures of $ 89.4 million in 2016–17. Of this amount, $ 80.6 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. The increase in planned spending in comparison to the 2015–16 Main Estimates is primarily due to an increase of $18.3 million for Energy Transportation Infrastructure (Budget 2015).

Expenditures by Strategic Outcome and Program

Table 190. Expenditures by Strategic Outcome and Program - Budgetary - National Energy Board
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
The regulation of pipelines, power lines, energy development and energy trade contributes to the safety of Canadians, the protection of the environment and efficient energy infrastructure and markets, while respecting the rights and interests of those affected by NEB decisions and recommendations.
Energy Regulation 45,310,493 49,588,459 58,584,596
Energy Information Program 6,567,390 5,982,273 7,307,066
The following program supports all strategic outcomes within this organization.
Internal Services 35,443,200 21,249,778 23,533,785
Total 87,321,083 76,820,510 89,425,447

Listing of the 2016–17 Transfer Payments

Table 191. Listing of the 2016–17 Transfer Payments - National Energy Board
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Contributions
Participant Funding Program 850,444 3,214,067 4,264,067

National Film Board

Raison d'être

The National Film Board of Canada (NFB) was created by an Act of Parliament in 1939 and is a federal agency within the Canadian Heritage portfolio. The NFB's mandate is to produce and distribute original and innovative audiovisual works that add to our understanding of the issues facing Canadians and raise awareness of Canadian values and viewpoints across the country and around the world. Over the decades, it has become the standard for audiovisual innovation in Canada and plays an important role by highlighting the changes and key events in Canadian society.

As a producer and distributor of audiovisual works, the NFB provides a unique perspective on Canada's cultural wealth and diversity. The NFB explores contemporary social issues through point-of-view documentaries, auteur animation and new-media content. Today, our artists and artisans continue to lead the way with advances in form and content in documentary, animation and interactive film.

Organizational Estimates

Figure 88. Organizational Estimates - Budgetary - National Film Board
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 192. Organizational Estimates (dollars) - National Film Board
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Program expenditures 61,031,382 59,652,377 59,652,377 61,894,820
Total voted 61,031,382 59,652,377 59,652,377 61,894,820
Total Statutory 1,531,134 0 0 0
Total budgetary 62,562,516 59,652,377 59,652,377 61,894,820

Highlights

The National Film Board (NFB) is estimating budgetary expenditures of $61.9 million in 2016–17, to be approved by Parliament. In comparison with 2015–16, planned spending has increased by $2.2 million, the net result of:

  • An increase of $2.0 million for the relocation of the NFB's Montreal headquarters;
  • An adjustment of the rates of the Employees Benefit Plan (EBP) from 25.5% to 26.5%, for a total of $293 thousand; and
  • A decrease due to the transfer of funding for the Canadian School of Public Service ($50 thousand).

While continuing the implementation of its 2013–18 strategic plan, the NFB is preparing to relocate its headquarters to the Quartier des spectacles in Montreal. The move is scheduled for 2018. To that effect, NFB will see an increase of $2.0 million in 2016–17 and

$12 million in 2017–18. The NFB will then see a decrease of $1.2 million per year over a period of 12 years starting in 2018–19.

Expenditures by Strategic Outcome and Program

Table 193. Expenditures by Strategic Outcome and Program - Budgetary - National Film Board
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Canadian stories and perspectives are reflected in audiovisual media and accessible to Canadians and the world.
Audiovisual production 37,074,179 38,068,603 35,877,615
Accessibility and Audience Engagement 17,181,576 13,742,245 17,598,853
The following program supports all strategic outcomes within this organization.
Internal Services 8,306,761 7,841,529 8,418,352
Total 62,562,516 59,652,377 61,894,820

National Gallery of Canada

Raison d'être

The National Gallery of Canadaʼs (the Gallery) mandate is to develop, maintain, and make known, throughout Canada and internationally, a collection of works of art, both historic and contemporary, with special, but not exclusive, reference to Canada, and to further knowledge, understanding, and enjoyment of art in general among all Canadians. The Gallery is one of the worldʼs most respected art institutions, renowned for its exceptional collections, revered for its scholarship, and applauded for its unique ability to engage audiences of all ages and all levels of artistic knowledge. Created in 1880, the Gallery is among the oldest of Canadaʼs national cultural institutions.

The Minister of Canadian Heritage is responsible for the Gallery.

Organizational Estimates

Figure 89. Organizational Estimates - Budgetary - National Gallery of Canada
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 194. Organizational Estimates (dollars) - National Gallery of Canada
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Payments to the National Gallery of Canada for operating and capital expenditures 36,308,269 35,773,542 35,773,542 35,888,410
5 Payment to the National Gallery of Canada for the acquisition of objects for the Collection and other costs attributable to this activity 8,000,000 8,000,000 8,000,000 8,000,000
Total voted 44,308,269 43,773,542 43,773,542 43,888,410
Total budgetary 44,308,269 43,773,542 43,773,542 43,888,410

Highlights

Budgetary expenditures in 2016–17 for the National Gallery of Canada represent $43.9 million, consisting of $34.9 million in operating expenditures, $1 million in capital expenditures and $8 million in acquisition of objects for the Collection. Total budgetary expenditures remained stable when compared to the previous year.

The Gallery expects to continue to face rising costs pressures in 2016–17, driven by inflationary pressures on non-discretionary items, such as utilities, protection services, repairs, maintenance and insurance. To celebrate Canada's 150th anniversary of Confederation in 2017, the Gallery is planning in 2016–17 a major reinstallation of the Canadian collection.

As the main facility ages – now in its 27th year of operation – the demand for investment in life-cycle maintenance and repairs to the building and mechanical systems will continue to increase. The Gallery will continue to prioritize its building related capital projects based on risk deferral and its risk-mitigation strategy.

In addition, the Gallery will undertake, in 2016–17, several capital projects to address emergent technology demands such as on-line presence, information technology hardware and information management systems. The Gallery will also perform recapitalization investments for the bookstore, the auditorium, and the food service areas.

Expenditures by Strategic Outcome and Program

Table 195. Expenditures by Strategic Outcome and Program - Budgetary - National Gallery of Canada
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Interest in, knowledge of and appreciation and respect for visual art through collections of historic and contemporary works of art, programs and research that reflect a special but not exclusive perspective on Canada.
Accommodation 0 15,087,542 15,304,248
Collections 0 13,915,000 12,884,379
Outreach 0 10,612,000 9,768,754
The following program supports all strategic outcomes within this organization.
Internal Services 0 4,159,000 5,931,029
Funds not allocated to the 2016–17 Program Alignment Architecture 44,308,269 0 0
Total 44,308,269 43,773,542 43,888,410

National Museum of Science and Technology

Raison d'être

The National Museum of Science and Technology (NMST) is a Crown corporation that was established by the Museums Act on July 1, 1990.

The mandate of the NMST is to foster scientific and technological literacy throughout Canada by establishing, maintaining and developing a collection of scientific and technical objects, with special but not exclusive reference to Canada, and by demonstrating the products and processes of science and technology and their economic, social and cultural relationships with society.

The NMST operates as the Canada Science and Technology Museums Corporation (CSTMC). It manages three museum sites: the Canada Science and Technology Museum, the Canada Aviation and Space Museum and the Canada Agriculture and Food Museum. Additional information can be found in the NMST's Corporate Plan Summary.

The Minister of Canadian Heritage is responsible for this organization.

Organizational Estimates

Figure 90. Organizational Estimates - Budgetary - National Museum of Science and Technology
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 196. Organizational Estimates (dollars) - National Museum of Science and Technology
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Payments to the National Museum of Science and Technology for operating and capital expenditures 33,370,395 29,754,746 59,109,746 59,979,776
Total voted 33,370,395 29,754,746 59,109,746 59,979,776
Total budgetary 33,370,395 29,754,746 59,109,746 59,979,776

Highlights

The National Museum of Science and Technology (NMST) net increase of $30.2 million in planned expenditures is a result of funding allocated for the Canada Science and Technology Museum infrastructure renewal project. The NMST has been granted $80.5 million over three years for the mold remediation, building retrofit, new exterior façade and renewal of the exhibition space at the Canada Science and Technology Museum. In 2016–2017, the NMST will focus its efforts on the renewal of the Canada Science and Technology Museum building infrastructure, and on creating a national presence and sharing knowledge as detailed in its Corporate Plan. Activities which the NMST will undertake in order to achieve the strategic directions outlined in the Corporate Plan include:

  • Stabilizing the capital infrastructure with the roof replacement and seismic retrofit of the Canada Science and Technology Museum building;
  • In anticipation of the Canada's 150th anniversary in 2017, working to create exhibitions and programming in its Museums to commemorate the contribution of science, technology and innovation to the transformation of our country, using its collection and the Canadian Science and Engineering Hall of Fame;
  • Pursuing the Pan Canadian energy initiative. Over the next three years, the NMST will continue to bring Canadians into meaningful discussions, hopefully raising awareness on alternative resources and altering behaviors in the area of energy use;
  • Increasing its focus on digitization by creating better access to the NMST 2-D and 3-D collections, encouraging open data and continuing to enhance social media presence;
  • Continuing the development of the collection through relevant national research and the rationalization of the collection in order to create a more comprehensive collection and better tell the story of Canada; and
  • Solidifying the NMST financial base and ensuring sustainability through enhanced focus on profitability and increased partnerships.

Expenditures by Strategic Outcome and Program

Table 197. Expenditures by Strategic Outcome and Program - Budgetary - National Museum of Science and Technology
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Interest in, knowledge of and appreciation and respect for science and technology through collections of scientific and technological objects, programs and research reflecting a Canadian perspective.
Accommodation 0 12,640,000 35,915,000
Sharing Knowledge 0 10,890,000 18,495,000
Heritage Preservation 0 4,325,000 4,225,000
The following program supports all strategic outcomes within this organization.
Internal Services 0 1,899,746 1,344,776
Funds not allocated to the 2016–17 Program Alignment Architecture 33,370,395 0 0
Total 33,370,395 29,754,746 59,979,776

National Research Council of Canada

Raison d'être

The Minister of Innovation, Science and Economic Development is responsible for the National Research Council of Canada (NRC). The NRC bridges the innovation gap between early stage research and development (R&D) and commercialization, focusing on socio-economic benefits for Canada and increasing national performance in business-led R&D and innovation. A federal leader in technology development, NRC supports Canadian industry to enhance their innovation capabilities and capacity and become more productive in the development and deployment of innovative products, processes and services for markets of national priority and importance. With a presence in every province, NRC combines its strong national foundation with international linkages to help Canada grow in productivity and remain globally competitive. NRC works in collaboration with industry, governments and academia to maximize Canada's overall R&D investment.

Organizational Estimates

Figure 91. Organizational Estimates - Budgetary - National Research Council of Canada
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 198. Organizational Estimates (dollars) - National Research Council of Canada
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Operating expenditures 462,437,666 350,027,685 392,481,517 400,731,653
5 Capital expenditures 31,615,038 30,703,000 56,479,001 108,758,789
10 Grants and contributions 268,214,278 255,318,385 320,779,992 319,874,894
Total voted 762,266,982 636,049,070 769,740,510 829,365,336
Total Statutory 193,437,934 217,205,712 204,826,880 224,293,240
Total budgetary 955,704,916 853,254,782 974,567,390 1,053,658,576

Highlights

In 2016–17, NRC will continue to focus on responding to short and longer term industry needs, in alignment with the Government of Canada's Science, Innovation and Technology Strategy, to drive Canada's economic growth. To achieve this, NRC will generate demonstrable results for clients through market-driven research, technology development, innovation support services and access to scientific infrastructure while also enabling effective and efficient resource management for a sustainable and secure organization. For further information, please refer to NRC's Report on Plans and Priorities.

NRC's Main Estimates for 2016–17 includes budgetary expenditures of $1,053.7 million. Of this amount, $829.4 million requires approval by Parliament. The remaining $224.3 million represents statutory forecasts that do not require approval and are provided for information purposes.

Significant changes from 2015–16 Main Estimates to 2016–17 Main Estimates include:

  • An increase of $76.0 million related to the 2014 Federal Infrastructure Initiative;
  • An increase of $59.6 million to develop and deploy short and longer term industry-relevant research and technology solutions that will help the growth of innovative businesses in Canada;
  • An increase of $55.8 million for Canada's participation in the Construction and Commissioning of the International Thirty Meter Telescope Observatory;
  • An increase of $34.4 million related to TRIUMF (Canada's National Laboratory for Particle and Nuclear Physics);
  • A decrease of $15.0 million for the Youth Employment Strategy; and
  • A decrease of $10.0 million for the Business Innovation Access Program.

Expenditures by Strategic Outcome and Program

Table 199. Expenditures by Strategic Outcome and Program - Budgetary - National Research Council of Canada
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Canadian businesses prosper from innovative technologies.
Technology Development and Advancement 344,930,416 278,902,744 382,178,045
Industrial Research Assistance Program (IRAP) 271,824,267 293,359,644 269,541,644
R&D infrastructure for an innovative and knowledge-based economy.
Science Infrastructure and Measurement 106,451,583 77,443,974 167,739,242
The following program supports all strategic outcomes within this organization.
Internal Services 232,498,650 203,548,420 234,199,645
Total 955,704,916 853,254,782 1,053,658,576

Listing of the 2016–17 Transfer Payments

Table 200. Listing of the 2016–17 Transfer Payments - National Research Council of Canada
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Grants
International Affiliations 559,985 560,000 560,000
Contributions
Industrial Research Assistance Program – Contributions to Firms 160,459,185 160,626,500 158,214,000
Contributions to the International Astronomical Observatories Program 12,154,179 10,000,000 63,523,209
Contribution to TRIUMF (Canada's National Laboratory for Particle and Nuclear Physics) 45,000,000 19,277,000 53,672,800
Contributions for the Canada Accelerator and Incubator Program 10,623,035 20,595,885 24,445,885
Industrial Research Assistance Program – Contributions to Organizations 12,501,543 13,800,000 13,800,000
Industrial Research Assistance Program – Contributions to Youth Employment Strategy 18,139,209 20,000,000 5,000,000
Payment of an assessed contribution for the Bureau International des Poids et Mesures 607,985 659,000 659,000

Natural Resources

Raison d'être

The Minister of Natural Resources is responsible for this organization.

Natural Resources Canada (NRCan) works to improve the quality of life of Canadians by ensuring that our resource sector remains a source of jobs, prosperity, and opportunity within the context of a world that values sustainable practices and low carbon processes.

Organizational Estimates

Figure 92. Organizational Estimates - Budgetary - Natural Resources
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 201. Organizational Estimates (dollars) - Natural Resources
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Operating expenditures 784,743,421 654,814,321 914,662,985 450,234,684
5 Capital expenditures 18,127,756 14,700,394 54,407,391 53,318,447
10 Grants and contributions 352,641,128 306,608,750 306,908,751 292,249,050
Total voted 1,155,512,305 976,123,465 1,275,979,127 795,802,181
Total Statutory 893,906,482 1,238,353,246 1,239,195,853 796,716,572
Total budgetary 2,049,418,787 2,214,476,711 2,515,174,980 1,592,518,753

Highlights

NRCan has planned budgetary spending for fiscal year 2016–17 of $1.6 billion. Of this amount, $0.8 billion requires approval by Parliament. The remaining $0.8 billion represents statutory forecasts that do not require additional approval and are provided for information purposes.

The decrease in Main Estimates of $622.0 million (or 28.1%) from $2,214.5 million in 2015–16 to $1,592.5 million in 2016–17 is due to a net effect of $207.6 million in operating decreases, $38.6 million in capital increases, and $453.0 million in transfer payment decreases. Major factors contributing to the net decrease of $622.0 million include:

  • A net decrease of $438.6 million for the statutory Atlantic Offshore Accords;
  • A decrease of $139.6 million to implement the restructuring of Atomic Energy of Canada Limitedʼs nuclear laboratories;
  • A decrease of $99.3 million for the Clean Air Agenda;
  • A decrease of $27.3 million for the Port Hope Area Initiative;
  • A decrease of $21.8 million for the ecoENERGY for Biofuels – Producer Incentive;
  • A decrease of $13.6 million for the Wind Power Production Incentive program; and
  • A net decrease of $1.4 million on all other programs

The decreases are offset by:

  • An increase of $45.1 million for the rehabilitation, repair and modernization of NRCan's research and laboratory sites across Canada (Federal Infrastructure);
  • An increase of $40.2 million for Sustainable Development Technology Canada for the Sustainable Development Technology Fund;
  • An increase of $14.1 million for the Investments in Forest Industry Transformation;
  • An increase of $7.2 million for Enhancing National Earthquake Monitoring;
  • A net increase of $5.0 million for defining the outer limits of Canada's continental shelf in the Arctic ocean – Mapping of the North Pole;
  • An increase of $4.1 million for the renewal of the Targeted Geoscience Initiative; and
  • An increase of $3.9 million for the Major Project Management Office.

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

Expenditures by Strategic Outcome and Program

Table 202. Expenditures by Strategic Outcome and Program - Budgetary - Natural Resources
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Canada's natural resource sectors are globally competitive.
Statutory Programs – Atlantic Offshore 837,746,067 1,181,938,140 743,336,158
Innovation for New Products and Processes 71,707,214 83,438,001 96,074,981
Investment in Natural Resource Sectors 60,589,504 54,230,114 62,900,219
Market Access and Diversification 61,566,240 48,685,006 43,993,476
Natural resource sectors and consumers are environmentally responsible.
Energy-efficient Practices and Lower-carbon Energy Sources 291,745,439 253,978,461 183,336,817
Technology Innovation 151,832,220 126,472,078 115,838,434
Responsible Natural Resource Management 267,570,932 193,117,981 29,619,508
Canadians have information to manage their lands and natural resources, and are protected from related risks.
Landmass Information 78,469,116 71,155,143 75,092,662
Protection for Canadians and Natural Resources 65,692,439 58,672,639 57,808,743
The following program supports all strategic outcomes within this organization.
Internal Services 162,499,616 142,789,148 184,517,755
Total 2,049,418,787 2,214,476,711 1,592,518,753

Listing of the 2016–17 Transfer Payments

Table 203. Listing of the 2016–17 Transfer Payments - Natural Resources
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Grants
Grants in support of organizations associated with the research, development and promotion of activities that contribute to departmental objectives 1,644,017 1,628,000 1,628,000
Grants in support of the Geo-mapping for Energy and Minerals program 799,993 800,000 800,000
Grants in Support of the Targeted Geoscience Initiative 0 0 600,000
Contributions
Contributions in support of ecoENERGY for Renewable Power 128,067,145 137,939,000 137,939,000
Contribution to the Canada Foundation for Sustainable Development Technology for the Sustainable Development Technology Fund 0 6,000,000 46,172,380
Contribution in support of Investments in the Forest Industry Transformation Program 6,000,000 21,000,000 34,800,000
Contributions in support of ecoENERGY for Biofuels 93,942,654 47,110,000 25,120,000
Contributions in support of the Forest Innovation program 22,881,963 21,600,000 19,600,000
Contribution Program for expanding market opportunities 11,715,031 11,000,000 11,600,000
Wind Power Production Incentive Contribution Program 22,113,496 17,304,000 3,704,000
Contribution in support of the clean-up of the Gunnar uranium mining facilities 0 1,944,750 3,111,670
Renewal and Enhancement of Funding for the Forest Research Institute 2,368,000 2,368,000 2,368,000
Contributions in support of organizations associated with the research, development and promotion of activities that contribute to departmental objectives 2,996,509 1,209,000 1,498,000
Oil Spill Response Science Program 0 1,250,000 1,250,000
Contribution to the Aboriginal Forestry Initiative 314,966 1,000,000 1,000,000
Youth Employment Strategy 549,931 558,000 558,000
GeoConnections Program 738,697 500,000 500,000
Total Statutory 837,746,067 1,181,938,140 743,336,158

Natural Sciences and Engineering Research Council

Raison d'être

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

The Natural Sciences and Engineering Research Council of Canada (NSERC) is a key actor in making Canada a leading country of discovery and innovation. NSERC aims to maximize the value of public investments in research and development (R&D) and to advance the prosperity and quality of life of all Canadians. In today's highly competitive global economy, NSERC plays a key role in supporting Canada's innovation ecosystem. NSERC supports research that benefits all Canadians. By connecting this innovative research to industry through its partnership initiatives, NSERC also makes it easier for the private sector to collaborate with academia and access the wealth of resources Canada's first-rate academic system has to offer. NSERC develops the next generation of talented scientists and engineers through scholarships and research stipends, and increases the visibility of Canadian research.

Organizational Estimates

Figure 93. Organizational Estimates - Budgetary - Natural Sciences and Engineering Research Council
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 204. Organizational Estimates (dollars) - Natural Sciences and Engineering Research Council
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Operating expenditures 42,319,175 43,581,132 43,581,132 43,401,516
5 Grants 1,038,149,090 1,037,790,619 1,068,948,937 1,071,265,060
Total voted 1,080,468,265 1,081,371,751 1,112,530,069 1,114,666,576
Total Statutory 4,977,191 5,198,574 5,198,574 5,518,093
Total budgetary 1,085,445,456 1,086,570,325 1,117,728,643 1,120,184,669

Highlights

The 2016–17 Main Estimates include a number of adjustments in reference levels over the 2015–16 Main Estimates. The Natural Sciences and Engineering Research Council is estimating budgetary expenditures of $1.1 billion in 2016–17 which requires approval by Parliament. There is $5.5 million representing statutory forecasts that do not require additional approval and are provided for information purposes.

The variance between the 2016–17 Main Estimates and the 2015–16 Main Estimates demonstrates a net increase of $33.6 million or 3.1% in planned spending. The primary changes include:

  • An increase of $31.6 million for the Canada First Research Excellence Fund, a tri-agency initiative, to help institutions excel globally in research areas that create long-term economic advantages for Canada;
  • An increase of $6.0 million to support the Centres of Excellence for Commercialization and Research program, a tri-agency initiative, to create a more effective and efficient way to identify commercialization opportunities;
  • An increase of $0.3 million in statutory authority for the spending of revenues pursuant to subsection 4.2 of the Natural Sciences and Engineering Research Council Act;
  • A decrease of $2.7 million for the support of the Letʼs Talk Science Program due to a transfer to Industry Canada; and
  • A decrease of $1.6 million in various transfers to other government agencies to support programs such as Centre for Molecular and Materials Science and Business-Led Networks of Centres of Excellence.

More detailed information on the agency's spending plans can be found in the Report on Plans and Priorities.

Expenditures by Strategic Outcome and Program

Table 205. Expenditures by Strategic Outcome and Program - Budgetary - Natural Sciences and Engineering Research Council
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Canada is a world leader in advancing, connecting and applying new knowledge in the natural sciences and engineering.
Discovery: Advancement of Knowledge 417,812,704 403,233,837 435,524,044
Innovation: Research Partnerships 371,301,195 371,949,620 375,358,463
People: Research Talent 272,162,729 287,240,355 287,561,563
The following program supports all strategic outcomes within this organization.
Internal Services 24,168,828 24,146,513 21,740,599
Total 1,085,445,456 1,086,570,325 1,120,184,669

Listing of the 2016–17 Transfer Payments

Table 206. Listing of the 2016–17 Transfer Payments - Natural Sciences and Engineering Research Council
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Grants
Grants and Scholarships 863,030,198 860,364,486 856,488,686
Canada Graduate Scholarships 42,542,644 42,580,000 42,580,000
College and Community Innovation Program 40,525,238 40,705,157 40,673,157
Networks of Centres of Excellence 33,430,050 33,430,050 33,430,050
Canada First Research Excellence Fund 0 0 31,607,277
Canada Excellence Research Chairs 21,800,000 25,050,000 25,200,000
Centres of Excellence for Commercialization and Research 8,180,493 6,501,237 12,494,569
Vanier Canada Graduate Scholarships 8,107,501 8,350,000 8,350,000
Industrial R&D Internship Program 6,880,000 6,880,125 6,880,125
Business-Led Networks of Centres of Excellence 6,709,482 6,917,000 6,551,000
Industrial Research Chairs for Colleges 4,278,755 4,276,714 4,274,346
College-University Idea to Innovation 2,664,729 2,735,850 2,735,850

Northern Pipeline Agency

Raison d'être

The Northern Pipeline Agency (NPA) was established by the Northern Pipeline Act in 1978 and, in the context of the 1977 Agreement Between Canada and the United States of America on Principles Applicable to a Northern Natural Gas Pipeline. NPA has a mandate to carry out federal responsibilities in respect of the planning and construction of the Canadian portion of the Alaska Natural Gas Pipeline. The NPA plays a key role in supporting efficient and expeditious regulatory approval while ensuring environmental protection and social and economic benefits for Canada.

The Minister of Natural Resources is responsible for this organization.

Organizational Estimates

Figure 94. Organizational Estimates - Budgetary - Northern Pipeline Agency
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 207. Organizational Estimates (dollars) - Northern Pipeline Agency
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Program expenditures 478,845 701,215 701,215 701,095
Total voted 478,845 701,215 701,215 701,095
Total Statutory 37,465 49,560 49,560 50,740
Total budgetary 516,310 750,775 750,775 751,835

Highlights

The NPA is estimating budgetary expenditures of $752 thousand in 2016–17. Of this amount, $701 thousand requires approval by Parliament. The remaining $51 thousand represents statutory forecasts that do not require additional approval and are provided for information purposes.

Planned spending of $752 thousand in 2016–17 is constant with the planned spending of $751 thousand in 2015–16.

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

Expenditures by Strategic Outcome and Program

Table 208. Expenditures by Strategic Outcome and Program - Budgetary - Northern Pipeline Agency
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
The planning and construction of the Canadian portion of the Alaska Highway Gas Pipeline project is efficient and expeditious while ensuring environmental protection and social and economic benefits for Canadians.
Oversee and regulate the planning and construction of the Canadian portion of the Alaska Highway Natural Gas Pipeline Project. 516,310 750,775 751,835
Total 516,310 750,775 751,835

Listing of the 2016–17 Transfer Payments

Table 209. Listing of the 2016–17 Transfer Payments - Northern Pipeline Agency
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Contributions
Funding to conduct consultation activities, primarily with Aboriginal groups who could be affected by the Alaska Highway Gas Pipeline project 0 10,000 10,000

Office of Infrastructure of Canada

Raison d'être

The key to building Canada for the 21st century is a strategic and collaborative long-term infrastructure plan that builds cities and communities that are economically vibrant, strategically planned, sustainable and inclusive. Infrastructure Canada works in collaboration with all orders of government and other partners to enable investments in economic, social and environmental infrastructure as well as the infrastructure needed to increase trade and economic growth.

The Minister of Infrastructure and Communities is responsible for this organization.

Organizational Estimates

Figure 95. Organizational Estimates - Budgetary - Office of Infrastructure of Canada
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 210. Organizational Estimates (dollars) - Office of Infrastructure of Canada
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Operating expenditures 66,586,698 59,796,691 119,082,616 110,040,788
5 Capital expenditures 15,647,305 24,652,150 71,544,530 68,690,586
10 Contributions 1,035,252,790 1,569,894,628 1,569,894,628 1,612,886,500
Total voted 1,117,486,793 1,654,343,469 1,760,521,774 1,791,617,874
Total Statutory 1,978,395,320 1,978,919,279 1,978,919,279 2,077,891,383
Total budgetary 3,095,882,113 3,633,262,748 3,739,441,053 3,869,509,257

Highlights

Infrastructure Canada is estimating budgetary expenditures of $3.9 billion in 2016–17. Of this amount, approximately $1,791.6 million requires approval by Parliament. The remaining $2,077.9 million represents statutory forecasts that do not require additional approval and are provided for information purposes.

Infrastructure Canada will continue to make significant investments in communities across Canada, and to work with funding partners to implement new and existing programs; ensure the timely completion of projects; and provide stewardship and oversight as we process and pay thousands of claims for projects.

A net increase of $236.2 million in spending is mainly due to the following:

  • As per the 2013 Budget announcement for the New Building Canada Fund, an increase of $574.8 million is projected to reflect initial funding announced for programs under this Fund;
  • Increase of $44.0 million in capital expenditures, mainly related to the acquisition of lands for the Gordie Howe International Bridge;
  • Increase of $98.7 million under the Gas Tax Fund related to indexation;
  • Increase of $50.4 million in operating expenditures related to the design, construction, operation and maintenance of the New Bridge for the St. Lawrence; and
  • Decrease of $531.8 million under the legacy programs is based on recipients projected cash flow requirements for approved projects.

Expenditures by Strategic Outcome and Program

Table 211. Expenditures by Strategic Outcome and Program - Budgetary - Office of Infrastructure of Canada
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Public Infrastructure for a More Prosperous Canada.
Permanent and Flexible Infrastructure Funding 1,974,387,706 1,976,213,928 2,074,601,337
Large-Scale Infrastructure Investments 787,479,954 1,174,990,518 1,269,427,535
Investments in National Infrastructure Priorities 139,119,440 148,607,942 174,342,089
Infrastructure Investments in Small Communities and Rural Areas 92,993,364 171,319,905 131,922,508
Funding for Provincial-Territorial Priorities 25,078,120 91,061,247 97,380,082
New Bridge for the St. Lawrence Corridor Project 40,687,967 42,661,977 91,859,300
The following program supports all strategic outcomes within this organization.
Internal Services 36,135,562 28,407,231 29,976,406
Total 3,095,882,113 3,633,262,748 3,869,509,257

Listing of the 2016–17 Transfer Payments

Table 212. Listing of the 2016–17 Transfer Payments - Office of Infrastructure of Canada
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Contributions
Contributions under the Building Canada Fund Major Infrastructure Component 538,025,504 909,927,997 603,887,496
New Building Canada Fund – Provincial-Territorial Infrastructure Component – National and Regional Projects 11,066,545 114,480,000 523,420,000
New Building Canada Fund – National Infrastructure Component 0 15,000,000 135,900,000
Contributions under the Canada Strategic Infrastructure Fund 233,373,467 143,090,980 87,156,234
Contributions under the Building Canada Fund Communities Component 76,338,704 154,956,816 72,213,242
New Building Canada Fund – Provincial-Territorial Infrastructure Component – Small Communities Fund 0 12,720,000 57,630,000
Contributions under the Green Infrastructure Fund 36,862,072 50,784,093 19,311,935
Inuvik to Tuktoyaktuk Highway Program 79,275,000 51,375,000 14,250,000
Contributions under the Border Infrastructure Fund 20,863,226 21,874,942 1,885,793
Other Transfer Payments
Provincial-Territorial Infrastructure Base Funding Program 25,000,000 90,684,800 97,231,800
Total Statutory 1,973,269,432 1,973,269,432 2,071,932,904

Office of the Commissioner of Lobbying

Raison d'être

As an Agent of Parliament, the Commissioner of Lobbying of Canada reports directly to the House of Commons and the Senate.

The Office of the Commissioner of Lobbying (OCL) supports the Commissioner in administering and ensuring compliance with the Lobbying Act (the Act) and the Lobbyists' Code of Conduct (the Code). The Act and the Code contribute to the confidence of Canadians in the integrity of government decision-making, by ensuring lobbying activities are conducted in a transparent manner and according to the highest ethical standards.

For administrative purposes, the President of the Treasury Board is responsible for tabling in Parliament the OCL's Report on Plans and Priorities and Departmental Performance Report.

Organizational Estimates

Figure 96. Organizational Estimates - Budgetary - Office of the Commissioner of Lobbying
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 213. Organizational Estimates (dollars) - Office of the Commissioner of Lobbying
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Program expenditures 4,245,194 4,026,414 4,026,414 4,026,414
Total voted 4,245,194 4,026,414 4,026,414 4,026,414
Total Statutory 435,333 426,126 426,126 436,272
Total budgetary 4,680,527 4,452,540 4,452,540 4,462,686

Highlights

In 2016–17, the OCL will continue its investments to modernize the Lobbyists Registration System (LRS) application. Following the migration of the LRS platform to a new service provider, the OCL will conduct a review of the application's source code. New registration and search features will be developed to improve the user experience.

The OCL will continue to implement its IM/IT strategy with a view to migrating the rest of its IT infrastructure to the new service provider. This transfer would enable greater integration of OCL's systems and help streamline information management and business processes.

The OCL will complete evaluation work to assess the effectiveness of its Outreach and Education program. The evaluation will build on previous work that has set out the program logic and expected results, as well as plans for monitoring and evaluation. The OCL will also explore integrating social media in its outreach and education activities.

Following the implementation of the Case Management System, the OCL will continue to improve its compliance verification processes and its proactive approach to compliance across all programs. The objective is to bring together education, registration, IT and investigation expertise in order to develop and implement more strategic compliance efforts.

Expenditures by Strategic Outcome and Program

Table 214. Expenditures by Strategic Outcome and Program - Budgetary - Office of the Commissioner of Lobbying
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Transparency and accountability in the lobbying of public office holders contribute to confidence in the integrity of government decision-making.
Compliance and Enforcement 1,111,761 1,136,392 1,121,510
Registry of Lobbyists 950,575 1,029,060 1,025,250
Outreach and Education 722,255 694,327 772,854
The following program supports all strategic outcomes within this organization.
Internal Services 1,895,936 1,592,761 1,543,072
Total 4,680,527 4,452,540 4,462,686

Office of the Commissioner of Official Languages

Raison d'être

The mandate of the Commissioner of Official Languages is to oversee the full implementation of the Official Languages Act, protect the language rights of Canadians, and promote linguistic duality and bilingualism in Canada.

Section 56 of the Official Languages Act states: "It is the duty of the Commissioner to take all actions and measures within the authority of the Commissioner with a view to ensuring recognition of the status of each of the official languages and compliance with the spirit and intent of this Act in the administration of the affairs of federal institutions, including any of their activities relating to the advancement of English and French in Canadian society."

Under the Act, therefore, the Commissioner is required to take every measure within his power to ensure that the three main objectives of the Official Languages Act are met:

  • the equality of the status and use of English and French in Parliament, the Government of Canada, the federal administration and the institutions subject to the Act;
  • the development of official language communities in Canada; and
  • the advancement of the equality of English and French in Canadian society.

The Commissioner of Official Languages is appointed by commission under the Great Seal, after approval by resolution of the House of Commons and the Senate. The Commissioner of Official Languages, reports directly to Parliament.

The President of the Queen's Privy Council for Canada is responsible for tabling in Parliament the Office of the Commissioner of Official Languages' administrative reports, including the Report on Plans and Priorities and the Departmental Performance Report.

Organizational Estimates

Figure 97. Organizational Estimates - Budgetary - Office of the Commissioner of Official Languages
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 215. Organizational Estimates (dollars) - Office of the Commissioner of Official Languages
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Program expenditures 20,066,040 18,556,100 18,556,100 18,559,402
Total voted 20,066,040 18,556,100 18,556,100 18,559,402
Total Statutory 2,349,834 2,277,425 2,277,425 2,332,217
Total budgetary 22,415,874 20,833,525 20,833,525 20,891,619

Highlights

The Office of the Commissioner of Official Languages is estimating budgetary expenditures of $20.8 million for 2016–17. Of this amount, $18.6 million requires approval by Parliament. The remaining $2.3 million represents statutory authorities that do not require additional approval and are provided for information purposes.

The funding will be used to address the following priorities:

  • Optimize the impact of strategic official languages initiatives.
  • Ensure that the organization is managed effectively during the transition period.

Expenditures by Strategic Outcome and Program

Table 216. Expenditures by Strategic Outcome and Program - Budgetary - Office of the Commissioner of Official Languages
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Rights guaranteed by the Official Languages Act are protected and linguistic duality is promoted as a fundamental value of Canadian society.
Promotion of Linguistic Duality 7,007,231 6,902,349 6,971,568
Protection of Language Rights 7,134,848 6,959,977 6,967,574
The following program activity supports all strategic outcomes within this organization.
Internal Services 8,273,795 6,971,199 6,952,477
Total 22,415,874 20,833,525 20,891,619

Office of the Communications Security Establishment Commissioner

Raison d'être

The position of Communications Security Establishment Commissioner was created to review the activities of Communications Security Establishment (CSE) to determine whether it performs its duties and functions in accordance with the laws of Canada. This includes having due regard for the privacy of Canadians. The Commissioner's office exists to support the Commissioner in the effective discharge of his mandate. Additional information can be found in the Report on Plans and Priorities of the Office of the Communications Security Establishment Commissioner.

Under the Financial Administration Act, the Minister of National Defence is responsible for the Office of the Communications Security Establishment Commissioner.

Organizational Estimates

Figure 98. Organizational Estimates - Budgetary - Office of the Communications Security Establishment Commissioner
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 217. Organizational Estimates (dollars) - Office of the Communications Security Establishment Commissioner
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Program expenditures 1,868,188 1,850,071 1,850,071 1,940,071
Total voted 1,868,188 1,850,071 1,850,071 1,940,071
Total Statutory 175,372 180,996 180,996 185,306
Total budgetary 2,043,560 2,031,067 2,031,067 2,125,377

Highlights

The Office of the Communications Security Establishment Commissioner is estimating expenditures of $2.1 million in 2016–17. Of this amount, $1.9 million requires approval by Parliament. The remaining $0.2 million represents statutory forecasts that do not require additional approval and is provided for information purposes.

The planned expenditures have increased approximately $94,000 from the previous year. This is mostly due to funds reprofiled in 2012–13 from future yearsʼ reference levels for construction to expand the physical space of the office, including $90,000 from 2015–16. Reference levels in 2016–17 are therefore $90,000 higher than the previous year. The Office intends to continue to conduct rigorous reviews to determine that activities conducted by CSE under ministerial authorization are those authorized by the Minister of National Defence; to determine whether CSE complies with the law and only directs its activities at foreign entities located outside Canada; to assess the extent that, in all the activities CSE undertakes, it effectively applies satisfactory measures to protect the privacy of Canadians; and to report the results of these reviews to the Minister of National Defence, who is responsible for CSE.

Expenditures by Strategic Outcome and Program

Table 218. Expenditures by Strategic Outcome and Program - Budgetary - Office of the Communications Security Establishment Commissioner
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
The Communications Security Establishment performs its duties and functions in accordance with the laws of Canada and with due regard for the privacy of Canadians.
The Communications Security Establishment Commissionerʼs Review Program 1,216,653 1,549,695 1,620,000
The following program supports all strategic outcomes within this organization.
Internal Services 826,907 481,372 505,377
Total 2,043,560 2,031,067 2,125,377

Office of the Conflict of Interest and Ethics Commissioner

Raison d'être

The Conflict of Interest and Ethics Commissioner administers the Conflict of Interest Act (Act) and the Conflict of Interest Code for Members of the House of Commons (Code). These two regimes seek to ensure that public officials, whether appointed as public office holders or elected as Members, are not in a conflict of interest. The Act and the Code establish conflict of interest rules for public office holders and Members, and hold them to standards that place the public interest above their private interests when the two come into conflict. The Commissioner is also mandated to provide confidential advice to the Prime Minister about conflict of interest and ethics issues. Additional information can be found in the Commissionerʼs annual reports which are available on the website of the Office of the Conflict of Interest and Ethics Commissioner at http://www.ciec-ccie.gc.ca.

The Speaker of the House of Commons is the appropriate Minister for this organization.

Organizational Estimates

Figure 99. Organizational Estimates - Budgetary - Office of the Conflict of Interest and Ethics Commissioner
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 219. Organizational Estimates (dollars) - Office of the Conflict of Interest and Ethics Commissioner
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Program expenditures 5,607,761 6,178,280 6,178,280 6,178,280
Total voted 5,607,761 6,178,280 6,178,280 6,178,280
Total Statutory 669,451 773,946 773,946 792,373
Total budgetary 6,277,212 6,952,226 6,952,226 6,970,653

Highlights

The operating budget of the Office of the Conflict of Interest and Ethics Commissioner is used to support the delivery of the legislative mandate of the Commissioner. The main responsibilities of the Office consist of advising public office holders and Members on their obligations under the Act and the Code; receiving and reviewing confidential reports of assets, liabilities, income and activities of reporting public office holders and Members in order to advise on and establish appropriate compliance measures; maintaining confidential files of required disclosures; maintaining public registries of publicly declarable information; administering an administrative monetary penalty regime for failures to comply with certain reporting requirements; and conducting examinations and inquiries into alleged contraventions of the Act and the Code. A considerable portion of the budget is spent on salaries and shared internal services agreements.

More details on the operations of the Office can be found in the Commissioner's annual reports which are available on the organizationʼs website at http://www.ciec-ccie.gc.ca.

Expenditures by Strategic Outcome and Program

Table 220. Expenditures by Strategic Outcome and Program - Budgetary - Office of the Conflict of Interest and Ethics Commissioner
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
The public can feel confident that public office holders and MPs are meeting the requirements of the conflict of interest compliance measures.
Administration of the Conflict of Interest Act and the Conflict of Interest Code for Members of the House of Commons 3,934,745 4,842,213 4,784,816
The following program supports all strategic outcomes within this organization.
Internal Services 2,342,467 2,110,013 2,185,837
Total 6,277,212 6,952,226 6,970,653

Office of the Co-ordinator, Status of Women

Raison d'être

The Office of the Co-ordinator, Status of Women, known as Status of Women Canada (SWC), is a federal government agency that promotes equality between women and men in all aspects of Canadian life. The mandate of SWC is "to coordinate policy with respect to the status of women and administer related programs" (1976).

SWC is responsible for exercising leadership and working in partnership to promote and advance equality by: supporting community-based action and innovation that will lead to equality by helping to create conditions for success for women and girls in Canada; providing expert advice on gender equality and gender-based analysis in the development of effective programs, policies and legislation for all Canadians; promoting commemorative dates relating to women and girls in Canada; and supporting Canada's efforts to meet international obligations.

SWC works to promote and advance equality for women and girls, focusing its efforts in three areas: improving women's and girlsʼ economic security and prosperity; ending violence against women and girls; and supporting the advancement and increased representation of women and girls in leadership and decision-making roles.

While SWC focuses on these three areas, the agency is able to address specific issues such as engaging men and boys in ending violence, increasing womenʼs participation in skilled trades and technical professions or assisting women in rural and remote communities.

The Minister of Status of Women is responsible for this organisation.

Organizational Estimates

Figure 100. Organizational Estimates - Budgetary - Office of the Co-ordinator, Status of Women
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 221. Organizational Estimates (dollars) - Office of the Co-ordinator, Status of Women
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Operating expenditures 9,817,072 9,364,355 9,852,438 9,801,615
5 Grants and contributions 19,033,332 18,950,000 19,535,001 20,630,000
Total voted 28,850,404 28,314,355 29,387,439 30,431,615
Total Statutory 1,275,340 1,228,722 1,282,005 1,304,709
Total budgetary 30,125,744 29,543,077 30,669,444 31,736,324

Highlights

The Office of the Co-ordinator, Status of Women (SWC), is estimating budgetary expenditures of $31.7 million in 2016–17. Of this amount, $30.4 million must be approved by Parliament. The remaining $1.3 million represent statutory forecasts that do not require additional approval and are provided for information purposes.

SWC received additional funding of $2.2 million in fiscal year 2016–17 mainly due to:

  • An increase of $1.4 million under the five-year Action Plan to Address Family Violence and Violent Crimes against Aboriginal Women and Girls;
  • An increase of $0.7 million for a reprofile of funds from 2015–16 to 2016–17 related to the Women's Program Grants and Contribution; and
  • An increase of $0.1 million related to the Action Plan for Women Entrepreneurs.

Additional information will be available in the organizationʼs 2016–17 Report on Plans and Priorities, once tabled in the House of Commons.

Details on SWCʼs 2014–15 spending may be found in the organizationʼs 2014–15 Departmental Performance Report.

Expenditures by Strategic Outcome and Program

Table 222. Expenditures by Strategic Outcome and Program - Budgetary - Office of the Co-ordinator, Status of Women
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Equality between women and men is promoted and advanced in Canada.
Advancing Equality for Women 22,783,283 23,155,089 25,341,251
Strategic Advice, Expertise and Promotion of Gender Equality 2,004,692 2,142,013 2,144,659
The following program supports all strategic outcomes within this organization.
Internal Services 5,337,769 4,245,975 4,250,414
Total 30,125,744 29,543,077 31,736,324

Listing of the 2016–17 Transfer Payments

Table 223. Listing of the 2016–17 Transfer Payments - Office of the Co-ordinator, Status of Women
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Grants
Womenʼs Program – Grants to women's and other voluntary organizations for the purpose of furthering womenʼs participation in Canadian society 14,573,055 14,750,000 15,610,000
Contributions
Womenʼs Program – Contributions to women's and other voluntary organizations for the purpose of furthering womenʼs participation in Canadian society 4,460,277 4,200,000 5,020,000

Office of the Correctional Investigator

Raison d'être

As the ombudsman for federally sentenced offenders, the Office of the Correctional Investigator serves Canadians and contributes to safe, lawful and humane corrections through independent oversight of the Correctional Service of Canada by providing accessible, impartial and timely investigation of individual and systemic concerns.

While an independent organization, the Office of the Correctional Investigator is part of the Public Safety and Emergency Preparedness portfolio.

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

Organizational Estimates

Figure 101. Organizational Estimates - Budgetary - Office of the Correctional Investigator
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 224. Organizational Estimates (dollars) - Office of the Correctional Investigator
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Program expenditures 4,241,546 4,106,381 4,106,381 4,102,301
Total voted 4,241,546 4,106,381 4,106,381 4,102,301
Total Statutory 526,454 549,160 549,160 562,235
Total budgetary 4,768,000 4,655,541 4,655,541 4,664,536

Highlights

The Office of the Correctional Investigator is estimating budgetary expenditures of $4.7 million in 2016–17. Of this amount, approximately $4.1 million requires approval from Parliament. The remaining $562.2 thousand represents statutory forecasts that do not require additional approval and are provided for information purposes.

Historically, operating expenditures have been relatively stable as the organization's Main Estimates does not fluctuate significantly from year to year. The organization's investigative priorities in 2016–17 will include: access to health care; deaths in custody; conditions of confinement; Aboriginal corrections; access to programming and federally sentenced women.

Expenditures by Strategic Outcome and Program

Table 225. Expenditures by Strategic Outcome and Program - Budgetary - Office of the Correctional Investigator
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
The problems of offenders in the federal correctional system are identified and addressed in a timely fashion.
Ombudsman for federal offenders 3,687,215 3,682,952 3,629,089
The following program supports all strategic outcomes within this organization.
Internal Services 1,080,785 972,589 1,035,447
Total 4,768,000 4,655,541 4,664,536

Office of the Director of Public Prosecutions

Raison d'être

The Office of the Director of Public Prosecutions (ODPP) was created on December 12, 2006, with the coming into force of the Director of Public Prosecutions Act. The ODPP is an independent prosecution service mandated to prosecute offences that are under the jurisdiction of the Attorney General of Canada.

On October 1, 2014, pursuant to amendments to the Canada Elections Act, the Office of the Commissioner of Canada Elections (OCCE) was transferred from Elections Canada to the ODPP. The Commissioner of Canada Elections and the Director of Public Prosecutions exercise their statutory duties independently from each other while operating within the same organization. The Minister of Justice and Attorney General of Canada is responsible for this organization.

The ODPP has two strategic outcomes under its Program Alignment Architecture. The first is that criminal and regulatory offences under federal law are prosecuted in an independent, impartial and fair manner. The mandate of the ODPP includes:

  • providing legal advice to federal investigative agencies and government departments on the criminal law implications of investigations and prosecutions;
  • initiating and conducting federal prosecutions; and
  • intervening in matters that raise questions of public interest that may affect the conduct of prosecutions or related investigations.

The second strategic outcome is in respect of the work of the OCCE. It provides that compliance and enforcement activities under the Canada Elections Act and Referendum Act are conducted by the OCCE in a fair, impartial and independent manner. Activities related to this mandate include:

  • the use of non-punitive and informal corrective measures in response to certain situations of non-compliance and of formal measures for others, such as compliance agreements, injunctions, and applications for the judicial deregistration of a registered party; and
  • taking enforcement measures to respond to situations of non-compliance, including deciding which matters will be referred to the ODPP for possible prosecution and what charges will be recommended.

Additional information on the ODPP can be found in the Public Prosecution Service of Canadaʼs Report on Plans and Priorities.

Organizational Estimates

Figure 102. Organizational Estimates - Budgetary - Office of the Director of Public Prosecutions
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 226. Organizational Estimates (dollars) - Office of the Director of Public Prosecutions
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Program expenditures 155,987,275 149,298,354 161,270,384 163,791,495
Total voted 155,987,275 149,298,354 161,270,384 163,791,495
Total Statutory 19,259,475 21,419,841 22,065,106 21,873,962
Total budgetary 175,246,750 170,718,195 183,335,490 185,665,457

Highlights

The 2016–17 budgetary authorities amount to $185.7 million. Of this amount, $163.8 million is for program expenditures and

$21.9 million for statutory expenditures.

Of the statutory expenditures, $19.9 million is for employeesʼ benefit plans while $2 million is to ensure compliance and enforcement of the Canada Elections Act and the Referendum Act.

The 2016–17 Main Estimates (185.7 million) are $15 million higher than the 2015–16 Main Estimates ($170.7 million). This is due to:

  • An increase of $11 million to pay anticipated commissions to private collection agencies for the collection of federal fines;
  • An increase of $3.74 million in support of the Protecting Canadians from Online Crime Act and the expected ratification of the Council of Europe's Convention on Cybercrime (Budapest Convention);
  • An increase of $0.76 million in support of measures to implement the Canadian Victims Bill of Rights; and
  • A decrease for minor adjustments.

Expenditures by Strategic Outcome and Program

Table 227. Expenditures by Strategic Outcome and Program - Budgetary - Office of the Director of Public Prosecutions
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Criminal and regulatory offences under federal law are prosecuted in an independent, impartial and fair manner.
Drug, Criminal Code, and terrorism prosecution program 133,019,792 130,464,160 135,101,728
Regulatory offences and economic crime prosecution program 18,277,385 16,245,056 27,321,561
Compliance and enforcement activities under the Canada Elections Act and Referendum Act are conducted by the Commissioner of Canada Elections in an independent, impartial and fair manner.
Compliance 2,778,230 2,457,484 2,290,133
Enforcement 470,170 1,638,323 1,526,755
The following program supports all strategic outcomes within this organization.
Internal Services 20,701,173 19,913,172 19,425,280
Total 175,246,750 170,718,195 185,665,457

Office of the Public Sector Integrity Commissioner

Raison d'être

The Office of the Public Sector Integrity Commissioner of Canada (the Office) was set up to administer the Public Servants Disclosure Protection Act, which came into force in April 2007. The Office is mandated to establish a safe, independent, and confidential process for public servants and members of the public to disclose potential wrongdoing in the federal public sector. The Office also helps to protect public servants who have filed disclosures or participated in related investigations from reprisal.

The disclosure regime is an element of the framework which strengthens accountability and management oversight in government operations.

The Commissioner reports directly to Parliament, and the President of the Treasury Board is responsible for tabling the Report on Plans and Priorities and the Departmental Performance Report of the Office.

Organizational Estimates

Figure 103. Organizational Estimates - Budgetary - Office of the Public Sector Integrity Commissioner
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 228. Organizational Estimates (dollars) - Office of the Public Sector Integrity Commissioner
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Program expenditures 4,393,958 4,934,882 4,934,882 4,936,421
Total voted 4,393,958 4,934,882 4,934,882 4,936,421
Total Statutory 447,069 513,560 513,560 526,053
Total budgetary 4,841,027 5,448,442 5,448,442 5,462,474

Highlights

The Office of the Public Sector Integrity Commissioner of Canada is estimating budgetary expenditures of $5.5 million in 2016–17. Of this amount, $4.9 million requires approval by Parliament. The remaining $0.5 million represents statutory forecasts that do not require additional approval and are provided for information purposes. The 2016–17 level of expenditures is higher, $0.6 million, than the actual spending in 2014–15, and is on par with the 2015-16 Main Estimates. The main use of funds is to pay for salaries, benefits, and professional services which provide and support a disclosure and reprisal function that is timely, rigorous, independent and accessible. Further information on the use of funds can be found in the Report on Plans and Priorities.

Expenditures by Strategic Outcome and Program

Table 229. Expenditures by Strategic Outcome and Program - Budgetary - Office of the Public Sector Integrity Commissioner
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Wrongdoing in the federal public sector is addressed and public servants are protected in case of reprisal.
Disclosure and Reprisal Management Program 2,692,847 3,418,985 3,564,227
The following program supports all strategic outcomes within this organization.
Internal Services 2,148,180 2,029,457 1,898,247
Total 4,841,027 5,448,442 5,462,474

Listing of the 2016–17 Transfer Payments

Table 230. Listing of the 2016–17 Transfer Payments - Office of the Public Sector Integrity Commissioner
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Contributions
Contributions for access to legal advice under the Public Servants Disclosure Protection Act 40,638 40,000 40,000

Office of the Superintendent of Financial Institutions

Raison d'être

The Office of the Superintendent of Financial Institutions (OSFI) was established in 1987 by an Act of Parliament: the Office of the Superintendent of Financial Institutions Act. It is an independent agency of the Government of Canada and reports to Parliament through the Minister of Finance.

OSFI supervises and regulates all banks in Canada and all federally incorporated or registered trust and loan companies, insurance companies, cooperative credit associations, fraternal benefit societies and private pension plans. OSFI's mandate does not include consumer-related issues or the securities industry.

The Office of the Chief Actuary, which is an independent unit within OSFI, provides actuarial valuation and advisory services for the Canada Pension Plan, the Old Age Security program, the Canada Student Loans and Employment Insurance Programs and other public sector pension and benefit plans.

Organizational Estimates

Figure 104. Organizational Estimates - Budgetary - Office of the Superintendent of Financial Institutions
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 231. Organizational Estimates (dollars) - Office of the Superintendent of Financial Institutions
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Program expenditures 945,058 945,058 945,058 945,058
Total voted 945,058 945,058 945,058 945,058
Total Statutory 145,363,816 146,989,054 146,989,054 148,758,898
Total budgetary 146,308,874 147,934,112 147,934,112 149,703,956

Highlights

The Office of the Superintendent of Financial Institutions (OSFI) is estimating budgetary expenditures of $149.7 million in 2016–17. Of this amount, $0.9 million requires approval by Parliament. The remaining $148.8 million represents statutory forecasts that do not require additional approval and are provided for information purposes.

OSFI's $0.9 million appropriation is used to fund part of the activities of the Office of the Chief Actuary. All other expenditures are fully recovered through assessments and user fees billed on the accrual basis of accounting.

In 2016–17, OSFI will continue to focus on contributing to public confidence in the Canadian financial system. Specifically, OSFI will:

  • Advance a regulatory framework designed to control and manage risk;
  • Supervise federally regulated financial institutions and pension plans to determine whether they are in sound financial condition and meeting regulatory and supervisory requirements;
  • Promptly advise financial institutions and pension plans if there are material deficiencies, and take corrective measures or require that they be taken to expeditiously address the situation;
  • Monitor and evaluate system-wide or sectoral issues that may impact institutions negatively;
  • Act to protect the rights and interests of depositors, policyholders, financial institution creditors and pension plan beneficiaries while having due regard for the need to allow financial institutions to compete effectively and take reasonable risk;
  • Recognize that management, boards of directors and pension plan administrators are ultimately responsible for risk decisions and that financial institutions can fail and pension plans can experience financial difficulties resulting in the loss of benefits; and
  • Support the government's objective of contributing to public confidence in the Canadian financial system.

Please refer to OSFI's 2016–17 Report on Plans and Priorities for further details.

Expenditures by Strategic Outcome and Program

Table 232. Expenditures by Strategic Outcome and Program - Budgetary - Office of the Superintendent of Financial Institutions
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
A safe and sound Canadian financial system.
Regulation and Supervision of Federally Regulated Financial Institutions 79,674,770 78,956,478 80,602,151
Regulation and Supervision of Federally Regulated Private Pension Plans 3,944,690 4,105,818 4,178,274
A financially sound and sustainable Canadian public retirement income system.
Actuarial Valuation and Advisory Services 5,092,171 6,130,074 5,710,390
The following program supports all strategic outcomes within this organization.
Internal Services 57,597,243 58,741,742 59,213,141
Total 146,308,874 147,934,112 149,703,956

Offices of the Information and Privacy Commissioners of Canada

Raison d'être

Office of the Privacy Commissioner of Canada

As an Agent of Parliament, the Privacy Commissioner of Canada reports directly to the House of Commons and the Senate. The mandate of the Office of the Privacy Commissioner of Canada (OPC) is to oversee compliance with both the Privacy Act, which covers the personal information-handling practices of federal government departments and agencies, and the Personal Information Protection and Electronic Documents Act (PIPEDA), Canada's private-sector privacy law, along with some aspects of Canada's anti-spam law (CASL). The OPC's mission is to protect and promote the privacy rights of individuals.

Office of the Information Commissioner of Canada

The Information Commissioner of Canada reports directly to the House of Commons and the Senate. The Office of the Information Commissioner of Canada ensures that the rights conferred by the Access to Information Act are respected, which ultimately enhances transparency and accountability across the federal government.

For administrative purposes, the Minister of Justice is responsible for submitting these organizations' Reports on Plans and Priorities and Departmental Performance Reports.

Organizational Estimates

Figure 105. Organizational Estimates - Budgetary - Offices of the Information and Privacy Commissioners of Canada
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 233. Organizational Estimates (dollars) - Offices of the Information and Privacy Commissioners of Canada
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Office of the Information Commissioner of Canada – Program expenditures 10,487,222 9,927,361 9,927,361 9,927,361
5 Office of the Privacy Commissioner of Canada – Program expenditures 23,065,873 21,908,457 21,908,457 22,036,920
Total voted 33,553,095 31,835,818 31,835,818 31,964,281
Total Statutory 3,787,549 3,750,848 3,750,848 3,845,049
Total budgetary 37,340,644 35,586,666 35,586,666 35,809,330

Highlights

OFFICE OF THE PRIVACY COMMISSIONER OF CANADA

The Office of the Privacy Commissioner of Canada (OPC) is estimating budgetary expenditures of $24.5 million in 2016–17. Of this amount, $22.0 million requires approval by Parliament. The remaining $2.5 million represents statutory forecasts that do not require additional approval and are provided for information purposes.

The OPCʼs budgetary Main Estimates for 2016–17 are $24.5 million, an increase of $187 thousand from the previous year. The major factor contributing to the net increase is:

  • An increase of $125 thousand due to the end of term agreement of the transfer to Canadian Radio-television and Telecommunications Commission to assist with the establishment and lawful operation of the Spam Reporting Centre.

The OPC's funding in 2016–17 will be used to carry out OPC efforts and activities towards achieving the organization's single Strategic Outcome, the privacy rights of individuals be protected and also the Office priorities for 2016–17:

  • Advance the OPC privacy priorities;
  • Enhance organizational capacity and agility; and,
  • Enhance strategic partnership and collaboration opportunities.

OFFICE OF THE INFORMATION COMMISSIONER OF CANADA

The Office of the Information Commissioner of Canada (OIC) is estimating budgetary expenditures of $11.3 million in 2016–17. Of this amount, $9.9 million requires approval by Parliament. The remaining $1.4 million represents statutory forecasts that do not require additional approval and are provided for information purposes.

The OIC's budgetary Main Estimates for 2016–17 are $11.3 million, an increase of $31.7 thousand from the previous year. This increase represents the adjustment to the employee benefit plans.

In 2016–17, the funding will be used first and foremost to carry out efficient, fair and confidential investigations of complaints and issues of concern on how federal institutions handle access to information requests from the public. Other activities will be conducted in support of the Commissioner's advisory role to Parliament on all access to information matters. Where required, the OIC staff will also assist the Commissioner in bringing issues of interpretation and enforcement of the Act before the courts.

Expenditures by Strategic Outcome and Program

Table 234. Expenditures by Strategic Outcome and Program - Budgetary - Offices of the Information and Privacy Commissioners of Canada
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
The privacy rights of individuals are protected.
Compliance Activities 12,031,143 11,675,374 11,406,623
Research and Policy Development 3,040,117 3,835,821 3,381,673
Public Outreach 2,508,474 3,097,548 2,401,395
Rights under the Access to Information Act are safeguarded.
Compliance with access to information obligations 9,152,469 8,669,716 8,694,136
The following program supports all strategic outcomes within this organization.
Internal Services – Office of the Privacy Commissioner 7,990,102 5,718,551 7,328,553
Internal Services – Office of the Information Commissioner 2,618,339 2,589,656 2,596,950
Total 37,340,644 35,586,666 35,809,330

Listing of the 2016–17 Transfer Payments

Table 235. Listing of the 2016–17 Transfer Payments - Offices of the Information and Privacy Commissioners of Canada
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Contributions
The Personal Information Protection and Electronic Documents Act Contribution Program 481,584 500,000 500,000

Parks Canada Agency

Raison d'être

The Minister of Environment and Climate Change is responsible for the Parks Canada Agency. Parks Canada protects and presents nationally significant examples of Canada's natural and cultural heritage, and fosters public understanding, appreciation and enjoyment in ways that ensure the ecological and commemorative integrity of these places for present and future generations. Canadaʼs national urban park, national parks, national historic sites, heritage canals and national marine conservation areas, of which Parks Canada is the proud steward, offer Canadians opportunities to visit, experience and personally connect with these heritage places. In carrying out its responsibilities, Parks Canada works in collaboration with a number of partners, including Aboriginal peoples, stakeholders and neighbouring communities.

Organizational Estimates

Figure 106. Organizational Estimates - Budgetary - Parks Canada Agency
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 236. Organizational Estimates (dollars) - Parks Canada Agency
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Program expenditures 553,060,657 571,135,767 924,108,146 997,202,390
5 Payments to the New Parks and Historic Sites Account 3,500,000 500,000 500,000 500,000
Total voted 556,560,657 571,635,767 924,608,146 997,702,390
Total Statutory 165,239,203 165,637,236 170,472,078 175,835,911
Total budgetary 721,799,860 737,273,003 1,095,080,224 1,173,538,301

Highlights

With authorities of $1,173.5 million anticipated through the 2016–17 Main Estimates, Parks Canada Agency will continue to present, protect and manage Canada's national urban park, national parks, national historic sites, heritage canals and national marine conservation areas for the benefit and enjoyment of Canadians. Parks Canada Agency's total authorities for 2016–17 have a net increase of

$436.2 million from the previous year's Main Estimates.

This increase is primarily due to funding received to address the backlog of deferred work to heritage, visitor experience, waterway and highway assets located within national historic sites, national parks & national marine conservation areas across Canada.

For more information, details on the Agency's priorities will be made available in its 2016–17 Report on Plans and Priorities.

Expenditures by Strategic Outcome and Program

Table 237. Expenditures by Strategic Outcome and Program - Budgetary - Parks Canada Agency
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Canadians have a strong sense of connection to their national parks, national historic sites, heritage canals, and national marine conservation areas and these protected places are experienced in ways that leave them unimpaired for the enjoyment of present and future generations.
Visitor Experience 291,314,470 234,733,102 479,851,370
Heritage Canals, Highways and Townsites Management 136,302,253 191,344,084 306,781,950
Heritage Places Conservation 137,267,951 157,901,824 185,944,344
Heritage Places Promotion and Public Support 42,872,689 37,259,692 45,187,665
Heritage Places Establishment 21,199,396 27,582,536 18,281,238
The following program supports all strategic outcomes within this organization.
Internal Services 92,843,101 88,451,765 137,491,734
Total 721,799,860 737,273,003 1,173,538,301

Listing of the 2016–17 Transfer Payments

Table 238. Listing of the 2016–17 Transfer Payments - Parks Canada Agency
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Grants
Funding to Support the Trans Canada Trail Foundation's Fundraising Campaign 5,520,495 6,250,000 5,800,000
Grant to the International Peace Garden 22,700 22,700 22,700
Contributions
Contributions in support of activities or projects related to national parks, national marine conservation areas, national historic sites and historic canals 5,574,023 3,708,175 3,777,924
Contributions in support of the National Historic Sites Cost-Sharing Program 915,289 0 1,000,000

Parliamentary Protective Service

Raison d'être

Established under the Parliament of Canada Act, the Parliamentary Protective Service (PPS) is a separate parliamentary entity which is responsible for all physical security matters throughout the parliamentary precinct and Parliament Hill. The PPS exercises its duties and functions in a manner that is consistent with the powers, privileges, rights and immunities of the Senate and the House of Commons and their Members. The Speaker of the Senate and the Speaker of the House of Commons are, as the custodians of powers, privileges, rights and immunities of their respective Houses and of the Members of those Houses, responsible for the PPS.

The Speakers and the Minister of Public Safety and Emergency Preparedness entered into an arrangement to have the RCMP provide physical security services throughout the parliamentary precinct and Parliament Hill. The PPS is under the control and management of its Director, who is a member of the RCMP

Organizational Estimates

Figure 107. Organizational Estimates - Budgetary - Parliamentary Protective Service
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 239. Organizational Estimates (dollars) - Parliamentary Protective Service
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Program expenditures 0 0 19,999,086 56,313,707
Total voted 0 0 19,999,086 56,313,707
Total Statutory 0 0 573,732 5,801,403
Total budgetary 0 0 20,572,818 62,115,110

Highlights

The Parliamentary Protective Service was created on June 23, 2015, under the Parliament of Canada Act.

The Parliamentary Protective Service is estimating budgetary expenditures of $62.1 million in 2016–17. Of this amount, $56.3 million requires approval by Parliament. The remaining $5.8 million represents statutory forecasts that do not require additional approval and are provided for information purposes

Expenditures by Strategic Outcome and Program

Table 240. Expenditures by Strategic Outcome and Program - Budgetary - Parliamentary Protective Service
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Physical security of Parliamentarians, employees, visitors, the premises or parts of premises that form part of the parliamentary Precinct and any assets located within or events that take place therein, and of Parliament Hill.
Physical Security 0 0 62,115,110
Total 0 0 62,115,110

Parole Board of Canada

Raison d'être

The Parole Board of Canada (the Board) is an agency within the Public Safety and Emergency Preparedness Portfolio.

The Board is an independent administrative tribunal that has exclusive jurisdiction and absolute discretion under the Corrections and Conditional Release Act (CCRA) to grant, cancel, terminate or revoke day parole, full parole, and authorize or approve temporary absences. The Board can, on referral, also terminate or revoke the statutory release.

The Board has exclusive jurisdiction and absolute discretion to order, refuse to order or revoke a record suspension under the Criminal Records Act. In addition, the Board is authorized to modify or remove driving prohibitions under Section 109 and to investigate Royal Prerogative of Mercy requests under Section 110 of the CCRA. The Board also provides recommendations on clemency to the Minister of Public Safety and Emergency Preparedness.

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

Organizational Estimates

Figure 108. Organizational Estimates - Budgetary - Parole Board of Canada
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 241. Organizational Estimates (dollars) - Parole Board of Canada
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Program expenditures 43,796,720 40,021,838 40,934,904 40,671,103
Total voted 43,796,720 40,021,838 40,934,904 40,671,103
Total Statutory 6,325,676 5,893,912 6,025,387 6,118,853
Total budgetary 50,122,396 45,915,750 46,960,291 46,789,956

Highlights

The Board is estimating expenditures of $46.8 million in 2016–17. Of this amount, $40.7 million requires approval by Parliament. The remaining $6.1 million represents statutory forecasts that do not require additional approval and are provided for information purposes.

In total, the Board is estimating a net increase of $0.9 million, or 1.9% from previous Main Estimates.

  • An increase of $0.7 million related to funds received for Escorted Temporary Absences;
  • An increase of $0.1 million related to funds received for The Canadian Victims Bill of Rights; and
  • An increase of $0.1 million related to the Employee Benefit Plan.

Expenditures by Strategic Outcome and Program

Table 242. Expenditures by Strategic Outcome and Program - Budgetary - Parole Board of Canada
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Conditional release and record suspension decisions and decision processes that safeguard Canadian communities.
Conditional Release Decisions 37,027,793 33,532,213 34,534,060
Conditional Release Openness and Accountability 5,728,180 4,942,242 4,730,594
Record Suspension Decisions/Clemency Recommendations 2,317,620 539,078 551,914
The following program supports all strategic outcomes within this organization.
Internal Services 5,048,803 6,902,217 6,973,388
Total 50,122,396 45,915,750 46,789,956

Patented Medicine Prices Review Board

Raison d'être

The Patented Medicine Prices Review Board (PMPRB) is an independent, quasi-judicial body created by Parliament in 1987. Its mandate is two-fold:

  • Regulatory – to ensure that prices charged by patentees for patented medicines sold in Canada are not excessive; and
  • Reporting – to report on pharmaceutical trends of all medicines and on R&D spending by pharmaceutical patentees.

In carrying out its mandate, the PMPRB ensures that Canadians are protected from excessive prices for patented medicines sold in Canada and that stakeholders are informed on pharmaceutical trends.

The Minister of Health is responsible for this organization.

Organizational Estimates

Figure 109. Organizational Estimates - Budgetary - Patented Medicine Prices Review Board
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 243. Organizational Estimates (dollars) - Patented Medicine Prices Review Board
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Program expenditures 7,089,582 9,947,595 9,947,595 9,943,258
Total voted 7,089,582 9,947,595 9,947,595 9,943,258
Total Statutory 840,698 997,586 997,586 1,021,850
Total budgetary 7,930,280 10,945,181 10,945,181 10,965,108

Highlights

The PMPRB is estimating budgetary expenditures of $10.9 million in 2016–17. Of this amount, $9.9 million requires approval by Parliament. The remaining $1.0 million represents statutory forecasts that do not require further approval and is provided for information purposes.

The Main Estimates for the PMPRB are $10.9 million, approximately the same amount as the 2015–16 Main Estimates.

Detailed information on the PMPRB authority, mandate and program activities can be found in the PMPRB's Report on Plans and Priorities.

Expenditures by Strategic Outcome and Program

Table 244. Expenditures by Strategic Outcome and Program - Budgetary - Patented Medicine Prices Review Board
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Canadians are protected from excessive prices for patented medicines sold in Canada and stakeholders are informed on pharmaceutical trends.
Patented Medicine Prices Regulation Program 3,543,891 6,834,096 6,646,758
Pharmaceutical Trends Program 1,301,871 1,506,994 1,704,508
The following program supports all strategic outcomes within this organization.
Internal Services 3,084,518 2,604,091 2,613,842
Total 7,930,280 10,945,181 10,965,108

PPP Canada Inc.

Raison d'être

PPP Canada is a Crown Corporation established in 2008 to support the development of public-private partnerships (P3). The Minister of Finance is responsible for this organization.

P3s are an alternative method for procuring large and complex public infrastructure projects. They offer three major benefits, which are better costs and delay controls, optimization of risk and resources, and innovation. P3 contracts are typically long-term engagements that use specific financial structures to leverage performance and innovation from the private sector and divest the taxpayer of risks associated with the design, construction, maintenance and operation of the infrastructure. PPP Canada acts as a leading source on P3 matters through knowledge development and sharing. In addition, the Corporation provides expertise and advice in assessing and executing P3 opportunities at the federal level as well as leveraging greater value for money from federal investments in provincial, territorial, municipal and First Nations infrastructure through the P3 Canada Fund.

Organizational Estimates

Figure 110. Organizational Estimates - Budgetary - PPP Canada Inc.
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 245. Organizational Estimates (dollars) - PPP Canada Inc.
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Payments to PPP Canada Inc. for operations and program delivery 11,800,000 11,800,000 11,800,000 11,800,000
5 Payments to PPP Canada Inc. for P3 Canada Fund investments 197,700,000 219,400,000 219,400,000 267,700,000
Total voted 209,500,000 231,200,000 231,200,000 279,500,000
Total budgetary 209,500,000 231,200,000 231,200,000 279,500,000

Highlights

PPP Canada is presenting $279.5 million of budgetary expenditures in the 2016–17 Main Estimates which require approval by Parliament.

The $11.8 million in operating funds will continue to support internal expertise and increased knowledge of PPP Canada staff through the development of relevant tools and studies; to support efforts in providing advice on the execution of projects for the federal government including the development and production of a suite of federal guidance tools; support activities related to the P3 Canada Fund including outreach and awareness activities; and support day-to-day operations including pay and benefits and office space/equipment.

The $267.7 million in program funding for the P3 Canada Fund will continue to focus on supporting innovative P3 projects that deliver value for money for all Canadians and develop the Canadian P3 market and will focus, in particular, on jurisdictions inexperienced with P3 procurement and in sectors such as roads, bridges, public transit, and water/wastewater treatment. To date, the P3 Canada Fund has made more than $1.3 billion in investments to projects across the country, leveraging more than $800 million in savings to taxpayers.

Expenditures by Strategic Outcome and Program

Table 246. Expenditures by Strategic Outcome and Program - Budgetary - PPP Canada Inc.
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Transform Canada into a leader for public-private partnerships (P3).
Federal Public-Private Partnership Initiatives 0 231,200,000 279,500,000
Funds not allocated to the 2016–17 Program Alignment Architecture 209,500,000 0 0
Total 209,500,000 231,200,000 279,500,000

Privy Council

Raison d'être

The mandate of the Privy Council Office (PCO) is to serve Canada and Canadians by providing professional, non-partisan advice and support to the Prime Minister, the ministers within the Prime Minister's portfolio and Cabinet. The Prime Minister is responsible for this organization.

PCO supports the development of the Government of Canada's policy and legislative agendas, coordinates responses to issues facing the Government and the country, and supports the effective operation of Cabinet. PCO is led by the Clerk of the Privy Council. In addition to serving as the Deputy Head for PCO, the Clerk also acts as Secretary to the Cabinet and the Head of the Public Service.

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

Organizational Estimates

Figure 111. Organizational Estimates - Budgetary - Privy Council
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 247. Organizational Estimates (dollars) - Privy Council
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Program expenditures 109,734,217 104,454,216 108,098,292 105,746,416
Total voted 109,734,217 104,454,216 108,098,292 105,746,416
Total Statutory 13,459,438 14,379,063 14,913,441 14,937,964
Total budgetary 123,193,655 118,833,279 123,011,733 120,684,380

Highlights

The Privy Council Office is estimating budgetary expenditures of $120.7 million in 2016–17. Of this amount, $105.8 million requires approval by Parliament. The remaining $14.9 million represents statutory authorities that do not require additional approval and are provided for information purposes.

When comparing the 2016–17 Main Estimates to those of the 2015–16 fiscal year, there is an increase in spending of $1.9 million. This increase is mainly due to the following:

  • An increase of $1.1 million in funding for the continued implementation of Canada's Migrant Smuggling Prevention Strategy, for PCO's activities related to the continuation and advancement of the Border Implementation Team in support of the Beyond the Border Action Plan and a small increase for the Central Innovation Hub;
  • An increase of $0.6 million in funding to modernize the Prime Minister's digital presence;
  • An increase of $0.5 million related to employee benefits plans;
  • An increase of $0.1 million for the salary and motor car allowance for the Minister of Democratic Institutions; and
  • A decrease of $0.4 million in funding for the implementation of various government-wide initiatives, including the continued consolidation of pay services, the implementation of the Canada School of Public Service's new business model and the 2016 Census of Population.

Expenditures by Strategic Outcome and Program

Table 248. Expenditures by Strategic Outcome and Program - Budgetary - Privy Council
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
The Government's agenda and decision making are supported and implemented and the institutions of government are supported and maintained.
Advice and support to the Prime Minister and portfolio ministers 63,488,309 63,821,864 64,933,100
Advice and support to Cabinet and Cabinet committees 13,636,584 13,921,562 13,876,838
Public Service leadership and direction 2,748,542 4,408,311 4,674,197
Commissions of inquiry 0 0 0
The following program supports all strategic outcomes within this organization.
Internal Services 43,320,220 36,681,542 37,200,245
Total 123,193,655 118,833,279 120,684,380

Public Health Agency of Canada

Raison d'être

The Minister of Health is responsible for this organization.

Public health involves the organized efforts of society to keep people healthy and to prevent injury, illness and premature death. The Public Health Agency of Canada (the Agency) has put in place programs, services and policies that protect and promote the health of all Canadians which form part of "public health". In Canada, public health is a responsibility that is shared by all three levels of government in collaboration with the private sector, non-governmental organizations, health professionals and the public.

In September 2004, the Agency was created within the federal Health Portfolio to deliver on the Government of Canada's commitment to increase its focus on public health in order to help protect and improve the health and safety of all Canadians and to contribute to strengthening public health capacities across Canada.

Organizational Estimates

Figure 112. Organizational Estimates - Budgetary - Public Health Agency of Canada
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 249. Organizational Estimates (dollars) - Public Health Agency of Canada
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Operating expenditures 338,703,770 317,729,513 321,735,054 333,171,729
5 Capital expenditures 6,920,341 5,705,314 8,005,315 5,853,695
10 Grants and contributions 249,625,473 199,999,484 206,999,484 206,779,000
Total voted 595,249,584 523,434,311 536,739,853 545,804,424
Total Statutory 41,719,601 43,718,110 44,072,242 43,933,378
Total budgetary 636,969,185 567,152,421 580,812,095 589,737,802

Highlights

The Public Health Agency of Canada is estimating budgetary expenditures of $589.7 million in 2016–17 which represents an increase of $22.6 million from the 2015–16 Main Estimates of $567.2 million. Main factors contributing to the net increase include :

  • An increase of $14.1 million in funding to acquire medical countermeasures for smallpox and anthrax preparedness;
  • An increase of $10.5 million in reprofiled funds from 2015-2016 for ebola preparedness and response initiatives to protect Canadians at home and abroad;
  • An increase of $6.0 million for the establishment of the Canadian Centre for Aging for Brain Health Innovation; and
  • An increase of $4.9 million in funding for Aboriginal Head Start Urban and Northern Communities

This increase was mainly offset by:

  • A decrease of $5.0 million in sunset of funding for ebola preparedness and response initiatives to protect Canadians at home and abroad;
  • A decrease of $4.4 million in sunset of funding for the Government of Canadaʼs provision of essential federal services to the Toronto 2015 Pan American and Parapan American Games; and
  • A decrease of $2.1 million in sunset of funding for the installation of automated external defibrillators and associated training in recreational hockey arenas across Canada.

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

Expenditures by Strategic Outcome and Program

Table 250. Expenditures by Strategic Outcome and Program - Budgetary - Public Health Agency of Canada
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Protecting Canadians and empowering them to improve their health.
Health Promotion and Disease Prevention 351,381,857 297,110,496 300,679,998
Public Health Infrastructure 124,806,312 114,621,598 115,963,044
Health Security 61,983,921 59,776,240 77,462,190
The following program supports all strategic outcomes within this organization.
Internal Services 98,797,095 95,644,087 95,632,570
Total 636,969,185 567,152,421 589,737,802

Listing of the 2016–17 Transfer Payments

Table 251. Listing of the 2016–17 Transfer Payments - Public Health Agency of Canada
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Grants
Grants to individuals and organizations in support of health promotion projects in the areas of building community capacity, stimulating knowledge development and dissemination, and partnership building/intersectoral collaboration 524,866 18,894,000 18,894,000
Grant to eligible non-profit international organizations in support of their projects or programs on health 2,183,882 2,530,000 3,030,000
Grants to individuals and organizations in support of public health infrastructure 0 1,484,000 1,484,000
Grants to graduate students, post-graduate students and Canadian post–secondary institutions to increase professional capacity and training levels in order to build an effective public health sector 0 240,000 240,000
Contributions
Contributions to non-profit organizations to support, on a long-term basis, the development and provision of preventative and early intervention services aimed at addressing the health and developmental problems experienced by young children at risk in Canada 81,921,533 82,088,000 82,088,000
Contributions to individuals and organizations to support health promotion projects in the areas of building community capacity, stimulating knowledge development and dissemination, and partnership building/intersectoral collaboration 40,956,432 33,724,242 37,624,242
Contributions to incorporated local or regional non-profit Aboriginal organizations and institutions for the purpose of developing early intervention programs for Aboriginal pre-school children and their families 32,994,509 29,134,000 32,134,000
Contributions in support of the Federal Initiative on HIV/AIDS 22,708,436 15,631,758 15,631,758
Assessed contribution to the Pan-American Health Organization (PAHO) 14,334,724 12,500,000 12,500,000
Contributions to Canadian Blood Services and/or other designated transfusion/transplantation centres to support adverse event surveillance activities 1,864,732 2,190,000 2,190,000
Contributions to non-government organizations, corporations, other levels of government, post-secondary institutions and individuals to support development and creation of public health workforce development products and tools 1,215,700 963,000 963,000

Public Safety and Emergency Preparedness

Raison d'être

The Department of Public Safety and Emergency Preparedness (PSEP) plays a key role in discharging the Government's fundamental responsibility for the safety and security of its citizens. The Minister of PSEP is responsible for the Department. Legislation governing the Department sets out three essential roles: (i) support the Minister's responsibility for all matters related to public safety and emergency management not assigned to another federal organization; (ii) exercise leadership at the national level for national security and emergency preparedness; and (iii) support the Minister's responsibility for the coordination of Public Safety's Portfolio entities and for setting their strategic priorities.

The Department provides strategic policy advice and support to the Minister of PSEP on a range of issues including: national security, border strategies, countering crime, emergency management and interoperability. The Department also delivers a number of grant and contribution programs related to emergency management, national security and community safety.

Organizational Estimates

Figure 113. Organizational Estimates - Budgetary - Public Safety and Emergency Preparedness
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 252. Organizational Estimates (dollars) - Public Safety and Emergency Preparedness
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Operating expenditures 122,382,753 113,188,545 117,751,513 128,080,019
5 Grants and contributions 539,389,043 1,022,476,287 1,002,366,172 952,867,801
Total voted 661,771,796 1,135,664,832 1,120,117,685 1,080,947,820
Total Statutory 13,690,990 14,771,419 15,034,348 16,010,588
Total budgetary 675,462,786 1,150,436,251 1,135,152,033 1,096,958,408

Highlights

PSEP is estimating budgetary expenditures of $1,097.0 million in 2016–17 which includes $16.0 million in statutory forecasts.

There is a net spending decrease of $53.5 million or 4.6% from previous Main Estimates.

Major factors contributing to the net decrease of $53.5 million include a decrease of:

  • $158.6 million for non-discretionary requirements to address existing and future obligations under the Disaster Financial Assistance Arrangements program.

This decrease is offset by the following increases:

  • $38.3 million for financial assistance to the Province of Quebec for decontamination costs following the train derailment and explosion in Lac-Mégantic, Quebec;
  • $37.0 million for the National Disaster Mitigation Program, aimed at reducing the impacts of natural disasters on Canadians;
  • $10.3 million associated with investments in search and rescue prevention and coordination initiatives across Canada;
  • $8.4 million to advance Phase II of Canada's Cyber Security Strategy, which will introduce actions to secure cyber systems outside of the Government of Canada;
  • $6.9 million for renewal of funding for contribution agreements with the provinces of Ontario and Quebec to support the Biology Casework Analysis;
  • $2.0 million for the establishment of the Nation's Capital Extraordinary Policing Costs Contribution Program, which will reimburse the City of Ottawa;
  • $1.2 million for statutory items; and
  • $1.1 million for the First Nations Policing Program, the majority of which is to maintain funding for policing agreements with First Nation and Inuit communities.
National Security
PSEP will continue to advance key national security policy issues such as advancing counter-radicalization and counter-terrorism efforts, as well as lead the cyber security and cybercrime agendas including the protection of Canada's critical infrastructure from cyber threats. The Department will ensure that balanced measures are in place to protect Canadians.
Border Strategies
PSEP will continue to work with the U.S. and partners to ensure the legitimate flow of trade and travel, while continuing to modernize and strengthen our approach to border management and critical and interconnected infrastructure.
Countering Crime
PSEP will continue to improve the efficiency and effectiveness of crime prevention, policing and corrections, with a focus on at-risk and vulnerable populations, and improve community safety. The Department will also continue to advance the crime and safety agenda to combat human trafficking and child sexual exploitation, illicit drugs, contraband tobacco, First Nations organized crime, as well as economic and financial crime.
Emergency Management
PSEP will continue to lead the modernization of emergency management by strengthening community resilience and working to reduce vulnerability to future emergencies. The Department will invest in research and innovation and continue to collaborate with key stakeholders through the National Disaster Mitigation Program, and by providing support, as needed, through the Disaster Financial Assistance Arrangements.
Internal Services
PSEP will continue to ensure sound stewardship of public funds, and focus efforts on its leadership and departmental culture transformation.

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

Expenditures by Strategic Outcome and Program

Table 253. Expenditures by Strategic Outcome and Program - Budgetary - Public Safety and Emergency Preparedness
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
A safe and resilient Canada.
Emergency Management 440,187,278 874,644,725 801,835,100
Countering Crime 153,901,164 197,065,838 210,453,512
National Security 25,639,736 24,927,394 30,655,523
Border Strategies 4,342,209 4,211,070 3,730,870
The following program supports all strategic outcomes within this organization.
Internal Services 51,392,399 49,587,224 50,283,403
Total 675,462,786 1,150,436,251 1,096,958,408

Listing of the 2016–17 Transfer Payments

Table 254. Listing of the 2016–17 Transfer Payments - Public Safety and Emergency Preparedness
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Grants
Other National Voluntary Organizations active in the criminal justice sector 1,796,143 1,796,144 1,796,144
Grants in support of the Safer Communities Initiative 336,603 1,960,000 1,758,500
Grants to provincial partners for the National Flagging System to identify and track high-risk violent offenders who jeopardize public safety 499,913 500,000 500,000
Grant to the city of Moncton, New Brunswick, in support of the establishment of a permanent commemorative memorial for three fallen Royal Canadian Mounted Police officers 0 0 201,500
Cyber Security Cooperation Program 150,000 150,000 150,000
Contributions
Contributions to the provinces for assistance related to natural disasters 305,271,755 848,385,000 689,825,000
Payments to the provinces, territories, municipalities, Indian band councils and recognized authorities representing Indians on reserve, Indian communities on Crown land and Inuit communities, for the First Nations Policing Program 81,771,968 122,721,662 123,821,662
Contributions in support of the Safer Communities Initiative 28,262,488 39,854,516 41,167,893
Financial assistance to the Province of Quebec for response and recovery costs from the explosion following the train derailment in Lac-Mégantic, Quebec 56,700,000 0 38,300,000
National Disaster Mitigation Program 0 0 32,725,000
Biology Casework Analysis Contribution Program 6,900,000 0 6,900,000
Contribution Program in support of the Search and Rescue New Initiatives Fund 0 0 6,733,502
Contribution Program to Combat Serious and Organized Crime 1,175,829 2,551,000 2,551,000
Contribution Program to Combat Child Sexual Exploitation and Human Trafficking 2,135,600 2,035,600 2,035,600
Contribution in support of the Nationʼs Capital Extraordinary Policing Costs Program 0 0 2,000,000
Aboriginal Community Safety Development Contribution Program 684,025 0 700,000
International Association of Fire Fighters, Canada 500,000 500,000 500,000
Search and Rescue Volunteer Association of Canada Contribution Program 0 0 500,000
Payments to the provinces, territories, and public and private bodies in support of activities complementary to those of the Department of Public Safety and Emergency Preparedness 362,000 362,000 362,000
COSPAS-SARSAT Secretariat Contribution Program 0 0 190,000
Cyber Security Cooperation Program 150,000 150,000 150,000

Public Service Commission

Raison d'être

The Minister of Public Services and Procurement is responsible for the Public Service Commission (PSC) for the purpose of the Financial Administration Act and to table the PSC Annual Report under the Public Service Employment Act (PSEA). The PSC reports independently on its mandate to Parliament.

The mandate of the PSC is to promote and safeguard merit-based appointments and, in collaboration with other stakeholders, to protect the non-partisan nature of the public service. Under the delegated staffing system set out in the PSEA, the PSC fulfills its mandate by providing policy guidance and expertise, as well as by conducting effective oversight. In addition, the PSC delivers innovative staffing and assessment services.

Additional information can be found in the PSC's Annual Report.

Organizational Estimates

Figure 114. Organizational Estimates - Budgetary - Public Service Commission
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 255. Organizational Estimates (dollars) - Public Service Commission
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Program expenditures 67,460,445 71,397,504 71,901,505 71,160,178
Total voted 67,460,445 71,397,504 71,901,505 71,160,178
Total Statutory 10,137,486 12,203,512 12,203,512 12,442,885
Total budgetary 77,597,931 83,601,016 84,105,017 83,603,063

Highlights

The Public Service Commission (PSC) is estimating budgetary expenditures of $83.6 million in 2016–17 which is the same as the previous year. Of this amount, $71.2 million requires approval by Parliament. The remaining $12.4 million represents statutory forecasts that do not require additional approval and are provided for information purposes only.

For 2016–17, the PSC's resources will be dedicated to achieve the following priorities:

  • To provide leadership, in collaboration with Deputy Heads, in promoting and safeguarding the non-partisan nature of the federal public service;
  • To ensure the integrity of the staffing system through clear policy direction and support as well as ongoing oversight, working in collaboration with deputy heads;
  • To support organizations in hiring quality candidates while creating efficiencies through the provision of high quality staffing and assessment products and services; and
  • To develop and support a high-performing workforce in a respectful, modern workplace in the context of significant change.

For further details please refer to the PSC's Report on Plans and Priorities, available on its website – http://www.psc-cfp.gc.ca.

Expenditures by Strategic Outcome and Program

Table 256. Expenditures by Strategic Outcome and Program - Budgetary - Public Service Commission
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
A highly competent, non-partisan and representative public service, able to provide service in both official languages, in which appointments are based on merit and the values of fairness, access, representativeness and transparency.
Staffing Services and Assessment 20,735,468 23,214,547 25,043,506
Oversight of Integrity in Staffing and of Non-Partisanship 17,026,944 18,847,474 16,567,345
Staffing System Integrity and Political Impartiality 13,965,264 16,045,990 14,723,892
The following program supports all strategic outcomes within this organization.
Internal Services 25,870,255 25,493,005 27,268,320
Total 77,597,931 83,601,016 83,603,063

Public Service Labour Relations Board

Raison d'être

Pursuant to the Public Service Labour Relations and Employment Board Act, the Public Service Labour Relations Board was merged with the Public Service Staffing Tribunal into the Public Service Labour Relations and Employment Board, and pursuant to the Administrative Tribunals Support Service of Canada Act, the Public Service Labour Relations and Employment Board was amalgamated to the Administrative Tribunals Support Service of Canada, effective November 1, 2014.

Organizational Estimates

Figure 115. Organizational Estimates - Budgetary - Public Service Labour Relations Board
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 257. Organizational Estimates (dollars) - Public Service Labour Relations Board
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
- Program expenditures 7,279,228 0 0 0
Total voted 7,279,228 0 0 0
Total Statutory 725,491 0 0 0
Total budgetary 8,004,719 0 0 0

Highlights

Not applicable

Expenditures by Strategic Outcome and Program

Table 258. Expenditures by Strategic Outcome and Program - Budgetary - Public Service Labour Relations Board
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Resolution of labour relations issues in the federal public service and in Parliament in an impartial manner.
Adjudication, mediation and compensation analysis and research 5,840,342 0 0
The following program supports all strategic outcomes within this organization.
Internal Services 2,164,377 0 0
Total 8,004,719 0 0

Public Service Staffing Tribunal

Raison d'être

Pursuant to the Public Service Labour Relations and Employment Board Act, the Public Service Staffing Tribunal was merged with the Public Service Labour Relations Board into the Public Service Labour Relations and Employment Board, and pursuant to the Administrative Tribunals Support Service of Canada Act, the Public Service Labour Relations and Employment Board was amalgamated to the Administrative Tribunals Support Service of Canada, effective November 1, 2014.

Organizational Estimates

Figure 116. Organizational Estimates - Budgetary - Public Service Staffing Tribunal
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 259. Organizational Estimates (dollars) - Public Service Staffing Tribunal
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
- Program expenditures 2,629,844 0 0 0
Total voted 2,629,844 0 0 0
Total Statutory 343,705 0 0 0
Total budgetary 2,973,549 0 0 0

Highlights

Not applicable

Expenditures by Strategic Outcome and Program

Table 260. Expenditures by Strategic Outcome and Program - Budgetary - Public Service Staffing Tribunal
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Fair and impartial resolution of disputes related to internal appointments and lay-offs in the federal public service.
Adjudication and mediation of complaints filed under the Public Service Employment Act 2,280,929 0 0
The following program supports all strategic outcomes within this organization.
Internal Services 692,620 0 0
Total 2,973,549 0 0

Public Works and Government Services

Raison d'être

Public Works and Government Services Canada (PWGSC) plays an important role in the daily operations of the Government of Canada. It supports federal departments and agencies in the achievement of their mandated objectives as their central purchasing agent, real property manager, linguistic authority, treasurer, accountant, and pay and pension administrator. The Department's vision is to excel in government operations, and its strategic outcome and mission are to deliver high-quality, central programs and services that ensure sound stewardship on behalf of Canadians and meet the program needs of federal institutions.

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

Organizational Estimates

Figure 117. Organizational Estimates - Budgetary - Public Works and Government Services
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Figure 118. Organizational Estimates - Non-budgetary - Public Works and Government Services
The following chart presents the organizational breakdown of voted and statutory non budgetary expenditures and estimates for the past three years.
Table 261. Organizational Estimates (dollars) - Public Works and Government Services
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Operating expenditures 1,653,272,183 1,651,054,220 1,731,945,812 1,563,893,483
5 Capital expenditures 985,519,900 1,099,063,968 1,171,423,100 1,183,196,646
Total voted 2,638,792,083 2,750,118,188 2,903,368,912 2,747,090,129
Total Statutory 128,371,428 121,407,408 121,407,408 123,369,269
Total budgetary 2,767,163,511 2,871,525,596 3,024,776,320 2,870,459,398
Non-budgetary
Voted
- Imprest funds, accountable advances and recoverable advances. Limit $22,000,000 (Net) 11,929 0 0 0
Total voted 11,929 0 0 0
Total Statutory (11,475,115) 0 0 0
Total non-budgetary (11,463,186) 0 0 0

Highlights

Public Works and Government Services Canada (PWGSC) is estimating budgetary expenditures of $2,870.5 million in 2016–17. Of this amount, $2,747.1 million requires approval by Parliament. The remaining $123.4 million represents statutory forecasts that do not require additional approval and are provided for information purposes.

A decrease in net spending of $1.0 million from $2,871.5 million in 2015–16 Main Estimates to $2,870.5 million in 2016–17 Main Estimates is primarily because of the following:

Increases:

  • $103.5 million for Federal Infrastructure – from nil to $103.5 million: To undertake the repair and modernization of federal infrastructure across Canada, as part of Budget 2015; and
  • $35.6 million for Parliamentary Precinct Rehabilitation – from $389.2 million to $424.8 million: To carry on the implementation of the Parliamentary Precinct Rehabilitation, which will preserve Parliament buildings as heritage assets and national symbols.

Decreases:

  • $52.6 million for Transformation of Pay Administration – from $52.6 million to nil: For the winding down of the pay modernization and pay consolidation activities, as part of the Transformation of Pay Administration initiative;
  • $47.9 million for PWGSC Reductions (Deficit Reduction Action Plan) – from $114.2 million to $162.0 million: Related to savings, identified as part of the Budget 2012 spending review, generated from operating efficiencies and improving productivity; and
  • $33.8 million for Engineering Assets – from $72.8 million to $39.0 million: For the completion of projects under the Phase II of the Engineering Assets portfolios to rehabilitate major federal assets; notably, bridges and crossings.

*Totals may not add up as a result of rounding.

Accommodation and Real Property Services program administers the statutory grant, "Payments in lieu of taxes to municipalities and other taxing authorities", which amounts to $583.6 million and is recovered by PWGSC from custodian departments.

Expenditures by Strategic Outcome and Program

Table 262. Expenditures by Strategic Outcome and Program - Budgetary - Public Works and Government Services
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
High quality, central programs and services that ensure sound stewardship on behalf of Canadians and meet the program needs of federal institutions.
Accommodation Management and Real Property Services 2,032,720,121 2,175,548,102 2,192,828,508
Acquisitions 144,689,521 151,339,610 148,255,037
Receiver General for Canada 116,448,841 99,157,873 106,647,604
Federal Pay and Pension Administration 115,698,499 114,163,435 81,761,681
Linguistic Management and Services 57,727,343 60,913,368 60,707,474
Specialized Programs and Services 47,133,036 29,617,191 29,454,041
Integrity Programs and Services 22,035,911 15,505,622 15,184,073
Procurement Ombudsman 3,889,948 4,111,325 4,118,152
The following program supports all strategic outcomes within this organization.
Internal Services 226,820,291 221,169,070 231,502,828
Total 2,767,163,511 2,871,525,596 2,870,459,398
Table 263. Expenditures by Strategic Outcome and Program - Non-budgetary - Public Works and Government Services
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Funds not allocated to the 2016–17 Program Alignment Architecture (11,463,186) 0 0
Total (11,463,186) 0 0

Registry of the Competition Tribunal

Raison d'être

Pursuant to the Administrative Tribunals Support Service of Canada Act, the Registry of the Competition Tribunal was amalgamated to the Administrative Tribunals Support Service of Canada, effective November 1, 2014.

Organizational Estimates

Figure 119. Organizational Estimates - Budgetary - Registry of the Competition Tribunal
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 264. Organizational Estimates (dollars) - Registry of the Competition Tribunal
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
- Program expenditures 482,548 0 0 0
Total voted 482,548 0 0 0
Total Statutory 92,830 0 0 0
Total budgetary 575,378 0 0 0

Highlights

Not applicable

Expenditures by Strategic Outcome and Program

Table 265. Expenditures by Strategic Outcome and Program - Budgetary - Registry of the Competition Tribunal
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Open, fair, transparent and expeditious hearings related to the Tribunal's jurisdiction.
Process Cases 348,825 0 0
The following program supports all strategic outcomes within this organization.
Internal Services 226,553 0 0
Total 575,378 0 0

Registry of the Public Servants Disclosure Protection Tribunal

Raison d'être

Pursuant to the Administrative Tribunals Support Service of Canada Act, the Registry of the Public Servant Disclosure Protection Tribunal was amalgamated to the Administrative Tribunals Support Service of Canada, effective November 1, 2014.

Organizational Estimates

Figure 120. Organizational Estimates - Budgetary - Registry of the Public Servants Disclosure Protection Tribunal
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 266. Organizational Estimates (dollars) - Registry of the Public Servants Disclosure Protection Tribunal
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
- Program expenditures 868,674 0 0 0
Total voted 868,674 0 0 0
Total Statutory 96,569 0 0 0
Total budgetary 965,243 0 0 0

Highlights

Not applicable

Expenditures by Strategic Outcome and Program

Table 267. Expenditures by Strategic Outcome and Program - Budgetary - Registry of the Public Servants Disclosure Protection Tribunal
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Remedial and disciplinary actions that ensure complainants to the Office of the Public Sector Integrity Commissioner are protected against reprisals.
Reprisal Hearings Program 965,243 0 0
Total 965,243 0 0

Registry of the Specific Claims Tribunal

Raison d'être

Pursuant to the Administrative Tribunals Support Service of Canada Act, the Registry of the Specific Claims Tribunal was amalgamated to the Administrative Tribunals Support Service of Canada, effective November 1, 2014.

Organizational Estimates

Figure 121. Organizational Estimates - Budgetary - Registry of the Specific Claims Tribunal
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 268. Organizational Estimates (dollars) - Registry of the Specific Claims Tribunal
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
  Program expenditures 1,214,163 0 0 0
Total voted 1,214,163 0 0 0
Total Statutory 98,535 0 0 0
Total budgetary 1,312,698 0 0 0

Highlights

Not applicable

Expenditures by Strategic Outcome and Program

Table 269. Expenditures by Strategic Outcome and Program - Budgetary - Registry of the Specific Claims Tribunal
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Efficient administration of the Specific Claims Tribunal.
Registry Services 949,289 0 0
The following program supports all strategic outcomes within this organization.
Internal Services 363,409 0 0
Total 1,312,698 0 0

Royal Canadian Mounted Police

Raison d'être

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

As Canada's national police force, the Royal Canadian Mounted Police (RCMP) is a critical element of the Government of Canada's commitment to providing for the safety and security of Canadians. By tackling crime at the municipal, provincial/territorial, federal and international levels, the RCMP provides integrated approaches to safety and security and a consistent federal role and presence from coast to coast to coast.

The RCMP's mandate, as outlined in section 18 of the Royal Canadian Mounted Police Act, is multi-faceted. It includes preventing and investigating crime; maintaining peace and order; enforcing laws; contributing to national security; ensuring the safety of state officials, visiting dignitaries and foreign missions; and providing vital operational support services to other police and law enforcement agencies within Canada and abroad.

Organizational Estimates

Figure 122. Organizational Estimates - Budgetary - Royal Canadian Mounted Police
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 270. Organizational Estimates (dollars) - Royal Canadian Mounted Police
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Operating expenditures 1,908,906,265 1,726,192,674 1,837,618,105 1,835,514,525
5 Capital expenditures 263,450,923 261,996,018 294,302,100 246,780,724
10 Grants and contributions 160,887,743 180,351,933 186,951,933 194,973,483
Total voted 2,333,244,931 2,168,540,625 2,318,872,138 2,277,268,732
Total Statutory 528,644,044 461,517,071 470,803,142 482,059,102
Total budgetary 2,861,888,975 2,630,057,696 2,789,675,280 2,759,327,834

Highlights

The RCMP is estimating budgetary expenditures of $2.8 billion in 2016–17. Of this $2.3 billion requires approval by Parliament. The remaining $0.5 billion represents statutory forecasts that do not require additional approval and are provided for information purposes.

The 2016–17 Main Estimates represents a $129.3 million increase or 5% from the federal appropriations requested in the 2015–16 Main Estimates. The request is comprised of a decrease of $15.2 million for capital costs, which is offset by increases of $109.3 million in operating costs, $20.5 million in statutory program, and $14.6 million for grants and contributions funding requirements.

The increase of $109.3 million in operating costs is comprised of two significant items. First, the realignment of Vote 1 – Operating and Vote 5 – Capital, in keeping with the implementation of Treasury Board Secretariat's common definition of the Capital Expenditures Vote, has resulted in an increase to the Operating Vote in 2016–17 by an amount of $49.2 million and a corresponding decrease in the Capital Vote, with a net zero effect on total authorities. Second, the RCMP has received incremental funding in 2016–17 for the Federal Costs of Contract Policing Services in the amount of $37.4 million in Vote 1 – Operating and $14.5 million in Vote 5 – Capital.

Other noteworthy items include:

  • Budget 2015 identified terrorism as a clear threat to Canadians and announced funding for additional investigative resources to allow intelligence and law enforcement agencies to keep pace with the evolving threat of terrorism and terrorist financing. The 2016–17 Main Estimates includes an increase of $21.6 million to be allocated to specialized functions in the RCMP in support of countering terrorism;
  • Budget 2015 also proposed to expand the use of biometric screening to all visa-required travelers seeking entry to Canada. The RCMP will receive $11.6 million in funding in 2016–17 to plan, develop and implement an expanded biometrics screening, verification and information sharing program;
  • Funding has also been provided to advance Canada's Cyber Security Strategy and to protect Canadians from online crime and to cooperate with international partners under the Council of Europe Convention on Cybercrime;
  • The Grant to compensate members injured in the performance of their duties has increased by $14.5 million resulting from an increase in the number of members receiving disability pension awards and the annual increases due to indexation of disability pension benefits; and
  • Funding related to various projects at detachments in Quebec and Ontario (Federal Infrastructure) in the amount of $11.8 million.

The spending authorities in the 2016–17 Main Estimates are integral to achieving the Department's plans and priorities. Further details can be obtained from the RCMP's 2016–17 Report on Plans and Priorities.

Expenditures by Strategic Outcome and Program

Table 271. Expenditures by Strategic Outcome and Program - Budgetary - Royal Canadian Mounted Police
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Criminal activity affecting Canadians is reduced.
Police Operations 1,695,334,830 1,585,420,286 1,663,704,437
Canadian Law Enforcement Services 222,457,415 177,934,590 165,984,656
Incomes are secure for RCMP members and their survivors affected by disability or death.
Transfer Payments 156,978,125 177,864,933 190,486,483
Canada's police provide international collaboration and assistance while maintaining a rich police heritage nationally.
International Policing Operations 52,898,053 52,395,181 53,766,203
Canadian Police Culture and Heritage 13,571,003 10,929,545 11,151,561
The following program supports all strategic outcomes within this organization.
Internal Services 720,649,549 625,513,161 674,234,494
Total 2,861,888,975 2,630,057,696 2,759,327,834

Listing of the 2016–17 Transfer Payments

Table 272. Listing of the 2016–17 Transfer Payments - Royal Canadian Mounted Police
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Grants
To compensate members of the Royal Canadian Mounted Police for injuries received in the performance of duty (R.S.C., 1985, c. R-11) 143,562,981 162,400,000 176,900,000
RCMP Survivor Income Plan 2,014,339 2,464,933 2,586,483
Grant to Promote Law Enforcement through Crime Prevention, Training and Public Relations 838,336 1,000,000 1,000,000
Total Statutory 11,400,805 13,000,000 11,000,000
Contributions
Contributions to the provinces and territories and to aboriginal and/or other communities and organizations (not for profit) 14,472,087 14,487,000 14,487,000

Royal Canadian Mounted Police External Review Committee

Raison d'être

The Royal Canadian Mounted Police (RCMP) External Review Committee (ERC) contributes to fair and equitable labour relations and accountability within the RCMP through its independent and impartial review of appeal case files. The ERC issues findings and recommendations to the Commissioner of the RCMP for final decisions to be made in appeals regarding critically important matters (e.g. appeals of decisions in harassment complaints, and of decisions to dismiss or demote an RCMP member for contravention of the RCMP Code of Conduct, to stop a member's pay and allowances when a member has been suspended from duty or to discharge a member for poor performance). The RCMP is required to refer appeal case files to the ERC for its review, findings and recommendations pursuant to the Royal Canadian Mounted Police Act and the Royal Canadian Mounted Police Regulations.

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

Organizational Estimates

Figure 123. Organizational Estimates - Budgetary - Royal Canadian Mounted Police External Review Committee
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 273. Organizational Estimates (dollars) - Royal Canadian Mounted Police External Review Committee
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Program expenditures 1,430,085 848,114 1,448,115 1,447,634
Total voted 1,430,085 848,114 1,448,115 1,447,634
Total Statutory 154,521 104,734 104,734 107,228
Total budgetary 1,584,606 952,848 1,552,849 1,554,862

Highlights

The ERC is estimating budgetary expenditures of $1.6 million in 2016–17. Of this amount, $1.5 million requires approval by Parliament. The remaining $0.1 million represents a statutory employee benefit plan forecast that does not require additional approval and is provided for information purposes.

A net increase of $0.6 million in planned spending from the 2015–16 Main Estimates is due principally to a directed transfer of $0.6 million from the Royal Canadian Mounted Police in support of operations and transitional measures pending full assessment of the impact of the Enhancing Royal Canadian Mounted Police Accountability Act, through the Annual Reference Level Update, as well as to a small adjustment to the employee benefit plan projected amount. This will be the eighth consecutive year that the ERC budget has been augmented by temporary funds through a transfer from another organization (i.e. including these Main Estimates for 2016–17).

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

Expenditures by Strategic Outcome and Program

Table 274. Expenditures by Strategic Outcome and Program - Budgetary - Royal Canadian Mounted Police External Review Committee
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Fair and transparent labour relations decision-making that reinforces accountability.
Appeal case reviews 1,584,606 952,848 1,554,862
Total 1,584,606 952,848 1,554,862

Security Intelligence Review Committee

Raison d'être

The Security Intelligence Review Committee (SIRC) is an independent, external review body that reports to the Parliament of Canada on the operations of the Canadian Security Intelligence Service (CSIS). The Prime Minister is responsible for this organization.

SIRC exists to provide assurances to Parliament and to all citizens of Canada that CSIS investigates and reports on threats to national security in a manner that respects the rule of law and the rights of Canadians. To do this, SIRC certifies the CSIS Director's annual report to the Minister of Public Safety and Emergency Preparedness, carries out in-depth reviews of CSIS's activities and investigates complaints. SIRC has the absolute authority to examine all information under CSIS's control, no matter how classified or sensitive. The results of this work, edited to protect national security and personal privacy, are summarized in SIRC's Annual Report to Parliament.

Organizational Estimates

Figure 124. Organizational Estimates - Budgetary - Security Intelligence Review Committee
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 275. Organizational Estimates (dollars) - Security Intelligence Review Committee
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Program expenditures 2,699,866 2,479,321 2,749,583 2,477,401
Total voted 2,699,866 2,479,321 2,749,583 2,477,401
Total Statutory 280,154 317,047 336,660 324,595
Total budgetary 2,980,020 2,796,368 3,086,243 2,801,996

Highlights

The Security Intelligence Review Committee is estimating budgetary expenditures of $2.8 million in 2016–17. Of this amount, $2.5 million requires approval by Parliament. The remaining $0.3 million represents statutory forecasts that do not require additional approval and are provided for information purposes.

When comparing the 2016–17 Main Estimates to those of the 2015–16 fiscal year, there are no significant differences.

For additional details, please refer to SIRC's 2016–17 Report on Plans and Priorities.

Expenditures by Strategic Outcome and Program

Table 276. Expenditures by Strategic Outcome and Program - Budgetary - Security Intelligence Review Committee
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Canadian Security Intelligence Service (CSIS) performs its duties and functions in accordance with the law, policy and Ministerial direction.
Reviews 1,295,985 1,325,417 1,329,534
Investigations 742,767 771,306 773,525
The following program supports all strategic outcomes within this organization.
Internal Services 941,268 699,645 698,937
Total 2,980,020 2,796,368 2,801,996

Senate Ethics Officer

Raison d'être

The main responsibilities of the Senate Ethics Officer are to:

  • Advise individual senators on a confidential and ongoing basis concerning their obligations under The Ethics and Conflict of Interest Code for Senators and to assist them in remaining in compliance with the requirements of the Code;
  • Oversee the ongoing annual disclosure process in which senators are required to disclose their financial and other interests;
  • Conduct inquiries in order to determine whether a senator has complied with his or her obligations under the Code;
  • Maintain a registry, available to the public, containing information concerning the financial and other interests of senators that are required to be publicly disclosed under the Code; and
  • Submit an annual report of the Office's activities to the Speaker of the Senate for tabling in the Senate.

Organizational Estimates

Figure 125. Organizational Estimates - Budgetary - Senate Ethics Officer
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 277. Organizational Estimates (dollars) - Senate Ethics Officer
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Program expenditures 620,027 1,059,500 1,059,500 1,059,500
Total voted 620,027 1,059,500 1,059,500 1,059,500
Total Statutory 83,194 109,200 109,200 111,800
Total budgetary 703,221 1,168,700 1,168,700 1,171,300

Highlights

Senate Ethics Officer is estimating budgetary expenditures of $1.2 million in 2016–17. Of this amount, $1.1 million requires approval by Parliament. The remaining $111 thousand represents statutory forecasts that do not require additional approval and are provided for information purposes.

Expenditures by Strategic Outcome and Program

Table 278. Expenditures by Strategic Outcome and Program - Budgetary - Senate Ethics Officer
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Senators meet their obligations under The Ethics and Conflict of Interest Code for Senators in a manner that contributes to the integrity of the Senate as an institution.
Administration 703,221 1,168,700 1,171,300
Total 703,221 1,168,700 1,171,300

Shared Services Canada

Raison d'être

Shared Services Canada (SSC) was created on August 4, 2011, to transform how the Government of Canada manages its information technology (IT) infrastructure. SSC is delivering email, data centre, network and workplace technology device services to departments and agencies in a consolidated and standardized manner to support the delivery of Government of Canada programs and services. With a whole-of-government approach to IT infrastructure services, SSC is creating economies of scale to deliver more efficient, reliable and secure IT infrastructure services. SSC also provides certain optional services to other organizations on a cost-recovery basis.

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

Organizational Estimates

Figure 126. Organizational Estimates - Budgetary - Shared Services Canada
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 279. Organizational Estimates (dollars) - Shared Services Canada
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Operating expenditures 1,288,300,022 1,169,183,901 1,195,016,749 1,192,407,135
5 Capital expenditures 246,406,391 203,868,605 231,886,836 268,084,298
Total voted 1,534,706,413 1,373,052,506 1,426,903,585 1,460,491,433
Total Statutory 87,675,442 70,991,519 71,354,747 89,363,268
Total budgetary 1,622,381,855 1,444,044,025 1,498,258,332 1,549,854,701

Highlights

SSC is estimating budgetary expenditures of $1.55 billion in 2016–17. Of this amount, $1.46 billion requires approval by Parliament. The remaining $89.4 million represents statutory forecasts that do not require additional approval and are provided for information.

Compared to the 2015–16 Main Estimates, the 2016–17 Main Estimates have increased by $105.8 million. This variance is mainly attributed to:

  • $26.4 million from Budget 2015 for Cyber Security, to address several key vulnerabilities in government networks and to strengthen the security of Government of Canada networks and systems;
  • $53.4 million for the Carling Campus project which includes a reprofile of $34.2 million from 2015–16 to 2016–17;
  • $18.4 million for to the Employee Benefit Plan (Statutory) mostly related to the Vote-Netted Revenue Authority; and
  • $7.1 million in new funding for projects and initiatives led by our partners.

SSC will continue to modernize Canada's IT infrastructure, including email, data centres and networks, across partner departments and agencies and it will continue to generate savings for Canadians as it carries out this mandate.

For additional information, please see the department's 2016-17 Report on Plans and Priorities.

Expenditures by Strategic Outcome and Program

Table 280. Expenditures by Strategic Outcome and Program - Budgetary - Shared Services Canada
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Modern, reliable, secure and cost-effective Information Technology (IT) infrastructure services to support government priorities and program delivery.
Information Technology Infrastructure Services 1,464,760,963 1,284,972,140 1,391,487,244
The following program supports all strategic outcomes within this organization.
Internal Services 157,620,892 159,071,885 158,367,457
Total 1,622,381,855 1,444,044,025 1,549,854,701

Social Sciences and Humanities Research Council

Raison d'être

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

The Social Sciences and Humanities Research Council (SSHRC) funds research and research training that builds knowledge about people, past and present, with a view toward creating a better future. From questions of family and culture to concerns about jobs and employment, research about people – how we live, what we think, how we act – informs new knowledge and insights on the issues that matter most to Canadians.

SSHRC plays a unique role within Canada's science, technology and innovation system by awarding grants and scholarships to researchers, students and fellows who work as individuals, in small groups and in formal partnerships to develop talent, generate insights and build connections that address the needs of all sectors of society.

Organizational Estimates

Figure 127. Organizational Estimates - Budgetary - Social Sciences and Humanities Research Council
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 281. Organizational Estimates (dollars) - Social Sciences and Humanities Research Council
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Operating expenditures 23,711,152 23,257,304 23,267,305 23,665,745
5 Grants 686,413,682 690,998,526 692,832,194 693,536,144
Total voted 710,124,834 714,255,830 716,099,499 717,201,889
Total Statutory 2,801,814 2,834,022 2,834,022 2,810,920
Total budgetary 712,926,648 717,089,852 718,933,521 720,012,809

Highlights

The 2016–17 Main Estimates include a number of adjustments in reference levels over the 2015–16 Main Estimates. The Social Sciences and Humanities Research Council is estimating budgetary expenditures of $720 million in 2016–17. Of this amount, $717.2 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 variance between the 2016-17 Main Estimates and the 2015–16 Main Estimates demonstrates a net increase of $2.9 million or 0.4% in planned spending. The primary changes include:

  • An increase of $1.9 million in the Canada First Research Excellence Fund, a tri-agency initiative, to help institutions excel globally in research areas that create long-term economic advantages for Canada;
  • An increase of $0.7 million as a reprofile request for a pilot initiative to support social innovation research projects at colleges and polytechnics;
  • An increase of $0.6 million in operating funds for the administration of the Canada First Research Excellence Fund;
  • A decrease of $0.1 million for the Centres of Excellence for Commercialization and Research, a tri-agency initiative, to follow the recipient's funding requests;
  • A decrease of $0.1 million in statutory authority for the spending of revenues pursuant to subsection 4.2 of the Social Sciences and Humanities Research Council Act; and
  • A decrease of $0.1 million in various transfers to other government agencies to support programs such as the Secretariat on Responsible Conduct of Research and the Business-Led Networks of Centres of Excellence.

More detailed information of the agency's spending plans can be found in the Report on Plans and Priorities.

Expenditures by Strategic Outcome and Program

Table 282. Expenditures by Strategic Outcome and Program - Budgetary - Social Sciences and Humanities Research Council
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Canada is a world leader in social sciences and humanities research and research training.
Talent: attraction, retention and development of students and researchers in the social sciences and humanities 168,129,181 172,834,808 173,493,111
Insight: new knowledge in the social sciences and humanities 154,341,344 156,251,032 159,789,803
Connection: mobilization of social sciences and humanities knowledge 33,309,316 30,186,058 28,590,819
Canada has the institutional capacity to enable research and research-related activities in social sciences and humanities, natural sciences and engineering and health.
Indirect Costs of Research 340,902,057 341,675,018 341,615,386
Canada First Research Excellence Fund 0 0 2,494,438
The following program supports all strategic outcomes within this organization.
Internal Services 16,244,750 16,142,936 14,029,252
Total 712,926,648 717,089,852 720,012,809

Listing of the 2016–17 Transfer Payments

Table 283. Listing of the 2016–17 Transfer Payments - Social Sciences and Humanities Research Council
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Grants
Research Support Fund 340,559,292 341,403,000 341,403,000
Grants and Scholarships 251,910,561 255,781,701 256,389,591
Canada Graduate Scholarships 68,691,764 68,983,500 68,983,500
Networks of Centres of Excellence 8,911,000 8,911,000 8,911,000
Vanier Canada Graduate Scholarships 8,016,666 8,300,000 8,300,000
Centres of Excellence for Commercialization and Research 6,859,164 5,777,289 5,711,093
Canada First Research Excellence Fund 0 0 1,935,556
Business-Led Networks of Centres of Excellence 1,319,241 1,419,000 1,477,000
College and Community Innovation Program 25,000 300,000 300,000
Industrial Research Chairs for Colleges 120,994 123,036 125,404

Standards Council of Canada

Raison d'être

The Standards Council of Canada (SCC) is a federal Crown corporation with a mandate to promote efficient and effective standardization in Canada. The SCC coordinates and oversees the work of Canada's standardization network. This includes Canadian organizations and individuals involved in voluntary standards development and conformity assessment activities. Some 12,500 Canadian volunteers contribute to the work of committees that develop national and international standards. Standards and conformity assessment practices are a key component of Canadians' economic and social well-being – they provide business and industry with key building blocks to success and facilitate the flow of goods and services both nationally and internationally.

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

Organizational Estimates

Figure 128. Organizational Estimates - Budgetary - Standards Council of Canada
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 284. Organizational Estimates (dollars) - Standards Council of Canada
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Payments to the Standards Council of Canada 12,889,535 9,829,000 9,829,000 9,329,000
Total voted 12,889,535 9,829,000 9,829,000 9,329,000
Total budgetary 12,889,535 9,829,000 9,829,000 9,329,000

Highlights

SCC is estimating budgetary expenditures of $9.3 million during 2016–17. This is $0.5 million lower than last year because funding for SCC's Northern Infrastructure Standardization Initiative (NISI), in partnership with Indigenous and Northern Affairs Canada, has ended.

SCC continues with the project "Reducing Barriers to Internal Trade" in partnership with Industry Canada.

Remaining appropriations support SCC with its mandate to promote Canadaʼs economic growth through the pursuit of efficient and effective standardization. Standards are put in place to safeguard the health and safety of Canadians, improve the flow of goods and services within Canada and internationally, and reduce red tape and compliance costs facing Canadian businesses. SCC's vision is to be a global leader driving prosperity and well-being for Canada through innovative standardization solutions.

Expenditures by Strategic Outcome and Program

Table 285. Expenditures by Strategic Outcome and Program - Budgetary - Standards Council of Canada
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Canada has an effective and efficient National Standards System.
Standards Program 0 7,439,000 6,997,000
Conformity Assessment Program 0 0 0
Standards and Conformity Assessment Policy 0 0 0
The following program supports all strategic outcomes within this organization.
Internal Services 0 2,390,000 2,332,000
Funds not allocated to the 2016–17 Program Alignment Architecture 12,889,535 0 0
Total 12,889,535 9,829,000 9,329,000

Statistics Canada

Raison d'être

The minister responsible for Statistics Canada is the Minister of Innovation, Science and Economic Development.

Statistics Canada was established to ensure that Canadians have access to a trusted source of statistics on Canada that meets their highest priority information needs.

The agency's mandate derives primarily from the Statistics Act. Under the act, Statistics Canada is required to collect, compile, analyze and publish statistical information on the economic, social and general conditions of the country and its people. It also requires that Statistics Canada conduct a census of population and a census of agriculture every fifth year, and that the agency protect the confidentiality of the information with which it is entrusted.

Organizational Estimates

Figure 129. Organizational Estimates - Budgetary - Statistics Canada
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 286. Organizational Estimates (dollars) - Statistics Canada
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Program expenditures 400,619,335 456,012,343 456,012,344 672,646,985
Total voted 400,619,335 456,012,343 456,012,344 672,646,985
Total Statutory 66,583,126 69,078,477 69,078,477 78,837,028
Total budgetary 467,202,461 525,090,820 525,090,821 751,484,013

Highlights

Statistics Canada is committed to ensuring that Canadians have the key information on Canada's economy, society and environment that they require in order to function effectively as citizens and decision makers in a rapidly evolving world. Priorities for 2016–17 fiscal year are to:

  • deliver the ongoing statistical program – including the 2016 Census of Population and Census of Agriculture – in conformity with the Quality Assurance Framework;
  • respond to the emerging and evolving information needs of data users and stakeholders;
  • operate a responsive program that effectively satisfies ad hoc statistical requests on a cost-recovery basis; and
  • enhance efficiency, responsiveness and robustness of the agency's operations.

Main Estimates planned expenditures (net of revenue) were $525.1 million in 2015–16 and are $751.5 million for 2016–17. The increase of $226.4 million is mainly attributable to:

  • An increase of $209.4 million for the 2016 Census of Population Program. The 2016 Census of Population will occur during the fiscal year 2016–17. Funding will be used to conduct the diverse planned activities, such as collection and processing of census data;
  • An increase of $10 million for the 2016 Census of Agriculture. Funding will be used to complete collection for the largest farms; conduct collection and follow-up for the rest of the farms, execute data processing, validation and certification; begin preparations for the farm and operators release; continue research on administrative data replacement; and begin 2016 Census of Agriculture program reviews to document lessons learned; and
  • An increase of $4.9 million for the Survey of Financial Security and the annual household wealth distribution tables. Funding will be used for collection application testing, interviewer training, collection and processing. It will also be used to produce estimates from the annual wealth distribution tables for the years 2012 to 2016 and for releasing provincial estimates by year end.

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

Expenditures by Strategic Outcome and Program

Table 287. Expenditures by Strategic Outcome and Program - Budgetary - Statistics Canada
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Canadians have access to timely, relevant and quality statistical information on Canadaʼs changing economy and society for informed debate, research and decision making on social and economic issues.
Censuses 61,835,205 145,443,672 366,148,539
Economic and Environmental Statistics 132,627,053 127,982,162 128,535,138
Socio-economic Statistics 100,399,795 94,887,730 100,763,339
Statistical Infrastructure 116,403,474 105,110,975 97,950,720
Specific client needs for high-quality and timely statistical services are met.
Cost-recovered Statistical Services (3,911) 0 0
The following program supports all strategic outcomes within this organization.
Internal Services 55,940,845 51,666,281 58,086,277
Total 467,202,461 525,090,820 751,484,013

Listing of the 2016–17 Transfer Payments

Table 288. Listing of the 2016–17 Transfer Payments - Statistics Canada
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Grants
Grant to the Organisation for Economic Co-operation and Development 0 0 100,000

Supreme Court of Canada

Raison d'être

Created by an Act of Parliament in 1875, the Supreme Court of Canada (SCC) is Canada's final court of appeal. It serves Canadians by deciding legal issues of public importance, thereby contributing to the development of all branches of law applicable within Canada. The independence of the Court, the quality of its work and the esteem in which it is held both in Canada and abroad contribute significantly as foundations for a secure, strong and democratic country founded on the Rule of Law. The SCC consists of the Chief Justice and eight puisne judges.

The Office of the Registrar of the Supreme Court of Canada provides all necessary services and support for the Court to process, hear and decide cases. It also serves as the interface between litigants and the Court.

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

Organizational Estimates

Figure 130. Organizational Estimates - Budgetary - Supreme Court of Canada
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 289. Organizational Estimates (dollars) - Supreme Court of Canada
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Program expenditures 22,699,824 22,304,846 22,304,846 23,362,704
Total voted 22,699,824 22,304,846 22,304,846 23,362,704
Total Statutory 9,292,963 9,459,097 9,459,097 9,854,498
Total budgetary 31,992,787 31,763,943 31,763,943 33,217,202

Highlights

The Supreme Court of Canada (SCC) is estimating budgetary expenditures of $33.2 million in 2016–17. Of that amount, $23.4 million requires approval by Parliament. The remaining $9.8 million represents the statutory funding forecast that does not require additional approval and is provided for information purposes.

The net increase of $1.45 million in the 2016–17 Estimates is mainly attributable to:

  • An increase of $1.07 million due to new funding received for enhancements to the security program (Budget 2015); and
  • An increase of $.34 million in statutory funding for Judges' salaries and annuities.

With the funds anticipated through these Main Estimates, the Office of the Registrar of the Supreme Court of Canada ("Office") will continue to focus its efforts on the processing of cases without delay while maintaining stakeholder satisfaction and high standards of service. This is achieved through its single strategic outcome, namely that the "administration of Canada's final court of appeal is effective and independent".

In 2016–17, the Office will place a high priority on pursuing its work towards the adaptation of business processes in an electronic environment, with a view to continuously improving electronic access to the Court's case files and information, both for internal use by the Court as well as by the public and litigants. The Office will also continue to work on enhancing the Court's physical and IT security program.

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

Expenditures by Strategic Outcome and Program

Table 290. Expenditures by Strategic Outcome and Program - Budgetary - Supreme Court of Canada
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
The administration of Canada's final court of appeal is effective and independent.
Court Operations 16,489,596 16,286,129 16,067,392
Payments to Judges of the Supreme Court of Canada Pursuant to the Judges Act 6,565,949 7,087,990 7,425,442
The following program supports all strategic outcomes within this organization.
Internal Services 8,937,242 8,389,824 9,724,368
Total 31,992,787 31,763,943 33,217,202

Telefilm Canada

Raison d'être

The Minister of Canadian Heritage is responsible for this Corporation.

Telefilm Canada (Telefilm) is a Crown corporation established under the Telefilm Canada Act.

Telefilmʼs vision is: audiences everywhere demanding Canadian screen-based content – accessible anywhere, anytime and on any platform.

Telefilmʼs mission is to foster and promote the development of the Canadian audiovisual industry through financial support and initiatives that contribute to the industryʼs commercial, cultural and industrial success.

The Corporation is working to implement its new strategic plan, Inspired by Talent. Viewed Everywhere., which include six priorities:

  • Industry recognition;
  • Marketing practices;
  • Market intelligence;
  • Industry funding;
  • Ecosystem of companies; and
  • Organizational excellence.

Organizational Estimates

Figure 131. Organizational Estimates - Budgetary - Telefilm Canada
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 291. Organizational Estimates (dollars) - Telefilm Canada
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Payments to Telefilm Canada to be used for the purposes set out in the Telefilm Canada Act 95,453,551 95,453,551 95,453,551 95,453,551
Total voted 95,453,551 95,453,551 95,453,551 95,453,551
Total budgetary 95,453,551 95,453,551 95,453,551 95,453,551

Highlights

Telefilm is dedicated to the success of Canada's audiovisual industry.

Telefilm's funding programs are essential to the Canadian audiovisual industry and support dynamic companies and creative talent, providing financial support to Canadian film projects and promoting Canadian audiovisual success and talent at festivals, markets and events-regionally, nationally and around the world.

During the last few fiscal years, Telefilm successfully redesigned all of its funding programs to better serve the industry, consolidating 37 programs into eight.

Telefilm also put forward a series of measures to maintain and increase funding for programs, including:

  • Efficient program delivery processes and streamlined corporate support functions;
  • Selection criteria designed to increase funding levels from distributors, broadcasters, sponsors and other financiers of film productions;
  • Leveraging additional financing for promotional initiatives through partnerships; and
  • The creation of the Talent Fund, which diversifies sources of funding.

The level of budgetary expenses of the Corporation is stable for the 2016–17 fiscal year and stands at $95.5 million. There is no significant variation compared to the previous year.

Expenditures by Strategic Outcome and Program

Table 292. Expenditures by Strategic Outcome and Program - Budgetary - Telefilm Canada
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Quality audiovisual content developed by Canadians and promoted to audiences in Canada and internationally.
Investment in the development of and support to the Canadian audiovisual industry 69,829,248 66,306,278 66,332,982
National and international promotional support for Canadian content 14,787,461 16,390,499 16,692,721
The following program supports all strategic outcomes within this organization.
Internal Services 10,836,842 12,756,774 12,427,848
Total 95,453,551 95,453,551 95,453,551

The Federal Bridge Corporation Limited

Raison d'être

The Federal Bridge Corporation Limited (FBCL) is a parent Crown corporation, originally established in 1998, and then amalgamated with the St. Mary's River Bridge Company, a wholly-owned subsidiary, on January 27, 2015, and the Blue Water Bridge Authority, a parent Crown corporation, on February 1, 2015. FBCL provides the Government of Canada with oversight and accountability for specific international bridges and associated structures in Ontario, including the Canadian portions of the international bridge systems in Cornwall, Thousand Islands, Sault Ste. Marie, and Point Edward.

FBCL is accountable to Parliament through the Minister of Transport.

Organizational Estimates

Figure 132. Organizational Estimates - Budgetary - The Federal Bridge Corporation Limited
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 293. Organizational Estimates (dollars) - The Federal Bridge Corporation Limited
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Payments to The Federal Bridge Corporation Limited 8,138,200 35,281,996 35,281,996 31,414,312
Total voted 8,138,200 35,281,996 35,281,996 31,414,312
Total budgetary 8,138,200 35,281,996 35,281,996 31,414,312

Highlights

The Federal Bridge Corporation Limited is estimating budgetary expenditures of $31.41 million in 2016–17. Of this amount, $7.57 million is for the demolition of the old high-level North Channel Bridge and the necessary improvements to the approaches and final alignment of roadways in Cornwall. $23.84 million is for the Port of Entry rehabilitation project at the Thousand Islands Bridge. This spending is

$3.87 million lower than in 2015–16.

Expenditures by Strategic Outcome and Program

Table 294. Expenditures by Strategic Outcome and Program - Budgetary - The Federal Bridge Corporation Limited
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Safe and efficient transit on the infrastructure maintained, operated and managed by The Federal Bridge Corporation Limited.
Construction of a new low-level bridge in Cornwall, Ontario as well as related infrastructure improvements 0 35,281,996 31,414,312
Funds not allocated to the 2016–17 Program Alignment Architecture 8,138,200 0 0
Total 8,138,200 35,281,996 31,414,312

The Jacques-Cartier and Champlain Bridges Inc.

Raison d'être

The Jacques-Cartier and Champlain Bridges Incorporated is a Crown corporation established in 1978 whose mission is to own, manage, operate and maintain the Jacques-Cartier Bridge, the Champlain Bridge and its Estacade (Ice Control Structure), the Nuns' Island Bridge, the Melocheville Tunnel and the federal sections of the Honoré Mercier Bridge, the Bonaventure Expressway and Highway 15, to provide safe and efficient transport system to the public.

The Minister of Infrastructure and Communities is responsible for this organization.

Organizational Estimates

Figure 133. Organizational Estimates - Budgetary - The Jacques-Cartier and Champlain Bridges Inc.
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 295. Organizational Estimates (dollars) - The Jacques-Cartier and Champlain Bridges Inc.
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Payments to the Jacques-Cartier and Champlain Bridges Inc. 244,957,619 368,737,000 426,801,000 351,919,000
Total voted 244,957,619 368,737,000 426,801,000 351,919,000
Total budgetary 244,957,619 368,737,000 426,801,000 351,919,000

Highlights

The Jacques-Cartier and Champlain Bridges Incorporated is estimating budgetary expenditures of $351.9 million in 2016–17.

The difference between the 2015–16 and the 2016–17 Main Estimates can be attributed to a decrease of the project scope for repairs of the Estacade (Ice Control Structure) and the Bonaventure Expressway. Planned spending in the 2016–17 will include urgent repairs to the Champlain Bridge and maintenance work on other structures, including the Jacques Cartier and Honoré Mercier bridges.

Expenditures by Strategic Outcome and Program

Table 296. Expenditures by Strategic Outcome and Program - Budgetary - The Jacques-Cartier and Champlain Bridges Inc.
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Safe and efficient transit on the infrastructure maintained, operated and managed by the Jacques-Cartier and Champlain Bridges Incorporated.
Management of federal bridge, highway and tunnel infrastructure, and properties in the Montreal area 0 368,737,000 351,919,000
Funds not allocated to the 2016–17 Program Alignment Architecture 244,957,619 0 0
Total 244,957,619 368,737,000 351,919,000

The Senate

Raison d'être

The Senate of Canada, established by the Constitution Act, 1867, functions as a chamber complementary to, and independent of, the House of Commons. The Senate has 105 members appointed from the provinces and territories. Its primary purpose is to study and review all legislation passed by the House of Commons or initiated in the Senate. Both houses of Parliament must approve bills in identical form before they can become law. The Senate has the power to adopt, amend or reject any bill. In practice, it rarely defeats bills, but does frequently amend them. Through its committees, the Senate also undertakes the examination of public policy issues, often of a far-reaching and long-term nature, providing guidance to government and informing the national debate on issues of importance to Canadians.

The Speaker of the Senate is responsible for this organization.

Organizational Estimates

Figure 134. Organizational Estimates - Budgetary - The Senate
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 297. Organizational Estimates (dollars) - The Senate
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Program expenditures 56,881,095 57,031,359 57,031,359 58,276,163
Total voted 56,881,095 57,031,359 57,031,359 58,276,163
Total Statutory 28,521,296 31,716,599 31,716,599 31,839,145
Total budgetary 85,402,391 88,747,958 88,747,958 90,115,308

Highlights

The Senate is estimating budgetary expenditures of $90.1 million in 2016–17. Of this amount, $58.3 million requires approval by Parliament. The remaining $31.8 million represents statutory forecasts that do not require additional approval and are provided for information purposes.

The Senate continues to manage its resources diligently and with probity. The increase in the 2016–17 budget will be used to address the recommendations from the Auditor General, to modernize aging information technology systems and to advance other priorities.

Expenditures by Strategic Outcome and Program

Table 298. Expenditures by Strategic Outcome and Program - Budgetary - The Senate
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
To provide the best possible environment for Senators to effectively contribute to federal legislation and public policy issues in the best interest of all Canadians.
Senators and their Offices 36,505,215 42,275,393 44,209,495
Administrative Support 30,385,112 30,516,196 28,648,598
Chamber, Committees and Associations 18,512,064 15,956,369 17,257,215
Total 85,402,391 88,747,958 90,115,308

Listing of the 2016–17 Transfer Payments

Table 299. Listing of the 2016–17 Transfer Payments - The Senate
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Grants
  46,913 167,000 167,000
Contributions
Contributions to Parliamentary Associations 421,775 405,609 405,609

Transport

Raison d'être

A safe and secure transportation system provides reliable and efficient movement of goods and people across the country and around the world. In an environmentally responsible way, it meets the challenges posed by topography and geography, linking communities and reducing the effects of the distance that separates people. These vital roles reflect transportationʼs interdependent relationship with all sectors of the economy and society.

Transport Canada (Department) is responsible for the Government of Canadaʼs transportation policies and programs. The Department develops legislative and regulatory frameworks, and conducts transportation oversight through legislative, regulatory, surveillance and enforcement activities. While not directly responsible for all aspects or modes of transportation, the department plays a leadership role to ensure that all parts of the transportation system across Canada work together effectively.

Organizational Estimates

Figure 135. Organizational Estimates - Budgetary - Transport
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 300. Organizational Estimates (dollars) - Transport
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Operating expenditures 635,279,355 551,124,773 571,139,933 480,702,203
5 Capital expenditures 124,091,494 106,911,344 148,885,814 119,226,521
10 Grants and contributions – Gateways and corridors 0 0 0 258,354,429
15 Grants and contributions – Transportation infrastructure 0 0 0 103,219,554
20 Grants and contributions – Other 0 0 0 38,062,477
- Grants and contributions 581,861,529 683,312,718 689,731,437 0
Total voted 1,341,232,378 1,341,348,835 1,409,757,184 999,565,184
Total Statutory 263,848,933 273,663,443 275,656,265 266,342,413
Total budgetary 1,605,081,311 1,615,012,278 1,685,413,449 1,265,907,597

Highlights

The department is estimating budgetary expenditures of $1.3 billion in 2016–17. Of this amount, $999.6 million requires approval by Parliament and the remaining $266 million represents statutory forecasts that do not require additional approval and are provided for information purposes only. When compared to the 2015–16 Main Estimates, this represents a $341.8 million decrease in total voted expenditures comprised of a $70.4 million decrease in Operating and a $283.7 million decrease in Grants and contributions, offset by a $12.3 million increase in Capital.

Operating

Planned spending has decreased from 2015–16 mostly as a result of the sunsetting of various programs such as the Federal Contaminated Sites Action Plan, Canada's Clean Air Agenda, the Ports Asset Transfer Program, the Ferry Services Contribution Program as well as the funding for the Gordie Howe International Bridge (the Detroit River International Crossing).

Grants and Contributions

Planned spending is also expected to decrease in this vote mostly for the Gateways and Border Crossings Fund as well as the Ferry Services Contribution Program, as these programs approach their maturity dates. The change in planned spending for grants and contributions is also impacted by cash flow changes in various other programs.

Capital

Planned spending is expected to increase mostly as a result of an increase in funding for the Federal Infrastructure Initiative partially offset by a decrease as a result of the transfer of funding for the Gordie Howe International Bridge to Infrastructure Canada, and a planned decrease in funding for the Ferry Services Contribution Program.

Details on the department's priorities, core activities and related resource requirements can be found in Transport Canada's Report on Plans and Priorities.

Expenditures by Strategic Outcome and Program

Table 301. Expenditures by Strategic Outcome and Program - Budgetary - Transport
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
An Efficient Transportation System.
Transportation Infrastructure 455,366,393 399,495,001 415,437,562
Gateways and Corridors 448,362,484 576,569,290 259,603,003
Transportation Marketplace Frameworks 28,290,806 24,473,890 21,711,678
A Safe and Secure Transportation System.
Aviation Safety 188,941,065 173,447,956 179,090,581
Marine Safety 69,847,859 57,475,536 56,814,328
Rail Safety 35,333,175 35,707,671 35,124,187
Aviation Security 32,722,389 29,791,738 29,781,105
Motor Vehicle Safety 25,940,392 22,723,248 22,077,988
Transportation of Dangerous Goods 22,740,646 15,322,623 15,841,719
Marine Security 14,429,160 12,872,129 12,950,665
Multimodal Safety and Security 19,315,574 10,890,897 11,363,639
Surface and Intermodal Security 5,096,531 4,703,731 4,586,439
A Clean Transportation System.
Clean Water from Transportation 24,421,705 31,902,400 29,181,758
Environmental Stewardship of Transportation 44,745,522 33,906,726 13,132,224
Clean Air from Transportation 24,011,027 29,417,677 12,017,045
The following program supports all strategic outcomes within this organization.
Internal Services 165,516,583 156,311,765 147,193,676
Total 1,605,081,311 1,615,012,278 1,265,907,597

Listing of the 2016–17 Transfer Payments

Table 302. Listing of the 2016–17 Transfer Payments - Transport
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Grants
Grant to the Province of British Columbia in respect of the provision of ferry and coastal freight and passenger services 28,355,115 29,238,376 29,446,554
Community Participation Funding Program 0 800,000 1,600,000
Grant to close grade crossings 95,000 300,000 300,000
Port Asset Transfer Program 0 0 150,000
Grant to the International Civil Aviation Organization (ICAO) for Cooperative Development of Operational Safety and Continuing Airworthiness Program (COSCAP) 130,000 130,000 130,000
Contributions
Gateways and Border Crossings Fund 336,389,054 484,147,493 221,635,643
Airports Capital Assistance Program 27,326,438 38,000,000 37,850,000
Asia-Pacific Gateway and Corridor Transportation Infrastructure Fund 95,145,022 40,249,710 36,718,786
Ferry Services Contribution Program 32,616,292 34,569,754 16,720,000
Remote Passenger Rail Program 13,360,273 11,200,000 11,200,000
Payments in support of crossing improvements approved under the Railway Safety Act 8,402,976 10,945,000 10,945,000
Contribution to Support Clean Transportation Initiatives 5,890,807 11,217,704 9,460,380
Smart Oceans Contribution Program 4,200,000 7,400,000 8,400,000
Road Safety Transfer Payment Program 4,442,483 4,442,681 4,442,681
Contributions to provinces toward highway improvements to enhance overall efficiency and promote safety while encouraging industrial development and tourism from a regional economic perspective: Outaouais Road Development Agreement 9,366,718 950,000 4,350,000
Airports Operations and Maintenance Subsidy Program 1,226,343 1,600,000 1,600,000
Contribution Program for the Centre of Excellence for Marine Transportation of Oil and Liquefied Natural Gas 0 3,700,000 1,360,416
Labrador Coastal Airstrips Restoration Program 1,600,620 1,000,000 1,000,000
Contribution in Support of Boating Safety 930,663 1,000,000 1,000,000
Allowances to former employees of Newfoundland Railways, Steamships and Telecommunications Services transferred to Canadian National Railways 316,630 484,000 484,000
Transportation Association of Canada 445,911 419,000 419,000
Contributions to the Railway Association of Canada for Operation Lifesaver 300,000 300,000 300,000
Payments to other governments or international agencies for the operation and maintenance of airports, air navigation and airways facilities 47,967 100,000 100,000
Canadian Transportation Research Forumʼs Scholarship program 24,000 24,000 24,000
Total Statutory 65,032,946 67,089,074 68,643,888

Transportation Appeal Tribunal of Canada

Raison d'être

Pursuant to the Administrative Tribunals Support Service of Canada Act, the Transportation Appeal Tribunal of Canada was amalgamated to the Administrative Tribunals Support Service of Canada, effective November 1, 2014.

Organizational Estimates

Figure 136. Organizational Estimates - Budgetary - Transportation Appeal Tribunal of Canada
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 303. Organizational Estimates (dollars) - Transportation Appeal Tribunal of Canada
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
- Program expenditures 814,018 0 0 0
Total voted 814,018 0 0 0
Total Statutory 70,397 0 0 0
Total budgetary 884,415 0 0 0

Highlights

Not applicable

Expenditures by Strategic Outcome and Program

Table 304. Expenditures by Strategic Outcome and Program - Budgetary - Transportation Appeal Tribunal of Canada
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
The Canadian transportation community is provided with the opportunity to have enforcement and licensing decisions of the Minister of Transport reviewed in a fair manner by unbiased hearing officers.
Review and Appeal Hearings 744,111 0 0
The following program supports all strategic outcomes within this organization.
Internal Services 140,304 0 0
Total 884,415 0 0

Treasury Board Secretariat

Raison d'être

The Treasury Board of Canada Secretariat (Secretariat) is the administrative arm of the Treasury Board, and the President of the Treasury Board is the Minister responsible for the Secretariat. This organization supports the Treasury Board by making recommendations and providing advice on program spending, regulations and management policies and directives, while respecting the primary responsibility of deputy heads in managing their organizations and their roles as accounting officers before Parliament. In this way, the Secretariat strengthens the way government is managed and helps to ensure value for money in government spending and results for Canadians.

Organizational Estimates

Figure 137. Organizational Estimates - Budgetary - Treasury Board Secretariat
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 305. Organizational Estimates (dollars) - Treasury Board Secretariat
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Program expenditures 295,850,911 219,601,334 279,386,154 209,531,439
5 Government Contingencies 0 750,000,000 1,269,572,387 750,000,000
10 Government-Wide Initiatives 0 2,090,470 2,090,470 3,193,000
20 Public Service Insurance 2,454,311,704 2,250,070,604 2,719,270,604 2,337,061,397
25 Operating Budget Carry Forward 0 1,600,000,000 1,600,000,000 1,600,000,000
30 Paylist Requirements 0 1,000,000,000 1,000,000,000 600,000,000
33 Capital Budget Carry Forward 0 600,000,000 600,000,000 600,000,000
Total voted 2,750,162,615 6,421,762,408 7,470,319,615 6,099,785,836
Total Statutory 471,527,067 470,681,925 470,740,503 471,020,193
Total budgetary 3,221,689,682 6,892,444,333 7,941,060,118 6,570,806,029

Highlights

The Secretariat is estimating budgetary expenditures of $6.6 billion in 2016–17. Of this amount, $6.1 billion requires approval by Parliament. The remaining $471 million represents statutory forecasts that do not require additional approval and are provided for information purposes.

The 2016–17 Main Estimates present an overall decrease of $321.6 million from the previous Main Estimates. Specifically, the major changes include:

A net decrease to Government-Wide Votes of $311.9 million:

  • A decrease of $400 million to Vote 30, Paylist Requirements, which returns the Vote to historical reference levels following the near completion of payouts for the elimination of accumulated severance;
  • An increase of $87 million to Vote 20, Public Service Insurance, related to the sunset of reductions from the Vertical Review 2008; and,
  • An increase of $1.1 million to Vote 10, Government-Wide Initiatives, to replenish the Vote for funding allocated previously to the Web Renewal Initiative.

A net decrease to Program Expenditures of $10.1 million primarily related to time-limited funding for the Workspace Renewal Initiative, the Joint Learning Program and other miscellaneous items.

Additional information will be available in the Departmental Report on Plans and Priorities.

Expenditures by Strategic Outcome and Program

Table 306. Expenditures by Strategic Outcome and Program - Budgetary - Treasury Board Secretariat
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Good governance and sound stewardship to enable efficient and effective service to Canadians.
Government-wide Funds and Public Service Employer Payments 2,898,360,909 6,645,161,074 6,333,254,397
Management Policies Development and Monitoring 0 73,826,361 67,614,269
Government-Wide Program Design and Delivery 0 50,671,220 53,732,931
Decision-Making Support and Oversight 0 47,506,141 49,543,385
The following program supports all strategic outcomes within this organization.
Internal Services 78,399,289 75,279,537 66,661,047
Funds not allocated to the 2016–17 Program Alignment Architecture 244,929,484 0 0
Total 3,221,689,682 6,892,444,333 6,570,806,029

Listing of the 2016–17 Transfer Payments

Table 307. Listing of the 2016–17 Transfer Payments - Treasury Board Secretariat
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Other Transfer Payments
Payments, in the nature of Workers' Compensation, in accordance with the Public Service Income Benefit Plan for Survivors of Employees Slain on Duty 388,297 495,000 495,000
Special Indemnity Plan for Spouses of Canadian Forces Attachés 3,533 5,000 5,000
Total Statutory 5,708 0 0

Veterans Affairs

Raison d'être

Canada's development as an independent country with a unique identity stems partly from its proud military achievements. Veterans Affairs exists to help those whose courageous efforts gave us this legacy and contributed to our growth as a nation.

Veterans Affairs mandate is set out in the Department of Veterans Affairs Act. It charges the Minister with responsibility for "the care, treatment, or re-establishment in civil life of any person who served in the Canadian Forces or Merchant Navy or in the naval, army, air forces or merchant navies of Her Majesty, of any person who has otherwise engaged in pursuits relating to war, and of any other person designated . . . and the care of the dependants or survivors of any person referred to." Veterans Affairs is also responsible for keeping alive the achievements and sacrifices of those who served Canada in times of war, military conflict and peace.

The Minister of Veterans Affairs and Associate Minister of National Defence is responsible for this organization.

Organizational Estimates

Figure 138. Organizational Estimates - Budgetary - Veterans Affairs
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Figure 139. Organizational Estimates - Non-budgetary - Veterans Affairs
The following chart presents the organizational breakdown of voted and statutory non budgetary expenditures and estimates for the past three years.
Table 308. Organizational Estimates (dollars) - Veterans Affairs
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Operating expenditures 806,206,370 855,502,774 892,596,970 870,518,397
5 Grants and contributions 2,533,729,901 2,639,248,000 2,736,010,000 2,725,592,000
Total voted 3,339,936,271 3,494,750,774 3,628,606,970 3,596,110,397
Total Statutory 36,943,683 27,327,401 31,461,818 32,171,305
Total budgetary 3,376,879,954 3,522,078,175 3,660,068,788 3,628,281,702
Non-budgetary
Total Statutory (416) 0 0 0
Total non-budgetary (416) 0 0 0

Highlights

Veterans Affairs'(VAC) budget fluctuates each year due to the demand-driven nature of its programs which are based on Veterans' needs and entitlements. In other words, a Veteran who is entitled to a benefit is paid that benefit, whether 10 Veterans come forward or 10,000.

Total planned spending for the 2016–17 fiscal year is $3.6 billion, a net increase of 3.0% ($106.2 million) from the 2015–16 fiscal year. This is primarily related to an increase in requirements for Canadian Armed Forces Veterans and their families, and is offset by a decrease in requirements for war-service Veterans (World Wars and/or Korean War Veterans) and their families. Over 90% of the Department's budget, ($3.3 billion or 91.3%) represents payments to Veterans, their families and other program recipients.

It is estimated there are approximately 685,300 Veterans nationwide. Only about 85,000 of them are war-service Veterans and, with an average age of 90 years, their numbers diminish with each passing month. At the same time, Canadian Armed Forces or modern-day Veterans are turning to VAC for help in growing numbers.

These Estimates reflect sustained funding related to the Government of Canada's commitment to ensure that:

  • Services and benefits respond effectively to the needs of Veterans, their families and others served by VAC;
  • VAC keeps pace with the evolving needs and realities of Veterans; and
  • VAC organizes events and activities both in Canada and abroad to permit Canadians and others to recognize and remember the service and sacrifice of all those who have served our nation. This includes commemoration of the 100th and 75th anniversaries of the First and Second World Wars, respectively and ongoing construction of a new permanent Visitor Centre at the Canadian National Vimy Memorial in France.

In addition, these Estimates reflect the transfer of Ste. Anne's Hospital to the Province of Quebec.

For more information on departmental planned spending and priorities, please see VAC's latest Report on Plans and Priorities.

Expenditures by Strategic Outcome and Program

Table 309. Expenditures by Strategic Outcome and Program - Budgetary - Veterans Affairs
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Financial, physical and mental well-being of eligible Veterans.
Disability and Death Compensation 2,017,365,900 2,075,599,433 2,141,757,279
Health Care Program and Re-establishment Services 1,026,146,338 1,094,951,813 1,089,248,862
Financial Support Program 205,167,882 228,636,029 278,039,229
Canadians remember and demonstrate their recognition of all those who served in Canada's efforts during war, military conflict and peace.
Canada Remembers Program 45,528,370 50,557,923 46,317,506
Veterans' rights to services and benefits that address their needs are considered by the Veterans Affairs Portfolio.
Veterans Ombudsman 4,578,484 5,779,872 5,306,217
The following program supports all strategic outcomes within this organization.
Internal Services 78,092,980 66,553,105 67,612,609
Total 3,376,879,954 3,522,078,175 3,628,281,702
Table 310. Expenditures by Strategic Outcome and Program - Non-budgetary - Veterans Affairs
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Financial, physical and mental well-being of eligible Veterans.
Disability and Death Compensation (416) 0 0
Total (416) 0 0

Listing of the 2016–17 Transfer Payments

Table 311. Listing of the 2016–17 Transfer Payments - Veterans Affairs
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Grants
Pensions for disability and death, including pensions granted under the authority of the Civilian Government Employees (War) Compensation Order, P.C. 45/8848 of November 22, 1944, which shall be subject to the Pension Act; for former prisoners of war under the Pension Act, and Newfoundland special awards 1,473,364,776 1,467,122,000 1,367,494,000
Disability Awards and Allowances 472,571,049 546,378,000 695,968,000
Housekeeping and Grounds Maintenance 280,527,666 281,400,000 280,947,000
Earnings Loss and Supplementary Retirement Benefit 190,693,221 208,953,000 260,809,000
Commonwealth War Graves Commission 10,913,493 11,248,000 12,848,000
Last Post Fund 8,547,329 12,887,000 11,324,000
War Veterans Allowances and Civilian War Allowances 8,542,703 13,338,000 6,697,000
Retirement Income Security Benefit 0 0 2,100,000
Family Caregiver Relief Benefit 0 0 2,000,000
Canadian Forces Income Support Allowance 635,135 972,000 1,229,000
Payments under the Flying Accidents Compensation Regulations 684,191 975,000 975,000
Children of Deceased Veterans Education Assistance 666,860 750,000 845,000
Grant for Commemorative Partnerships 654,266 750,000 750,000
Treatment Allowances 537,354 625,000 625,000
Assistance in accordance with the provisions of the Assistance Fund Regulations 269,503 420,000 420,000
Assistance to Canadian Veterans – Overseas District 147,051 150,000 140,000
Critical Injury Benefit 0 0 100,000
United Nations Memorial Cemetery in Korea 19,827 70,000 70,000
Career Transition Services 13,236 37,000 50,000
Payments of Gallantry Awards 11,624 15,000 15,000
Canadian Veterans Association of the United Kingdom 5,000 5,000 5,000
Total Statutory 355,849 197,000 197,000
Contributions
Contributions to Veterans, under the Veterans Independence Program, to assist in defraying costs of extended health care not covered by provincial health programs 82,552,630 90,600,000 78,226,000
Contributions under the Commemorative Partnerships Program, to organizations, institutions and other levels of government, in support of projects related to the health and well-being of the veteran population, and commemoration activities and events 1,648,821 2,553,000 1,955,000

Veterans Review and Appeal Board

Raison d'être

The Veterans Review and Appeal Board (Board) is an independent, administrative tribunal created in 1995. The Board provides an appeal program for service-related disability decisions made by Veterans Affairs. This program gives applicants two levels of redress for disability pension and disability award decisions and the final level of appeal for War Veterans Allowance claims.

The Board's objective is to ensure that Canada's traditional Veterans, Canadian Armed Forces members and Veterans, Royal Canadian Mounted Police applicants, qualified civilians and their families receive the disability pensions, disability awards and other benefits to which they are entitled under the law.

The responsible Minister for the Board is the Minister of Veterans Affairs and Associate Minister of National Defence.

Organizational Estimates

Figure 140. Organizational Estimates - Budgetary - Veterans Review and Appeal Board
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 312. Organizational Estimates (dollars) - Veterans Review and Appeal Board
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Program expenditures 10,080,688 9,460,756 9,460,756 9,451,156
Total voted 10,080,688 9,460,756 9,460,756 9,451,156
Total Statutory 1,342,611 1,435,807 1,435,807 1,469,993
Total budgetary 11,423,299 10,896,563 10,896,563 10,921,149

Highlights

The Board is estimating budgetary expenditures of $10.92 million for 2016–17. Of this amount, $9.45 million requires approval by Parliament. The remaining $1.47 million represents statutory forecasts that do not require additional approval and are provided for information.

The planned expenditures of the Board remain approximately the same as the previous year. In 2016–17, the Board will continue to take steps to deliver a timely, respectful and quality redress program so Veterans receive the benefits they are entitled to under the law.

Please refer to the Report on Plan and Priorities for further detail.

Expenditures by Strategic Outcome and Program

Table 313. Expenditures by Strategic Outcome and Program - Budgetary - Veterans Review and Appeal Board
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
An independent and fair appeal process for disability pension, award and allowance decisions made by Veterans Affairs Canada.
Review and Appeal 11,423,299 10,896,563 10,921,149
Total 11,423,299 10,896,563 10,921,149

VIA Rail Canada Inc.

Raison d'être

VIA Rail Canada Inc. (VIA Rail) was established as a crown corporation in 1978 to operate as the nation's passenger rail carrier. Its objective is to provide a safe, secure, efficient, environmentally sustainable and reliable passenger service in Canada. The network includes trains that operate in the Quebec City to Windsor Corridor, and long-haul trains, between Toronto and Vancouver and between Montreal and Halifax. VIA Rail also provides passenger rail transportation to regional and remote communities, some without alternative year-round transportation access.

VIA Rail Canada is accountable to Parliament through the Minister of Transport.

Organizational Estimates

Figure 141. Organizational Estimates - Budgetary - VIA Rail Canada Inc.
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 314. Organizational Estimates (dollars) - VIA Rail Canada Inc.
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Payments to VIA Rail Canada Inc. 406,210,121 330,077,000 395,067,134 382,830,000
Total voted 406,210,121 330,077,000 395,067,134 382,830,000
Total budgetary 406,210,121 330,077,000 395,067,134 382,830,000

Highlights

VIA Rail is estimating budgetary expenditures of $382.8 million in 2016–17 which require approval by Parliament. This request includes an amount of $239.5 million for the operating deficit and $143.3 million for the capital projects. This request excludes the pension cost funding ($47.5 million) that will be requested at a future date.

The forecasted 2016–17 operating deficit of $239.5 million has increased by 1.3% over the forecasted 2015–16 operating deficit, which is the result of increases of 1.1% in revenues and 1.2% in expenses.

The modest increase in revenues represents a challenge to VIA since there continues to be equipment reliability issues as well as an On Time Performance rate lower than 80%.

Expenditures by Strategic Outcome and Program

Table 315. Expenditures by Strategic Outcome and Program - Budgetary - VIA Rail Canada Inc.
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
A national passenger rail transportation service that is safe, secure, efficient, reliable, and environmentally sustainable and that meets the needs of travellers in Canada.
Operation of a national network of rail passenger services 0 330,077,000 382,830,000
Funds not allocated to the 2016–17 Program Alignment Architecture 406,210,121 0 0
Total 406,210,121 330,077,000 382,830,000

Western Economic Diversification

Raison d'être

Western Economic Diversification Canada (WD) was established to promote the development and diversification of the economy of Western Canada and to advance the interests of the West in national economic policy, program and project development and implementation. The Minister of Innovation, Science and Economic Development is responsible for this organization.

The department operates under the provision of the Western Economic Diversification Act, which came into force on June 28, 1988. WD is responsible for regional development in Western Canada by developing and supporting economic policies, programs and activities to promote economic growth.

Organizational Estimates

Figure 142. Organizational Estimates - Budgetary - Western Economic Diversification
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 316. Organizational Estimates (dollars) - Western Economic Diversification
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Operating expenditures 36,056,455 36,995,191 36,995,191 34,870,554
5 Grants and contributions 121,697,675 118,733,000 122,248,119 134,432,914
Total voted 157,754,130 155,728,191 159,243,310 169,303,468
Total Statutory 4,248,406 4,185,723 4,185,723 4,088,068
Total budgetary 162,002,536 159,913,914 163,429,033 173,391,536

Highlights

Western Economic Diversification Canada is estimating budgetary expenditures of $173.4 million in 2016–17. Of this amount,

$169.3 million requires approval by Parliament. The remaining $4.1 million represents statutory forecasts that do not require additional approval and are provided for information purposes.

An increase in net spending of $13.5 million from 2015–16 Main Estimates is due to an increase in contributions and other transfer payments of $15.7 million, and a decrease in operating costs of $2.2 million. Factors contributing to the net increase in the 2016–17 Main Estimates include:

  • $23.1 million increase in funding related to the Canada 150 Community Infrastructure Program announced in Budget 2015;
  • $5.2 million decrease in funding related to the Thirty Meter Telescope announced in Budget 2015;
  • $2.2 million net decrease in operating funding primarily related to the delivery of programs on behalf of Infrastructure Canada, and other minor operating adjustments;
  • $1.2 million decrease in funding for the Rick Hansen Foundation; and
  • $1.0 million decrease in transfer from Agriculture and Agri-Food Canada related to the Canadian Beef Centre of Excellence.

Expenditures by Strategic Outcome and Program

Table 317. Expenditures by Strategic Outcome and Program - Budgetary - Western Economic Diversification
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
A growing and diversified western Canadian economy.
Business Development and Innovation 107,678,368 100,520,050 95,135,450
Community Economic Growth 31,958,194 34,862,792 57,322,492
Policy, Advocacy and Coordination 8,736,194 10,145,094 8,414,266
The following program supports all strategic outcomes within this organization.
Internal Services 13,629,780 14,385,978 12,519,328
Total 162,002,536 159,913,914 173,391,536

Listing of the 2016–17 Transfer Payments

Table 318. Listing of the 2016–17 Transfer Payments - Western Economic Diversification
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Grants
Grants for the Western Diversification Program 0 5,000,000 5,000,000
Contributions
Contributions under the Western Diversification Program 91,294,174 81,379,009 74,246,592
Contributions under the Community Futures Program 26,502,066 28,453,991 28,186,322
Contributions under the Canada 150 Community Infrastructure Program 0 0 23,100,000
Contributions under the Women's Enterprise Initiative 3,901,435 3,900,000 3,900,000

Windsor-Detroit Bridge Authority

Raison d'être

The Windsor-Detroit Bridge Authority (WDBA) was created in October 2012, pursuant to the International Bridges and Tunnels Act. The WDBA is responsible to carry out the obligations of the Crossing Authority as a party to the Crossing Agreement and to procure, construct, and/or operate the Gordie Howe International Bridge (GHIB).

The Minister of Infrastructure and Communities is responsible for this organization.

Organizational Estimates

Figure 143. Organizational Estimates - Budgetary - Windsor-Detroit Bridge Authority
The following chart presents the organizational breakdown of voted and statutory budgetary expenditures and estimates for the past three years.
Table 319. Organizational Estimates (dollars) - Windsor-Detroit Bridge Authority
  2014–15 Expenditures 2015–16 Main Estimates 2015–16 Estimates To Date 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
Budgetary
Voted
1 Payments to the Windsor-Detroit Bridge Authority 8,059,104 58,469,905 461,094,912 215,989,827
Total voted 8,059,104 58,469,905 461,094,912 215,989,827
Total budgetary 8,059,104 58,469,905 461,094,912 215,989,827

Highlights

Key highlights for 2016–17 include:

  • The WDBA will continue to advance the procurement process for the selection of the private partner for the project;
  • Continued progress of the Early Works package on the Canadian side that will prepare the site for construction. This work includes Perimeter Access Road construction, Plaza Fill work, relocation of utilities and other site preparation activities;
  • Continuing property acquisition in Michigan in order to prepare the site on the U.S. side for construction;
  • Relocation of Canadian Utilities in order to prepare the site on the Canadian side for construction; and
  • Relocation of U.S. Utilities in order to prepare the site on the U.S. side for construction.

Please refer to the WDBA's Corporate Plan for further detail.

Expenditures by Strategic Outcome and Program

Table 320. Expenditures by Strategic Outcome and Program - Budgetary - Windsor-Detroit Bridge Authority
  2014–15 Expenditures 2015–16 Main Estimates 2016–17 Main Estimates
Note: Additional details by organization are available on the Treasury Board Secretariat website
A safe, secure, and efficient international crossing for commercial and passenger traffic across the Windsor-Detroit Bridge.
Detroit River International Crossing 8,059,104 58,469,905 215,989,827
Total 8,059,104 58,469,905 215,989,827

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