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Section III: Supplementary Information

3.1 Organizational Information

The Honourable Lawrence Cannon is the Minister responsible for the Transport, Infrastructure and Communities portfolio.⁷

Infrastructure Canada is headed by a Deputy Head, Louis Ranger, who reports to the Minister. The Deputy Head was supported in 2006-2007 by five Assistant Deputy Ministers and a Departmental Senior Counsel:

Senior Assistant Deputy Minister, Policy and Communication: John Forster
Assistant Deputy Minister, Cities and Communities: Yazmine Laroche
Assistant Deputy Minister, Program Operations: Carol Beal
Assistant Deputy Minister, Corporate Services/Chief Financial Officer: David Cluff
Assistant Deputy Minister, Regional Integration: Gary Webster
Departmental Senior Counsel: Richard Ouellet

Infrastructure Canada’s organizational structure is presented in Figure 3A.

Figure 3A: Infrastructure Canada Organization Chart (March 31, 2007)

Infrastructure Canada Organization Chart

Departmental Partners

Infrastructure Canada collaborates with other federal departments and agencies to deliver its infrastructure programs; e.g., Indian and Northern Affairs Canada works with Infrastructure Canada to implement projects in the territories and those that involve First Nations in the provinces. Infrastructure Canada also works closely with Western Economic Diversification Canada, Industry Canada, Canada Economic Development for Quebec Regions, the Atlantic Canada Opportunities Agency and Transport Canada. Other federal partners include Environment Canada, Canada Mortgage and Housing Corporation and Public Works and Government Services Canada.

These departments and agencies share their knowledge of local needs and priorities, as well as their technical expertise, resources and governance structures and are critical to Infrastructure Canada’s ability to fulfill its mandate. For transport-related projects from the Canada Strategic Infrastructure Fund and the Border Infrastructure Fund, Transport Canada provides the federal lead role while Infrastructure Canada provides a supportive role.

In addition to federal partners, Infrastructure Canada collaborates with provincial, territorial and municipal governments and associations, as well as universities, research institutes, civil society organizations, the private sector and other experts. This collaboration is intended to:

Generate new, horizontal insights into infrastructure and place-based issues;
Develop a stronger, more multi-disciplinary research community that can provide support for policy and decision makers in the multiple sectors involved in addressing Canada’s infrastructure needs; and
Gather, disseminate and communicate knowledge about infrastructure from and to key partners.

7 On February 6, 2006, Infrastructure Canada became part of the Transport, Infrastructure, and Communities Portfolio under the responsibility of the Minister of Transport, Infrastructure and Communities.

3.2 Supplementary Tables

Table 3.1: Comparison of Planned to Actual Spending (including Full-time Equivalents)

($ thousands)	2004-2005 Actual	2005-2006 Actual	2006-2007
($ thousands)	2004-2005 Actual	2005-2006 Actual	Mai Estimates	Planned Spending	Total Authorities	Actual
Infrastructure Investments (Revised PAA)			0	2,448,418	2,109,215	1,455,063
Policy, Knowledge and Partnership Development (Revised PAA)			0	17,401	18,428	13,773
Infrastructure and Communities (Previous PAA)	227,901	1,503,085	1,824,127	0	0	0
Crown Corporations Portfolio Management (Previous PAA)	22,468	24,251	22,989	2,492	0	0
Total	250,369	1,527,336	1,847,116	2,468,311	2,127,643	1,468,836
Plus: Cost of services received without charge	0	2,440		1,967		2,298
Total Departmental Spending	250,369	1,529,776	1,847,116	2,470,278	2,127,643	1,471,134
Full Time Equivalents	179	180		220		184

Explanatory Notes:

The variance between total authorities and actual spending in 2006-2007 is due mainly to two factors:
- finalization of contribution agreements for programs such as CSIF and BIF took longer than originally anticipated, therefore delaying the initiation of reimbursement of project claims to recipients;
- reduced cash requirements by recipients for the current year, based on cash flow projections for MRIF, BIF and CSIF.
All lapsed contribution funding in 2006-2007 will be carried forward to future years to align with recipient cash flow requirements.

Table 3.2: Use of Resources by Program Activities ($ thousands)

Program Activity – PA	Budgetary			Plus: Non-Budgetary	Total
2006-2007
Program Activity – PA	Operating	Grants and Contributions	Total Budgetary	Loans, Investments and Advance	Total
Infrastructure Investments (Revised PAA)
Main Estimates			0	0	0
Planned Spending	27,943	2,420,475	2,448,418	0	2,448,418
Total Authorities	29,166	2,080,049	2,109,215	0	2,109,215
Actual Spending	25,903	1,429,160	1,455,063	0	1,455,063
Policy, Knowledge and Partnership Development (Revised PAA)
Main Estimates			0	0	0
Planned Spending	12,196	5,205	17,401	0	17,401
Total Authorities	13,271	5,157	18,428	0	18,428
Actual Spending	9,142	4,631	13,773	0	13,773
Infrastructure and Communities (Previous PAA)
Main Estimates	36,958	1,787,169	1,824,127	0	1,824,127
Planned Spending	0	0	0	0	0
Total Authorities	0	0	0	0	0
Actual Spending	0	0	0	0	0
Crown Corporations Portfolio Management (Previous PAA)
Main Estimates	20,497	0	20,497	2,492	22,989
Planned Spending	0	0	0	2,492	2,492
Total Authorities	0	0	0	0	0
Actual Spending	0	0	0	0	0
Total Department
Main Estimates	57,455	1,787,169	1,844,624	2,492	1,847,116
Planned Spending	40,139	2,425,680	2,465,819	2,492	2,468,311
Total Authorities	42,437	2,085,206	2,127,643	0	2,127,643
Actual Spending	35,044	1,433,792	1,468,836	0	1,468,836

Explanatory Notes:

This table shows the realignment of the former Program Activity Architecture, as printed in the Main Estimates 2006-2007, to the new PAA, as printed in the Public Accounts for 2006-2007. This includes the impact of the transfer out of the Crown Corporation Portfolio Management to Transport Canada, and the creation of two new activities from the former Infrastructure and Communities activity to better report on results.
The variance between total authorities and actual spending is explained in Table 3.1 and is mostly attributable to the signing of contribution agreements later than originally anticipated, and cash flow adjustments requested by recipients.

Table 3.3: Voted and Statutory Items ($ thousands)

Vote or Statutory Item	Truncated Vote or Statutory Wording	2006-2007
Vote or Statutory Item	Truncated Vote or Statutory Wording	Main Estimates	Planned Spending	Total Authorities	Actual
55	Operating expenditures	37,103	38,778	39,987	32,593
60	Contributions	1,787,169	2,406,680	2,066,093	1,414,680
65	Payments to Old Port of Montreal Corporation Inc.	18,800	0	0	0
L70	Payments to Queens Quay West Land Corporation	2,492	2,492	0	0
(S)	Payments to the Public Transit Fund		19,000	19,112	19,112
(S)	Contributions to Employee Benefit Plans	1,552	1,361	2,451	2,451
	Total Department	1,847,116	2,468,311	2,127,643	1,468,836

Explanatory Notes:

The lapse in Vote 55 – Operating budget is attributable partly to reduced salary spending reflecting a higher number of staff vacancies than anticipated, and reduced spending requirements following the transfer of the department to the Transport, Infrastructure and Communities portfolio, resulting in savings in the operations of a Minister’s Office and a Deputy Head’s Office. The lower spending is also related to the slowdown in spending on the contribution management system (SIMSI) due to the need to get the appropriate authorization and then the appropriate contract in place.
The lapse in Vote 60 – Contributions is explained in the narrative for Table 3.1 and 3.2.
Variances in Planned Spending compared to Actual Spending for Vote 65 and Vote L70 reflect the transfer of these Crown corporations to Transport Canada in 2006-2007.

Table 3.4: Services Received Without Charge ($ thousands)

	2006‑2007
Accommodation provided by Public Works and Government Services Canada (PWGSC)	1,122
Contributions covering employers’ share of employees’ insurance premiums and expenditures paid by TBS (excluding revolving funds)	1,176
Total 2006-2007 Services received without charge	2,298

Table 3.5: Details on Transfer Payment Programs (TPPs)

Infrastructure Canada managed the following Transfer Payment Programs in excess of $5 million:

Contributions under the Canada Strategic Infrastructure Fund;
Contributions under the Border Infrastructure Fund;
Contributions under the Municipal Rural Infrastructure Fund;
Transfer Payments under the Gas Tax Fund; and
Contributions under the Public Transit Fund.

For further information on the above-mentioned transfer payment programs see: http://www.tbs-sct.gc.ca/dpr-rmr/0607/info/tpp-ppt_e.asp .

Table 3.6: Reporting on Horizontal Initiatives

The objective of reporting on Horizontal Initiatives is to provide Parliamentarians, the public and the government with an overall picture of public expenditures, plans, priorities and achievements for all major horizontal initiatives.

A Horizontal Initiative is an initiative in which partners from two or more organizations have agreed, under a formal funding agreement, to work towards the achievement of shared outcomes. Over the last year, Infrastructure Canada led in four horizontal initiatives; i.e., Canada Strategic Infrastructure Fund, Border Infrastructure Fund, Municipal Rural Infrastructure Fund and Peer Reviewed Research Studies and coordinated one horizontal initiative; i.e., Infrastructure Canada Program.

Supplementary information on the above-mentioned Horizontal Initiatives can be found at http://www.tbs-sct.gc.ca/rma/eppi-ibdrp/hrdb-rhbd/profil_e.asp.

Table 3.7: Financial Statements of Infrastructure Canada (Unaudited)

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