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Section III : Survol des finances et du Ministère
Table 11a: Summary of Transfer Payments by PAA
| ($ Thousands) | Forecast Spending 2006-2007 |
Planned Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
|
Grants |
|
|
|
|
|
Generate and Sustain Relevant, Responsive and Effective Combat-Capable Integrated Forces |
157 |
152 |
162 |
162 |
|
Contribute to Canadian Government, Society and International Community in Accordance with Canadian Interests and Values |
5,335 |
5,360 |
5,360 |
5,360 |
|
Sub-total Grants |
5,492 |
5,512 |
5,522 |
5,522 |
|
Contributions |
|
|
|
|
|
Generate and Sustain Relevant, Responsive and Effective Combat-Capable Integrated Forces |
20,381 |
20,627 |
20,705 |
20,785 |
|
Contribute to Canadian Government, Society and International Community in Accordance with Canadian Interests and Values |
177,116 |
192,972 |
197,685 |
218,318 |
|
Sub-total Contributions |
197,497 |
213,599 |
218,390 |
239,103 |
|
Total Grants and Contributions |
202,989 |
219,111 |
223,912 |
244,625 |
Source: Assistant Deputy Minister (Finance and Corporate Services)
*Due to rounding, figures may not add up to total shown.
Table 11b: Details of Transfer PaymentPrograms over $5 Million
|
Description ($ Thousands) |
Type | Forecast Spending 2006–2007 |
Planned Spending 2007–2008 |
Planned Spending 2008–2009 |
Planned Spending 2009–2010 |
|
Generate and Sustain Relevant, Responsive and Effective Combat-Capable Integrated Forces |
|||||
|
Supplementary Retirement Benefit Act (SRBA) Payments |
S |
6,800 |
7,020 |
7,020 |
7,020 |
|
Contributions in Support of the Capital Assistance Program (CAP) |
C |
355 |
5,450 |
5,450 |
5,450 |
| Contribute to Canadian Government, Society and International Community in Accordance with Canadian Interest and Values | |||||
|
Contribution Program for the Promotion of the Defence Diplomacy Objectives Implemented by the Military Training Assistance Programme |
C |
10,000 |
10,000 |
10,000 |
10,000 |
|
NATO Military Budget |
C |
44,698 |
63,333 |
68,108 |
72,578 |
|
NATO Security Investment Program |
C |
52,110 |
55,647 |
61,267 |
69,076 |
|
NATO Airborne Early Warning and Control Program |
C |
62,388 |
55,030 |
48,904 |
57,163 |
|
Total Transfer Payments over $5 million |
|
176,351 |
196,480 |
200,749 |
221,287 |
|
Total Transfer Payment |
|
202,989 |
219,111 |
223,912 |
244,625 |
|
Percentage of Transfer Payment over $5 million |
|
86.9% |
89.7% |
89.7% |
90.5% |
|
Total Spending per PAA |
|
Forecast Spending per PAA |
Planned Spending per PAA |
Planned Spending per PAA |
Planned Spending per PAA |
|
Generate and Sustain Relevant, Responsive and Effective Combat-Capable Integrated Forces |
|
20,538 |
20,779 |
20,867 |
20,947 |
|
Contribute to Canadian Government, Society and International Community in Accordance with Canadian Interest and Values |
|
182,451 |
198,332 |
203,045 |
223,678 |
|
Total |
|
202,989 |
219,111 |
223,912 |
244,625 |
Source: Assistant Deputy Minister (Finance and Corporate Services)
*Due torounding, figures may not add up to total shown.
Legend:
S = Statutory
C = Contribution
Table 11c: Transfer Payments by PAA
- Supplementary Retirement Benefits Act (SRBA)
- Contributions in support of the Capital Assistance Program (CAP)
- Contribution Program for the Promotion of the Defence Diplomacy Objectives Implemented by the Military Training Assistance Program (MTAP)
- NATO Military Budget
- NATO Security Investment Programme
- NATO Airborne Early Warning and Control Program
Supplementary Retirement Benefits Act (SRBA)
|
1. Name of Transfer Payment Program: Supplementary Retirement Benefits Act (SRBA) [Statutory Payments] |
|||||
|
2. Start Date: 1970 |
3. End Date: on-going |
||||
|
4. Description: The SRBA amount represents statutory payments to Defence Services Pension Continuation Act (DSPCA) pension recipients for inflation adjustment to their pensions. |
|||||
|
5. Strategic Outcome: Canadians’ confidence that DND and the CF have relevant and credible capacity to meet defence and security commitments |
|||||
|
6. Expected Results: In compliance with the legislative provisions of SRBA, provide supplementary retirement benefits payments for certain persons in receipt of a pension pursuant to the Defence Services Pension Continuation Act chapter D-3 of the Revised Statutes of Canada 1970, as a result of having been compulsorily retired from the regular force of the Force by reason of any mental or physical condition rendering the person unfit to perform duties as a member of the regular force of the Force, as the case may be. Statutory DSPCA and SRBA payments are processed by Public Works and Government Services Canada. |
|||||
|
($ Thousands) |
7. Forecast |
8. Planned |
9. Planned |
10. Planned |
|
|
11. Program Activity |
Generate and Sustain Relevant, Responsive and Effective Combat-Capable Integrated Forces |
||||
|
12. Total Grants |
0 |
0 |
0 |
0 |
|
|
12. Total Contributions |
$6,800.0 |
$7,020.0 |
$7,020.0 |
$7,020.0 |
|
|
12. Total Other Types of Transfer Payments |
0 |
0 |
0 |
0 |
|
|
13. Total Program Activity |
$20,538.0 |
$20,779.0 |
$20,867.0 |
$20,947.0 |
|
|
14. Planned Audits and Evaluations: The Canadian Forces Pension Plan Comptroller manages the SRBA payments. While no specific audits or evaluations are planned, expenditures are subject to monitoring and fall into the financial control framework of the Canadian Forces Pension Plan. |
|||||
Source: Assistant Deputy Minister – Finance and Corporate Services and Chief Military Personnel
Contributions in support of the Capital Assistance Program (CAP)
|
1. Name of Transfer Payment Program: Contributions in support of the Capital Assistance Program (CAP) [Voted payments] |
|||||
|
2. Start Date: 1983-84 |
3. End Date: 2010-2011 (up for renewal starting 2011-2012) |
||||
|
4. Description: The Department of National Defence uses Capital Assistance Program to fund capital projects undertaken with provinces, territories and municipalities and/or their agencies related to the operations of military bases and wings located within Canada. Projects include the construction of community-oriented facilities (such as arenas, gymnasiums, swimming pools, water treatment plants, water distribution systems) where the forces and/or military staff and their dependents are significant users, and where provinces or municipalities are in a better position to deliver services. Contributions are also made to support the transfer to municipalities of common infrastructure related to Residential Accommodation (formerly entitled Permanent Married Quarters) such as roads, sidewalks, sewers, storm pipes, etc. |
|||||
|
5. Strategic Outcome: Canadians’ confidence that DND and the CF have relevant and credible capacity to meet defence and security commitments |
|||||
|
6. Expected Results: Expected results of this contribution program are:
|
|||||
|
($ Thousands) |
7. Forecast |
8. Planned |
9. Planned |
10. Planned |
|
|
11. Program Activity |
Generate and Sustain Relevant, Responsive and Effective Combat-Capable Integrated Forces |
||||
|
12. Total Grants |
0 |
0 |
0 |
0 |
|
|
12. Total Contributions |
$355.0 |
$5,450.0 |
$5,450.0 |
$5,450.0 |
|
|
12. Total Other Types of Transfer Payments |
0 |
0 |
0 |
0 |
|
|
13. Total Program Activity |
$20,538.0 |
$20,779.0 |
$20,867.0 |
$20,947.0 |
|
|
14. Planned Audits and Evaluations: A mid-term review will be conducted in 2008. Also a more extensive evaluation is planned for 2010. These evaluations will be undertaken to ensure that monies contributed under the Capital Assistance Program have been made according to the existing policies and procedures, and terms and conditions. |
|||||
Source: Assistant Deputy Minister – Finance and Corporate Services and Assistant Deputy Minister – Infrastructure and Environment
Contribution Program for the Promotion of the Defence Diplomacy Objectives Implemented by the Military Training Assistance Program (MTAP)
|
1. Name of Transfer Payment Program: Contribution Program for the Promotion of the Defence Diplomacy Objectives Implemented by the Military Training Assistance Programme (MTAP) – [Voted Payments] |
|||||
|
2. Start Date: FY 2005–2006 |
3. End Date: FY 2009–2010 (up for renewal starting 2010-2011) |
||||
|
4. Description: The Military Training Assistance Program builds the capacities of member countries’ militaries through language training, professional development courses including command and staff instruction, and peace support operations training. |
|||||
|
5. Strategic Outcomes: Good governance, Canadian identity and influence in a global community |
|||||
|
6. Expected Results: Results expected from this contribution program include the following:
|
|||||
|
($ Thousands) |
7. Forecast |
8. Planned |
9. Planned |
10. Planned |
|
|
11. Program Activity |
Contribute to the Canadian Government, Society and the International Community in Accordance with Canadian Interests and Values |
||||
|
12. Total Grants |
0 |
0 |
0 |
0 |
|
|
12. Total Contributions |
$10,000.0 |
$10,000.0 |
$10,000.0 |
$10,000.0 |
|
|
12. Total Other Types of Transfer Payments |
0 |
0 |
0 |
0 |
|
|
13. Total Program Activity |
$182,451.0 |
$198,332.0 |
$203,045.0 |
$223,678.0 |
|
|
14. Planned Audits and Evaluations: During fiscal 2007–2008, the Department of National Defence’s Chief – Review Services will undertake a mid-term evaluation of the Military Training Assistance Program. A summative evaluation of the Program will be conducted toward the end of the five-year renewal contribution period, at the end of fiscal 2008–2009. |
|||||
Source: Assistant Deputy Minister – Finance and Corporate Services and Assistant Deputy Minister – Policy
NATO Military Budget
|
1. Name of Transfer Payment Program: NATO Military Budget – [Voted Payments] |
|||||
|
2. Start Date: 1949 |
3. End Date: 2009-2010 (up for renewal starting 2010-2011) |
||||
|
4. Description: To contribute the Canadian share of the NATO Military Budget—a common-funded program to finance the operating and maintenance costs of the NATO military structure and activities, including Deployed Operations and missions. |
|||||
|
5. Strategic Outcome (s): Good governance, Canadian identity and influence in a global community |
|||||
|
6. Expected Results: Canada’s financial contributions to the Alliance helps to ensure Canadian security, provide leverage and influence within the multi-national body and provides access to military capabilities which Canada, itself, does not possess. To safeguard the freedom and security of all its members by political and military means in accordance with the North Atlantic Treaty and the principles of the United Nations Charter. The dividends of Canada’s investment in NATO include access to strategic information, exercises with allied forces and an equal voice in high-level decisions affecting Euro-Atlantic security and stability. |
|||||
|
($ Thousands) |
7. Forecast |
8. Planned |
9. Planned |
10. Planned |
|
|
11. Program Activity |
Contribute to the Canadian Government, Society and the International Community in Accordance with Canadian Interests and Values |
||||
|
12. Total Grants |
0 |
0 |
0 |
0 |
|
|
12. Total Contributions |
$44,698.0 |
$66,333.0 |
$68,108.0 |
$72,578.0 |
|
|
12. Total Other Types of Transfer Payments |
0 |
0 |
0 |
0 |
|
|
13. Total Program Activity |
$182,451.0 |
$198,332.0 |
$203,045.0 |
$223,678.0 |
|
|
14. Planned audits and Evaluations: At the end of the year, the annual financial statements are presented for verification by the International Board of Auditors for NATO, which is mandated by national audit institutions to conduct not only financial but also performance audits. |
|||||
Source: Assistant Deputy Minister – Finance and Vice Chief of the Defence Staff – Chief Force Development
NATO Security Investment Programme
|
1. Name of Transfer Payment Program: NATO Security Investment Programme - [Voted Payments] |
|||||
|
2. Start Date: 1949 |
3. End Date: 2009-2010 (up for renewal starting 2010-2011) |
||||
|
4. Description: To contribute the Canadian share of the NATO Security Investment Program (NSIP)– a common funded program that finances the capital costs for the provision of communication and information systems, installations and facilities such as radar, military headquarters, airfields, fuel pipelines and storage, harbors and navigational aids needed to support the NATO military structure and activities including Deployed Operations and Missions. |
|||||
|
5. Strategic Outcome: Good governance, Canadian identity and influence in a global community |
|||||
|
6. Expected Results: NSIP funds projects that meet NATO’s essential purpose, which is to safeguard the freedom and security of all its members by political and military means in accordance with the North Atlantic Treaty and the principles of the United Nations Charter. The dividends of Canada’s investment in NATO include access to strategic information, exercices with allied forces and an equal voice in high-level decisions affecting Euro-Atlantic security and stability. |
|||||
|
($ Thousands) |
7. Forecast |
8. Planned |
9. Planned |
10. Planned |
|
|
11. Program Activity |
Contribute to the Canadian Government, Society and the International Community in Accordance with Canadian Interests and Values |
||||
|
12. Total Grants |
0 |
0 |
0 |
0 |
|
|
12. Total Contributions |
$52,110.0 |
$55,647.0 |
$61,267.0 |
$69,076.0 |
|
|
12. Total Other Types of Transfer Payments |
0 |
0 |
0 |
0 |
|
|
13. Total Program Activity |
$182,451.0 |
$198,332.0 |
$203,045.0 |
$223,678.0 |
|
|
14. Planned audits and Evaluations: The NATO International Board of Auditors (IBAN) audits the NSIP account annually. Individual project are also audited at project completion. The national audit institutions mandate these audits. |
|||||
Source: Assistant Deputy Minister – Finance and Corporate Services and Vice Chief of the Defence Staff – Chief Force Development
NATO Airborne Early Warning and Control Program
|
1. Name of Transfer Payment Program: NATO Airborne Early Warning and Control Program – [Voted Payments] |
|||||
|
2. Start Date: 1979 |
3. End Date: 2009-2010 (up for renewal starting 2010-2011) |
||||
|
4. Description: To substantially improve the quality of the NATO Airborne Early Warning (NAEW) sub-systems aboard the 17 NATO E-3A aircraft. |
|||||
|
5. Strategic Outcome (s): Good governance, Canadian identity and influence in a global community |
|||||
|
6. Expected Results: To provide a state of the art operating system that will collect and disseminate, real time, data received from several on board sensors. |
|||||
|
($ Thousands) |
7. Forecast |
8. Planned |
9. Planned |
10. Planned |
|
|
11. Program Activity |
Contribute to the Canadian Government, Society and the International Community in Accordance with Canadian Interests and Values |
||||
|
12. Total Grants |
0 |
0 |
0 |
0 |
|
|
12. Total Contributions |
$62,388.0 |
$55,030.0 |
$48,904.0 |
$57,163.0 |
|
|
12. Total Other Types of Transfer Payments |
0 |
0 |
0 |
0 |
|
|
13. Total Program Activity |
$182,451.0 |
$198,332.0 |
$203,045.0 |
$223,678.0 |
|
|
14. Planned Audits and Evaluations: At the end of the year, the annual financial statements are presented for verification by the International Board of Auditors for NATO, which is mandated by national audit institutions to conduct not only financial but also performance audits. |
|||||
Source: Assistant Deputy Minister – Finance and Corporate Services and Vice Chief of the Defence Staff – Chief Force Development
Table 12: Alternate Service Delivery
Over the next three years, National Defence will use significant new ASD initiatives for the following programs and/or services.
- Contracted Airborne Training Services (CATS)
- Wheeled Light Armoured Vehicle (WLAV) Life Cycle Support Project
- Canadian Forces Station Alert Modernization Project
- DND/Montfort Hospital Collaborative Arrangement
- Information Management Services Transformation Project
Contracted Airborne Training Services (CATS)
|
Contribution to Organization |
Status of Proposal |
Implementation Date |
Contact |
|
The aim of this project is to procure airborne combat training support services from industry to assist the Canadian Forces with training exercises for maintaining combat effectiveness. Some of these services were previously delivered by Canadian Forces aircraft fleets that have now been retired. |
The initial contracting process in 2001 resulted in no compliant bids. A partial interim solution is now being implemented utilizing a combination of standing offers and Foreign Military Sales (FMS) cases to deliver the services for three to five years. Initial operational capability was attained in December 2005. Training exercises continue to be flown using contractor aircraft and pilots. Canadian Forces Electronic Warfare officers participate as aircrew. The project will use the interim solution period to refine the statement of work prior to reissuing the request for proposal for the long-term solution. |
Full implementation of the long-term solution is planned for 2010. |
Mr. Dan Balcom |
Wheeled Light Armoured Vehicle (WLAV) Life Cycle Support Project
|
Contribution to Organization |
Status of Proposal |
Implementation Date |
Contact |
|
Using the Optimized Weapon System Support (OWSS) process, this project aims to procure long-term Life Cycle Support services from industry in order to improve effectiveness and efficiency. |
Treasury Board approval for contract award was granted on 29 Mar 04. The contract with General Dynamics Land Systems was signed on 1 Apr 04. |
The project is in its 3rd year and is progressing well. Project Management staff have decided to exercise the 1st option year of the contract in April 2007. |
Mr. J. Reade |
Canadian Forces Station Alert Modernization Project
|
Contribution to Organization |
Status of Proposal |
Implementation Date |
Contact |
|
This initiative will include a re-design of support services delivery as an efficiency measure. |
A statement of work (SOW) for the outsourcing of support services has been finalized. The duration of the service support contract will be for two years plus one additional option year. |
Contract award is anticipated by January 2007. |
Major G. Anello |
DND/Montfort Hospital Collaborative Arrangement
|
Contribution to Organization |
Status of Proposal |
Implementation Date |
Contact |
|
The Canadian Forces Health Care Centre (CFHCC), which provides health care services to Canadian Forces members, will relocate from its current location (the former National Defence Medical Centre) to the Montfort Hospital where it will occupy four floors of a newly constructed pavilion. CFHCC will continue to control health care services provided to CF members but will no longer provide laboratory services, diagnostic imaging services and a number of specialist services, which will be procured from the Montfort when required. |
PWGSC has arranged the required contract with management of the Montfort Hospital and the implementation phase of the project has commenced. |
CFHCC will relocate to its new facilities in the spring of 2008. |
Lieutenant-Colonel A. M. Espenant |
Information Management Services Transformation Project
|
Contribution to Organization |
Status of Proposal |
Implementation Date |
Contact |
|
This Assistant Deputy Minister (information Management) led project will result in the transformation of information management services delivery within the Canadian Forces and DND. Three options for the provision of IT infrastructure support within the department are being considered: outsourcing, PWGSC shared services and internal realignment. |
The MND authorized required ASD review to proceed in May 2005. The project has completed the baseline review and is now in the definition stage. |
Implementation is planned for June 2007. |
Mr. Charles Kaszap |
Table 13: Sustainable Development Program
|
1. SDS Departmental Goal: Since its first Sustainable Development Strategy (SDS) was tabled in Parliament, Defence has focused on the overarching goal of integrating environmental considerations into decision-making at every level of the organization. Our environmental vision, as set out in the 2006 version of the Defence SDS, and our Defence Administrative Order and Directive 4003-0 reiterate the SDS departmental goal. The content of the Defence SDS explains in detail the nature and extent of the integration of environmental considerations in DND.
|
|
2. Federal SD Goal including Greening of Government Operations (GGO) goals: Defence focuses equally on all the goals, objectives and targets (or “commitments”) made in the SDS since it is considered the Minister’s plan for achieving sustainability within the organization. Implementation of the fourth iteration of our SDS will begin on April 1st, 2007. Our efforts will focus on four strategic commitments, each supported by measurable and time-bound sub-commitments (“targets”). The four strategic commitments are:
Each of these strategic commitments relates to one or more federal SD goal (specifically the GGO element of those goals). A detailed “crosswalk” establishing the linkages is included in the Defence SDS at Table 4, page 33 of the document. The document is available on the Internet at:http://www.admie.forces.gc.ca/dge/SDS/SDS2006-eng.htm.
|
|
3. PerformanceMeasure from current SDS Our strategic commitments are supported by a total of 16 sub-commitments that provide concrete indications of our progress toward achievement of the strategic commitments. Each of these sub-commitments comprises a concise statement of the desired end state (example, Strategic Commitment 4.2, “Reduce the long-term impact of releases to the environment”) supported by objective indicators (“Increase the recovery of lead by 5% from the 2003-2004 baseline”) and supporting actions (“Screen backstop material on small arms ranges to recover metal fragments; Investigate the use of alternate backstop/bulletstop designs that facilitate metal recovery”). These sub-commitments or targets are set out in detail in Table 1 page 23 of the Defence SDS document, which is available on the Internet at: http://www.admie.forces.gc.ca/dge/SDS/SDS2006-eng.htm. In addition, Guidance sheets to support each of the sub-commitments are produced to provide those responsible for implementing the target with the name and coordinates of a subject-specific expert for each target, the definition and scope of the sub-commitment, an action plan for achieving it and a template to ensure uniform data collection.
|
|
4. Department’s Expected Results for fiscal 2007–2008 As noted above, each of the four strategic commitments is supported by a number of specific sub-commitments that are measurable, time-bound targets that taken together, result in successful discharge of the commitments. Since our commitments are largely multi-year in nature (i.e. exceeding the three-year reporting cycle of the SDS process), our targets do not lend themselves to measurement of a precise annual percentage of completion. Rather, the data reported annually through the chain of command is analyzed and graded as a: “target exceeded” (if the three year goal has been achieved before completion of the three year cycle); “target met” (applicable only at the end of each three-year cycle); “target on track” (where progress in a given year indicates that the target can be met for the three-year reporting); or “progress unsatisfactory” (where analysis indicates that meeting the target will be problematic based on analysis of the data submitted through the annual reporting exercise). In short, we expect to report “target on track” for each of the 16 targets that support our strategic commitments for fiscal 2007–2008. In addition, we monitor the untargeted performance of a further four activities that are of continuing interest to the sustainable development community. This exercise provides the data that may be required for government-wide reporting and allows Defence to identify unexplained and significant variances that would warn of the need for corrective action up to and including re-introducing the activity as a targeted activity in a future SDS.
|
Source: Assistant Deputy Minister (Infrastructure and Environment)
Table 14: Internal Audits and Evaluations
A list of upcoming internal audits and evaluations pertinent to Defencefor fiscal 2007–2008 follows:
| Name of Internal Audit/Evaluation | Audit and/orEvaluation type | Status | Expected Completion Date * |
| Audit of Capital Assets – Repairable Spare Parts | Audit | Planned but not started | TBD |
| IT Security Audit | Assurance | Conduct | Phase 1 – 31May 07 |
| Audit of Reserve Pay | Assurance | Conduct | Phase 1 – 30 Mar 07 |
| Audit accuracy and efficiency of Financial Coding Practices | Audit | Planning - Started Jan 07 | TBD |
| Audit of Year-end Spending | Audit | Planning | TBD |
| Safeguarding of Physical Assets | Audit/TBD | Planning | TBD |
| National Search and Rescue Program and National Search and Rescue Secretariat governance | Audit | Conduct | Fall 2008 |
| Special Forces Operational Capability/Covert Operations | Evaluation | Planned start in late 2007 | TBD |
| Canada Command 2007/2008 | Evaluation | Planned | TBD |
| Functional Accountabilities for CF Command and Control Structure | Evaluation | Reporting | Spring 2007 |
| APC Intellectual Property | Audit – Capital Acquisition | Reporting | April 2007 |
| Capital Acquisition Risk Assessment | Audit – Capital Acquisition | Reporting | April 2007 |
| Ammunition Program- Ammunition Procurement | Evaluation | Reporting | TBD |
| Security Clearance Process | Assurance | Reporting | 30 Jan 07 |
| IT Asset Management | AuditReview | Reporting | 10 Jan 07 |
| TCCS Maintenance Contract | Audit – Contract Management | Reporting | April 2008 |
| Selected Navy Subsystem Maintenance Contracts | Audit – Contract Management | Planning | December 2008 |
| MCDV Maintenance Contract | Audit – Contract Management | Planning | September 2009 |
| 202 Workshop Depot (review) | Review – Material Management | Reporting | April 2007 |
| Pearson Peacekeeping Center | Evaluation | Reporting | April 2007 |
| CF Capabilities in the North | Evaluation | In-progress | TBD |
| Maintenance/currency of CF Doctrine | Evaluation | Review | Spring 2007 |
| DND/CF Harassment Program | Evaluation | Reporting | Spring 2007 |
| Military Moves | Audit | Reporting | Draft February2007 |
| High-Risk Contracts – Goods Contracts (Risk assessment) | Audit – Contract Management | Draft Report | April 2007 |
| High Risk Contracts – Financial Transactions | Audit – Financial Management | Draft Report | April 2007 |
| FMT Cost Recovery Audits | Cost Recovery Audit | Planning | Conduct complete 30 Mar 07 |
| Foreign Military Sales Follow Up | Audit | Reporting | Draft Mar/Apr 07 |
| Local Construction Engineering | Review | Conduct | June2007 |
| Inventory Pricing | Audit | Reporting | Draft Mar/Apr 07 |
| Khandahar PRT | Evaluation | Conduct | Fall 2007 |
| Defence Ethics Program | Evaluation | Planning | TBD |
| CRTI | Eval – formative | Reporting | April 2007 |
| CRTI | Eval –summative | Planning | April 2008 |
| Construction Acquisition | Evaluation | Reporting | Spring 2007 |
| MTAP | Evaluation | Planning | 2008 |
| Civilian HR Service Delivery | Audit | Review | March 2008 |
| CP 140 Maintenance Contracts | Audit - Contract Management | Draft Report | April2007 |
| CC150 Maintenance Contract | Audit – Contract Management | Draft Report | April 2007 |
| CP 140 Data Management System | Audit – Contract Management | Conduct | August 2007 |
| CF 118 Maintenance Contract | Audit – Contract Management | Conduct | August 2007 |
| FELEX Project | Audit – Capital Acquisition | Planning | August 2009 |
| C 130 Maintenance Contract | Audit – Contract Management | Conduct | August 2007 |
| Combat System Engineer Support Contract | Audit – Contract Management | Final Report | January 2007 |
| Joint Support Ship | Audit – Capital Acquisition | Planning | August 2009 |
Source: Chief Review Services
Note: Since none of these reports are finished, there are no links to them at this time
Further information on the Department’s internal audit and evaluation plan is available at:
http://crs.ottawa-hull.mil.ca/local/knowledge/documents/CRSWorkPlan-06-07-eng.pdf
Human and Financial Resources Tables on Selected Defence Portfolio Organizations
Table 1: Reserve Force
Primary Reserve Planned Expenditures
Primary Reserve Full Cost Estimate
The Primary Reserve accounts for 6.7% of the total Defence Services Program. The costs are divided into four categories: direct, indirect, attributed and capital costs. This method of reporting is intended to provide greater clarity on the makeup of the total costs of the Primary Reserve.
Direct expenditures include funds specifically budgeted for the Primary Reserve such as pay, travel and goods and services which are locally procured.
Indirect expenditures reflect the Primary Reserve share of departmental resources, which are controlled centrally. Included are ammunition, equipment operating costs, clothing and the cost of maintaining facilities such as armouries.
Attributed expenditures are departmental overhead costs, which are allocated, for reporting purposes, to all activities including the Primary Reserves. In reality, these costs do not vary directly as a function of activity and would largely be incurred whether the Primary Reserve existed or not.
Capital expenditures are shown for the year in which payments have been made, and do not reflect an amortization of cost over the life of the asset. The capital expenditures can vary significantly from one year to the next, depending on priorities established within the capital equipment plan and the cash flow requirements of individual projects.
|
Type of Expenditure($Thousands) |
Forecast |
Planned |
|
Reserve Pay1 |
553,110 |
540,456 |
|
Regular Support Staff |
143,153 |
146,178 |
|
Reserve Operating |
79,440 |
84,440 |
|
Subtotal Direct2 |
775,703 |
771,074 |
|
Ammunition |
28,984 |
29,132 |
|
Equipment Usage |
65,758 |
67,262 |
|
Clothing |
14,573 |
14,683 |
|
Facility Operating |
29,868 |
30,376 |
|
Subtotal Indirect |
139,182 |
141,453 |
|
Base Support |
217,340 |
221,287 |
|
Training |
8,037 |
8,238 |
|
Subtotal Attributed |
225,377 |
229,525 |
|
Subtotal Primary Reserve Operating |
1,140,262 |
1,142,052 |
|
Dedicated Capital |
17,530 |
30,676 |
|
Shared Capital |
36,668 |
31,219 |
|
Subtotal Capital |
54,198 |
61,895 |
|
Total Primary Reserve Costs |
1,194,460 |
1,203,947 |
Source: Vice Chief of the Defence Staff and Assistant Deputy Minister (Finance and Corporate Services)
*Due to rounding, figures may not add up to totals shown
Notes:
1. Variance of $(12,654K) between 2006-07 Forecast Spending and 2007-08 Planned Spending Reserve Pay is due to in-year pressures for support to deployed operations and temporary replacements of Regular Force positions.
2. Direct pay and operating amounts do not reflect forecasted/planned spending involving members of the Canadian Rangers, the Cadet Instructors Cadre or the Supplementary Reserve sub-components. They do however include the cost of employing Primary Reservists in positions that would normally be occupied by the Regular Force.
Table 2: Communications Security Establishment
|
Resources – Financial by Fiscal Year |
||||
|
($ Thousands) |
Forecast |
Planned |
Planned |
Planned |
|
Vote 1 – Salary and Personnel |
128,939 |
128,291 |
128,291 |
128,291 |
|
Vote 1 – Operating and Maintenance |
62,230 |
59,956 |
58,840 |
59,718 |
|
Sub-total Vote 1 |
$191,169 |
$188,247 |
$187,131 |
$188,009 |
|
Vote 5 - Capital |
40,671 |
26,411 |
26,981 |
27,558 |
|
Grand total1 |
$231,840 |
$214,658 |
$214,112 |
$215,568 |
Source: Communications Security Establishment and Assistant Deputy Minister (Finance and Corporate Services)
*Due to rounding, figures may not add up to totals shown.
Note: 1. Variation between 2006-07 and the future years is explained by a carry forward from 05-06 into 06-07 of $6.3M for activities related to Support for Lawfull Access. Also, renewal of Public Security and Anti-Terrorism-Critical Infrastructure Program (PSAT-CIP) starting in 07-08 for $8.2M is pending approval by Treasury Board.
Table 3: Office of the Judge Advocate General
|
Resources – Financial by Fiscal Year |
||||
| ($ Thousands) | Forecast Spending 2006-2007 |
Planned Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
|
Vote 1 – Salary and Personnel1 |
5,666 |
5,704 |
5,712 |
5,339 |
|
Vote 1 – Operating and Maintenance |
2,805 |
2,951 |
3,138 |
3,135 |
|
Sub-total Vote 1 |
$8,471 |
$8,655 |
$8,850 |
$8,474 |
|
Vote 5 - Capital |
33 |
153 |
153 |
155 |
|
Grand total |
$8,504 |
$8,808 |
$9,003 |
$8,629 |
|
Corporate Account |
|
|
|
|
|
Vote 1 – Crown Liabilities |
222 |
225 |
229 |
232 |
|
Grand Total |
$8,726 |
$9,033 |
$9,231 |
$8,861 |
Source: Office of the Judge Advocate General and Assistant Deputy Minister (Finance and Corporate Services)
*Due to rounding, figures may not add up to totals shown.
Note: 1. The decrease in Salary and Personnel between 2008-09 and 2009-10 is explained by the end of the ComprehensiveInformation Management Project.
Table 4: Office of the Ombudsman for the Department of National Defence and the Canadian Forces
|
Resources – Financial by Fiscal Year |
||||
|
($ Thousands) |
Forecast Spending 2006-2007 |
Planned Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
| Vote 1 – Salary and Personnel |
3,473 |
3,841 |
3,841 |
3,841 |
| Vote 1 – Operating and Maintenance |
2,025 |
2,603 |
2,642 |
2,682 |
| Sub-total Vote 1 |
$5,499 |
$6,444 |
$6,483 |
$6,523 |
| Vote 5 - Capital |
87 |
190 |
192 |
195 |
| Grand total1 |
$5,586 |
$6,634 |
$6,675 |
$6,718 |
Source: Office of the Ombudsman for National Defence and the Canadian Forces and Assistant Deputy Minister (Finance and Corporate Services)
*Due to rounding, figures may not add up to totalsshown.
Note: 1. Variation between 2006-07 and the planned years is explained by a reorganisation that will increase the number of people.
Table 5: Defence Research and Development Canada
|
Resources – Financial by Fiscal Year |
||||
| ($ Thousands) | Forecast Spending 2006-2007 | Planned Spending 2007-2008 | Planned Spending 2008-2009 | Planned Spending 2009-2010 |
|
Vote 1 - Salary and Personnel 1 |
105,172 |
98,921 |
100,490 |
100,571 |
|
Sub-total Vote 1 Salary and Personnel |
105,172 |
98,921 |
100,490 |
100,571 |
|
Vote 1 - Operating and Maintenance |
36,631 |
32,570 |
34,408 |
36,190 |
|
Vote 1 - Research & Development Contracts |
85,866 |
84,000 |
84,000 |
84,000 |
|
Vote 1 - Environment |
2,800 |
3,000 |
3,000 |
3,000 |
|
Vote 1 - Canadian Centre for Mine Action Technologies (CCMAT)4 |
1,000 |
|
|
|
|
Vote 1 - Centre for Security Science (CSS) 2 |
25,876 |
41,486 |
38,326 |
45,616 |
|
|
|
|
|
|
|
Vote 1 - Revenue |
(2,500) |
(3,500) |
(3,500) |
(3,500) |
|
Sub-total Vote 1 Operating and Maintenance |
149,673 |
157,556 |
156,234 |
165,306 |
|
Total Vote 1 |
254,845 |
256,477 |
256,723 |
265,877 |
|
Vote 5 - Capital3 |
27,900 |
7,490 |
7,650 |
7,659 |
|
Vote 5 - Counter Terrorism Technology Centre (CTTC)4 |
2,500 |
|
|
|
|
Vote 5 - Centre for Security Science (CSS) 2 |
3,400 |
6,000 |
7,000 |
9,000 |
|
Total Vote 5 |
33,800 |
13,490 |
14,650 |
16,659 |
|
Grand Total |
288,645 |
269,967 |
271,373 |
282,536 |
Source: Defence Researchand Development Canada and Assistant Deputy Minister (Finance and Corporate Services)
*Due to rounding, figures may not add up to totals shown.
Notes:
1. The decrease in Salary and Personnel between 2006-07 and the future years is explained by the Terminable Allowances for Defence Scientists of $5.3M.
2. CSS is an amalgamation of CRTI (Chemical, Biological, Radiological and Nuclear (CRBN) Research and Technology Initiative) and PSTP (Public Security Technical Program). The planning numbers include the budget for both organizations.The planned spending in Vote 1 for the future years includes a reprofiling of CRTI of $10.5M in 2007-2008, $7M in 2008-2009 and
$16M in 2009-2010 and funding for PSTP of $2.4M in 2007-2008, $3.7M in 2008-2009 and $4.0M in 2009-2010. The planned spending in Vote 5 for the future years has been approved as is by Treasury Board.
3. The decrease in Capital between 2006-2007 and the future years is mostly explained by the purchase of equipment.
4. CCMAT and CTTC programmes terminate in 2006-2007.
Table 6: National Search and Rescue Secretariat
Resource Overview
The following tables reflect the federal partners' forecasts of the financial and personnel resources allocated to the National SAR Program. These resources are included in individual departmental RPPs and are presented here as collective resource information for the horizontal National SAR Program.
For more information concerning the National Search and Rescue Secretariat see www.nss.gc.ca
Table 6a: Resources – Financial by Fiscal Year
|
($ Thousands) |
Forecast Spending 2006-07 |
Planned Spending 2007-08 |
Planned Spending 2008-09 |
Planned Spending 2009-10 |
|
Vote 1 - Salary and Personnel |
1,543 |
1,601 |
1,601 |
1,601 |
|
Vote 1 - Operating and Maintenance |
1,015 |
1,058 |
1,102 |
1,118 |
|
Sub-total Vote 1 |
$2,558 |
$2,659 |
$2,703 |
$2,718 |
|
81 |
1,414 |
2,701 |
4,195 |
|
|
Vote 10 - Grants and Contributions3 |
1,964 |
4,190 |
4,190 |
4,190 |
|
$4,603 |
$8,262 |
$9,594 |
$11,103 |
Source: National Search and Rescue Secretariat and Assistant Deputy Minister (Finance and Corporate Services)
*Due to rounding, figures may not add up to totals shown.
Notes:
1. The above figures are net of transfers to other government departments and to other Department of National Defence organizations for Search and Rescue New Initiatives Fund projects: $7,048K for FY 2006-07, $2,782K for FY 2007-08,$1,493K for FY 2008-09 and none for FY 2009-10.
2. Vote 10 includes $190K contribution as Canada's share of the costs for the "Cosmicheskaya Sistyema Poiska Avariynich Sudov"-"Search and Rescue Satellite-Aided Tracking" COSPAS-SARSAT Secretariat and$4,000K for contributions in support of Search and Rescue New Initiatives Fund.
Table 6b: Search and Rescue (SAR) Personnel Requirements (FTEs)
|
|
Forecast |
Planned |
Planned |
Planned |
|
National Search and Rescue Secretariat |
23 |
23 |
23 |
23 |
|
Environment Canada - Meteorological Service of Canada |
17 |
17 |
17 |
17 |
|
Parks Canada |
64 |
64 |
64 |
64 |
|
Canadian Coast Guard 1 |
N/A |
N/A |
N/A |
N/A |
|
Department of National Defence – Canadian Forces |
637 |
619 |
619 |
619 |
|
N/A |
N/A |
N/A |
N/A |
|
|
Transport Canada 3 |
2.85 |
2.85 |
2.85 |
2.85 |
|
Total |
812.85 |
812.85 |
812.85 |
812.85 |
Source: National Search and Rescue Secretariat
Notes:
1. FTE figures for the Canadian Coast Guard were not available because CCG operations involve multi-tasking.
2. The RCMP is unable to provide exact costs as it relates to personnel requirements due to the fact that personnel are tasked with a wide variety of duties one of which is SAR. The SAR expenditures nationally would be substantial.
3. TC has no mandate for primary SAR response and does not identify or dedicate resources to these activities. The level of personnel commitment to SAR prevention work is represented in the table above.
Table 6c: Costs by Participating Department/Organization
|
($ Thousands) |
Forecast Spending 2006-07 |
Planned Spending 2007-08 |
Planned Spending 2008-09 |
Planned Spending 2009-10 |
|
National Search and Rescue Secretariat 1 |
4,603 |
8,262 |
9,594 |
11,103 |
|
Environment Canada - Meteorological Service of Canada |
2,100 |
2,100 |
2,100 |
2,100 |
|
Parks Canada |
5,959 |
5,959 |
5,959 |
5,959 |
|
Canadian Coast Guard |
104,000 |
103,800 |
103,600 |
103,600 |
|
Department of National Defence – Canadian Forces |
101,503 |
101,402 |
102,837 |
102,837 |
|
RCMP 2 |
N/A |
N/A |
N/A |
N/A |
|
Transport Canada 3 |
628.2 |
628.2 |
628.2 |
628.2 |
|
Total |
218,793.2 |
222,151.2 |
224,718.2 |
226,227.2 |
Source: National Search and Rescue Secretariat
Notes:
1. Changes due to transfers of funding from SAR New Initiatives Fund (NIF) to other departments for implementation of SAR New Initiatives Fund projects. This includes the transfer of $7,048K for FY 2006-07, $2,782K for FY 2007-08, and $1,493K for FY 2008-09 and none for FY 2009-10.
2. As the resource allocations for SAR are provided under provincial auspices no figures are available for RCMP federal SAR activity. RCMP supports other departments with multi-tasked assets when required.
3 . TC has no mandate for primary SAR response and does not identify or dedicate resources to these activities. The level of financial commitment to SAR prevention work is indicated in the table above.