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Section III: Supplementary Information

Supplementary Tables

Section III provides a variety of additional information related to Infrastructure Canada’s finances, as well as other information required under various government management policies, initiatives and statutes.

Table 1: Departmental Link to Government of Canada Outcomes

(in $ thousands)

Strategic Outcome: Improving the sustainability of our cities and communities and Canada’s local, regional and national public infrastructure to enhance the economic, social, cultural and environmental quality of life of Canadians.
  Planned Spending Alignment to Government of Canada Outcome Area
2008-09 2009-10 2010-11
Program Activity #1: Infrastructure Investments 2,893,941 4,536,510 4,144,129 Strong Economic Growth
Program Activity #2: Policy, Knowledge and Partnership Development 16,314 232 232 Innovative and Knowledge-based Economy

Program activity 1 contributes to the Government of Canada’s “Strong Economic Growth” outcome area. World-class public infrastructure, including efficient transportation systems that allow goods and people to move freely, is critical to ensuring that Canada remains competitive and productive while sustaining and improving the quality of life of Canadians. Infrastructure Canada is responsible for delivering key elements of the Building Canada plan. By supporting modern public infrastructure, Infrastructure Canada promotes the growth and competitiveness of Canada’s economy by, for example, facilitating the flow of goods and people, promoting interprovincial and international trade through gateways and corridors, supporting tourism, and increasing the use of e-commerce.

Program activity 2 contributes to the Government of Canada’s “Innovative and Knowledge-based Economy” outcome area. Infrastructure Canada supports innovation and progress in delivering world-class public infrastructure and addressing priority infrastructure knowledge gaps through research, knowledge and capacity building, and strong partnerships. Its work:

  • strengthens the information base for decision-making, including improving understanding of the state and impacts of public infrastructure, identifying internal and external conditions that shape Canada’s infrastructure needs, emphasizing applied research, technical excellence and sharing of best practices to increase the life expectancy of public infrastructure;
  • improves understanding of long-term infrastructure issues, such as the impacts of climate change on construction techniques, how to adapt infrastructure to changes in climate, and ways of improving environmental practices;
  • supports innovation and efficiency in the management, design, construction, operation, maintenance and rehabilitation of infrastructure, including assessment of new technologies, innovative land use, financing issues, asset management and interdependencies between asset types; and
  • measures effectiveness of programs and infrastructure investments, new and existing systems and technologies; this includes addressing data gaps in areas such as asset management and infrastructure needs, improving performance indicators, and determining the economic, social and environmental impacts of infrastructure including productivity.

The following six tables are available electronically at the website of the Treasury Board of Canada Secretariat:

Table 3: Details on Transfer Payments Programs

Infrastructure Canada managed the following transfer payment programs in excess of $5 million for the reporting year:

  • 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 Research, Knowledge, and Outreach Program (includes the Peer Review Research Studies and the Knowledge-building, Outreach and Awareness programs).

Table 4: Evaluations

This table provides information on upcoming evaluations of the department’s work over the next three fiscal years, including the type of program or service to be evaluated and the expected completion date. It also references recent evaluations that have affected departmental plans and priorities, and describes the department’s planned course of action.

Table 6: Green Procurement

The federal government’s Policy on Green Procurement effective April 1, 2006, established environmental performance considerations as a key factor in procurement decisions that occur throughout the life cycle of assets and acquired services. The objective of the Policy on Green Procurement is to advance the protection of the environment and support sustainable development by integrating environment performance considerations into the procurement decision-making process. Deputy Heads are accountable to ensure that the objectives of the Policy are realized and are required to report on green procurement performance through the annual RPP and the departmental performance report (DPR). Supplementary information on green procurement can be found at text/proc_e.html

Table 7: Horizontal Initiatives

The objective of reporting on horizontal initiatives is to provide Parliamentarians, the public and 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. Infrastructure Canada has the lead for the following horizontal initiatives: CSIF; BIF; ICP; and MRIF.

Table 8: Internal Audits

This table provides information on upcoming audits of the department’s work over the next three fiscal years, including the type of program or service to be audited and the expected completion date. It also references any significant findings from any internal audits not already identified in any previous RPP or DPR.

Table 12: Services Received Without Charge

This table identifies the services received without charge by the department, such as accommodations provided by Public Works and Government Services Canada and salary and associated expenditures of legal services provided by the Department of Justice Canada.