2013–14 Estimates

• Previous page
• Table of contents
• Complete text
• Next page

Part II - Main Estimates

Agriculture and Agri-Food

Raison d'être

The Department of Agriculture and Agri-Food Canada 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 ensure the agriculture, agri-food and agri-based products industries can compete in domestic and international markets, deriving economic returns to the sector and the Canadian economy as a whole. Through its work, the Department strives to help the sector maximize its long-term profitability and competitiveness, while respecting the environment and the safety and security of Canada's food supply.

Organizational Estimates

Figure 1. Organizational Estimates - Budgetary - Agriculture and Agri-Food

Highlights

Agriculture and Agri-Food Canada is estimating budgetary expenditures of $2.2 billion in 2013-14. Of this amount, $849.3 million requires approval by Parliament. The remaining $1.3 billion represents statutory forecasts that do not require additional approval and are provided for information purposes only.

The Department's 2013-14 Main Estimates are a reflection of approved budget and resource allocation decisions at a point in time. Most of the Department's programs are approved on a cyclical basis and, depending on the timing of approvals, some spending authorities may not be received in time for the Main Estimates, but rather are received later in the year and are included in Supplementary Estimates exercises. It is important to note that despite the reduced spending authorities in the 2013-14 Main Estimates as compared to prior years, funding for Growing Forward 2 cost-shared initiatives and support of Business Risk Management programming is expected to be presented in 2013-14 Supplementary Estimates.

Agriculture and Agri-Food Canada provides information, research and technology, and policies and programs to help Canada's agriculture, agri-food and agri-based products sector compete in markets at home and abroad, manage risk, and embrace innovation. The activities of the Department extend from the farmer to the consumer and from the farm to global markets, through all phases of sustainable production, processing and marketing of agriculture and agri-food products. The spending authorities in the 2013-14 Main Estimates are integral to achieving the Department's plans and priorities. Please refer to the Department's Report on Plans and Priorities for further details.

The 2013-14 fiscal year is the first year of Growing Forward 2, the next federal, provincial, territorial agriculture policy framework. This framework will support a shift in focus towards more proactive investments in innovation, competitiveness and market development initiatives to help producers meet rising demand, both in Canada and internationally. Growing Forward 2 will also see a transformative shift in the delivery of Business Risk Management programming, moving away from reactive income support towards programming that facilitates market-based profitability and economic growth. This, in combination with higher commodity prices driven by increasing grain prices, have resulted in an overall reduction of the forecast requirement for statutory grants and contributions under Business Risk Management programming in the 2013-14 Main Estimates, particularly within the AgriStability program. Business Risk Management programming will continue to provide effective support that will ensure producers are protected against severe market volatility and disasters.

Budget 2012 announced that the Government is also delivering on its long-standing promise to give Western Canadian farmers the freedom to market their own wheat and barley on the open market. The 2013-14 Main Estimates include $53.5 million and the 2012-13 Estimates to date include $184.2 million in spending authorities for the Canadian Wheat Board Transition Costs program. As well, savings for the Budget 2012 Spending Review are factored into these Main Estimates, and the Department is currently on track for meeting its 2013-14 savings target.

The Department's Vote 10 grants and contributions spending authorities in 2013-14 decrease compared to the 2012-13 Estimates and 2011-12 actual expenditures primarily due to Growing Forward 2 provincial and territorial cost-shared initiatives which are still being finalized and are therefore not included in these Main Estimates. The Department, in consultation with provincial and territorial partners, continues to work at tailoring Growing Forward 2 cost-shared initiatives to suit local needs and objectives. These amounts are expected to be added to the Department's Vote 10 spending authorities through Supplementary Estimates. In addition, a number of programs will sunset at the end of 2012-13 such as the ecoAgriculture Biofuels Capital Initiative ($52.3 million total) and the Agricultural Innovation program ($38.4 million total). As well, the Agricultural Flexibility Fund will wind down in its final year in 2013-14 ($34.6 million total).

Similarly, the Department's Vote 1 spending authorities in the 2013-14 Main Estimates are less than the 2012-13 Estimates to date, as well as 2011-12 actual expenditures, primarily due to the renewal of support for statutory Business Risk Management programs which is still being finalized. Additional funding is expected to be added to the Department's spending authorities through Supplementary Estimates once this is approved.

Expenditures by Strategic Outcome and Program

Listing of the 2013-14 Transfer Payments

Assisted Human Reproduction Agency of Canada

Raison d'être

Order in Council P.C. 2012-1136 transferred the control and supervision of the remaining activities of the Assisted Human Reproduction Agency of Canada to Health, effective September 30, 2012.

Organizational Estimates

Figure 2. Organizational Estimates - Budgetary - Assisted Human Reproduction Agency of Canada

Highlights

Not applicable

Expenditures by Strategic Outcome and Program

Atlantic Canada Opportunities Agency

Raison d'être

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

The Associate Minister of National Defence and Minister of State (Atlantic Canada Opportunities Agency) (La Francophonie) is responsible for this organization.

ACOA works to create opportunities for economic growth in Atlantic Canada by helping businesses become more competitive, innovative and productive, by working with diverse communities to develop and diversify local economies, and by championing the strengths of Atlantic Canada. Together, with Atlantic Canadians, we are building a stronger economy.

Organizational Estimates

Figure 3. Organizational Estimates - Budgetary - Atlantic Canada Opportunities Agency

Highlights

The Atlantic Canada Opportunities Agency (ACOA) is estimating budgetary expenditures of $300.0 million in 2013-14. Of this amount, $293.0 million requires approval by Parliament. The remaining $7.0 million represents statutory forecasts that do not require additional approval and are provided for information purposes.

ACOA's decrease in spending of $23.2 million from 2012-13 Estimates to date to 2013-14 is due to a decrease in operating costs of $6.5 million, a decrease in contributions and other transfer payments of $15.7 million, and a decrease of $1.0 million in statutory costs. Factors contributing to the net decrease include:

Impacts of program realignment and efficiencies of $14.1 million:

• a $9.7 million decrease resulting from savings identified as part of the Budget 2012 Spending Review; and
• a $4.4 million decrease resulting from operational savings identified during the Agency's Strategic Review process.

Impacts of yearly adjustments for which authorities are sought throughout a fiscal year and which may vary in amount from year to year. These adjustments amounted to $9.1 million in 2012-13:

• a $7.1 million decrease in funding from repayable collections. An adjustment is required yearly to account for collections in excess of the base amount included in the reference levels and a similar amount is expected in 2013-14;
• a $1.2 million decrease resulting from the transfer of funds from National Defence to ACOA in 2012-13 for assistance in organizing and delivering the Halifax International Security Forum. The MOU includes an additional transfer of $1.2 million in fiscal year 2013-14;
• a $0.4 million decrease resulting from a transfer from Foreign Affairs and International Trade to support the North American Platform Program Partnership;
• a $0.3 million decrease resulting from a transfer from Fisheries and Oceans to support the Atlantic Veterinary College Lobster Science Centre project;
• a $0.1 million decrease resulting from a transfer from Public Works and Government Services to fund repairs to the Whitehead Canal in the Municipality of the District of Guysborough, Nova Scotia.

Impacts of termination of funding initiatives and agreements amounted to $1.5 million in 2012-13:

• a $0.8 million increase resulting from the termination of a transfer to Foreign Affairs and International Trade in support of the North American Platform Program partnership; and
• a $2.3 million decrease due to the termination of funding provided for the Economic Development Initiative of the 2008-2013 Federal Strategy for Official Languages.

Impacts of other increases of $1.5 million:

• a $1.0 million increase through the final instalment of special funding to support community economic development priorities in New Brunswick, relating to community projects such as the establishment of multifunctional facilities and new recreational infrastructures; and
• a $0.5 million increase as a result of collective agreements.

In 2013-14, the Agency will continue to use its resources and programs to maintain its focus on improving the productivity and competitiveness of Atlantic Canadian companies. The Agency will also continue to work with communities and community economic development organizations to identify and implement economic opportunities benefiting the region's rural and urban areas. Finally, ACOA will continue to ensure that its programs and activities are responsive and relevant to both national priorities and the needs of Atlantic Canadians.

For further details on ACOA's planned spending, refer to the 2013-14 Report on Plans and Priorities.

Expenditures by Strategic Outcome and Program

Listing of the 2013-14 Transfer Payments

Atomic Energy of Canada Limited

Raison d'être

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

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

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

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

Organizational Estimates

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

Highlights

AECL is estimating budgetary expenditures of $211.1 million in 2013-14. Of this amount, $102.1 million requires approval by Parliament. The remaining $108.9 million represents statutory forecasts that do not require additional approval and are provided for information purposes.

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

Laboratory operations consist of:

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

Consistent with the Jobs and Economic Growth Act, the statutory funding of $108.9 million included in these Main Estimates will be used to address commercial commitments associated with the divestiture of AECL's CANDU Reactor Division to Candu Energy Inc.

Expenditures by Strategic Outcome and Program

Auditor General

Raison d'être

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

Organizational Estimates

Figure 5. Organizational Estimates - Budgetary - Auditor General

Highlights

The Office of the Auditor General is estimating budgetary expenditures of $84.3 million in 2013-14. Of this amount, $74.1 million requires approval by Parliament. The remaining $10.2 million represents statutory forecasts that do not require additional approval and are provided for information purposes.

Additional information can be found in the Office of the Auditor General's 2013-14 Report on Plans and Priorities.

Expenditures by Strategic Outcome and Program

Canada Border Services Agency

Raison d'être

The Minister of Public Safety is responsible for this organization.

The Canada Border Services Agency provides integrated border services that support national security priorities and facilitate the flow of people and goods, including food, plants and animals, across the border. Responsibilities include:

• administering legislation that governs the admissibility of people and goods into and out of Canada;
• detaining people who may pose a threat to Canada;
• identifying and removing people who are inadmissible to Canada, including those involved in terrorism, organized crime, war crimes or crimes against humanity;
• interdicting illegal goods entering or leaving Canada;
• protecting food safety, plant and animal health, and Canada's resource base;
• promoting Canadian economic benefits by administering trade legislation and agreements, including the enforcement of trade remedies that protect Canadian industry from the injurious effects of dumped and subsidized imported goods;
• administering a fair and impartial redress mechanism; and
• collecting applicable duties and taxes on imported goods.

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

Organizational Estimates

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

Highlights

The Canada Border Services Agency is estimating budgetary expenditures of $1.7 billion in 2013-14. Of this amount, $1.5 billion requires approval by Parliament. The remaining $179.2 million represents statutory forecasts that do not require additional approval and are provided for information purposes.

The Canada Border Service Agency's decrease in net spending of $95.9 million or 5.4% is due to a decrease in Operating costs of $93.5 million, a decrease in Capital costs of $0.4 million and a decrease of $2.0 million in Statutory costs (Employee Benefit Plan). Factors contributing to the net decrease include:

Increases of:

• $24.1 million to improve the integrity of front-line operations;
• $18.6 million to increase the funding for Shared Infrastructure Platform, which ensures CBSA has a sound information technology (IT) infrastructure that houses and protects IT assets;
• $15.3 million to reengineer, streamline and modernize its revenue and trade processes;
• $14.0 million to implement the Postal Modernization Initiative;
• $10.2 million to develop electronic applications for trusted travellers and traders and to expand NEXUS by nine lines - Beyond the Border;
• $7.2 million to support the sharing of immigration information with the United States;
• $6.3 million is a reprofile from 2011-12 to 2013-14 for Detection Technology, which will procure high-valued equipment that will be used to detect illegal goods for seizure;
• $6.1 million to increase the funding for arming of Canada Border Officers and addressing work-alone situations; and
• $5.0 million to enhance activities, pursuant to the Protecting Canada's Immigration System Act, related to the cessation and vacation of refugee claims.

The increases are offset by the following decreases:

• $72.8 million for savings identified as part of the Budget 2012 Spending Review;
• $65.0 million for Arming and E-Manifest through the Economic and Fiscal Statement. This funding will sunset in 2013-14 as part of a loan repayment schedule;
• $28.8 million to decrease the funding to implement the Bill C-11, An Act to amend the Immigration and Refugee Protection Act and the Federal Courts Act;
• $15.1 million is a reprofile from 2011-12 to 2012-13 for Small Port Replacement;
• $10.6 million is a reprofile from 2011-12 to 2012-13 for the Arming Initiative;
• $6.7 million to decrease the funding of Data Centre Recovery, which enhances the recovery processes and related technology elements;
• $6.4 million is a reprofile from 2011-12 to 2012-13 for the Account Receivable Ledger, which provides detailed accounting of revenue information devoted to each commercial client; and
• $5.0 million to decrease the funding from Transport Canada to expand the commercial processing facilities at St-Bernard de Lacolle.

Expenditures by Strategic Outcome and Program

Canada Council for the Arts

Raison d'être

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

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

Organizational Estimates

Figure 7. Organizational Estimates - Budgetary - Canada Council for the Arts

Highlights

The Canada Council for the Arts (CCA) is estimating budgetary expenditures of $180.3 million in 2013-14 which require approval by Parliament.

CCA's planned expenditures remain approximately the same as previous year. The CCA is continuing to implement its 2011-16 Corporate Plan “Strengthening Connections” which has five directions (individual artists, arts organizations, equity, partnership and internal capacity) as well as three cross-cutting themes (public engagement in the arts, synergy and new technologies). Main areas of activity in 2012-13 include:

• three major program reviews, most notably of operating grants, which represent the Council's largest investment;
• continuing work on cross-cutting priorities, including public engagement in the arts, national and international market access and Deaf and Disability Arts; and
• improving the Council's internal capacity, including systems modernization, improved performance measurement and the move to a new, cost-effective building.

Expenditures by Strategic Outcome and Program

Canada Industrial Relations Board

Raison d'être

The Canada Industrial Relations Board (the CIRB or the Board) contributes to and promotes a harmonious industrial relations climate in the federally regulated sectors and seeks to provide effective and appropriate dispute resolution services for its client community in a fair and timely manner. Established in 1999 to replace the previous Canada Labour Relations Board, the CIRB is an independent, representative, quasi-judicial tribunal, responsible for the interpretation and application of Part I of the Canada Labour Code (the Code), which establishes the framework for collective bargaining, the acquisition and termination of bargaining rights, unfair labour practices and protection of public health and safety in the event of work stoppages affecting essential services. The Board also administers certain provisions of Part II of the Code related to Occupational Health and Safety. It is also planned that starting in fiscal year 2013-14, the Board will be responsible for the interpretation and application of Part II of the Status of the Artist Act.

The Minister of Labour is responsible for the Canada Industrial Relations Board.

Organizational Estimates

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

Highlights

The CIRB's strategic outcome is to achieve the following: effective dispute resolution services that support constructive labour management relations in sectors regulated by the Canada Labour Code. In order to achieve this objective, the Board will continue to focus its efforts on maintaining its current rate of disposition of new cases so as to ensure that a backlog does not recur. This will be achieved through effective case management and proactive mediation assistance at all stages of a case. The CIRB will also proactively seek resolution of matters that best meets the needs of the parties to a dispute through mediation assistance by regional staff and Board members.

The Board will focus on two initiatives in 2013-14:

• In Budget 2012, the CIRB was assigned the responsibility of administering the Status of the Artist Act, which is the current responsibility of the Canadian Artists and Producers Professional Relations Tribunal. The CIRB is currently working towards this transition, which is expected to result in recurring savings for the government of more than $1.5 million; and
• The CIRB continues to seek horizontal opportunities and interdepartmental partnerships in order to achieve efficiencies and ensure it delivers on its mandate on a fiscally sound and sustainable basis. The CIRB will also participate in the Treasury Board Secretariat-led initiatives aimed at identifying and contracting for a common case management system. The CIRB believes this approach will build on synergies between similar organizations and mitigate the pressures associated with an aging system and its costly renewal.

The Canada Industrial Relations Board is estimating budgetary expenditures of $13.6 million in 2013-14. Of this amount, $11.9 million requires approval by Parliament. The remaining $1.6 million represents statutory forecasts that do not require additional approval and are provided for information purposes.

The increase in the Board's Estimates is mainly due to additional funding provided to compensate the Board for its planned additional responsibilities related to the Status of the Artist Act. The variance between 2011-12 expenditures and 2012-13 Estimates is directly related to the cash out of severance entitlements in 2011-12 to several CIRB employees, pursuant to a new government policy regarding severance pay.

More information on the Board's plans and priorities can be found in the Board's 2013-14 Report on Plans and Priorities, available on the CIRB's website.

Expenditures by Strategic Outcome and Program

Canada Mortgage and Housing Corporation

Raison d'être

Canada Mortgage and Housing Corporation (CMHC) is Canada's national housing agency. Established as a federal Crown corporation in 1946 to help address post-war housing shortages, its role has evolved as Canadians' needs have changed. Today, CMHC works closely with provinces, territories and the private and not-for-profit sectors to help lower-income Canadians access affordable, better quality housing. CMHC also helps Aboriginal Canadians meet their distinct housing needs.

CMHC's role in housing finance — providing mortgage loan insurance and securitization guarantee products — contributes to the health and stability of Canada's housing finance system and facilitates access to financing for housing across the country. This includes loans for housing in small and rural communities, rental housing and for nursing and retirement homes.

CMHC also promotes the efficiency of the Canadian housing system through research, market analysis and information transfer.

CMHC is accountable to Parliament through the Minister of Human Resources and Skills Development.

Organizational Estimates

Figure 9. Organizational Estimates - Budgetary - Canada Mortgage and Housing Corporation

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

Highlights

CMHC is estimating budgetary expenditures of $2.1 billion in 2013-14 which require approval by Parliament. CMHC is also estimating non-budgetary repayments of $41.9 billion.

A net budgetary decrease of $39.2 million from 2012-13 Main Estimates is due to the following:

• an increase of $13.3 million in operating expenses to reflect changes in business volumes and changes to personnel and non-personnel costs;
• an increase of $10.0 million to reflect higher program operating costs;
• an increase of $4.0 million for additional housing construction and rehabilitation On-Reserve. This funding allows for new commitment activity to assist First Nations in the construction, purchase and rehabilitation of suitable, adequate and affordable rental housing as well as providing financial assistance to repair substandard homes to a minimum level of health and safety;
• a decrease of $24.2 million due to the results of the 2012 Federal Budget Deficit Reduction Action Plan;
• a decrease of $23.3 million to reflect the expiry of long term project operating agreements;
• a decrease of $19.4 million due to adjustments to the funding profile requirements for new commitments of Affordable Housing.

A net non-budgetary decrease of $39.1 billion is due to the following:

• a decrease of $39.15 billion due to higher repayments under the Crown Borrowing Program, primarily due to changes in loan repayments under the Insured Mortgage Purchase Program;
• an increase of $49.4 million in Direct Lending Activity.

As Canada's national housing agency, Canada Mortgage and Housing Corporation plays a significant role in administering federal investments in social housing through agreements with provinces and territories and First Nation communities. Almost 605,000 lower income households benefitted from these types of federal investments in 2011. Canada Mortgage and Housing Corporation also provided federal funding towards renovation programs so that needed repairs or rehabilitation could be undertaken for another 6,730 units for seniors, persons with disabilities, victims of family violence and others who could otherwise not afford adequate and suitable housing.

Canada Mortgage and Housing Corporation is the only source of comprehensive market analysis information serving both industry and consumers. Its research and information transfer activities on key housing issues have been instrumental in helping Canadians make more informed housing choices. These activities also support industry in the planning, designing, construction operation and maintenance of housing, and assist the public policy decision-making process. Better information contributes to the stability, effectiveness and efficiency of housing markets.

Once tabled in the House of Commons, additional information will be available in Canada Mortgage and Housing Corporation's Summary of the Corporate Plan, available at CMHC's website.

Expenditures by Strategic Outcome and Program

Canada Post Corporation

Raison d'être

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

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

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

Organizational Estimates

Figure 11. Organizational Estimates - Budgetary - Canada Post Corporation

Highlights

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

Parliamentary Mail

The Canada Post Corporation Act allows for the free mailing of letters between Canadians and the Governor General, Members of Parliament, the Speakers of the Senate and House of Commons, the Parliamentary Librarian and the Ethics Commissioner. Under the Act members of the House of Commons are also allowed up to four free householder (Unaddressed Admail) mailings to their constituents in any calendar year.

Materials for the Use of the Blind

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

Expenditures by Strategic Outcome and Program

Canada Revenue Agency

Raison d'être

The Minister of National Revenue is responsible for the Canada Revenue Agency (CRA). The CRA is responsible for administering, assessing, and collecting hundreds of billions of dollars in taxes annually. The tax revenue it collects is used by federal, provincial, territorial and First Nations governments to fund the programs and services that contribute to the quality of life of Canadians. The CRA also uses its federal infrastructure to deliver billions of dollars in benefits, tax credits, and other services that support the economic and social well-being of Canadian families, children and persons with disabilities. In carrying out its mandate, the CRA strives to ensure that Canadians:

• pay their required share of taxes;
• receive their rightful share of entitlements; and
• are provided with an impartial and responsive review of contested decisions.

Organizational Estimates

Figure 12. Organizational Estimates - Budgetary - Canada Revenue Agency

Highlights

The Canada Revenue Agency (CRA) is estimating expenditures of $4.3 billion in 2013-14. Of this amount $3.1 billion requires approval by Parliament. The remaining $1.2 billion represents Statutory forecasts that do not require additional approval and are provided for information purposes.

In total the CRA is expecting a decrease of $98.1 million or 2.2% from previous Main Estimates, which is the net result of various increases offset by certain planned decreases.

The CRA budgets will be increasing by $34.7 million due to the following:

• $14.0 million for the upgrade of the personal income tax processing system;
• $10.9 million related to adjustments to accommodation and real property services provided by Public Works and Government Services Canada;
• $5.0 million in payments under the Children's Special Allowance Act (CSA) for eligible children in the care of agencies and institutions;
• $2.5 million adjustment to funding previously transferred to Shared Services Canada;
• $2.2 million related to the Softwood Lumber Agreement, including $3.0 million for increased disbursements to provinces offset by a reduction of $0.8 million in administration costs; and
• $0.1 million for various other initiatives.

The above mentioned increases are offset by decreases totalling $132.8 million due to the following:

• $56.3 million in savings identified as part of the Budget 2012 Spending Review;
• $31.3 million related to the planned decrease in funding for the implementation of the Harmonized Sales Tax for Ontario, British Columbia and the Affordable Living Tax Credit for Nova Scotia;
• $19.1 million related to the return of funding previously provided for the ongoing administration of the Harmonized Sales Tax in British Columbia;
• $13.0 million decrease 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 and the Province of Ontario;
• $5.8 million decrease in funding received for various initiatives announced in the 2009, 2010 and 2011 Federal Budgets;
• $3.6 million decrease in contributions to employee benefit plans;
• $2.2 million decrease related to the administration of corporate tax in Ontario; and
• $1.5 million decrease in funding for government advertising programs.

Expenditures by Strategic Outcome and Program

Canada School of Public Service

Raison d'être

The Canada School of Public Service (CSPS) 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 goal, to ensure public servants have the common knowledge and leadership and management competencies required to effectively serve Canada and Canadians. Additional information can be found in the departmental Report on Plans and Priorities.

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

Organizational Estimates

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

Highlights

Canada School of Public Service is estimating budgetary expenditures of $98.5 million in 2013-14. Of this amount, $42.2 million requires approval by Parliament. The remaining $56.3 million represents statutory forecasts that do not require additional approval and are provided for information purposes.

A year-over-year decrease of $2.6 million in planned spending is mainly due to the following:

• An increase of $0.9 million, including employee benefit plans, for the collective agreement of the Public Service Alliance of Canada; and
• A decrease of $3.5 million, including employee benefit plans, resulting from savings identified as part of the Budget 2012 Spending Review.

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

Expenditures by Strategic Outcome and Program

Canadian Air Transport Security Authority

Raison d'être

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

Organizational Estimates

Figure 14. Organizational Estimates - Budgetary - Canadian Air Transport Security Authority

Highlights

The CATSA is estimating budgetary expenditures of $598.3 million in 2013-14 which require approval by Parliament.

The CATSA's planned operating expenditures for 2013-14 of $457 million are $19 million or 4% lower compared to $476 million in the 2012-13 Main Estimates. This is mainly attributable to savings identified as part of the Budget 2012 spending review.

The CATSA planned capital expenditures for 2013-14 of $141 million are $41 million or 41% higher compared to $100 million in the 2012-13 Main Estimates. The year-over-year variance in capital spending reflects the deployment schedule of the organization's new Hold Baggage Screening system as part of its 10-year capital lifecycle management program at the designated airports across Canada. airports across Canada.

Expenditures by Strategic Outcome and Program

Canadian Artists and Producers Professional Relations Tribunal

Raison d'être

Pursuant to a decision to accelerate by one year the provision in the Jobs, Growth and Long-term Prosperity Act, the Canadian Artists and Producers Professional Relations Tribunal will cease its operations as of April 1, 2013. As such, no funding was provided in the 2013-14 Main Estimates.

Organizational Estimates

Figure 15. Organizational Estimates - Budgetary - Canadian Artists and Producers Professional Relations Tribunal

Highlights

Not applicable

Expenditures by Strategic Outcome and Program

Canadian Broadcasting Corporation

Raison d'être

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

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

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

Organizational Estimates

Figure 16. Organizational Estimates - Budgetary - Canadian Broadcasting Corporation

Highlights

The Canadian Broadcasting Corporation (the Corporation) is estimating budgetary expenditures of $1,064.8 million in 2013-14 in comparison to the 2012-13 Main Estimates of $1,074.3 million. The decrease of $9.55 million for 2013-14 relates to savings identified as part of the Budget 2012 Spending Review.

Following results of the Budget 2012 Spending Review, the Corporation's appropriation will decrease by $115.0 million over three years. The Corporation's operating funding was reduced by $27.8 million in 2012-13 ($27.8 million was deducted from the supplementary funds of $60.0 million received since 2001-02). In 2013-14, the overall reduction will be $69.55 million (annual supplementary funds of $60.0 million will be eliminated completely and the difference of $9.55 million will be reduced from the base operating appropriation as identified above). For 2014-15 and ongoing years, the Corporation's appropriation will be reduced by $115.0 million (annual supplementary funds of $60.0 million eliminated completely and the difference of $55.0 million will be reduced from the base operating appropriation).

Expenditures by Strategic Outcome and Program

Canadian Centre for Occupational Health and Safety

Raison d'être

The Canadian Centre for Occupational Health and Safety (CCOHS) was founded by an Act of Parliament in 1978 with a mandate to promote health and safety in the workplace and to enhance the physical and mental health of working people. The Minister of Labour is responsible for this organization.

Organizational Estimates

Figure 17. Organizational Estimates - Budgetary - Canadian Centre for Occupational Health and Safety

Highlights

The Canadian Centre for Occupational Health and Safety is estimating budgetary expenditures of $5.0 million in 2013-14. Of this amount, $3.9 million requires approval by Parliament. The remaining $1.1 million represents statutory forecasts that do not require additional approval and are provided for information purposes.

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

Expenditures by Strategic Outcome and Program

Canadian Commercial Corporation

Raison d'être

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

CCC reports to Parliament through the Minister of International Trade.

Organizational Estimates

Figure 18. Organizational Estimates - Budgetary - Canadian Commercial Corporation

Highlights

The Canadian Commercial Corporation is estimating Voted budgetary expenditures of $15.5 million in 2013-14 which require approval by Parliament. The funding will be used to facilitate sales of goods and services from Canadian exporters to the U.S Department of Defence in support of the North American Defence Industrial Base. On all other export transactions, CCC charges fees for service. These fees support CCC's other expenditures.

Expenditures by Strategic Outcome and Program

Canadian Dairy Commission

Raison d'être

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

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

Organizational Estimates

Figure 19. Organizational Estimates - Budgetary - Canadian Dairy Commission

Figure 20. Organizational Estimates - Non-budgetary - Canadian Dairy Commission

Highlights

The Canadian Dairy Commission is estimating budgetary expenditures of $4.0 million in 2013-14, which requires approval by Parliament.

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

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

To ensure a steady supply of dairy products on the Canadian market, the CDC operates the Domestic Seasonality Programs. To ensure that milk components for which there is no outlet on the domestic market are removed in a timely fashion, the CDC operates the Surplus Removal Program. Furthermore, in order to promote the use of dairy products and ingredients in processed foods, the CDC operates the Dairy Marketing Program.

In addition, the CDC, on the industry's behalf, administers the Special Milk Class Permit Program (SMCPP) and the Domestic Dairy Product Innovation Program. The parameters of these programs are decided by the industry.

The CDC imports the tariff rate quota of butter and sells this butter to participants in the SMCPP through butter manufacturers. Profits that the CDC generates by this activity are used to finance initiatives that provide benefits to the industry. Examples of these initiatives are graduate scholarships in Canadian establishments and the validation of dairy farms under the Canadian Quality Milk Program, an on-farm quality assurance program.

The CDC also controls the subsidized exports of Canadian dairy products through the issuance of export permits. This permit system has been put in place to ensure that Canadian exports of dairy products do not exceed the limits imposed on Canada by the World Trade Organization for subsidized exports.

No significant changes are expected in the programs that the CDC administers in fiscal year 2013-14. Further details can be found in the Canadian Dairy Commission's Corporate Plan.

Expenditures by Strategic Outcome and Program

Canadian Environmental Assessment Agency

Raison d'être

The Minister of the Environment is responsible for this organization.

Environmental assessment contributes to informed decision making in support of sustainable development. The Canadian Environmental Assessment Agency delivers high-quality environmental assessments and serves as the centre of expertise within the federal government on environmental assessment.

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

Organizational Estimates

Figure 21. Organizational Estimates - Budgetary - Canadian Environmental Assessment Agency

Highlights

The Canadian Environmental Assessment Agency is estimating budgetary expenditures of $31.0 million in 2013-14. Of this amount, $28.1 million requires approval by Parliament. The remaining $2.9 million represents statutory forecasts that do not require additional approval and are provided for information purposes.

The Agency's 2013-14 Main Estimates are $14.0 million higher than the 2012-13 Main Estimates. This is attributable to funding renewal for Major Project Management Office initiatives ($7.4 million) and for Aboriginal consultations ($6.6 million). In 2012-13, the Agency received funding for these initiatives through Supplementary Estimates (A).

No significant changes are planned for the 2014-15 Main Estimates.

The Agency's Main Estimates for 2015-16 will show a decrease of $14.0 million due to the sunsetting of funds related to the Major Project Management Office and Aboriginal Consultation initiatives.

Expenditures by Strategic Outcome and Program

Listing of the 2013-14 Transfer Payments

Canadian Food Inspection Agency

Raison d'être

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

The Canadian Food Inspection Agency (CFIA) is Canada's largest science-based regulatory agency. It has over 7,200 employees working across Canada, in the National Capital Region (NCR) and in four operational areas (Atlantic, Quebec, Ontario and Western Canada).

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.

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.

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 mandate.

Organizational Estimates

Figure 22. Organizational Estimates - Budgetary - Canadian Food Inspection Agency

Highlights

The Canadian Food Inspection Agency (CFIA) is estimating budgetary expenditures of $687.9 million in 2013-14. Of this amount, $552.2 million requires approval by Parliament. The remaining $135.7 million represents statutory forecasts that do not require additional approval and are provided for information purposes.

CFIA's 2013-14 Main Estimates increase by $2.4 million from the 2012-13 Main Estimates of $685.5 million. The major items included in this increase are:

• an increase of $11.0 million to implement the initiatives of the CFIA's action plan to modernize Canada's food safety inspection system;
• an increase of $2.0 million to facilitate the transition from mitigating the spread of the Plum Pox Virus from the Niagara quarantine area to other parts of Canada and internationally, into the management of the Plum Pox Virus;
• an increase of $2.0 million to adjust the Statutory Compensation payments from $1.5 million to $3.5 million. As the Agency is not able to predict the expenditures that occur under this statutory item, a revised forecast of $3.5 million reflects recent years' average spending;
• a decrease of $10.0 million due to implementation of savings measures announced in Budget 2012;
• a decrease of $1.5 million in the overall funding for Food Safety Action Plan; and
• a decrease of $0.4 million for the transfer to Public Works and Government Services Canada following the approval of the Consolidation of Pay Services Project.

The 2012-13 Estimates to Date are approximately $42.8 million higher than the 2012-13 Main Estimates. This increase can be explained by resource requirements presented in Supplementary Estimates.

In 2012-13, the CFIA's planning of activities was guided by four overarching priorities: strong foundation, working closely with partners, enhancing service, and strengthening internal management. These priorities were rooted in the Agency's strategic change agenda. During the 2012-13 fiscal year, the change agenda, and its priorities, were further refined through the Agency's ongoing long term strategic planning exercise. By defining the Agency's long term vision and careful consideration of its key strategic risks, the Long Term Strategic Plan assists the CFIA in mitigating its risks, strengthening its foundations, and effectively delivering its core program activities into the future. Below are the four priorities for the CFIA for 2013-14 which are a refinement of 2012-13 priorities.

An increased focus on prevention will provide an opportunity to reduce risks to human and ecosystem health. Integrating proactive and preventative risk management approaches into all CFIA programs, including focus on partnerships and sharing of information, will help the CFIA to anticipate, prevent, prepare, and manage issues, including emergencies.

CFIA's role as an effective regulator will be enhanced by a focus on service excellence. Strengthening the service delivery culture will result in effective regulatory delivery and domestic and international stakeholders who have confidence in the CFIA as a trusted and credible regulator.

Adapt and evolve to meet new demands and expectations with a focus on internal performance excellence. Maximizing performance will enable the CFIA to evaluate the effectiveness of the Agency's policies and programs and to allocate resources to areas of highest risk.

Focusing on people who are supported by training and tools will result in a stable and skilled CFIA workforce and adaptable and satisfied employees.

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

Expenditures by Strategic Outcome and Program

Listing of the 2013-14 Transfer Payments

Canadian Forces Grievance Board

Raison d'être

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

Organizational Estimates

Figure 23. Organizational Estimates - Budgetary - Canadian Forces Grievance Board

Highlights

The Canadian Forces Grievance Board is estimating budgetary expenditures of $6.7 million in 2013-14. Of this amount, $6.1 million requires approval by Parliament. The remaining $607.0 thousand represents statutory forecasts that do not require additional approval and are provided for information purposes.

The Canadian Forces Grievance Board's expenditures remain approximately the same as the previous year. For your information, details on our priorities will be made available in our 2013-14 Report on Plans and Priorities.

Expenditures by Strategic Outcome and Program

Canadian Grain Commission

Raison d'être

The Canadian Grain Commission (CGC) is a federal government agency that administers the provisions of the Canada Grain Act (CGA). The 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 leader in delivering excellence and innovation in grain quality and quantity assurance, research, and producer protection”. The Minister of Agriculture and Agri-Food is responsible for the CGC.

Organizational Estimates

Figure 24. Organizational Estimates - Budgetary - Canadian Grain Commission

Highlights

The CGC is estimating budgetary expenditures of $22.2 million in 2013-14. Of this amount, $21.6 million requires approval by Parliament. The remaining $0.6 million represents statutory forecasts that do not require additional approval and are provided for information purposes.

The increase in net authority of $16.7 million from 2012-13 Main Estimates is due to the provision of funding to transition the CGC to a sustainable funding model as identified in Budget 2012.

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 30 - 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. Although the CGC's user fees have not increased since 1991, the CGC is in the process of implementing a new user fee structure to become self-funded. The CGC plans to transition to its new fee structure in 2013-14 and revenues credited to vote have increased to $47.9 million.

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

Expenditures by Strategic Outcome and Program

Canadian Heritage

Raison d'être

The Minister of Canadian Heritage and Official Languages 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, citizenship and participation, in addition to Aboriginal, youth, and sport initiatives.

Organizational Estimates

Figure 25. Organizational Estimates - Budgetary - Canadian Heritage

Highlights

The Department of Canadian Heritage is estimating budgetary expenditures of $1.32 billion in 2013-14. Of this amount, $1.29 million requires approval by Parliament. The remaining $22.8 million represents statutory forecasts that do not require additional approval and are provided for information purposes. This is an increase of $36.6 million when compared to the 2012-13 Main Estimates.

The net increase is a combination of a decrease of $17.9 million in Vote 1 (Operating expenditures) and an increase of $54.5 million in Vote 5 (Grants and contributions). The decrease of $17.9 million in Vote 1 is mainly due to measures announced in the Budget 2012 spending review and a decrease in funding for the bicentennial commemoration of the War of 1812 ($5.4 million).

The increase of $54.5 million in Vote 5 is mainly due to a combination of new funding for the 2015 Pan Am Games ($122.3 million), the transfer of some components of the Aboriginal Peoples' Program to Aboriginal Affairs and Northern Development Canada ($38.7 million) and to savings identified as part of the Budget 2012 Spending Review.

Expenditures by Strategic Outcome and Program

Listing of the 2013-14 Transfer Payments

Canadian Human Rights Commission

Raison d'être

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

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

Organizational Estimates

Figure 26. Organizational Estimates - Budgetary - Canadian Human Rights Commission

Highlights

The Canadian Human Rights Commission is estimating budgetary expenditures of $22.5 million in 2013-14. Of this amount, $19.9 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 between 2011-12 expenditures and 2012-13 Main Estimates is mainly due to the severance pay cash-out in 2011-12 following the signing of a new collective agreement in June 2011 with the Public Service Alliance of Canada.

The variance between 2012-13 and 2013-14 Main Estimates is mainly due to funding received for the repeal of section 67 of the Canadian Human Rights Act (CHRA). This funding decreases in 2013 and should sunset in March 2014.

In 2013-14, the Commission will continue the transition of its program alignment regarding the processing of complaints subsequent to the repeal of section 67 of the CHRA, enabling members from First Nation communities to file complaints on matters under the Indian Act.

Over the next year, the Commission will also focus on:

• Supporting the development of fair and effective dispute resolution processes within First Nation communities;
• Implementing enhancements to our processes to support a proactive approach to systemic discrimination;
• Providing tools and guidance to assist in the development and implementation of effective internal dispute resolution processes; and,
• Auditing federally regulated employers, under the Employment Equity Act, to ensure equal opportunities for employment taking into account the ongoing growth in designated groups.

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

Expenditures by Strategic Outcome and Program

Canadian Human Rights Tribunal

Raison d'être

The Canadian Human Rights Tribunal is a quasi-judicial body that hears complaints of discrimination referred by the Canadian Human Rights Commission and determines whether the activities complained of violate the Canadian Human Rights Act (CHRA). The purpose of the CHRA is to protect individuals from discrimination and to promote equal opportunity. The Tribunal also decides cases brought under the Employment Equity Act and, pursuant to section 11 of the CHRA, determines allegations of wage disparity between men and women doing work of equal value in the same establishment.

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

Organizational Estimates

Figure 27. Organizational Estimates - Budgetary - Canadian Human Rights Tribunal

Highlights

The Canadian Human Rights Tribunal is estimating budgetary expenditures of $4.5 million in 2013-14. Of this amount, $4.1 million requires approval by Parliament. The remaining $403.6 thousand represents statutory forecasts that do not require additional approval and are provided for information purposes.

The Canadian Human Rights Tribunal is a small, permanent quasi-judicial organization comprising a full-time Chairperson and Vice-Chairperson, and up to 13 full or part-time members. The Chairperson is the chief executive officer of the Tribunal and is supported by the Executive Director and Senior Registrar who is responsible for registry operations and internal services.

The Tribunal is a demand-driven organization with a mandate dependent on referrals from the Canadian Human Rights Commission. In addition, changes within the external environment, government policies and the legislative mandate have an impact on the Tribunal's operating environment.

As a key mechanism of human rights protection in Canada, the Tribunal gives effect to the Canadian ideals of pluralism, equity, diversity and social inclusion. It provides a forum where human rights complaints can be scrutinized and resolved and provides definitive interpretations on important issues of discrimination. The primary result of the Tribunal's program is that complainants can air their grievances and achieve closure in a respectful, impartial forum. Moreover, respondents are able to test the validity of allegations made in a quasi-judicial setting. In the longer term, Tribunal decisions create meaningful legal precedents for use by employers, service providers and Canadians at large.

The repeal of Section 67 of the CHRA, which came into force in June 2011, extended human rights protection to individuals who were formerly unable to avail themselves of these protections. Decisions made or actions taken by band councils and the federal government under the Indian Act were, until recently, exempt from the application of the CHRA. Complaints that used to be filed with the Minister of Indian Affairs and Northern Development pursuant to the Indian Act will now come before the Canadian Human Rights Commission. The Tribunal expects that the Commission will refer some of these specific complaints to it but cannot at this time predict how many. Moreover, some of the cases referred to the Tribunal are likely to be complex since they will be exploring new areas of human rights law, requiring additional time and resources for research, mediation, hearings and decisions.

Internal services make a critical contribution to the achievement of the Tribunal's singular primary program. Like small departments and other micro-agencies, the Tribunal continually faces pressure to respond to, or implement various government-wide management initiatives. The Tribunal will continue to actively seek horizontal opportunities and interdepartmental partnerships to achieve efficiencies. The Tribunal believes this approach will mitigate the pressure caused by increased demands, while ensuring it continues to be well positioned to carry out its statutory mandate.

Financially, approximately 60% of its $4.5 million operating budget is for salaries and benefits. Of the remaining $1.8 million in Operations and Maintenance, 40% is directly related to the adjudicative process such as per diem costs for part-time members, travel, facility rentals for hearings and mediation activities and translations of decisions and rulings.

Expenditures by Strategic Outcome and Program

Canadian Institutes of Health Research

Raison d'être

Canadian Institutes of Health Research is the Government of Canada's health research funding agency. The Minister of Health is responsible for this organization. It was created in June 2000 by the Canadian Institutes of Health Research Act (Bill C-13) with a mandate “to excel, according to internationally accepted standards of scientific excellence, in the creation of new knowledge and its translation into improved health for Canadians, more effective health services and products and a strengthened Canadian health care system.”

CIHR's mandate seeks to transform health research in Canada by:

• funding research on targeted priority areas, in addition to investigator-initiated research;
• placing a greater emphasis on the strength of the research community by building research capacity in under-developed areas and training the next generation of health researchers; and
• focusing on knowledge translation that facilitates the application of the results of research and their transformation into new policies, practices, procedures, products and services.

Organizational Estimates

Figure 28. Organizational Estimates - Budgetary - Canadian Institutes of Health Research

Highlights

CIHR is estimating budgetary expenditures of $967.6 million in 2013-14. Of this amount, $961.7 million requires approval by Parliament. The remaining $5.9 million represents statutory forecasts that do not require additional approval and are provided for information purposes.

This represents a decrease of $36 million, or 3.6%, from the 2012-13 Estimates to date (including Main and Supplementary Estimates) of $1.004 billion. The decrease in planned spending is mainly due to the following:

• a net decrease of $15 million resulting from Budget 2012. While the Budget provided a permanent $15 million base budget increase for CIHR to support its Strategy for Patient-Oriented Research, savings identified as part of the Budget 2012 Spending Review caused CIHR's reference levels to decrease by $15 million in 2012-13 and $30 million in 2013-14 and thereafter;
• a decrease of $14.3 million for the Centres of Excellence for Commercialization and Research program. Funding for this program in 2012-13 was $14.3 million. For 2013-14, funding of $11.1 million, is expected to be presented in Supplementary Estimates (A);
• a decrease of $6.1 million for the Business-Led Networks of Centres of Excellence program. Funding for this program in 2012-13 was $7.8 million and decreases to $1.7 million in 2013-14;
• an increase of $1.4 million for the Canada Excellence Research Chairs due to the approved reprofiling of funds to future fiscal years.

CIHR's reference levels were also impacted by its partnership activities with other government departments who transfer funding for specific programs and initiatives. Changes in these funding agreements account for a net decrease of $2.6 million from the 2012-13 Estimates to date.

Further details on CIHR's 2013-14 planned spending are available in CIHR's 2013-14 Report on Plans and Priorities.

Expenditures by Strategic Outcome and Program

Listing of the 2013-14 Transfer Payments

Canadian Intergovernmental Conference Secretariat

Raison d'être

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

These intergovernmental conferences are a key instrument for consultation and negotiation among the different orders of governments and assist 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 the federal-provincial-territorial governments of the process burden but also allows them to greatly benefit from significant cost efficiencies and economies of scale, particularly relevant in the current economic environment.

Organizational Estimates

Figure 29. Organizational Estimates - Budgetary - Canadian Intergovernmental Conference Secretariat

Highlights

The Canadian Intergovernmental Conference Secretariat (CICS) is estimating budgetary expenditures of $6.0 million in 2013-14. Of this amount, $5.6 million requires approval by Parliament. The remaining $438 thousand represents statutory forecasts that do not require additional approval and are provided for information purposes.

CICS's planned expenditures decrease by $561 thousand due to savings identified as part of the Budget 2012 Spending Review. The 2013-14 funding will be utilized to address the following priorities:

• Enhance and expand strategic partnerships;
• Transform CICS' service delivery model; and
• Review and adapt management practices to identify efficiencies and opportunities.

CICS's 2013-14 Report on Plans and Priorities will contain more details regarding the priorities.

Expenditures by Strategic Outcome and Program

Canadian International Development Agency

Raison d'être

The mission of the Canadian International Development Agency (CIDA) is to lead Canada's international effort to help people living in poverty. CIDA's mandate is to manage Canada's aid program effectively and accountably to achieve meaningful, sustainable development results, and to engage in policy development in Canada and internationally, enabling Canada to realize its development objectives.

Canada recognizes that achieving significant economic, social and democratic progress in the developing world will reduce poverty for billions of people in recipient countries, increase the prosperity and long-term security of Canadians, promote our values and contribute to a better and safer world. Additional information can be found in the organization's Report on Plans and Priorities.

The Minister of International Cooperation is responsible for this organization.

Organizational Estimates

Figure 30. Organizational Estimates - Budgetary - Canadian International Development Agency

Figure 31. Organizational Estimates - Non-budgetary - Canadian International Development Agency

Highlights

The Canadian International Development Agency is estimating budgetary expenditures of $3,159.3 million in 2013-14. Of this amount, $2,890.4 million requires approval by Parliament. The remaining $269 million represents statutory forecasts that do not require additional approval and are provided for information purposes.

The Agency's total budgetary spending will decrease by $252.1 million when compared to the previous year's Main Estimates. Factors contributing to the net decrease include:

• a decrease of $180 million to implement Budget 2012 savings measures in order to refocus government and programs, make it easier for Canadians and businesses to deal with their government, and modernize and reduce the back office. Total savings of $192 million identified for 2013-14 included an amount of $12 million related to the Rural Water Supply and Sanitation Initiative, for which funding ended in 2012-13, for a net decrease of $180 million in the 2013-14 Main Estimates;
• a decrease of $50 million reflecting the sunsetting of temporary funding for the creation of a Quick Release Mechanism pilot in 2011-12 and 2012-13 to facilitate rapid access to additional funds to respond quickly to international crises and disasters. Funding of $100 million will be sought in 2013-14 Supplementary Estimates later in the fiscal year as the mechanism becomes permanent; and
• other adjustments resulting in a net decrease of $22.1 million, including gradual decrease of funding for Afghanistan of $13.2 million in 2013-14.

The 2012-13 Estimates to date have been adjusted to reflect items included in the 2012-13 Supplementary Estimates, for the implementation of the Budget 2012 savings measures, as well as additional funding of $50 million for the Quick Release Mechanism.

Other annual fluctuations in spending authorities reflect the supplementary funding received for programs and initiatives such as the Fast Start Financing Initiative on climate change for which incremental funds of $345 million and $273 million were approved in 2011-12 and 2012-13 respectively.

Actual 2011-12 spending also includes statutory adjustments such as for debt relief and to account for currency fluctuations that are not included in the Main Estimates as the amounts for these items are finalized during the year.

Finally, the amounts of statutory payments to the World Bank for the Advance Market Commitment for Pneumococcal Vaccines are established and paid during the fiscal year and, as such, are presented for information purposes in the 2011-12 Public Accounts ($23 million) and the 2012-13 Estimates to date ($24.5 million).

Information may be found in the Agency's 2012-13 Report on Plans and Priorities.

Expenditures by Strategic Outcome and Program

Listing of the 2013-14 Transfer Payments

Canadian International Trade Tribunal

Raison d'être

The Canadian International Trade Tribunal provides Canadian and international businesses with access to fair, transparent and timely processes for the investigation of trade remedy cases and complaints concerning federal government procurement and for the adjudication of appeals on customs and excise matters. At the request of the Government, the Canadian International Trade Tribunal provides advice in tariff, trade, commercial and economic matters.

The Minister of Finance is responsible for this organization.

Organizational Estimates

Figure 32. Organizational Estimates - Budgetary - Canadian International Trade Tribunal

Highlights

The Canadian International Trade Tribunal is estimating budgetary expenditures of $9.9 million in 2013-14. Of this amount, $8.7 million requires approval by Parliament. The remaining $1.2 million represents statutory forecasts that do not require additional approval and are provided for information purposes.

The Tribunal's main priority for 2013-14 will continue to be the fair, timely and effective disposition of cases regarding the investigation of trade remedy cases, the complaints concerning federal government procurement and the adjudication of appeals on customs and excise matters. At the request of the Government, the Tribunal will continue to provide advice in tariff, trade, commercial and economic matters. The Tribunal will also continue to pursue initiatives aimed at further improving its management practices as well as its ability to deliver on its legislative mandates in order to provide efficient and reliable services to its stakeholders.

The decreasing trend in spending from 2011-12 to 2013-14 can be explained by the fact that 2011-12 was the last year that the Tribunal received additional funding of $1.575 million to cover a predicted operating budget shortfall resulting from an expected post-recession increase in caseload. As presented in Supplementary Estimates (B) 2012-13, the Tribunal received additional funding of $1.3 million to retrofit its accommodation. In 2013-14, the Tribunal will return to its regular funding base of nearly $10 million.

Please refer to the Canadian International Trade Tribunal's website for further details on its 2013-14 Report on Plans and Priorities.

Expenditures by Strategic Outcome and Program

Canadian Museum for Human Rights

Raison d'être

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

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

Organizational Estimates

Figure 33. Organizational Estimates - Budgetary - Canadian Museum for Human Rights

Highlights

The Canadian Museum for Human Rights (CMHR) is estimating budgetary expenditures of $31.7 million in 2013-14 which require approval by Parliament.

Museum Content and Program

In becoming the world's first museum dedicated to the exploration of human rights, the CMHR is breaking new ground; there is no precedent for a museum of this nature. In its early years, the primary focus of this activity will be on establishing an innovative and unique public program that includes developing a sound research and scholarship capacity; accessible and engaging exhibits and educational programming that promote reflection and dialogue; a strong capacity of national outreach, engagement and service to Canadians; and strong Marketing and Communications to ensure a high level of awareness about the CMHR and its programs and services.

Accommodation

The focus of this activity in the early years will be to manage all stages of the capital construction project-including choosing the final design-leading to its commissioning and public opening. The Board will be fully accountable for overseeing all aspects of the building project, including choosing the final design, establishing the time-frames for construction and managing risks throughout. Prior to the opening of the facility, the Museum will also be establishing the appropriate mechanisms to provide for effective, efficient operations and maintenance and its ongoing security, accessibility and sustainability.

Stewardship and Corporate Management

The Stewardship and Corporate Management Activity is aimed at ensuring the private and public funds invested in the Museum are managed in a transparent, accountable manner; that resources are effectively deployed, developed, directed, administered and controlled; and that the corporation optimizes the value it contributes to Canadians and Canadian society.

Expenditures by Strategic Outcome and Program

Canadian Museum of Civilization

Raison d'être

The Canadian Museum of Civilization is a Crown corporation established by the Museums Act (Statutes of Canada 1990, Chapter 3) which came into force on July 1, 1990. The Act states that the role of the corporation is “to increase, throughout Canada and internationally, interest in, knowledge and critical understanding of and appreciation and respect for human cultural achievements and human behaviour by establishing, maintaining and developing for research and posterity a collection of objects of historical or cultural interest, with special but not exclusive reference to Canada, and by demonstrating those achievements and behaviour, the knowledge derived from them and the understanding they represent.”

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

Organizational Estimates

Figure 34. Organizational Estimates - Budgetary - Canadian Museum of Civilization

Highlights

The Canadian Museum of Civilization is estimating budgetary expenditures of $57.4 million in 2013-14 which require approval by Parliament. This represents a decrease of $5.035 million from the 2012-13 Main Estimates.

The decrease is due to:

• A reduction of $4.92 million due to the end of the funding provided by Budget 2008 for operating and infrastructure pressures; and
• A decrease of $115 thousand for costs associated with the bicentennial commemoration of the War of 1812.

Expenditures by Strategic Outcome and Program

Canadian Museum of Immigration at Pier 21

Raison d'être

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

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

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

Organizational Estimates

Figure 35. Organizational Estimates - Budgetary - Canadian Museum of Immigration at Pier 21

Highlights

The Canadian Museum of Immigration at Pier 21 is estimating budgetary expenditures of $18.5 million in 2013-14 which require approval by Parliament.

Activities of the Canadian Museum of Immigration at Pier 21 designed to meet strategic outcomes are:

• Giving the Museum's audience access to rich content and programming that reflects the diverse experiences and contributions of immigrants throughout Canada's history and to engage Canadians extensively in building and exploring these key themes by encouraging them to share their stories and to research their own family's immigration story;
• Ensuring that the Museum's facilities support the realization of the Museum's mandate; contribute to a rich, welcoming and engaging visitor experience; and are safe, secure and accessible; and
• Administering activities and resources to support the needs of programs and other corporate obligations of the Museum.

For further details on the Museum's plan and priorities, please refer to our 2013-14 to 2017-18 Corporate Plan.

Expenditures by Strategic Outcome and Program

Canadian Museum of Nature

Raison d'être

The Canadian Museum of Nature 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. The museum reports to Parliament through the Minister of Canadian Heritage and Official Languages.

Organizational Estimates

Figure 36. Organizational Estimates - Budgetary - Canadian Museum of Nature

Highlights

The Canadian Museum of Nature is estimating budgetary expenditures of $25.8 million in 2013-14 which require approval by Parliament. A decrease of $7.3 million, or 22% from previous Main Estimates, is due to the sunsetting of temporary funding included in Budget 2008 to address operating and infrastructure pressures.

Expenditures by Strategic Outcome and Program

Canadian Northern Economic Development Agency

Raison d’être

Contributing to the jobs and growth in Canada, the Canadian Northern Economic Development Agency works to develop a diversified, sustainable and dynamic economy across Canada’s three territories. It does this by delivering economic development programs, undertaking policy and research, and by collaborating with and aligning the efforts of other federal departments, territorial governments, Aboriginal organizations, and industry. This is particularly the case in resource development through its Northern Projects Management Office.

The Minister of Health and Minister of the Canadian Northern Economic Development Agency is responsible for this organization.

Organizational Estimates

Figure 37. Organizational Estimates - Budgetary - Canadian Northern Economic Development Agency

Highlights

The Canadian Northern Economic Development Agency (CanNor) is estimating budgetary expenditures of $51.8 million in 2013-14. Of this amount, $50.8 million requires approval by Parliament. The remaining $1 million represents statutory forecasts that do not require additional approval and are provided for information purposes.

In 2013-14, Aboriginal economic development programming will focus on supporting the opportunities before communities today. This will be complemented by the second year of the Community Infrastructure Improvement Fund, and the Northern Adult Basic Education Program that was recently put in place. The Strategic Investments in Northern Economic Development program will also increasingly focus on initiatives that help Northerners drive the northern economy.

Responsible resource development is critical to the success of Canada’s North. CanNor’s Northern Projects Management Office is taking on the task of working with communities and industry to position Canada’s North as a world-class resource development destination where prosperity for Northerners and benefits for Canadians are a single goal.

A net increase of $600 thousand in comparison to 2012-13 Main Estimates is due to the following:

• funding for the implementation of the Community Infrastructure Improvement Fund ($3.2 million increase in contributions);
• savings identified as part of Budget 2012 measures (decreases of $1.4 million in operating and $1.0 million in contributions); and
• sunsetting and adjustments to other programs (decrease of $200 thousand in contributions).

Expenditures by Strategic Outcome and Program

Listing of the 2013-14 Transfer Payments

Canadian Nuclear Safety Commission

Raison d’être

The Minister of Natural Resources Canada is responsible for this organization.

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

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

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

Organizational Estimates

Figure 38. Organizational Estimates - Budgetary - Canadian Nuclear Safety Commission

Highlights

The Canadian Nuclear Safety Commission is estimating budgetary expenditures of $132.9 million in 2013-14. Of this amount, $35.0 million requires approval by Parliament. The remaining $97.9 million represents statutory forecasts that do not require additional approval and are provided for information purposes.

Budget 2012 earmarked funds to continue to strengthen the ability to regulate and inspect fee-exempt licensees for the use of nuclear devices and activities in Canada, including those at medical and educational institutions. During fiscal year 2012-13, the CNSC received $7.6 million permanently to regulate these fee-exempt licensees.

On August 4, 2011, Shared Services Canada was created by Order in Council under the Public Service Rearrangement and Transfer of Duties Act in order to pool existing resources from across Government to consolidate and transfer IT infrastructure (e.g., data centres and network services) for the Government of Canada. As a result, the CNSC’s funding levels decreased by $0.3 million in fiscal year 2011-12 and $1.5 million on a permanent base in fiscal year 2012-13.

Budget 2012 implemented savings measures in order to refocus Government and programs, make it easier for Canadians and business to deal with their Government, and modernize and reduce the back office. By the end of 2012-13, the first year of implementation, the CNSC will have achieved savings of $0.5 million. Savings of $1.3 million will be achieved on a permanent base in 2013-14. The CNSC will achieve these savings through efficiency measures and program reductions that align resources to its core mandate, scaling back where the need is reduced, transforming how it works internally, and consolidating and streamlining activities. With these changes, the CNSC will focus on supporting management excellence and accountability across Government.

Fiscal year 2012-13 is the final incremental decrease to the CNSC for the 2009 Strategic Review representing $0.8 million.

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

Expenditures by Strategic Outcome and Program

Listing of the 2013-14 Transfer Payments

Canadian Polar Commission

Raison d’être

The Canadian Polar Commission is responsible for monitoring, promoting and disseminating knowledge of the polar regions; contributing to public awareness of the importance of polar science to Canada; enhancing Canada's international profile as a circumpolar nation; and recommending polar science policy direction to government. The Minister of Aboriginal Affairs and Northern Development Canada is responsible for this organization.

Organizational Estimates

Figure 39. Organizational Estimates - Budgetary - Canadian Polar Commission

Highlights

The Canadian Polar Commission is estimating budgetary expenditures of $2.58 million in 2013-14. Of this amount, $2.43 million requires approval by Parliament. The remaining $143 thousand represents statutory forecasts that do not require additional approval and are provided for information purposes.

The Canadian Polar Commission (CPC) has an increase in planned spending due to a transfer of $1.3 million to manage two new grant programs; the Northern Scientific Training Program which includes the funding to the Association of Canadian Universities for Northern Studies and the Centenary Medal Commemorating the International Polar Year 1882-1883 also known as the Northern Scientific Award.

The CPC will continue to host conferences and workshops, to publish information on subjects of relevance to polar research, to build and maintain polar knowledge networks, and to work closely with other governmental and nongovernmental agencies to promote and support Canadian study of the polar regions.

Expenditures by Strategic Outcome and Program

Listing of the 2013-14 Transfer Payments

Canadian Radio-television and Telecommunications Commission

Raison d’être

The Canadian Radio-television and Telecommunications Commission (CRTC) is an administrative tribunal. It implements its mandate as set out in the Broadcasting Act, the Telecommunications Act and Canada’s anti-spam legislation in order to provide Canadians with a world-class communication system.

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

Organizational Estimates

Figure 40. Organizational Estimates - Budgetary - Canadian Radio-television and Telecommunications Commission

Highlights

The Canadian Radio-television and Telecommunications Commission (CRTC) is estimating net budgetary expenditures of $11.2 million in 2013-14. Of this amount, $4.4 million requires approval by Parliament. The remaining $6.8 million represents statutory forecasts that do not require additional approval and are provided for information purposes.

In total, the CRTC is estimating an increase in net spending of $0.6 million from the previous Main Estimates. Factors contributing to the net increase include:

• A net increase of $0.1 million in program spending for activities related to Canada’s anti-spam legislation. The amount is attributed to a $0.7 million increase as a result of a vote transfer from Industry Canada to create a national spam reporting center, less $0.6 million in funding reductions related to a decrease in re-profiled funding and the reductions identified as part of the Budget 2012 Spending Review.
• An increase of $0.5 million for statutory budgetary expenditures related to employee benefits plans.

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

Expenditures by Strategic Outcome and Program

Canadian Security Intelligence Service

Raison d’être

As per the Canadian Security Intelligence Service Act, the mandate of the Canadian Security Intelligence Service (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 is responsible for CSIS.

Organizational Estimates

Figure 41. Organizational Estimates - Budgetary - Canadian Security Intelligence Service

Highlights

CSIS is estimating budgetary expenditures of $513.0 million in 2013-14. Of this amount, $464.6 million requires approval by Parliament. The remaining $48.4 million represents statutory forecasts that do not require additional approval and are provided for information purposes.

In comparison to 2012-13 Main Estimates, this represents a net decrease of $7.6 million. The major changes are as follows:

• An increase of $9.7 million in support of Canada’s national security and the safety of Canadians;
• An increase of $8.8 million due to collective bargaining adjustments;
• A decrease of $20.2 million due to savings identified as part of the Budget 2012 Spending Review; and
• A decrease of $5.9 million for the repayment of a loan related to the payment of accumulated severance benefits.

Expenditures by Strategic Outcome and Program

Canadian Space Agency

Raison d’être

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

The CSA is achieving this mandate in cooperation with other government departments and agencies, industries, and universities, as well as international partners. In addition to delivering its own programs, the CSA is responsible for coordinating all federal civil space-related policies and programs pertaining to science and technology research, industrial development and international cooperation.

The Minister of Industry is responsible for the CSA.

Organizational Estimates

Figure 42. Organizational Estimates - Budgetary - Canadian Space Agency

Highlights

The Canadian Space Agency is estimating budgetary expenditures of $ 488.7 million in 2013-14. Of this amount, $ 477.9 million requires approval by Parliament. The remaining $10.7 million represents statutory forecasts that do not require additional approval and are provided for information purposes.

The variation in total votes available between 2012-13 and 2013-14 fiscal years represents a net increase of $ 125.4 million. This variation is mainly due to:

• An increase of $ 112.5 million provided for the RADARSAT Constellation Mission;
• An increase of $ 34 million related to the forecasted cash flow requirements for various projects and initiatives including Contributions to the Canada/European Space Agency Cooperation Agreement and the RADARSAT Constellation Mission. In previous years, funds for some of these activities had been reprofiled to account for different cash flow requirements, resulting in the current year over year increase;
• An increase of $ 3.9 million related to the ratification of collective bargaining agreements; and
• A decrease of $ 24.7 million due to savings identified as part of the Budget 2012 Spending Review.

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

Expenditures by Strategic Outcome and Program

Listing of the 2013-14 Transfer Payments

Canadian Tourism Commission

Raison d’être

The Canadian Tourism Commission (CTC) is Canada’s national tourism marketing organization. A Crown corporation wholly owned by the Government of Canada, the CTC’s purpose is to sustain a vibrant and profitable tourism industry by marketing Canada as an internationally competitive, premier four-season tourism destination where travelers can indulge in extraordinary experiences. Reporting to Parliament through the Minister of Industry, the CTC’s legislative requirements are outlined in the Canadian Tourism Commission Act. Through collaboration and partnerships with the private sector, as well as with the governments of Canada, the provinces and territories, the CTC works with the tourism sector to maintain Canada’s competitiveness and generate wealth for Canadians by stimulating demand for Canada’s visitor economy. Additional information can be found in the CTC’s 2013-17 Corporate Plan.

Organizational Estimates

Figure 43. Organizational Estimates - Budgetary - Canadian Tourism Commission

Highlights

The Canadian Tourism Commission (CTC) is estimating budgetary expenditures of $57.8 million in 2013-14 which require approval by Parliament.

The CTC was created in 1995, as a Special Operating Agency within Industry Canada, and in 2001, became a Crown corporation pursuant to the Canadian Tourism Commission Act. The CTC reports to Parliament via the Minister of Industry. The CTC is Canada’s national tourism marketing organization mandated to: sustain a vibrant and profitable Canadian tourism industry; market Canada as a desirable tourist destination; support a cooperative relationship between the private sector and the governments of Canada, the provinces and the territories with respect to Canadian tourism; and, provide information about Canadian tourism to the private sector and to the governments of Canada, the provinces and the territories (CTC Act, current to June 2012).

In 2012, the CTC took part in the comprehensive review by the Government of Canada as outlined in Budget 2012, to return to balanced budgets over the medium-term. Budget 2012 Spending Review identified savings of $0.5 million in 2012-13 and $14.2 million starting 2013-14. This adjustment will result in CTC’s core appropriations (i.e. excluding one-time funding for special programs) of $71.5 million for 2012-13 and $57.8 million starting 2013-14. Since CTC’s budget is organized by calendar year, the aforementioned appropriations will translate into annual appropriations of $61.3 million for 2013 and $57.8 million for 2014. Consistent with this decision and with the objectives of the Federal Tourism Strategy, the CTC’s activities are aligned to focus resources on markets of strategic importance to Canada’s tourism industry.

Building on the 2012 to 2016 Corporate Plan, the CTC’s corporate objectives outlined in the 2013-17 Corporate Plan, are to:

• generate demand for Canada’s visitor economy; and
• execute effective sales and marketing platforms to help Canadian businesses sell Canada now.

The CTC has outlined four strategic priorities to guide the CTC in achieving the corporate objectives listed above. The four strategic priorities are as follows:

• link sales and marketing plans to business insights and market research;
• enhance fundamentals that position Canada’s tourism industry for growth;
• advance corporate excellence and efficiency; and
• pursue youth as a travel segment.

Expenditures by Strategic Outcome and Program

Canadian Transportation Accident Investigation and Safety Board

Raison d’être

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

The TSB is part of the President of the Privy Council’s portfolio.

Organizational Estimates

Figure 44. Organizational Estimates - Budgetary - Canadian Transportation Accident Investigation and Safety Board

Highlights

The Canadian Transportation Accident Investigation and Safety Board is estimating budgetary expenditures of $29.6 million in 2013-14. Of this amount, $26.1 million requires approval by Parliament. The remaining $3.5 million represents statutory forecasts that do not require additional approval and are provided for information purposes. The department’s funding through Main Estimates has decreased from 2012-13 by $0.486 million, due to savings of $0.846 million identified as part of the Budget 2012 Spending Review and offset by an increase in funding for collective bargaining adjustments.

The TSB operational activities have remained consistent over the last few years and for the planning horizon. Significant variances between the TSB’s funding in Main Estimates and actual year-end expenditures are explained by additional sources of funding. The department receives additional funding through Supplementary Estimates and transfers from Treasury Board votes for the carry-forward of unused funds from the previous year, for collective bargaining adjustments, and for severance and parental benefits paid during the year.

In 2013-14, the TSB will continue to strive to be a world leader in influencing changes that advance transportation safety. This vision statement will be achieved by focusing on four strategic objectives: responding, managing, communicating and advocating. This four-pronged approach provides a clear framework to guide investments and activities for the planning horizon. Details on the TSB’s priorities will be available in its 2013-14 Report on Plans and Priorities.

Expenditures by Strategic Outcome and Program

Canadian Transportation Agency

Raison d’être

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

Our mandate includes:

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

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

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

Organizational Estimates

Figure 45. Organizational Estimates - Budgetary - Canadian Transportation Agency

Highlights

The Canadian Transportation Agency's (CTA) is estimating budgetary expenditures of $27.7 million in 2013-14. Of this amount, $24.2 million requires approval by Parliament. The remaining $3.5 million represents statutory forecasts that do not require additional approval and are provided for information purposes.

CTA’s planned expenditures remain approximately the same as the previous year. In 2013-14, CTA will continue the implementation of its strategic plan and will continue to carry out the activities related to the priorities. Here is an overview of the objective of our strategic plan priorities:

Client Service: Our dispute resolution services are high quality and our clients are well informed and served in a responsive and timely manner.

Regulatory Regime Renewal: Our regulatory and non-regulatory approaches and their administration are up-to-date, well understood and delivered effectively and efficiently.

People: Our employees are engaged, knowledgeable, respected and provide excellent service.

Expenditures by Strategic Outcome and Program

Chief Electoral Officer

Raison d’être

The Office of the Chief Electoral Officer, commonly known as Elections Canada, is an independent, non-partisan agency that reports directly to Parliament. Its mandate is to be prepared at all times to conduct a federal general election, by-election or referendum; to administer the political financing provisions of the Canada Elections Act; to monitor compliance with and enforce electoral legislation; and to carry out investigations into allegations that would amount to offences under the Act. The agency is also mandated to conduct voter education and information programs, and to provide support to the independent commissions responsible for adjusting the boundaries of federal electoral districts following each decennial census. As well, the agency may carry out studies on alternative voting methods and, with the approval of parliamentarians, test online voting processes for future use during electoral events.

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

Organizational Estimates

Figure 46. Organizational Estimates - Budgetary - Chief Electoral Officer

Highlights

Elections Canada is estimating budgetary expenditures of $115.9 million in 2013-14. Of this amount, $30.1 million requires approval by Parliament. The remaining $85.8 million represents statutory forecasts that do not require further approval and is provided for information purposes.

Overall, the agency is estimating a net reduction of $20.3 million, or 15.0%, from the total of the 2012-13 Main Estimates and Supplementary Estimates. This is due to:

• A decrease of $17.0 million in Electoral expenditures (previously named Expenses of elections);
• A decrease of $5.3 million in Expenditures under the Electoral Boundaries Readjustment Act;
• An increase of $1.4 million in the Contributions to employee benefit plans resulting from a change in reporting between Electoral expenditures and Contributions to employee benefit plans; and
• An increase of $0.6 million in the Program expenditures (Appropriation) due to the funding of collective bargaining agreements.

In 2011-12, the total expenditures were significantly higher than 2012-13 and 2013-14 estimates, mainly as a result of non-recurring expenditures of the 41st general election held on May 2, 2011.

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

Expenditures by Strategic Outcome and Program

Citizenship and Immigration

Raison d’être

In the first years after Confederation, Canada’s leaders had a powerful vision: to connect Canada by rail and make the West the world’s breadbasket as a foundation for the country’s economic prosperity. This vision meant quickly populating the Prairies, leading the Government of Canada to establish its first national immigration policies.

Immigrants have been a driving force in Canada’s nationhood and its economic prosperity - as farmers settling lands, as workers in factories fuelling industrial growth, as entrepreneurs and as innovators helping Canada to compete in the global, knowledge-based economy.

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

Organizational Estimates

Figure 47. Organizational Estimates - Budgetary - Citizenship and Immigration

Figure 48. Organizational Estimates - Non-budgetary - Citizenship and Immigration

Highlights

Citizenship and Immigration is estimating budgetary expenditures of $1,655.4 million in 2013-14. Of this amount, $1,502.5 million requires approval by Parliament. The remaining $152.9 million represents statutory forecasts that do not require additional approval and are provided for information purposes.

A net increase of $109.9 million from the previous year is due mainly to the following:

• An increase of $95.5 million due to statutory payments for reimbursement of fees for certain terminated Federal Skilled Worker applications (new initiative announced in Budget 2012);
• An increase of $21.3 million representing new funding to support the sharing of immigration information with the United States;
• An increase of $18.3 million to continue work on the inclusion of biometrics in the temporary visa stream. This amount is previously approved funding which has been moved from earlier fiscal years;
• An increase of $15.4 million due to an adjustment of funding previously transferred to Foreign Affairs and International Trade for departmental staff at missions abroad;
• An increase of $5.4 million for funding related to collective agreements;
• An increase of $4.0 million related to government advertising campaigns;
• An increase of $2.8 million for funding to address challenges in the management of security inadmissibility cases, protect classified information in immigration proceedings, and obtain assurances against torture in exceptional removal cases;
• An increase of $2.5 million for funding to eliminate the backlog of certain Federal Skilled Worker applications (new initiative announced in Budget 2012);
• An increase of $2.1 million to modernize the immigration system and manage backlogs;
• An increase of $1.4 million to the Grant for the Canada-Quebec Accord on immigration;
• An increase of $0.9 million to support the amendment to the Immigration and Refugee Protection Regulations that removes visa exemptions for citizens of five countries;
• An increase of $0.7 million to provide essential federal services for the 2015 Pan Am and Parapan Am Games;
• An increase of $0.4 million due to funding transferred from Human Resources and Skills Development Canada related to the change in responsibility for the Intercountry Adoption Services function;
• A decrease of $34.5 million due to savings identified as part of the Budget 2012 Spending Review;
• A decrease of $11.0 million in funding for the reform of Canada’s refugee determination system;
• A decrease of $6.9 million in funding for the visa imposition on Mexico;
• A decrease of $3.7 million due to the sunsetting of funding for the Community Historical Recognition Program;
• A decrease of $2.3 million due to the sunsetting of Official Languages Action Plan funding;
• A decrease of $1.4 million due to employee benefit plan costs and other minor funding adjustments;
• A decrease of $0.6 million due to funding transferred to the Canada Border Services Agency for the application development and support of the National Case Management System; and
• A decrease of $0.4 million due to funding transferred to Public Works and Government Services Canada for the consolidation of pay services.

Further information can be found in Citizenship and Immigration’s Report on Plans and Priorities.

Expenditures by Strategic Outcome and Program

Listing of the 2013-14 Transfer Payments

Commissioner for Federal Judicial Affairs

Raison d’être

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

Organizational Estimates

Figure 49. Organizational Estimates - Budgetary - Commissioner for Federal Judicial Affairs

Highlights

The Office of the Commissioner for Federal Judicial Affairs is estimating budgetary expenditures of $497.7 million in 2013-14. Of this amount, $9.4 million requires approval by Parliament. The remaining $488.3 million represents statutory forecasts that do not require additional approval and are provided for information purposes.

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

A net increase of $12.7 million from 2012-13 Main Estimates is due mainly to an increase in the number of judicial appointments, an increase in the overall average in the amounts of pensions being paid to pensioners in accordance with the Judges Act, as well as a provision for a salary increase to federally appointed judges contained in the Judges Act.

Please see the 2013-14 Report on Plans and Priorities for additional information.

Expenditures by Strategic Outcome and Program

Communications Security Establishment

Raison d’être

As mandated by the National Defence Act, the Communications Security Establishment Canada’s (CSEC) 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.

CSEC’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 CSEC.

Organizational Estimates

Figure 50. Organizational Estimates - Budgetary - Communications Security Establishment