ARCHIVED - 2009-10 - Main Estimates

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Transport

Department
Canada Post Corporation
Canadian Air Transport Security Authority
Canadian Transportation Agency
Federal Bridge Corporation Limited
Marine Atlantic Inc.
National Capital Commission
Office of Infrastructure of Canada
Old Port of Montreal Corporation Inc.
The Jacques Cartier and Champlain Bridges Incorporated
Transportation Appeal Tribunal of Canada
VIA Rail Canada Inc.

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Ministry Summary

Vote	(thousands of dollars)	2009–10	2008–09	Difference
		Main Estimates	Main Estimates
	Transport
	Department
1	Operating expenditures	331,313	315,257	16,056
5	Capital expenditures	80,930	78,248	2,682
10	Grants and contributions	860,718	471,691	389,027
(S)	Contributions to employee benefit plans	66,340	66,965	(625)
(S)	Minister of Transport – Salary and motor car allowance	78	76	2
(S)	Northumberland Strait Crossing Subsidy Payment under
	the Northumberland Strait Crossing Act	57,771	54,897	2,874
(S)	Payments in respect of St. Lawrence Seaway agreements
	under the Canada Marine Act	47,700	41,900	5,800
(S)	Payments to the Canadian National Railway Company in
	respect of the termination of the collection of tolls on
	the Victoria Bridge, Montreal and for rehabilitation
	work on the roadway portion of the Bridge	3,300	3,300	. . . . .
	Total Department	1,448,150	1,032,334	415,816
	Canada Post Corporation
15	Payments to the Canada Post Corporation for special
	purposes	72,210	97,210	(25,000)
	Total Agency	72,210	97,210	(25,000)
	Canadian Air Transport Security Authority
20	Payments to the Canadian Air Transport Security
	Authority	262,479	277,754	(15,275)
	Total Agency	262,479	277,754	(15,275)
	Canadian Transportation Agency
25	Program expenditures	22,933	22,803	130
(S)	Contributions to employee benefit plans	3,219	3,291	(72)
	Total Agency	26,152	26,094	58
	Federal Bridge Corporation Limited
30	Payments to the Federal Bridge Corporation Limited	40,895	10,204	30,691
	Total Agency	40,895	10,204	30,691
	Marine Atlantic Inc.
35	Payments to Marine Atlantic Inc.	101,283	106,354	(5,071)
	Total Agency	101,283	106,354	(5,071)
	National Capital Commission
40	Payment to the National Capital Commission for operating
	expenditures	79,627	76,313	3,314
45	Payment to the National Capital Commission for capital
	expenditures	30,513	17,934	12,579
	Total Agency	110,140	94,247	15,893
	Office of Infrastructure of Canada
50	Operating expenditures	40,283	37,530	2,753
55	Contributions	4,117,074	2,414,778	1,702,296
(S)	Contributions to employee benefit plans	3,357	3,229	128
	Total Agency	4,160,714	2,455,537	1,705,177
	Old Port of Montreal Corporation Inc.
60	Payments to the Old Port of Montreal Corporation Inc.	19,800	19,900	(100)
	Total Agency	19,800	19,900	(100)
	The Jacques Cartier and Champlain Bridges
	Incorporated
65	Payments to the Jacques Cartier and Champlain Bridges
	Inc.	46,618	87,808	(41,190)
	Total Agency	46,618	87,808	(41,190)
	Transportation Appeal Tribunal of Canada
70	Program expenditures	1,219	1,213	6
(S)	Contributions to employee benefit plans	118	121	(3)
	Total Agency	1,337	1,334	3
	VIA Rail Canada Inc.
75	Payments to VIA Rail Canada Inc.	351,917	335,560	16,357
	Total Agency	351,917	335,560	16,357

Note: Details may not add to totals due to rounding.  

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Department

Strategic Outcome

An Efficient Transportation System.

Program Activity Descriptions

Gateways and Corridors

Guided by the National Policy Framework for Strategic Gateways and Trade Corridors, the Gateways and Corridors Program Activity aims at supporting Canada’s international trade and international supply chains by creating more efficient, reliable and seamless trade-related transport systems in Canada. The Program:

• Sets strategies and frameworks for improving and integrating transportation networks in key regions;
• Fosters partnerships between all levels of government and the private sector;
• Supports and oversees projects that contribute to the increased capacity and efficiency of gateway and corridor
  infrastructure;
• Develops and puts in place measures that remove impediments to the effective development of gateways and corridors; and
• Promotes the use of gateways and corridors.

Transportation Infrastructure

The Transportation Infrastructure Program looks after transportation infrastructure for Canada to improve efficiency and ensure service. It acts as the steward of certain commercial transportation assets operated by third parties on behalf of the federal government (airport authorities, port authorities, federal bridges, Via Rail, Seaway, Marine Atlantic);

• Provides funding for Canada’s strategic transportation infrastructure, targeted to support federal objectives;
• Supports essential services to some remote communities;
• Manages legacy commitments; and
• Divests assets and contracts out operations, where needed.

Transportation Innovation

The Transportation Innovation Program Activity helps to make the Canadian Transportation System more competitive by identifying opportunities, entering into research partnerships and developing and implementing forward-looking solutions to challenges facing the Canadian Transportation System. The program:

• Sets policy and strategic direction for research and development (R&D);
• Develops, designs, negotiates, and manages research programs for breakthrough technologies, including Intelligent Transportation System;
• Advances the development and dissemination of scientific knowledge and the application of technology;
• Partners and collaborates with other federal departments, provinces and territories, the academic community and many other national and international stakeholders here and abroad; and
• Supports skills development for a highly qualified transportation workforce.

Transportation Marketplace Frameworks

The Transportation Marketplace Framework Program Activity encourages transportation efficiency by fostering a competitive and viable transportation sector. Program activities include:

• Setting the regimes governing the economic behavior of carriers in all modes of transportation;
• Setting the rules of governance for all the transportation infrastructure providers falling under the authority of Parliament;
• Monitoring the transportation system; and,
• Representing the interests of Canada in international transportation fora and other international bodies.
  

Strategic Outcome

A Clean Transportation System.

Program Activity Descriptions

Environmental Stewardship of Transportation

The Environmental Stewardship program fulfills Transport Canada’s responsibilities in working towards a cleaner and healthier environment for Canadians, with regard to its own operations. These responsibilities include:

• Developing a departmental Sustainable Development Strategy (SDS);
• Managing contaminated sites;
• Fulfilling environmental responsibilities at TC owned or operated ports and airports; and Greening TC operations (internal).
  The program:
• Develops and implements policies and programs for TC activities that further environmental objectives and promote sustainable transportation;
• Provides functional support for environmental assessments, including for major resource projects, and;
• Promotes compliance with environmental laws, federal government policies and best practices in Transport Canada’s stewardship activities.

Clean Air from Transportation

Transport Canada’s Clean Air from Transportation Program Activity advances the federal government’s clean air agenda in the transportation sector and complements other federal programs designed to reduce air emissions for the health of Canadians and the environment for generations to come. The program:

• Regulates air emissions from the transportation sector;
• Oversees TC clean air program obligations and commitments;
• Demonstrates and promotes clean transportation technologies;
• Promotes environmentally responsible best practices and behaviours; and
• Builds stakeholder knowledge and capacity to reduce air emissions.

Clean Water from Transportation

Guided by the Canada Shipping Act , the Arctic Waters Pollution Prevention Act , the Marine Liability Act and international conventions, the Clean Water from Transportation program helps to protect the marine environment and the health of Canadians by reducing the pollution of water from transportation sources. The program:

• Regulates and monitors the impact of discharges from marine vessels into the marine environment;
• Regulates ballast water; and
• Contributes to setting domestic and international rules that govern limits to liability of marine pollution incidents.

Strategic Outcome

A Safe Transportation System.

Program Activity Descriptions

Aviation Safety

The Aviation Safety Program Activity develops, administers and oversees the policies, regulations and standards necessary for the safe conduct of civil aviation within Canada’s borders in a manner harmonized with the international aviation community.

Marine Safety

The Marine Safety Program Activity protects the life and health of Canadians by providing a safe and efficient marine transportation system. This program derives its authority from a number of Acts - the Canada Shipping Act, 2001, the Navigable Waters Protection Act , the Safe Containers Act , the Pilotage Act , the Coasting Trade Act and the Arctic Waters Pollution Prevention Act - to:

• Develop and enforce a marine safety regulatory framework for the domestic and foreign vessels, as well pleasure craft;
• Enforce international conventions signed by Canada; and
• Protect the public right to navigation on Canada’s waterways.

Road Safety

Guided by the Motor Vehicle Safety Act and the Motor Vehicle Transport Act , the Road Safety Program Activity develops standards and regulations, provides oversight and engages in public outreach in order to:

• Reduce the deaths, injuries and social costs caused by motor vehicle use; and
• Improve public confidence in the safety of Canada’s road transportation system.

Rail Safety

Under the authority of the Railway Safety Act , the Rail Safety Program Activity develops, implements and promotes safety policy, regulations, standards and research. The program provides oversight of the rail industry and promotes public safety at crossings and identifies the risks of trespassing. It also provides funds to improve safety at grade crossings.

Transportation of Dangerous Goods

Required by the Transportation of Dangerous Goods Act , 1992, the Transportation of Dangerous Goods (TDG) Program Activity, based on risk, develops safety standards and regulations, provides oversight and gives expert advice (e.g. Canadian Transport Emergency Centre [CANUTEC]) on dangerous goods incidents to:

• Promote public safety in the transportation of dangerous goods by all modes of transport in Canada;
• Identify threats to public safety and enforce the Act and its regulations;
• Guide emergency response and limit the impact of incidents involving the transportation of dangerous goods; and
• Develop policy and conduct research to enhance safety.

Strategic Outcome

A Secure Transportation System.

Program Activity Descriptions

Aviation Security

The Aviation Security Program Activity develops, administers and oversees policies, programs, regulations and standards necessary for a secure Canadian aviation system in a manner harmonized with the international aviation community.

Marine Security

The Marine Security Program Activity, with partners, enforces the Marine Transportation Security Act to protect Canada and Canadians in a way that respects Canadian values. It safeguards the integrity and security; and preserves the efficiency of Canada’s Marine Transportation System against unlawful interference, terrorist attacks or from being used as a means to attack our allies.

Surface and Intermodal Security

Guided by the Rail Safety Act , the International Bridges and Tunnels Act and the federal government’s transportation security mandate, the Surface and Intermodal Security Program Activity enhances the security of surface and intermodal transportation–mainly rail and urban transit–against direct terrorist attack. Working with partners to protect Canada and Canadians in a way that respects Canadian values and preserves the efficiency of the transportation system, the program:

• provides federal leadership;
• develops and enforces regulatory and voluntary frameworks (regulations, codes of practice, memoranda of understanding) and financial contributions.

Strategic Outcome

The following program activity supports all strategic outcomes within this organization.

Program Activity Descriptions

Internal Services

Internal Services are groups of related activities and resources that are administered to support the needs of programs and other corporate obligations of an organization. These groups are: Management and Oversight Services; Communications Services; Legal Services; Human Resources Management Services; Financial Management Services; Information Management Services; Information Technology Services; Real Property Services; Materiel Services; Acquisition Services; and Travel and Other Administrative Services. Internal Services include only those activities and resources that apply across an organization and not to those provided specifically to a program.

Program by Activities

(thousands of dollars)			2009–10 Main Estimates				2008–09
			Budgetary			Total	Main
	Operating	Capital	Grants	Contributions	Less:		Estimates
				and other	Revenues
				transfer	credited
				payments	to the vote
Gateways and Corridors	17,203	. . . . .	. . . . .	641,396	. . . . .	658,599	. . . . .
Aviation Safety	228,822	15,255	130	36,276	42,387	238,097	. . . . .
Internal Services	156,798	15,366	. . . . .	. . . . .	1,104	171,060	. . . . .
Marine Safety	76,221	1,484	. . . . .	3,650	7,700	73,655	. . . . .
Aviation Security	27,427	579	. . . . .	33,520	. . . . .	61,526	. . . . .
Transportation Infrastructure	111,948	37,442	27,285	140,427	276,747	40,355	. . . . .
Road Safety	26,177	8,366	. . . . .	4,693	3,655	35,581	. . . . .
Environmental Stewardship of
Transportation	33,115	651	. . . . .	. . . . .	. . . . .	33,766	. . . . .
Clean Air from Transportation	21,116	873	. . . . .	10,936	. . . . .	32,924	. . . . .
Marine Security	16,452	50	. . . . .	12,500	. . . . .	29,002	. . . . .
Rail Safety	19,607	864	300	7,395	79	28,087	. . . . .
Transportation of Dangerous Goods	14,000	. . . . .	. . . . .	. . . . .	. . . . .	14,000	. . . . .
Transportation Innovation	6,521	. . . . .	. . . . .	3,281	261	9,541	. . . . .
Transportation Marketplace Frameworks	9,060	. . . . .	. . . . .	. . . . .	. . . . .	9,060	. . . . .
Surface and Intermodal Security	6,577	. . . . .	. . . . .	. . . . .	. . . . .	6,577	. . . . .
Clean Water from Transportation	6,319	. . . . .	. . . . .	. . . . .	. . . . .	6,319	. . . . .
Transportation Safety and Security	. . . . .	. . . . .	. . . . .	. . . . .	. . . . .	. . . . .	612,696
Transportation Policy Development and
Infrastructure Programs	. . . . .	. . . . .	. . . . .	. . . . .	. . . . .	. . . . .	217,708
Sustainable Transportation Development
and the Environment	. . . . .	. . . . .	. . . . .	. . . . .	. . . . .	. . . . .	201,931
	777,364	80,930	27,715	894,074	331,933	1,448,150	1,032,334

 

Note: Details may not add to totals due to rounding.

Transfer Payments

(dollars)	2009–10	2008–09
	Main Estimates	Main Estimates
Grants
Grant to the Province of British Columbia in respect of the provision of
ferry and coastal freight and passenger services	27,285,000	26,447,000
Grant to close grade crossings	300,000	300,000
Grant to the International Civil Aviation Organization (ICAO) for
Cooperative Development of Operational Safety and Continuing
Airworthiness Program (COSCAP)	130,000	130,000
Total grants	27,715,000	26,877,000
Contributions
Gateways and Border Crossings Fund	413,632,736	. . . . .
Asia-Pacific Gateway and Corridor Transportation Infrastructure Fund	227,763,539	82,100,000
(S) Northumberland Strait Crossing Subsidy Payment under the
Northumberland Strait Crossing Act	57,771,301	54,896,961
Airports Capital Assistance Program	36,176,367	49,800,000
Port Divestiture Fund	35,136,136	33,000,000
Contribution to NAV CANADA to Support Security for the 2010 Winter
Olympic Games	17,900,000	. . . . .
Contribution for ferry and coastal passenger and freight services	16,720,000	11,243,000
Contribution program for operating, capital and start-up funding
requirement for regional and remote passenger rail services	16,400,000	5,600,000
Airports policing contribution program	15,620,360	15,645,360
Marine Security Contribution Program	12,500,000	28,046,000
Payments in support of crossing improvements approved under the
Railway Safety Act	7,145,000	7,145,000
National Safety Code	4,392,940	4,392,940
ecoTRANSPORT Strategy – Freight Technology Incentives	3,636,561	4,319,000
Contribution to the Provinces for the modernization of marine training
simulators	3,400,000	2,800,000
(S) Payments to the Canadian National Railway Company in respect
of the termination of the collection of tolls on the Victoria Bridge,
Montreal and for rehabilitation work on the roadway portion of the
Bridge	3,300,000	3,300,000
Security and Prosperity Partnership of North America	3,228,000	. . . . .
ecoTRANSPORT Strategy – Freight Technology Demonstration Fund	2,749,201	2,850,000
Contributions to provinces toward highway improvements to enhance
overall efficiency and promote safety while encouraging industrial
development and tourism from a regional economic perspective:
Outaouais Road Development Agreement	2,632,000	15,075,000
Contributions for the operation of municipal or other airports: Original
Program	2,391,161	2,715,131
Contribution to the regional Municipality of Durham for a Long-term
Transit Strategy	1,881,500	. . . . .
Newfoundland – Construct runways and related facilities in Labrador
(Nain, Davis Inlet, Hopedale, Postville, Makkovik, Rigolet,
Cartwright, Black Tickle, Charlottetown, Port Hope Simpson, Mary’s
Harbour, Fox Harbour and Williams Harbour)	1,800,000	1,000,000
ecoTRANSPORT Strategy – ecoMOBILITY Program	1,300,000	1,300,000
ecoTRANSPORT Strategy – National Harmonization Initiative for
the Trucking Industry	1,150,000	. . . . .
Moving on Sustainable Transportation	1,100,000	850,000
ecoTRANSPORT Strategy – Marine Shore Power Program	1,000,000	3,100,000
Contribution to the Thompson Regional Airport Authority for the cost
associated with the rehabilitation of runway 05/23 of the Thompson
airport	854,491	620,000
Allowances to former employees of Newfoundland Railways, Steamships
and Telecommunications Services transferred to Canadian National
Railways	662,000	684,000
Transportation Association of Canada	616,500	188,000
Contribution to the Province of Prince Edward Island for policing
services in respect of the Confederation Bridge	262,000	254,000
Contributions to the Railway Association of Canada for Operation
Lifesaver	250,000	250,000
Contribution in support of boating safety	250,000	200,000
Canada’s National Road Safety Vision	250,000	. . . . .
Payments to other governments or international agencies for the operation
and maintenance of airports, air navigation and airways facilities	100,000	100,000
Contribution to the Canadian Council of Motor Transport
Administrators – Commercial Vehicle Safety Alliance (CMVA)	50,000	50,000
Northern Transportation Infrastructure Research and Development Project
with the University of Laval	34,650	. . . . .
Canadian Transportation Research Forum’s scholarship program	18,000	18,000
Total contributions	894,074,443	331,542,392
Items not required
ecoAUTO Rebate Program	. . . . .	100,200,000
Passenger Rail and Urban Transit Security Contribution Program	. . . . .	61,400,000
Action Plan 2000 for Climate Change: Urban Transportation Showcase	. . . . .	5,043,098
Contribution to the Gander International Airport Authority to provide
interim financial support to sustain operations while long-term options
are examined for the airport	. . . . .	2,500,000
Strategic Highway Infrastructure Program: Intelligent Transportation
System	. . . . .	1,562,597
Strategic Highway Infrastructure Program: Border Crossing – planning
and integration	. . . . .	723,913
St. Lawrence Seaway Management Corporation joint observational study
on the effects of ice-breaking in the St. Lawrence Seaway	. . . . .	39,000
Total items not required	. . . . .	171,468,608
Total	921,789,443	529,888,000

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Canada Post Corporation

Strategic Outcome

Provision of parliamentary mailing privileges, services to the blind and declining transitional funding for the Canada Post Corporation pension plan.

Program Activity Descriptions

Transition Funding for Canada Post pension plan

Payment for transitional support for the implementation of the Canada Post Corporation pension plan.

Concessionary Governmental Services

Payment associated with services provided at rates free of postage by the Corporation in support of government policy programs: Government Free Mail and Materials for the use of the Blind.

Program by Activities

(thousands of dollars)	2009–10 Main Estimates		2008–09
	Budgetary	Total	Main
	Operating		Estimates
Transition Funding for Canada Post pension plan	50,000	50,000	75,000
Concessionary Governmental Services	22,210	22,210	22,210
	72,210	72,210	97,210

Note: Details may not add to totals due to rounding.

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Canadian Air Transport Security Authority

Strategic Outcome

Critical elements of the air transportation system as assigned by the government are secured.

Program Activity Descriptions

Securing critical elements of the Canadian air transportation system

The Canadian Air Transport Security Authority (CATSA) is a parent Crown corporation that provides effective and efficient screening of persons who access aircraft or restricted areas, the property in their possession or control, and the belongings or baggage that they give to an air carrier for transport.

Program by Activities

(thousands of dollars)	2009–10 Main Estimates			2008–09
	Budgetary		Total	Main
	Operating	Capital		Estimates
Securing critical elements of the Canadian air
transportation system	234,354	28,125	262,479	277,754
	234,354	28,125	262,479	277,754

Note: Details may not add to totals due to rounding.  

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Canadian Transportation Agency

Strategic Outcome

Transparent, fair and timely dispute resolution and economic regulation of the national transportation system.

Program Activity Descriptions

Economic Regulation

The Agency helps to protect the interests of users, service providers and others affected by the national transportation system through economic regulation of air, rail and marine transportation through the administration of laws, regulations, voluntary codes of practice, educational and outreach programs.

Adjudication and Alternative Dispute Resolution

The Agency helps to protect the interests of users, service providers and others affected by the national transportation system through access to a specialized dispute resolution system of formal and informal processes for rail, air and marine transportation matters within the national transportation system. Where possible, the Agency encourages the resolution of disputes through informal processes such as facilitation, mediation, and arbitration. As a quasi-judicial tribunal, the Agency also has the authority to issue decisions and orders on matters within its jurisdiction of federally-regulated modes of transportation through formal adjudication.

Strategic Outcome

The following program activity supports all strategic outcomes within this organization.

Program Activity Descriptions

Internal Services

Internal Services are groups of related activities and resources that are administered to support the needs of programs and other corporate obligations of an organization. These groups are: Management and Oversight Services; Communications Services; Legal Services; Human Resources Management Services; Financial Management Services; Information Management Services; Information Technology Services; Real Property Services; Materiel Services; Acquisition Services; and Travel and Other Administrative Services. Internal Services include only those activities and resources that apply across an organization and not to those provided specifically to a program.

Program by Activities

(thousands of dollars)	2009–10 Main Estimates		2008–09
	Budgetary	Total	Main
	Operating		Estimates
Economic Regulation	11,902	11,902	26,094
Internal Services	7,666	7,666	. . . . .
Adjudication and Alternative Dispute Resolution	6,584	6,584	. . . . .
	26,152	26,152	26,094

Note: Details may not add to totals due to rounding.  

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Federal Bridge Corporation Limited

Strategic Outcome

Safe and efficient transit on the infrastructure maintained, operated and managed by Federal Bridge Corporation Limited.

Program Activity Descriptions

Construction of a new low-level bridge in Cornwall, Ontario as well as related infrastructure improvements

This program activity encompasses the construction of a new low-level bridge in Cornwall, to replace the deteriorating North Channel Span of the Seaway International Bridge, as well as related infrastructure improvements on Cornwall Island.

Program by Activities

(thousands of dollars)	2009–10 Main Estimates		2008–09
	Budgetary	Total	Main
	Capital		Estimates
Construction of a new low-level bridge in Cornwall,
Ontario as well as related infrastructure improvements	40,895	40,895	10,204
	40,895	40,895	10,204

Note: Details may not add to totals due to rounding.  

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Marine Atlantic Inc.

Strategic Outcome

A safe, reliable, efficient, affordable and environmentally responsible ferry service between the Island of Newfoundland and the Province of Nova Scotia.

Program Activity Descriptions

Ferry Services

Marine Atlantic Inc. is a parent Crown Corporation that fulfills Canada’s constitutional obligation to Newfoundland and Labrador (NL) to provide a year-round ferry service between North Sydney, Nova Scotia and Port aux Basques, NL. It also operates a non-constitutional seasonal service between North Sydney and Argentia, NL.

Program by Activities

(thousands of dollars)	2009–10 Main Estimates			2008–09
	Budgetary		Total	Main
	Operating	Capital		Estimates
Ferry Services	90,696	10,587	101,283	106,354
	90,696	10,587	101,283	106,354

Note: Details may not add to totals due to rounding.

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National Capital Commission

Strategic Outcome

Optimum contribution of federal lands and public programs in creating a Capital as a source of pride and of national significance.

Program Activity Descriptions

Real Asset Management

The NCC manages and protects physical assets of national significance in CCR as a legacy for future generations of Canadians. Its objectives are to enhance the rich cultural heritage and natural environment of Canada’s Capital and to optimize the contribution of the NCC’s extensive lands and buildings in support of the programs and mandate of the Corporation, while ensuring NCC assets are appropriately accessible to the public. Environmental assets and liabilities are managed in a sustainable and responsible manner. The NCC owns over 470 square kilometres or 10% of CCR, as well as 27 roads and parkways, 570 kilometres of pathways, 1,639 buildings and 110 bridges. The NCC also manages close to 650 leases and the ground operations for most federal organizations in CCR. The NCC manages its assets through the application of relevant policies and regulations and by means of a life-cycle maintenance and rehabilitation program. The NCC’s duties with regard to its real asset base include: safeguarding and preserving the Capital’s most treasured cultural, natural and heritage assets (including the Official Residences); the promotion and regulation of public activities on federal lands; natural resource protection and management; environmental stewardship; and the delivery of visitor and recreational services and programs. Where appropriate, the assets are used to generate a stream of revenues to complement federal appropriations in supporting the work of the Corporation (e.g. leasing, land use permits). Land development projects are carried out to enhance the Capital for future generations. This activity is also responsible for the acquisition of national interest properties and disposal of surplus properties. These activities are carried out in close cooperation with the cities of Ottawa and Gatineau and federal organizations (e.g. Public Works and Government Services Canada, Royal Canadian Mounted Police). The NCC also pays Payments in Lieu of Taxes (PILT) to municipalities and school boards in Quebec. Clients include senior political figures (for Official Residences), government bodies at all levels, visitors to the Capital, local residents and all Canadians who benefit from a meaningful Capital.

Animating and Promoting the Capital

The objective is to generate pride and promote unity through programming in the Capital. The main products are a series of high-impact events (notably Canada Day and Winterlude), interpretative programs and commemorations. As well, this activity works to increase Canada-wide awareness of the Capital by means of national marketing and communications campaigns that present the Capital as a place where Canadians can experience Canadian heritage, culture and achievements.

Planning, Design and Land Use

This activity guides the use and physical development of federal lands, coordinates development and ensures excellence in design and planning on federal lands in order that it is appropriate to the role and significance of the Capital. Products include long-term visionary plans, prepared in consultation with other planning jurisdictions and departments, to guide land uses, development and management of Capital lands as well as the identification of the National Interest Land Mass to be held in trust for future generations. Under the National Capital Act , the National Capital Commission (NCC) is responsible for the review and approval of all proposals for land-use changes, designs and land disposals on federal lands in Canada’s Capital region (CCR) to ensure that they are appropriate to their significance, natural environment and heritage.The NCC develops strategies and facilitates federal involvement in CCR transportation and transit, and participates in joint studies with provincial and municipal partners to address inter-provincial and urban transportation issues. Programs also include management of the NCC’s built heritage, cultural landscapes, archaeological assets and collections, as well as approval of heritage building designations in the Capital. Clients include the NCC, all government organizations with interests in CCR, Canadians, and other visitors, plus international and private agencies, all of whom benefit from a meaningful Capital of international quality.

Strategic Outcome

The following program activity supports all strategic outcomes within this organization.

Program Activity Descriptions

Internal Services

Internal Services are groups of related activities and resources that are administered to support the needs of programs and other corporate obligations of an organization. These groups are: Management and Oversight Services; Communications Services; Legal Services; Human Resources Management Services; Financial Management Services; Information Management Services; Information Technology Services; Real Property Services; Materiel Services; Acquisition Services; and Travel and Other Administrative Services. Internal Services include only those activities and resources that apply across an organization and not to those provided specifically to a program.

Program by Activities

(thousands of dollars)		2009–10 Main Estimates			2008–09
		Budgetary		Total	Main Estimates
	Operating	Capital	Less:
			Revenues
			credited
			to the vote
Real Asset Management	56,807	33,418	22,279	67,946	68,976
Internal Services	27,040	305	6,438	20,907	. . . . .
Animating and Promoting the Capital	16,621	1,790	1,086	17,325	21,967
Planning, Design and Land Use	3,987	. . . . .	25	3,962	3,304
	104,455	35,513	29,828	110,140	94,247

Note: Details may not add to totals due to rounding.

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Office of Infrastructure of Canada

Strategic Outcome

Quality cost-effective public infrastructure that meets the needs of Canadians in a competitive economy, a clean environment and livable communities.

Program Activity Descriptions

Gas Tax Fund (GTF)

This program activity provides municipalities with reliable, predictable and multi-year funding that will enable them to make investments in infrastructure projects that address local needs and help to produce the shared national outcomes of cleaner air, cleaner water and reduced greenhouse gas emissions. The GTF is administered through agreements between the federal government and provincial/territorial governments that set out eligible infrastructure investment categories, and provide recipients with a pre-determined annual allocation based on a per-capita distribution across jurisdictions. Recipients are responsible for providing aggregate reporting to Canada on the use of funds and results achieved on an annual basis. Funded projects fall in one of the following categories: water, wastewater, solid waste, public transit, community energy systems, local roads and bridges, and capacity development to enable communities to design and implement integrated community sustainability plans. Funds are paid to a province or territory, a municipal association, and the City of Toronto. Provinces and territories, or municipal associations in turn provide funding to municipalities.

Targeted Project-Based Infrastructure Funding

This Program Activity includes a series of infrastructure contribution programs which reimburse recipients for project-specific costs based on pre-determined eligibility criteria. Project categories vary depending on the specific initiative, but all projects contribute to the construction, renewal and/or enhancement of public infrastructure and build infrastructure capacity in partnership with recipients. Eligible project costs are defined under the terms of standard contribution agreements between the Crown and a recipient government and/or private-sector entity, and support federal priorities for public infrastructure development, through investments in targeted projects which provide value for money with clearly identifiable expected results for Canadians.

Provincial-Territorial Infrastructure Base Fund

This program activity provides a pre-determined level of base funding to provinces and territories for infrastructure initiatives, balancing the Building Canada Fund’s per capita allocations. An equal annual amount of funding is flowed in support of each jurisdiction’s Annual Capital Plan accepted by the Minister. These Plans outline infrastructure initiatives that support priorities in a given jurisdiction within the scope of eligible federal investment categories. While payments are made to provinces and territories, ultimate recipients could also include local and regional governments or private sector bodies. Payments are made in advance and provinces and territories may pool, bank, or cash-manage these funds in a manner that will afford them greater flexibility in implementing their Annual Capital Plans.

Knowledge and Research

This program activity helps to ensure that Canada’s infrastructure investment priorities and activities include the building, connecting and sharing of applied knowledge and research on infrastructure issues, projects and programs. It targets key gaps in infrastructure knowledge and information, promotes the development of an enhanced evidence base for sound decision making at all levels of government, and contributes to improved measurement of the impacts of infrastructure policy and investment decisions. This PA supports strategic research capacity and knowledge generation and applications at the national level, as well as cooperation with other levels of government in addressing their unique research and capacity-building needs. It levers research resources and expertise across various levels of government and stakeholder groups to address the infrastructure challenges and proposed solutions for Canada’s economy, environment and community.

Strategic Outcome

The following program activity supports all strategic outcomes within this organization.

Program Activity Descriptions

Internal Services

Internal Services are groups of related activities and resources that are administered to support the needs of programs and other corporate obligations of an organization. These groups are: Management and Oversight Services; Communications Services; Legal Services; Human Resources Management Services; Financial Management Services; Information Management Services; Information Technology Services; Real Property Services; Materiel Services; Acquisition Services; and Travel and Other Administrative Services. Internal Services include only those activities and resources that apply across an organization and not to those provided specifically to a program.

Program by Activities

(thousands of dollars)	2009–10 Main Estimates			2008–09
	Budgetary		Total	Main
	Operating	Contributions		Estimates
		and other
		transfer
		payments
Gas Tax Fund (GTF)	1,508	1,974,980	1,976,488	. . . . .
Targeted Project-Based Infrastructure Funding	14,999	1,811,475	1,826,474	2,439,825
Provincial-Territorial Infrastructure Base Fund	568	328,563	329,131	. . . . .
Internal Services	18,223	. . . . .	18,223	. . . . .
Knowledge and Research	8,343	2,055	10,398	15,712
	43,640	4,117,074	4,160,714	2,455,537

Note: Details may not add to totals due to rounding.

Transfer Payments

(dollars)	2009–10	2008–09
	Main Estimates	Main Estimates
Contributions
Contributions under the Building Canada Fund	776,758,000	. . . . .
Contributions under the Canada Strategic Infrastructure Fund	484,239,295	629,091,000
Contributions under the Municipal Rural Infrastructure Fund	483,763,231	399,885,000
Contributions under the Border Infrastructure Fund	66,714,638	69,301,000
Contributions under the Research, Knowledge and Outreach Program	2,055,393	1,240,000
Total contributions	1,813,530,557	1,099,517,000
Other Transfer Payments
Gas Tax Fund Transfer Payment Program (GTF)	1,974,980,000	987,490,000
Provincial - Territorial Infrastructure Base Funding Program	328,563,000	327,771,000
Total other transfer payments	2,303,543,000	1,315,261,000
Total	4,117,073,557	2,414,778,000

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Old Port of Montreal Corporation Inc.

Strategic Outcome

An urban park dedicated to recreational, tourist and cultural activities that safeguard and promote the Old Port of Montreal’s cultural heritage while facilitating public access to the waterfront.

Program Activity Descriptions

Management of the Old Port of Montreal as an urban park, a tourist destination offering recreational and cultural activities

The Old Port of Montreal Corporation Inc. (OPMC) is mandated to promote and develop the lands of the Old Port of Montreal in accordance with the approved Master Development Plan. The Plan is, among other things, to ensure free pedestrian access to the site, public sector control on its development and development of the historical, maritime and port character of the site. The OPMC administers, manages, and maintains the property of Her Majesty under a management agreement with Public Works and Government Services Canada, the custodian of the property.

Program by Activities

(thousands of dollars)	2009–10 Main Estimates			2008–09
	Budgetary		Total	Main
	Operating	Capital		Estimates
Management of the Old Port of Montreal as an urban park,
a tourist destination offering recreational and cultural
activities	15,500	4,300	19,800	19,900
	15,500	4,300	19,800	19,900

Note: Details may not add to totals due to rounding.

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The Jacques Cartier and Champlain Bridges Incorporated

Strategic Outcome

Safe and efficient transit on the infrastructure maintained, operated and managed by the Jacques Cartier and Champlain Bridges Incorporated.

Program Activity Descriptions

Management of federal bridge, highway and tunnel infrastructure, and properties in the Montreal area

This program activity encompasses the operation and maintenance of the Jacques Cartier and Champlain bridges, the federally-owned section of the Honoré-Mercier Bridge, a section of the Bonaventure Expressway, the Melocheville Tunnel, and the Champlain Bridge Ice Control Structure by carrying out regular and major maintenance work.

Program by Activities

(thousands of dollars)	2009–10 Main Estimates			2008–09
	Budgetary		Total	Main
	Operating	Capital		Estimates
Management of federal bridge, highway and tunnel
infrastructure, and properties in the Montreal area	22,872	23,746	46,618	87,808
	22,872	23,746	46,618	87,808

Note: Details may not add to totals due to rounding.

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Transportation Appeal Tribunal of Canada

Strategic Outcome

The Canadian transportation community is provided with the opportunity to have enforcement and licensing decisions of the Minister of Transport reviewed in a fair manner by unbiased hearing officers.

Program Activity Descriptions

Review and Appeal Hearings

Provides for the operation of an independent Tribunal to respond to requests from the transportation community for review of enforcement and licensing decisions taken by the Minister of Transport under various transportation Acts; and to conduct hearings into such appeals. At the conclusion of a hearing, the Tribunal may confirm the Minister’s decision, substitute its own decision, or refer the matter back to the Minister for reconsideration.

Strategic Outcome

The following program activity supports all strategic outcomes within this organization.

Program Activity Descriptions

Internal Services

Internal Services are groups of related activities and resources that are administered to support the needs of programs and other corporate obligations of an organization. These groups are: Management and Oversight Services; Communications Services; Legal Services; Human Resources Management Services; Financial Management Services; Information Management Services; Information Technology Services; Real Property Services; Materiel Services; Acquisition Services; and Travel and Other Administrative Services. Internal Services include only those activities and resources that apply across an organization and not to those provided specifically to a program.

Program by Activities

(thousands of dollars)	2009–10 Main Estimates		2008–09
	Budgetary	Total	Main
	Operating		Estimates
Review and Appeal Hearings	1,132	1,132	1,334
Internal Services	205	205	. . . . .
	1,337	1,337	1,334

Note: Details may not add to totals due to rounding.  

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VIA Rail Canada Inc.

Strategic Outcome

A national passenger rail transportation service that is safe, secure, efficient, reliable, and environmentally sustainable and that meets the needs of travellers in Canada.

Program Activity Descriptions

Operation of a national network of rail passenger services

Provision of year-round services in the Quebec City-Windsor Corridor, transcontinental passenger services between Halifax and Montreal and between Toronto and Vancouver, and the regional and remote services in northern and outlying areas of the country.

Program by Activities

(thousands of dollars)	2009–10 Main Estimates			2008–09
	Budgetary		Total	Main
	Operating	Capital		Estimates
Operation of a national network of rail passenger services	209,111	142,806	351,917	335,560
	209,111	142,806	351,917	335,560

Note: Details may not add to totals due to rounding.

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