Main Estimates - 2017–18 Estimates

Raison d’être

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

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

Organizational Estimates

Highlights

The ATSSC is estimating budgetary expenditures of $61 million in 2017–18. Of this amount, $52.6 million requires Parliamentary approval. The remaining $8.4 million represents the statutory funding forecast that does not require additional approval.

ATSSC’s 2017–18 Voted Main Estimates have increased by $3.7 million from2016–17. This increase is mainly due to the reprofiling of funding from 2015–16 over and above the operating budget carry-forward and will serve towards office space consolidation and modernization.

Expenditures by Program or Purpose

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 the region. Together, with Atlantic Canadians, it is building a stronger economy.

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

Organizational Estimates

Highlights

ACOA is estimating budgetary expenditures of $311.5 million for 2017–18. Of this amount, $303.5 million requires approval by Parliament. The remaining $8.0 million represents statutory forecasts that do not require additional approval and are provided for information purposes only.

ACOA’s approved authorities for 2017–18 of $311.5 million represent an increase of $3.3 million when compared to the 2016–17 Main Estimates of $308.2 million.

This increase in spending of $3.3 million is due to an increase in transfer payments of $5.0 million, a decrease in operating costs of $0.9 million and a decrease in statutory costs of $0.8 million. Factors contributing to the net increase include:

Impact of temporary initiatives:

• A $8.3 million increase in funding to support the Canada 150 Community Infrastructure Program;
• A $2.4 million increase in funding to support the spruce budworm outbreak intervention initiative – ACOA component;
• A $0.7 million decrease related to a reduction in the amount transferred from the department of National Defence in support of a project; and
• A $0.5 million decrease for the conclusion of operational funding for the administration of the Building Canada Fund.

Impact of other adjustments:

• A $5.0 million decrease related to changes in collections from repayable contributions;
• A $0.8 million decrease in statutory costs; and
• A $0.4 million decrease for Budget 2016 reduction on professional services, travel and advertising.

In 2017-18, the Agency will invest in the innovation and growth of small and medium-sized enterprises in Atlantic Canada, accelerate clean growth, and maximize international business opportunities. ACOA will continue to develop and diversify communities, and strengthen community planning and capacity-building to stimulate transformative change. The Agency will provide evidence-based policy-making, implement the Atlantic Growth Strategy in collaboration with the four Atlantic provincial governments and other federal departments and stakeholders and support long-term growth in Atlantic Canada by facilitating a whole-of-government approach.

For further details on ACOA’s planned spending, refer to the 2017–18 Departmental Plan.

Expenditures by Program or Purpose

Listing of the 2017–18 Transfer Payments

Raison d’être

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

The Minister of Natural Resources is responsible for AECL.

Organizational Estimates

Highlights

AECL delivers its mandate through a Government-owned, Contractor-operated model. Under this model, AECL’s sites, facilities and assets are managed and operated by Canadian Nuclear Laboratories.

Starting in 2016–17, AECL received 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 2015–16 Expenditures and 2017–18 Main Estimates presented in this document.

Funding for 2017–18 has been grouped into a single program area: Facilities and Nuclear Operations, which includes all funding to enable AECL to deliver on its mandate. As noted in its Corporate Plan Summary, AECL focusses its activities in two main areas:

Decommissioning and Waste Management $520.1 million

The objective is to safely and efficiently reduce the Government of Canada’s 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 Canada’s 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 prior to 2016–17.

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 Canada’s radioactive waste liabilities faster.

Nuclear Laboratories $450.9 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 AECL’s sites efficiently and effectively to provide expertise, products and services, and science and technology capabilities in support of: (i) Canada’s 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 Laboratories’ ability to provide safe and world-class science and technology and other services for Canada.

More information on AECL’s activities can be found in its Corporate Plan Summary.

Expenditures by Program or Purpose

Raison d’être

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

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

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

Organizational Estimates

Highlights

The Canada Border Services Agency is estimating budgetary expenditures of $1,761.7 million in 2017–18. Of this amount, $1,591.0 million requires approval by Parliament. The remaining $170.7 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 increase in net spending of $88.7 million or 5.3% is due to an increase in Operating expenditures of $31.2 million, an increase in Capital expenditures of $71.5 million and a decrease of $14 million in Statutory expenditures (EBP).

Major items contributing to the year-over-year net change of $88.7 million in funding levels include:

Increases totaling $115.8 million in the 2017–18 Main Estimates are mainly due to:

• $44.1 million in funding to maintain and upgrade federal infrastructure assets (Budget 2016- horizontal item);
• $36.7 million in funding for Strengthening the National Immigration Detention Framework;
• $29.1 million in funding for Delivering on Canada’s Commitment to Remove the Visa Requirement for Citizens of Mexico;
• $3.2 million in funding to provide integrated border services at the new Canadian Port of Entry at the Gordie Howe International Bridge;
• $1.8 million in funding for Integrity of Canada’s Border Operations; and
• $0.9 million due to a net increase of funding for various projects.

The increases in the 2017–18 Main Estimates are offset by the following decreases totaling $27.1 million and are mainly due to:

• $14.0 million in annual adjustment in the employee benefit plan rate set by Treasury Board Secretariat;
• $9.2 million reduction of funding received to complete phase 2 of the CBSA Assessment and Revenue Management (CARM) project; and
• $3.9 million for the Budget 2016 reduction in Professional Services, Advertising and Travel.

Expenditures by Program or Purpose

Raison d’être

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

The Canadian Commission for UNESCO operates under the general authority of the Canada Council.

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

Organizational Estimates

Highlights

2017–18 is the second year of the Canada Council’s Strategic Plan 2016–2021, Shaping a New Future, and the second year of the new federal investment announced in Budget 2016. The new funds are being invested according to the four priorities identified in the strategic plan: a digital strategy for the arts; a new relationship with Indigenous artists; the international profile of Canadian arts; and investing in artists and the economy.

Main areas of activity include:

• Launch of the New Funding Model in April 2017, which is a simplified, outcomes-based granting structure designed to achieve concrete results for the arts community and Canadians;
• Launch of the Fund for the Arts in a Digital World and the Canada Council’s first digital strategy;
• Public engagement activities marking Canada’s 150th anniversary and the Canada Council’s 60th anniversary; and
• Other priorities include performance measurement, tracking of results and the implementation of a new framework for integrated planning and reporting.

Expenditures by Program or Purpose

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.

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

Organizational Estimates

Highlights

CMHC is estimating budgetary expenditures of $2,735.0 million in 2017–18. Included in the budgetary expenditures is $253.1 million related to the fourth year of the five-year extension of funding under the Investment in Affordable Housing.

A total budgetary increase of $707.1 million from the 2016–17 Main Estimates is due to the following:

• An increase of $576.5 million for social infrastructure investments as announced in Budget 2016;
• An increase of $72.6 million for the new Affordable Rental Housing Innovation Fund as announced in Budget 2016;
• An increase of $50 million for the prepayment flexibility for long-term, non-renewable CMHC mortgages held by co-operative and non-profit social housing providers as announced in Budget 2015;
• An increase of $10 million to support homeowners affected by pyrrhotite as announced in Budget 2016;
• An increase of $4 million for additional housing construction and rehabilitation on-reserve; and
• A decrease of $6 million related to the interest and inflation reserve.

CMHC is estimating non-budgetary net repayments of $644.8 million in 2017–18 which is in line with net repayments of $644.3 million projected in the 2016–17 Main Estimates.

Expenditures by Program or Purpose

Raison d’être

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

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

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

Organizational Estimates

Highlights

Canada Post Corporation receives an annual appropriation of $22.21 million from the Government for the delivery of Parliamentary mail and materials for the use of the blind, which are sent free of postage under the Act. This appropriation helps to offset the financial impact of these programs on the Corporation.

Parliamentary Mail

The Canada Post Corporation Act allows for the free mailing of letters between Canadians and the Governor General, the Speaker or Clerk of the Senate or house of Commons, a member of the Senate or House of Commons, the Parliamentary Librarian, the Associate Parliamentary Librarian, the Conflict of Interest and Ethics Commissioner, the Senate Ethics officer, and the Director of the Parliamentary Protective Service. Under the Act members of the House of Commons are also allowed up to four free householder 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 Program or Purpose

Raison d’être

The Minister of National Revenue is responsible for the Canada Revenue Agency (CRA). The CRA administers tax, benefits, and related programs for governments across Canada. In carrying out its role, the CRA contributes to the economic and social well-being of Canadians by promoting voluntary participation in our tax system.

The CRA makes sure:

• Canadians comply with their tax obligations;
• Canadians receive the benefits to which they are entitled;
• Non-compliance is addressed; and
• Canadians have access to appropriate mechanisms for resolving disputes.

Organizational Estimates

Highlights

The Canada Revenue Agency is estimating budgetary expenditures of $4.2 billion in 2017–18. Of this amount, $3,232.7 million requires approval by Parliament. The remaining $930.2 million represents statutory forecasts that do not require additional approval and are provided for information purposes.

In total the Agency is displaying an increase of $77.2 million or 1.9% from previous Main Estimates, which is the net result of various increases offset by certain planned decreases.

The CRA budgets will be increasing by $292.1 million due to the following:

• $113.0 million for the implementation and administration of various measures to crack down on tax evasion, combat tax avoidance and enhance tax collections announced in the 2016 Federal Budget;
• $51.0 million in payments under the Children’s Special Allowance Act for eligible children in the care of agencies and foster parents;
• $43.0 million for the implementation and administration of various measures to enhance the Canada Revenue Agency’s capacity to deliver client-focused services announced in the 2016 Federal Budget;
• $36.3 million for collective bargaining increases;
• $30.0 million for the administration of the goods and services tax;
• $9.9 million for the implementation and administration of enhanced compliance measures; and
• $8.9 million for the implementation and administration of various tax measures announced in the 2016 Federal Budget.

The above-mentioned increases are offset by the following decreases totalling $214.9 million due to the following:

• $128.0 million reduction related to statutory disbursements to provinces under the Softwood Lumber Products Export Charge Act, 2006;
• $41.1 million in contributions to employee benefit plans;
• $24.4 million adjustment to accommodation and real property services provided by Public Services and Procurement Canada;
• $9.5 million reduction in professional services, advertising, and travel announced in the 2016 Federal Budget;
• $7.5 million planned decrease in funding for the upgrade of the individual income tax processing system;
• $3.5 million for various initiatives announced in the 2012, 2013, 2014 and 2015 Federal Budgets; and
• $0.9 million in the spending of revenues received through the conduct of its operations primarily attributable to initiatives administered on behalf of the Canada Border Services Agency.

Expenditures by Program or Purpose

Raison d’être

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

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

Organizational Estimates

Highlights

The School is estimating budgetary expenditures of $77.6 million in 2017–18. Of this amount, $63.4 million requires approval by Parliament. The remaining amount of $14.2 million represents statutory authority that does not require additional approval and is provided for information.

In comparison with 2016–17, the 2017–18 Main Estimates are decreasing by $5.6 million. This decrease is due to the completion in 2016–17 of the transformational initiatives undertaken by the School to make learning more accessible to public servants across all regions.

Additional information is available in the 2017–18 Departmental Plan.

Expenditures by Program or Purpose

Raison d’être

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

Organizational Estimates

Highlights

CATSA’s 2017–18 Main Estimates of $584.6 million, which require approval from Parliament, are $39.4 million or approximately 6% lower than its 2016–17 Main Estimates of $624.0 million^{Footnote 1}. The Main Estimates consist of $471.4 million for operating expenditures and $113.2 million for capital expenditures.

CATSA’s 2017–18 Main Estimates for operating expenditures of $471.4 million are equivalent to its 2016–17 Main Estimates and represent CATSA’s A-Base funding.

CATSA’s 2017–18 Main Estimates for capital expenditures of $113.2 million are $39.4 million or approximately 26% lower than its 2016–17 Main Estimates of $152.6 million. The year-over-year variance in CATSA’s capital budget envelope reflects lower cash flow requirements for 2017–18 to support the deployment of its new Hold Baggage Screening system as part of a 10-year capital life-cycle management plan. The variance is also attributable to a decrease in planned capital spending for Pre-Board Screening associated with the deployment of advanced technology and CATSA’s life-cycle management plan.

As set out in its 2016–17 to 2020–21 Corporate Plan, CATSA’s funding priorities for the 2017–18 fiscal year will continue to focus on the delivery of its core mandated activities. This includes the ongoing deployment of CATSA’s new Hold Baggage Screening system at airports across Canada as part of its capital life-cycle management plan and enhancement of select Pre-Board Screening checkpoints to improve the passenger experience.

Expenditures by Program or Purpose

Raison d’être

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

The programming provided by the Corporation should:

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

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

Organizational Estimates

Highlights

2017–18 will be the third year of the Corporation’s 5-year strategy, Strategy 2020. 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. Strategy 2020 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.

The Corporation’s appropriations for 2017–18 include the government’s reinvestment of $150 million announced in Budget 2016.

The reinvestment ensures transformation of the public broadcaster into the digital public space that will allow Canadians to engage with each other, and their world. The reinvestment would also counter existing financial pressures, strengthen the Corporation’s transformation by investing in new content and programming, and allow for enhanced services.

Expenditures by Program or Purpose

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.

Additional information can be found in CCOHS’ Departmental Plan.

Organizational Estimates

Highlights

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

Expenditures by Program or Purpose

Raison d’être

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

CCC reports to Parliament through the Minister of International Trade.

Organizational Estimates

Highlights

This organization is not receiving voted appropriations in the 2017–18 Main Estimates.

Expenditures by Program or Purpose

Raison d’être

The Canadian Dairy Commission (CDC) is a federal Crown corporation created in 1966 through the Canadian Dairy Commission Act.

It reports to Parliament through the Minister of Agriculture and Agri-Food. Its legislated objectives are twofold: to provide efficient producers of milk and cream with the opportunity of obtaining a fair return for their labour and investment; and to provide consumers of dairy products with a continuous and adequate supply of dairy products of high quality.

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

Organizational Estimates

Highlights

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

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

The CDC operates several programs for the benefit of the dairy industry. The Domestic Seasonality Programs ensure a steady supply of dairy products on the Canadian market. The Surplus Removal Programs ensure that milk components for which there is no outlet on the domestic market are removed in a timely fashion. Finally, the Matching Investment Fund and the Dairy Innovation program promote growth and innovation in the manufacture and use of dairy products and components. In addition, the CDC, on behalf of the industry, administers the Special Milk Class Permit Program (SMCPP) and the Dairy Export Program (DEP). 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. An example of these initiatives is 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 the program Milk Access for Growth.

Producers and processors announced in July 2016 the successful conclusion of negotiations to evolve the Canadian dairy system for the future. The CDC is currently evaluating the impact of the implementation of this strategy on the programs it administers.

Expenditures by Program or Purpose

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 Departmental Plan.

Organizational Estimates

Highlights

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

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

The Canadian Environmental Assessment Agency’s 2017–18 Main Estimates will total $30.6 million in voted authorities. This amount represents a net increase of $3.1 million compared to the 2016–17 Main Estimates. This difference is mainly attributable to the following:

• An increase of $2.6 million for ensuring robust environmental assessments and to ensure the Agency is adequately resourced to fulfill legislative obligations;
• An increase of $0.5 million for the review of environmental assessment processes;
• An increase of $0.2 million for a transfer from the Department of Natural Resources to support the administration of their participant funding for consultations with Indigenous groups; and
• A decrease of $0.2 million for the Budget 2016 reduction on professional services, travel and advertising.

Expenditures by Program or Purpose

Listing of the 2017–18 Transfer Payments

Raison d’être

The Minister of Health is responsible for this organization.

The Canadian Food Inspection Agency (CFIA) is a 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 Canada’s 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 Canada’s food, plants, and animals.

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

Organizational Estimates

Highlights

With the authorities of $704.6 million, the CFIA will continuously modernize itself as an organization in order to better meet the needs of consumers, industry and international trading partners. Every day, more than six thousand CFIA professionals work to protect Canadians across the country and instill confidence in our food safety system and agriculture products. They help protect plant and animal health, prevent food safety hazards, manage food safety investigations and recalls, and help protect the marketplace from unfair practices.

Recent investments which support the Agency’s activities include:

• Funding to improve food safety for Canadians (Budget 2016) by implementing activities to improve food safety risk intelligence and oversight, enhance food safety through offshore preventive activities, and improve stakeholder compliance in protecting Canada’s food supply;
• Funding to support the Canadian agriculture and agri-food sector in seizing market opportunities and securing agriculture market access;
• Resources to enable the CFIA to accelerate the required renewal and upgrade of its critical infrastructure assets;
• Funding to support the implementation of the Electronic Service Delivery Platform project, to deliver technologies and tools for industry, international trading partners and CFIA inspectors to more efficiently carry out their respective roles and conduct regular business transactions electronically; and
• Funding to support the implementation of the Canadian Food Safety Information Network which aims to strengthen the ability of federal, provincial, and territorial food safety authorities to better anticipate, detect, and respond to food-borne hazards minimizing the impact of food safety events on Canadians.

Further information on the CFIA’s planning highlights can be found in the 2017–18 Departmental Plan.

Expenditures by Program or Purpose

Listing of the 2017–18 Transfer Payments

Raison d’être

The Canadian Grain Commission (CGC) is a federal government department that administers the provisions of the Canada Grain Act (CGA). The CGC’s mandate as set out in the CGA is to, in the interests of the grain producers, establish and maintain standards of quality for Canadian grain and regulate grain handling in Canada, to ensure a dependable commodity for domestic and export markets.

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

Organizational Estimates

Highlights

The CGC is estimating budgetary expenditures of $5.3 million in 2017–18. Of this amount, $4.7 million requires approval by Parliament. The remaining $0.6 million is to support employee benefit plan obligations.

The authority requested for 2017–18 Main Estimates is consistent with authority provided in 2016–17 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.

A revolving fund was set up for the CGC in 1995 with the expectation that the CGC would be largely self-funded through fees for service. The CGC transitioned to a new fee structure in 2013–14. Updated user fees came into effect on August 1, 2013. The new fee structure has eliminated the requirement for annual ad-hoc funding. Revenues credited to the revolving fund are expected to be $57.0 million in 2017–18.

Additional information can be found in the CGC’s Departmental Plan.

Expenditures by Program or Purpose

Raison d’être

Canadian High Arctic Research Station has been created to:

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

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

Organizational Estimates

Highlights

The Canadian High Arctic Research Station is estimating budgetary expenditures of $21.6 million in 2017–18. Of this amount, $21 million requires parliamentary approval. The remaining $631,025 represents statutory forecasts that do not require additional approval and are provided for information.

The net increase in the 2017–18 budgetary expenditures compared with the 2016–17 Main Estimates is mainly due to the carry forward of $2.5 million to meet the commitments related to requests for contributions.

Additional details about the priorities of the Canadian High Arctic Research Station will be available in the 2017–18 Departmental Plan.

Expenditures by Program or Purpose

Listing of the 2017–18 Transfer Payments

Raison d’être

The Canadian Human Rights Commission (the Commission) was established in 1977 under Schedule I.1 of the Financial Administration Act in accordance with the Canadian Human Rights Act (CHRA). The Commission leads the administration of the CHRA and ensures compliance with the Employment Equity Act (EEA). The CHRA prohibits discrimination and the EEA promotes equality in the workplace. Both laws apply the principles of equal opportunity and non-discrimination to federal government departments and agencies, Crown corporations, and federally regulated private sector organizations.

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

Organizational Estimates

Highlights

The Canadian Human Rights Commission is estimating budgetary expenditures of $21.82 million in 2017–18. Of this amount, $19.22 million requires approval by Parliament. The remaining $2.6 million represents statutory forecasts that do not require additional approval and are provided for information purposes.

The variance of $326,000 between 2016–17 and 2017–18 Main Estimates is mostly due to the decrease of the Employee Benefit Plan rate. In 2017–18 there is also a decrease of $123,000 for the Budget 2016 reduction on professional services, travel and advertising.

The Commission’s planned spending will remain stable in 2016-17 and 2017–18.

Over the next year, the Commission will focus on :

• Raising awareness and mobilizing stakeholders around human rights issues to positively influence opinions and actions;
• Assessing 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 Departmental Plan.

Expenditures by Program or Purpose

Raison d’être

The 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.”

CIHR’s mandate seeks to transform health research in Canada in an ethically sound manner by:

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

Organizational Estimates

Highlights

CIHR is anticipating planned expenditures of $1,085.6 million in 2017–18. Of this amount, $1,079.8 million requires approval by Parliament. The remaining $5.8 million represents statutory forecasts that do not require additional approval and are provided for information purposes.

The planned expenditures of $1,085.6 million in 2017–18 represents an increase of $60 million, or 5.8%, from the 2016–17 Main Estimates.

This increase is mainly due to the allocation of new ongoing funding through Budget 2015 and Budget 2016. Budget 2015 allocated $15 million to CIHR beginning in 2016–17 to expand the Strategy for Patient-Oriented Research as well as address antimicrobial resistance through health research. Budget 2016 allocated $30 million to CIHR beginning in 2016–17 to maintain and reinforce Canada’s position as a leading-edge, global knowledge economy by increasing CIHR’s support for early career investigators.

The remaining $15 million increase is the result of CIHR’s participation in tri-agency programs in collaboration with the Natural Sciences and Engineering Research Council (NSERC) and the Social Sciences and Humanities Research Council (SSHRC). Funding for these programs varies by fiscal year as CIHR is allocated funding following each distinct competition depending on the successful applicants’ alignment with CIHR’s health-related mandate.

For example, beginning in 2016–17, CIHR has been allocated funding as a result of the second competition for the Canada First Research Excellence Fund, a program that helps post-secondary institutions to excel globally in research areas that create long-term economic advantages for Canada. Over 7 fiscal years, CIHR will be partially funding 8 of the 13 recipients for a total of $164.8 million of the $900 million awarded.

CIHR has also been allocated funding to begin in 2017–18 as a result of the third cohort of the Canada Excellence Research Chair program, a program that seeks to position Canada at the leading-edge of breakthroughs in priority research areas expected to generate economic and social benefits to Canadians. Over 7 fiscal years, CIHR will be funding 1 of the 3 new Chairs for a total of $12 million of the $24 million awarded.

Further details on CIHR’s 2017–18 planned expenditures are available in CIHR’s 2017–18 Departmental Plan.

Expenditures by Program or Purpose

Listing of the 2017–18 Transfer Payments

Raison d’être

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

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

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

Organizational Estimates

Highlights

The Canadian Intergovernmental Conference Secretariat’s 2017–18 expenditures remain approximately the same as the previous year.

The 2017–18 funding will be utilized to address the following priorities:

• Implement the necessary initiatives to enhance and expand strategic partnerships;
• Ensure relevant and responsible service delivery;
• Implement initiatives to ensure effective and efficient use of resources; and
• Cultivate a continuous learning environment.

Our departmental plan will contain more details regarding our priorities.

Expenditures by Program or Purpose

Raison d’être

The Canadian Museum for Human Rights (CMHR) was created in 2008 through an amendment to the Museums Act, which established the Museum as the first national museum to be created since 1967 and the first to be located outside of the National Capital Region.

The Museum’s mandate is “to explore the subject of human rights, with special but not exclusive reference to Canada, in order to enhance the public’s understanding of human rights, to promote respect for others and to encourage reflection and dialogue.”

The Minister of Canadian Heritage is responsible for this organization.

Organizational Estimates

Highlights

The Museum’s reference levels in Vote 1 for operating and capital expenditures in 2017–18 are $24.865 million.

The Board of Trustees updated the Museum’s goals based on the lessons learned in the first two years of operations. The updated goals will guide Museum operations and activities through the CMHR’s upcoming five years of operations. These goals will serve as a roadmap in five strategic areas – visitor experience, audience reach, recognized leader, financial sustainability and 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 future generations. 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 in its efforts to maximize the net income from admissions, membership, programs, retail, facility rentals and commissions from the bistro and catering. Working with the Friends of CMHR, the Museum plans to develop and implement a sponsorship strategy to supplement appropriations and earned revenue.

Using business improvement methodologies, the Museum will review work processes to identify any overlap or redundancy in current processes and implement opportunities for continuous improvements.

Depending on long-term funding, the Museum plans to 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. Funding to CMHR was increased through federal Budget 2016, including ongoing funding for Payments in lieu of Taxes (PILT) and funding for priority capital requirements largely related to health and safety and the recapitalization of digital hardware and software.

Expenditures by Program or Purpose

Raison d’être

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

The Minister of Canadian Heritage is responsible for this organization.

Organizational Estimates

Highlights

The Canadian Museum of History is creating an entirely new exhibition on Canadian history. This new exhibition, which represents the largest and most ambitious exhibition project that the 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 2017–18 is $71.6 million, an increase of $5.4 million from the previous year’s approval. The increase is due to:

• An increase of $3.1 million for payments in lieu of taxes; and
• An increase of $2.3 million in funding for health and safety capital projects.

Expenditures by Program or Purpose

Raison d’être

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

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

The Minister of Canadian Heritage is responsible for this organization.

Organizational Estimates

Highlights

The Canadian Museum of Immigration at Pier 21 (Museum) is estimating budgetary expenditures, in 2017–18, of $7.8 million which require parliamentary approval.

The planned expenditures of the Museum remain approximately the same as the previous year.

Please refer to the Museum’s Corporate Plan for further detail.

Expenditures by Program or Purpose

Raison d’être

The Minister of Canadian Heritage is responsible for this organization.

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

Organizational Estimates

Highlights

In 2017–18, the Museum will advance year four of a new strategic plan that leverages its research and collections strengths in Arctic Knowledge and Species Discovery. Key Objectives are:

• 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.
• 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.
• 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.
• 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.
• 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.

The 2017–18 Main Estimates represent an increase of $6.4 million from the previous year due to Budget 2016 funding covering health and safety and special consideration projects such as the completion of the Canada Goose Arctic Gallery and the acquisition of scientific equipment essential to program integrity.

Additional information can be found in the Museums Corporate Plan.

Expenditures by Program or Purpose

Raison d’être

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

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

Organizational Estimates

Highlights

The Canadian Northern Economic Development Agency (CanNor) is estimating budgetary expenditures of $50.1 million in 2017–18.

Of this amount $48.7 million requires approval by Parliament. The remaining $1.4 million represents statutory forecasts that do not require additional approvals and are provided for information purposes.

Significant Funding Changes:

Almost 50% of CanNor’s total 2016–17 funding was for program renewals and was provided through Supplementary Estimates.

The total net increase of $23.8 million in 2017–18 Main Estimates budgetary expenditures is a result of:

• Increase of $19.8 million in renewed funding for the Strategic Investments in Northern Economic Development Program;
• Increase of $2.3 million for the Northern Projects Management Office;
• Increase of $3.2 million for the Canada 150 Infrastructure Program; and
• A reduction of $1.3 million in funding for the Centre for Northern Innovation in Mining.

Expenditures by Program or Purpose

Listing of the 2017–18 Transfer Payments

Raison d’être

The Minister of Natural Resources is responsible for this organization.

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

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

Additional information can be found in the CNSC’s Departmental Plan.

Organizational Estimates

Highlights

The Canadian Nuclear Safety Commission is estimating budgetary expenditures of $136.9 million in 2017–18. Of this amount, $37.9 million requires approval by Parliament. The remaining $99.0 million represents statutory forecasts that do not require additional approval and are provided for informational 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 2017-18, the CNSC’s Main Estimates have increased by $0.7 million or 0.6% when compared to the 2016-17 Main Estimates. The increase is due to a $1.5 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 with the CNSC Cost Recovery Fees Regulations, 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 $0.8 million; of which $0.5 million is attributable to the sunset of 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). The balance of $0.3 million is a result of Budget 2016 reductions related to professional services, travel and advertising.

Additional information can be found in the CNSC’s Departmental Plan.

Expenditures by Program or Purpose

Listing of the 2017–18 Transfer Payments

Raison d’être

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

Organizational Estimates

Highlights

Not applicable

Expenditures by Program or Purpose

Raison d’être

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

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

Organizational Estimates

Highlights

The Canadian Radio-television and Telecommunications Commission (CRTC) is estimating net budgetary expenditures of $11.5 million in 2017–18. Of this amount, $5 million requires approval by Parliament. The remaining $6.5 million represents statutory forecasts that do not require additional approval and are provided for information purposes.

This is a decrease of $0.6 million when compared to the 2016–17 Main Estimates. This difference is attributable to a decrease in statutory budget expenditures related to employee benefits plans.

Once tabled in the House of Commons, additional information will be available in the Departmental Plan.

Expenditures by Program or Purpose

Raison d’être

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

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

Organizational Estimates

Highlights

The Main Estimates for the department are $577.1 million, which represents a $5 million increase over the previous year.

The major changes are as follows:

• An increase of $8.6 million in support of Canada’s national security and the safety of Canadians; and
• A decrease of $3.6 million due to a Budget 2016 government-wide initiative.

Expenditures by Program or Purpose

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 organizations, and other international space agencies or organizations.

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

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

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

Organizational Estimates

Highlights

The Canadian Space Agency (CSA) is estimating budgetary expenditures of $353.8 million in 2017-18. Of this amount, $344.6 million requires approval by Parliament. The remaining $9.2 million represents statutory forecasts that do not require additional approval and are provided for information purposes.

Main Estimates planned budgetary expenditures were $432.4 million in 2016–17 representing a net decrease of $78.6 million between fiscal years 2016–17 and 2017–18. This corresponds to a decrease in Operating expenditures of $23.2 million, a decrease in Capital expenditures of $69.7 million and an increase in Grants and Contributions of $15.2 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. As a result, 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 2016–17 and 2017–18 is composed of:

• An increase of $10.3 million for activities related to the space station. The current year-over-year increase reflects different cash flow requirements;
• An increase of $10.0 million from the 2015 Budget for the Contribution Program under the Canada-European Space Agency Cooperation Agreement for the Advanced Research in Telecommunications Systems (ARTES) program. (Budget 2015 provides the CSA with $30 million over four years, from 2016–17 to 2019–20);
• An increase of $7.5 million for items in Budget 2016 related to safety increase at John H. Chapman Space Centre as well as the purchase and installation of absorber material for the David Florida Laboratory (DFL) Bay 2 Anechoic Chamber;
• A net increase of $0.9 million due to additional funding received for the Canadian Space Agency’s David Florida Laboratory infrastructure and corresponding equipment to maintain its space capabilities and improve compliance with applicable building codes and standards;
• A $90.7 million decrease related to the RADARSAT Constellation Mission (RCM). The current year-over-year decrease is due to different requirements in cash flow, of which $55.5 million is due to the effect of cumulative amounts carried forward and $35.2 million is due to the funding profile requested at the time of the implementation phase approval by Treasury Board;
• A decrease of $9.5 million due to funding received in 2016–17 for the provision of value-added satellite reports/images for humanitarian needs;
• A decrease of $4.8 million due to additional funding received in 2016–17 for the Maritime Monitoring and Messaging Micro-Satellite (M3MSat) project; and
• A decrease of $1.4 million related to Budget 2016 reduction on professional services, travel and advertising.

Once tabled in the House of Commons, additional information will be available in the Department Plan of the Canadian Space Agency at the following address: http://asc-csa.gc.ca/eng/publications/rp.asp.

Expenditures by Program or Purpose

Listing of the 2017–18 Transfer Payments

Raison d’être

The Canadian Tourism Commission operating as Destination Canada (DC), is Canada’s national tourism marketing organization. A Crown corporation wholly owned by the Government of Canada, DC’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, DC’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, DC 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 DC’s 2016–20 Corporate Plan.

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

Organizational Estimates

Highlights

DC was created in 1995, as a Special Operating Agency within Industry Canada, and in 2001, became a Crown corporation pursuant to the Canadian Tourism Commission Act.

Starting in 2013–14, DC’s core appropriations (i.e. excluding one-time funding for special programs) have been $58.0 million. In 2015–16, DC was awarded an additional $30.0 million in special program funding relating to the Connecting America marketing initiative spread out over three years: $5.0 million for 2015–16, $12.5 million for 2016–17 and $12.5 million for 2017-18.

Through Budget 2016, DC received additional one-time funding to market Canada as a premier tourism destination. Starting in 2016, the two-year, $50.0 million Government of Canada investment for international tourism marketing is being used to augment existing leisure marketing initiatives in our important markets, such as the US and China.

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

DC’s 2016–20 Corporate Plan identifies its goal to support the industry as it grows the number of arrivals to 20 million international visitors per year with tourism export revenue of $20 billion.

DC’s objectives are to:

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

Expenditures by Program or Purpose

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. The 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 these occurrences.

The 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 TSB is part of the Privy Council portfolio of departments and agencies. The Minister of Democratic Institutions and President of the Queen’s Privy Council for Canada is responsible for tabling the TSB’s administrative reports in Parliament. Additional information can be found on the TSB’s departmental website.

Organizational Estimates

Highlights

The TSB is estimating budgetary expenditures of $29.4 million in 2017–18. Of this amount, $26.2 million requires approval by Parliament. The remaining $3.2 million represents statutory forecasts that do not require additional approval and are provided for information purposes. The organization’s funding through Main Estimates has decreased from 2016–17 by $0.4 million due mainly to a decrease in the Employee Benefit Plan percentage as determined by Treasury Board Secretariat as part of the Annual Reference Level Update.

In 2017–18, the TSB will continue to strive to be a modern world-class organization that evolves and adapts as it strives to influence changes that advance transportation safety. This vision statement will be achieved by focusing on the strategic objectives of serving, improving, modernizing and updating, as outlined in the TSB’s five-year Strategic Plan. Further details regarding plans and priorities can be found in the TSB’s Departmental Plan and Strategic Plan.

Expenditures by Program or Purpose

Raison d’être

The Canadian Transportation Agency (the Agency) is an independent, quasi-judicial tribunal and regulator with the powers of a superior court. The Agency is an arm’s length organization that reports to Parliament through the Minister of Transport.

The Agency has three mandates:

• The Agency helps ensure that the national transportation system runs efficiently and smoothly in the economic and social interests of all Canadians; including those who work and invest in it; the producers, shippers, travellers and businesses who rely on it; and the communities where it operates.
• The Agency protects the human right of persons with disabilities to an accessible transportation network.
• The Agency provides consumer protection for air passengers.

To help advance these mandates, the Agency has three tools at its disposal:

• Rule-making: The Agency develops and applies ground rules that establish the rights and responsibilities of transportation service providers and users and that level the playing field among competitors. These rules can take the form of binding regulations or less formal guidelines, codes of practice or interpretation notes.
• Dispute resolution: The Agency resolves disputes that arise between transportation providers on the one hand, and their clients and neighbours on the other, using a range of tools from facilitation and mediation to arbitration and adjudication.
• Information provision: The Agency provides information on the transportation system, the rights and responsibilities of transportation providers and users, and its legislation and services.

More information on the Agency’s role, mission and mandate is available on the Agency website.

Organizational Estimates

Highlights

The Canadian Transportation Agency (the Agency) is estimating budgetary expenditures of $30.9 million in 2017–2018. Of this amount, $27.7 million requires approval by Parliament. The remaining $3.2 million represents statutory forecasts that do not require additional approval and are provided for information purposes. Compared to 2016–17, the Main Estimates for 2017–18 have increased as a result of an amount that has been approved via a reverse reprofile requested by the Agency and will be used to pay for the costs related to

The Government of Canada Workplace 2.0 Fit-up Standards. This amount is reflected under the Agency’s Internal Services Program and will be reimbursed over a period of 15 years starting in 2018–19;

Looking forward, the Agency has established its strategic priorities for the 2017–20 period:

A modern framework: Legislation and regulations that reflect current and emerging business models, travellers’ and shippers’ needs, and best practices in the adjudicative and regulatory fields.

Excellence in service delivery: Timely, fair, and effective services in the areas of regulatory determination, dispute resolution, and compliance monitoring and enforcement, based on the letter and purpose of the legislation and regulations, relevant jurisprudence, and the evidence.

Stakeholder and public awareness: Clear, relevant information for stakeholders and the general public on the national transportation system, the rights and responsibilities of transportation providers and users, and Agency services.

A healthy, high-performing organization: An organization that is independent, expert, impartial, engaged, agile and innovative.

Expenditures by Program or Purpose

Raison d’être

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

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

Organizational Estimates

Highlights

The Civilian Review and Complaints Commission for the Royal Canadian Mounted Police is estimating budgetary expenditures of $9.9 million in 2017–18. Of this amount, $9 million requires approval by Parliament. The remaining $0.9 million represents statutory authorities that do not require additional approval and are provided for information purposes.

Planned expenditures decrease by $0.1 million from 2016–17 to 2017–18 mainly attributable to decreases related to contributions to employee benefit plans statutory authorities.

In 2017–18, 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.

Additional information and details on the Commission’s priorities can be found in its 2017–18 Departmental Plan.

Expenditures by Program or Purpose

Raison d’être

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

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

The Minister of National Defence is responsible for CSE.

Organizational Estimates

Highlights

The Communications Security Establishment is estimating budgetary expenditures of $596.0 million in 2017–18. Of this amount, $560.5 million requires approval of Parliament. The remaining $35.5 million represents statutory forecasts that do not require additional approval and are provided for information purposes.

The Main Estimates for the department are $596.0 million, a net increase of $12.4 million. The major changes are as follows:

• A decrease of $1.4 million related to Budget 2016 reductions to professional services, travel, and advertising;
• A decrease of $3.5 million related to changes in the statutory forecasts;
• A net increase of $3.6 million related to CSE’s accommodations mainly due to a transfer from Public Services and Procurement Canada (PSPC) in the last phase of CSE’s move to the new facility; and
• A net increase of $13.7 million in support of CSE’s mandate.

Expenditures by Program or Purpose

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

Highlights

The Copyright Board of Canada is estimating budgetary expenditures of $3.1 million in 2017–18. Of this amount, $2.8 million requires approval by Parliament and the remaining $272 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 as incentive for the creation and use of copyrighted works. The Board will also examine possible avenues to improve existing practices and procedures, with the aim of streamlining them and reduce uncertainty, while safeguarding fairness of process.

Expenditures by Program or Purpose

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 Departmental Plan.

Organizational Estimates

Highlights

The Correctional Service of Canada is estimating budgetary expenditures of $2,400.71 million in 2017–18. Of this amount, $2,171.29 million requires approval by Parliament. The remaining $229.42 million represents statutory forecasts that do not require additional approval and are provided for information purposes. This represents a net increase of $38.12 million from 2016–17 Main Estimates.

The major changes are as follows:

• An increase of $40.95 million related to funding received to cover expenditures due to changes in offender population volumes and price fluctuations;
• An increase of $0.24 million related to Federal Infrastructure Initiative;
• An increase of $0.43 million related to 2017–18 Funding of Federal Contaminated Sites Action Plan (FCSAP – Phase III);
• An increase of $27.50 million in capital investments mainly due to reprofiling of funds from previous years;
• A decrease of $4.86 million related to the Budget 2016 reduction for professional services, travel, advertising;
• A decrease of $4.27 million due to the cessation of funding for the Accelerated Infrastructure Program in 2017–18;
• A decrease of $21.90 million related to the department’s allocation of the employer’s share of the employee benefit plan; and
• An increase of $0.03 million for miscellaneous items.

Expenditures by Program or Purpose

Listing of the 2017–18 Transfer Payments

Raison d’être

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

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

Organizational Estimates

Highlights

The Courts Administration Service (CAS) is estimating budgetary expenditures of $75.25 million in 2017–18. Of this amount, $68.59 million requires approval by Parliament. The remaining $6.66 million represents the statutory funding forecast that does not require additional approval and is provided for information purposes.

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

• Renewal of funding for Division 9 proceedings of the Immigration and Refugee Protection Act 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;
• Funding to remove the visa requirement for citizens of Mexico;
• 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;
• Budget 2016 funding to invest in information technology infrastructure upgrades to safeguard the efficiency of the federal court system; and
• Budget 2016 funding to help relocate the Quebec City federal courts facility, thereby ensuring continued federal courts presence in Quebec City.

More details on important trends and variances can be found in the CAS 2017–18 Departmental Plan, as well as the Financial Statements Discussion and Analysis and the Quarterly Financial Reports.

Expenditures by Program or Purpose

Raison d’être

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

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

Organizational Estimates

Highlights

Agriculture and Agri-Food Canada is estimating budgetary expenditures of $2.25 billion in 2017-18. Of this amount, $945.9 million is voted funding which requires approval by Parliament. The remaining $1.3 billion represents statutory forecasts that do not require additional approval and are provided for information only.

Most of Agriculture and Agri-Food Canada’s funding supports programs under Growing Forward 2, a five-year (2013-18) policy framework by federal, provincial and territorial governments for Canada’s agricultural and agri-food sector. Growing Forward 2 supports 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. A significant portion of this $3 billion dollar investment is in the form of grants and contributions.

Compared to 2016-17, the Main Estimates have decreased by $12.5 million. Notable changes include:

• A decrease of $6.0 million in contributions to employee benefits plans as a result of a change in the established rate for 2017-18;
• A planned decrease of $4.6 million due to the sunsetting of the Churchill Port Utilization Program;
• $4.5 million transfer to Western Economic Diversification in support of the Saskatchewan Canadian Cattlemen’s Association project under the Western Diversification Program;
• A decrease of $3.9 million related to planned government wide spending reductions, as announced in Budget 2016;
• A decrease of $1.7 million for the Federal Infrastructure Initiative;
• An increase of $4.6 million to support genomics, digitization and data mobilization of Agriculture and Agri-Food Canada biological collections, as announced in Budget 2016; and
• An increase of $2.6 million to improve access to international markets for Agricultural products as announced in Budget 2015.

For additional information, please refer to Agriculture and Agri-Food Canada’s Departmental Plan.

Expenditures by Program or Purpose

Listing of the 2017–18 Transfer Payments

Raison d’être

The Minister of Canadian Heritage is responsible for this organization.

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

Organizational Estimates

Highlights

The Department of Canadian Heritage is estimating budgetary expenditures of $1.44 billion in 2017–18. Of this amount, $1.41 billion requires approval by Parliament. The remaining $25.8 million represents statutory forecasts that do not require additional approval and that are provided for information purposes. This is an increase of $150.2 million when compared with the 2016–17 Main Estimates.

The overall increase is explained by an increase of $24.9 million in Vote 1 (Operating Expenditures), $125.1 million in Vote 5 (Grants and Contributions) and $0.2 million in statutory forecasts.

The increase of $24.9 million in Vote 1 is mainly due mainly to:

• An increase of $10.5 million for the Grants and Contributions Modernization Initiative (including repairs to the roof of the Canadian Conservation Institute (CCI));
• An increase of $6.3 million for the celebrations of the 150th anniversary of Confederation, including a reprofile of $0.5 million;
• An increase of $4.8 million for the transfer of funds and responsibilities for the Multiculturalism Program;
• An increase of $2.4 million to support the promotion of Canadian artists and cultural industries on the world stage;
• An increase of $1.3 million for social infrastructure – Canada Cultural Spaces Fund; and
• A decrease of $0.9 million for the Budget 2016 reductions.

The increase of $125.1 million in Vote 5 is mainly due to:

• An increase of $82.8 million for Social Infrastructure – Canada Cultural Spaces Fund;
• An increase of $17.6 million to preserve Indigenous languages in the Northwest Territories, Yukon and Nunavut;
• An increase of $8.6 million for the transfer of funds and responsibilities for the Multiculturalism Program;
• An increase of $6.4 million to support the celebrations of Montreal’s 375th anniversary;
• An increase of $5.0 million for the Harbourfront Centre Funding Program;
• An increase of $2.6 million to support the promotion of Canadian artists and cultural industries on the world stage; and
• An increase of $1.9 million to support the Court Challenges Program.

For further details regarding Canadian Heritage, its operations and its use of funds, please refer to the 2017–18 Departmental Plan.

Expenditures by Program or Purpose

Listing of the 2017–18 Transfer Payments

Raison d’être

It is often said that Canada is a country of immigrants. And the numbers bear this out: 15 million immigrants have arrived since Confederation (over 6 million new immigrants since 1990); 1 in 5 Canadians were born outside Canada; 86% of eligible immigrants have obtained Canadian citizenship; and Canada is home to over 200 ethnic communities.

Managing the selection and settlement of newcomers – providing them pathways to citizenship – has shaped a nation, rich in diversity and brimming with the skills and innovative energy that have contributed to Canadian society and the economy generation after generation.

Looking forward, managing migration to Canada stands to be equally fundamental to Canada’s future social cohesion and prosperity. Demographic trends and labour force projections attest to the central role immigration will play in fuelling economic growth in a world of increased mobility and interdependence. As a welcoming society, with a successful track record of managing pathways to citizenship, Canada is well-positioned to:

• Attract global talent;
• Reunite families;
• Respond to crises and offer protection;
• Facilitate travel, study, and temporary work;
• Maintain world-leading rates of naturalization; and
• Offer service excellence to clients.

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 Department of Citizenship and Immigration.

Additional information can be found in the Departmental Plan at: http://www.cic.gc.ca/english/resources/publications/rpp/index.asp.

Organizational Estimates

Highlights

Immigration Refugees and Citizenship Canada’s budgetary Main Estimates for 2017–18 is $1,647.0 million, which represents a net decrease of $3.9 million from the previous year.

Of this amount, $1,739.2 million requires approval from Parliament. The remaining negative $92.3 million represents statutory forecasts (mostly made of Employee Benefit Plans combined with the surplus from Passport program) that do not require additional approval and are provided for information purposes only.

Items contributing to the year-over-year decrease of $3.9 million are as follows:

• An increase of $33.3 million to resettle 10,000 additional government-assisted refugees in 2016;
• An increase of $33.2 million due to statutory adjustments related to the Passport Canada revolving fund;
• An increase of $33.2 million to the grant for the Canada-Quebec Accord on immigration;
• An increase of $18.1 million to reduce application processing times and achieve higher admission levels for permanent residents;
• An increase of $15.4 million to continue the expansion of biometric screening in Canada’s immigration system;
• An increase of $4.1 million related to the removal of visa requirement for Mexico;
• A decrease of $80.1 million related to the resettlement of 25,000 Syrian refugees resulting from funding realignment to next years to continue the resettlement of these refugees;
• A decrease of $29.3 million resulting from the sunsetting of funds related to the implementation and administration of the reforms related to the Temporary Foreign Worker program and the International Mobility program;
• A decrease of $14.2 million to transfer the budget to Canadian Heritage as a result of the transfer of the responsibilities of the Multiculturalism Program; and
• A decrease of $8.7 million related to the main components of the Electronic Travel Authorization initiative as its implementation is completed and is now on a steady state.

Further information can be found in the Departmental Plan at: http://www.cic.gc.ca/english/resources/publications/rpp/index.asp.

Expenditures by Program or Purpose

Listing of the 2017–18 Transfer Payments

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 Departmental Plan.

Organizational Estimates

Highlights

ESDC is planning budgetary expenditures on programs and services totaling $57.4 billion in 2017–18. 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, $2.4 billion requires approval from Parliament. The remaining $55.0 billion represents statutory forecasts that do not require additional approval and are provided for information purposes.

The 2017–18 planned expenditures represent a decrease of $2.2 billion, or approximately 4%, when compared to the 2015–16 actual budgetary expenditures of $59.6 billion. The decrease is partly explained by a decrease in Universal Child Care Benefit, replaced by the new Canada Child Benefit. The decrease is offset 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 2016–17 budgetary Main Estimates of $61.6 billion, the 2017–18 planned expenditures represent a decrease of $4.2 billion, primarily associated with statutory items. In particular, Universal Child Care Benefit represents a decrease of $7.7 billion. This significant decrease is offset by increases to the following items:

• An increase of $2.8 billion to Old Age Security Pension and Guaranteed Income Supplement payments explained by changes in the average monthly rate and in the number of beneficiaries;
• An increase of $461.5 million to the Canada Student Loans and Grants for Students and Apprentices Program, mostly explained by an increase to Canada Student Grants as a result of Budget 2016 measures to make post-secondary education more affordable for low- and middle-income families; and
• A $107.0 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.

The Department plans to spend $576.8 million in 2017–18 in net operating expenditures (Vote 1), representing a decrease of $31.2 million from the 2016–17 Main Estimates of $608.0 million. The net decrease is mainly related to a reduction in resources for the Temporary Foreign Worker Program.

Voted grants and contributions (Vote 5) are expected to reach $1.8 billion in 2017–18, an increase of $154.1 million from the 2016–17 Main Estimates. The increase is mainly attributable to investments announced in Budget 2016 to the Canada Summer Jobs and the Homelessness Partnering Strategy.

In relation to non-budgetary loans, there is a net decrease in authorities of $621.2 million from the 2016–17 Main Estimates, mainly as a result of Budget 2016 measures which increase grants and reduce the disbursement of loans as more borrowers will have their financial needs met by the increase in grants.

Expenditures by Program or Purpose

Listing of the 2017–18 Transfer Payments

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

Highlights

Finance is estimating budgetary expenditures of $90.1 billion in 2017–18. Of this amount $90.0 billion or 99% represents statutory forecasts that do not require additional approval and are provided for information only. The remaining $89.3 million require approval by Parliament.

The 2017–18 Main Estimates of $90.1 billion is $679.8 million higher compared to the 2016–17 Main Estimates of $89.5 billion, and is due to an increase of $681.3 million in statutory votes offset by a $1.5 million decrease in voted amounts.

The increase of $681.3 million in statutory votes is mainly due to:

• Canada Health Transfer – An increase of $1.1 billion reflecting the annual increased funding commitment in the Jobs, Growth and Long-term Prosperity Act, 2012. Starting in 2017–18, the CHT grows based on a three-year moving average of nominal gross domestic product growth, with funding guaranteed to increase by at least 3 per cent per year. From 2006–07 to 2016–17, the CHT grew 6 per cent per year;
• Canada Social Transfer – An increase of $400.4 million reflecting the 3% annual increased funding commitment that commenced in 2009–10 and which was continued in the Jobs, Growth and Long-term Prosperity Act, 2012 for 2014–15 and subsequent years;
• Fiscal Equalization – An increase of $373.2 million reflecting the 2.09% gross domestic product-based escalator being applied to the 2016–17 level;
• Territorial Financing – An increase of $145.5 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;
• Alternative Payments for Standing Programs – A decrease in recoveries in the amount of $20.5 million as a result of a decrease in the value of personal income tax points that were transferred to Quebec;
• Purchase of Domestic Coinage – An increase of $8.0 million due to proposed amendments to the Royal Canadian Mint Act, which repealed the stipulation that the Mint cannot anticipate profit with respect to the provision of circulation coins;
• Youth Allowance Recovery – A decreased recovery of $2.0 million as a result of a decrease in the estimated value of personal income tax points that were transferred to Quebec;
• Additional Fiscal Equalization Offset Payment to Nova Scotia – A decrease of $13.3 million due to the decline in offshore oil and gas revenues received by Nova Scotia. The Nova Scotia 2005 offshore arrangement guarantees that the province’s 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;
• Additional Fiscal Equalization to Nova Scotia – A decrease of $43.9 million due to new data entering the formula, which is an average of data for three fiscal years. 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);
• Other Interest Costs – A decrease of $528.0 million reflecting forecasted long-term bond rates by private sector economists in the 2016 Fall Economic Statement, which affects the average long-term bond rate that is used to calculate interest on the public sector pension obligations pertaining to services pre-April 1, 2000; and
• Interest on Unmatured Debt – A decrease of $764.0 million due to a downward revision of interest rates by private sector economists for 2017–18, consistent with the 2016 Fall Economic Statement.

The decrease of $1.5 million in Vote 1, Program expenditures is mainly due to a decrease in funding for:

• Budget 2015 initiatives ($1.0 million): G-20 Framework Working Group ($0.6 million); Corporate Asset Management Review ($0.4 million); and
• Budget 2016 reductions to professional services, advertising and travel ($0.5 million).

Expenditures by Program or Purpose

Listing of the 2017–18 Transfer Payments

Raison d’être

Fisheries and Oceans Canada (DFO) supports strong and sustainable economic growth in our marine and fisheries sectors and contributes to a prosperous economy through global commerce by supporting exports and advancing safe maritime trade. The Department supports the innovation needed for a knowledge-based economy through research in expanding sectors such as aquaculture and biotechnology.

The Department contributes to a clean and healthy environment and sustainable aquatic ecosystems for Canadians through habitat protection, oceans management and ecosystems research.

The Canadian Coast Guard (CCG), as a Special Operating Agency within DFO, is responsible for services and programs that contribute to all three of the Department’s strategic outcomes while also contributing significantly to the safety, security, and accessibility of Canada’s waterways. The CCG also supports other government organizations by providing a civilian fleet and a broadly distributed shore-based infrastructure. The Minister of Fisheries, Oceans and the Canadian Coast Guard is responsible for this organization.

Organizational Estimates

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 2017–18. Compared to 2016–17, Main Estimates have decreased by $40.1 million. Significant changes include:

• An increase of $41.2 million related to investing in ocean and freshwater research in Canada;
• An increase of $20.0 million related to addressing the threat of pollutants from the M/V Kathryn Spirit;
• An increase of $15.7 million related to protecting marine coastal areas;
• A decrease of $43.6 million related to Canadian Coast Guard offshore fisheries science vessels;
• A decrease of $39.9 million related to the Federal Infrastructure Initiative; and
• A decrease of $16.0 million related to vessel fuel for the Canadian Coast Guard.

For additional information, please see the Departmental Plan.

Expenditures by Program or Purpose