2015-16 Departmental Performance Report

Canadian Space Agency
2015–16
Departmental Performance Report

The Honourable Navdeep Bains, P.C., M.P.
Minister of Innovation, Science and Economic Development

© Her Majesty the Queen in Right of Canada,
represented by the Minister of Innovation, Science and Economic Development, 2016
Catalogue Number: ST96-4E-PDF
ISSN: 2368-5093

Ministers' Message

We are pleased to report the key results of the Canadian Space Agency for 2015–16.

The programs of the Innovation, Science and Economic Development Portfolio work together to deliver what Canada needs to improve productivity performance, to grow the economy and to enhance prosperity and well-being. That means supporting the government's commitment to develop an Innovation Agenda, which will in turn create good-paying jobs for the middle class, drive growth across all industries, and improves the lives of Canadians. The work of the Portfolio includes helping small businesses grow through trade and innovation, promoting increased tourism to Canada, and supporting scientific research and the integration of scientific considerations in our investment and policy choices.

As we approach Canada's 150th anniversary, we pledge to continue working with stakeholders from across the country to strengthen our place in the global economy.

It is our honour to present the 2015–16 Departmental Performance Report for the Canadian Space Agency.

The Honourable Navdeep Bains
Minister of Innovation, Science and Economic Development

The Honourable Kirsty Duncan
Minister of Science

The Honourable Bardish Chagger
Minister of Small Business and Tourism and Leader of the Government in the House of Commons

Results Highlights

In order to ensure that the Government of Canada's operational needs for space-based Earth observation are continually fulfilled, the Canadian Space Agency (CSA) pursued the RADARSAT Constellation Mission (RCM) and completed most of the RCM satellite units. Assembly, integration and testing of the Synthetic Aperture Radar and the Automated Identification System payloads for two of the three satellites have been completed.

To meet Canada's obligations towards the International Space Station (ISS) and to strengthen research and innovation, the CSA prepared recommendations to government regarding the continuation of Canada's participation in the ISS Program after 2020.

To support innovation and export opportunities, the CSA has successfully managed its investment in the European Space Agency (ESA) in support of access to European markets to ensure that the Canadian industrial return coefficient remains high.

To continue and build on strong relationships with both domestic and international space community leaders, the CSA has initiated the development of a comprehensive framework for engaging key stakeholders to ensure that the economic value of the government's space investments are fully realized. Preliminary engagement mechanisms include regular meetings of government-industry-academia working groups.

To strengthen its capacity to deliver the Canadian Space Program, the CSA reviewed its Investments Governance and Monitoring Framework and associated processes.

Section I: Organizational Overview

Organizational Profile

Minister of Innovation, Science and Economic Development:
The Honourable Navdeep Bains, P.C., M.P.

Minister of Science:
The Honourable Kirsty Duncan, P.C., M.P.

Minister of Small Business and Tourism and Leader of the Government in the House of Commons:
The Honourable Bardish Chagger, P.C., M.P.

Institutional Head:
Sylvain Laporte, President

Ministerial Portfolio:
Innovation, Science and Economic Development

Enabling Instrument(s):
Canadian Space Agency Act, S.C. 1990, c. 13

Year of Incorporation / Commencement:
Established in March 1989

Other:
The Canadian Space Agency was established in 1989. Approximately 90% of its employees work at the headquarters located at the John H. Chapman Space Centre, in St-Hubert, Quebec. The remaining personnel serve the CSA at the David Florida Laboratory and other offices in Ottawa, with officials in Houston, Washington and Paris.

Organizational Context

Raison d'être

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

The CSA is delivering on its mandate in collaboration with Canadian industry, academia, Government of Canada organizations, and other international space agencies or organizations.

Responsibilities

The founding legislation that received Royal Assent in 1990 attributed four main functions to the CSA:

• Assist the Minister to coordinate the space policies and programs of the Government of Canada;
• Plan, direct, manage and implement programs and projects relating to scientific or industrial space research and development and the application of space technology;
• Promote the transfer and diffusion of space technology to and throughout Canadian industry; and
• Encourage commercial exploitation of space capabilities, technology, facilities and systems.

Strategic Outcome(s) and Program Alignment Architecture

1. Strategic Outcome: Canada's exploration of space, provision of space services and development of its space capacity meet the nation's needs for scientific knowledge, innovation and information.

• 1.1 Program: Space Data, Information and Services
  • 1.1.1 Sub-Program: Earth Orbit Satellite Missions and Technology
    • 1.1.1.1 Sub-Sub-Program: Earth Observation Missions
    • 1.1.1.2 Sub-Sub-Program: Communications Missions
    • 1.1.1.3 Sub-Sub-Program: Scientific Missions
  • 1.1.2 Sub-Program: Ground Infrastructure
    • 1.1.2.1 Sub-Sub-Program: Satellite Operations
    • 1.1.2.2 Sub-Sub-Program: Data Handling
  • 1.1.3 Sub-Program: Space Data, Imagery and Services Utilization Development
    • 1.1.3.1 Sub-Sub-Program: Earth Observation Data and Imagery Utilization
    • 1.1.3.2 Sub-Sub-Program: Communications Services Utilization
    • 1.1.3.3 Sub-Sub-Program: Scientific Data Utilization
• 1.2 Program: Space Exploration
  • 1.2.1 Sub-Program: International Space Station (ISS)
    • 1.2.1.1 Sub-Sub-Program: International Space Station Assembly and Maintenance Operations
    • 1.2.1.2 Sub-Sub-Program: International Space Station Utilization
  • 1.2.2 Sub-Program: Exploration Missions and Technology
    • 1.2.2.1 Sub-Sub-Program: Space Astronomy Missions
    • 1.2.2.2 Sub-Sub-Program: Planetary Missions
    • 1.2.2.3 Sub-Sub-Program: Advanced Exploration Technology Development
  • 1.2.3 Sub-Program: Human Space Missions and Support
    • 1.2.3.1 Sub-Sub-Program: Astronaut Training and Missions
    • 1.2.3.2 Sub-Sub-Program: Operational Space Medicine
    • 1.2.3.3 Sub-Sub-Program: Health and Life Sciences
• 1.3 Program: Future Canadian Space Capacity
  • 1.3.1 Sub-Program: Space Expertise and Proficiency
  • 1.3.2 Sub-Program: Space Innovation and Market Access
    • 1.3.2.1 Sub-Sub-Program: International Market Access
    • 1.3.2.2 Sub-Sub-Program: Enabling Technology Development
  • 1.3.3 Sub-Program: Qualifying and Testing Services
• 1.4 Internal Services

Descriptions of Programs are in Section III. Descriptions of Sub-Programs and Sub-Sub-Programs are available on CSA's website.^{Endnote ii}

Operating Environment and Risk Analysis

Risks Discussion

Many federal departments and scientific communities rely on space-based data to deliver on their agenda. In a rapidly evolving context, with various needs and long-term time frames to develop assets, there was a risk of gaps between the services provided and the services needed by the users. In order to ensure continuity of Earth observation data for Government of Canada (GoC) operational services, the CSA closely monitored the implementation phase of the RADARSAT Constellation Mission (RCM). An assessment of alternative sources of Synthetic Aperture Radar (SAR) data has also been initiated in case of a RADARSAT-2 failure prior to RCM operations. The assessment includes collaboration with international partners to develop contingency plans.

The growth of the Canadian space sector continued to represent a challenge in terms of its limited ability to market products and services worldwide. The space sector, especially small and medium enterprises, remained reliant on continued research and development investments to increase existing growth opportunities and seek new ones. In 2015–16, the CSA pursued the consolidation of technology development and demonstration activities under one branch. This will help reduce the lag between ideas generation and implementation. In addition, the CSA has put in place consultation structures to develop a coordinated innovation roadmap. This has reduced the risk of missed opportunities to join international space projects and contributed to the objective of addressing future national needs and priorities.

While developing and seeking new opportunities, the CSA continued to advance space robotics, optics, satellite communications, space-based radar and other key technologies, in order to maintain Canada's current competitive edge.

Finally, implementation and technical difficulties associated with space missions represented another source of risks. Associated with the international aspect of some projects, these challenges could have led to schedule slippages and cost increases. In order to mitigate those risks, the CSA continued to strengthen its project management capacity. Among the activities conducted in 2015–16, were the review of the Project Management Framework, the initiation of a community of practice in project management, and the adoption of quarterly presentations on project status to the senior management committee, thus enhancing the management and control process already in place.

Organizational Priorities

The CSA identified four organizational priorities in the 2015–16 Report on Plans and Priorities. Progress achieved in each of these priorities is reflected below.

Name of Priority

Sustainable Infrastructure for Space-Based Observation.

Description

Ensure space-based observation data, including that from the RADARSAT Constellation Mission (RCM), will efficiently meet the public sector's needs and requirements, and supports government plans to foster innovation, science and international collaboration in key areas, including specialized data pertaining to climate change and Canada's natural resources.

Priority Type^{Footnote 1}

Ongoing

Name of Priority

Review of Canada's Space Exploration Program, including future participation in the International Space Station (ISS) Program.

Description

Meet Canada's obligations towards the International Space Station and position Canada to contribute to new discoveries in upcoming planetary science, space astronomy and human spaceflight missions with the objective of strengthening fundamental research, innovation and technological development.

Priority Type

Ongoing

Name of Priority

Consolidate both the CSA's technology development and capability demonstration activities.

Description

Support innovation, science, technology development and capability demonstration in the Canadian space sector to increase their competitiveness and position Canadian industries and universities for future global space opportunities.

Priority Type

Ongoing

Name of Priority

Continue the implementation of Canada's Space Policy Framework.

Description

Ensure openness and broad collaboration in the planning, development and implementation of new space policies, strategies and initiatives, and continue to strengthen mechanisms in place to provide clear oversight and accountability in Canada's investments in space.

Priority Type

Ongoing

For more information on organizational priorities, see the Ministers' mandate letters.^{Endnote iii}

Section II: Expenditure Overview

Actual Expenditures

Budgetary Performance Summary

The changes in Expenditures since 2013–14 are mainly due to the following:

• $397 million allocated through Budget 2010 over five years (2010–11 to 2015–16) in order to develop the RADARSAT Constellation Mission (RCM) under the Space Data, Information and Services Program;
• An additional $374 million over six years (2013–14 to 2018–19) allocated for the RCM from the Fiscal Framework and Other Government Department transfers to the CSA;
• The cumulative impact of the re-profiling of funds associated with the sound management of high-risk projects and programs.

The 2015–16 total variance of $70.6 million between Planned Spending and the Actual Spending is mainly due to the re-profiling of funds related to the variations in the payment schedules of the implementation cycle for certain activities, which are an inherent implementation characteristic of the Canadian Space Program. Detailed variances by Sub-Sub-Program are available on the CSA's website.^{Endnote iv}

Departmental Spending Trend

Departmental Spending Trend Graph

The CSA's annual A-Base budget of $300 million was initially established in Budget 1999 ($215.4 million in 2015 dollars) and is now of the order of $260 million. Significant factors reflected in the graph are:

• The re-profiling of funds resulting from sound management of high-risk projects and programs has had a beneficial cumulative impact (e.g. in terms of high technology risks, long-term development cycle, uncertainties with work schedules, implementation delays).
• Budget 2010 allocated $397 million to the CSA over five years (2010–11 to 2014–15) to develop the RADARSAT Constellation Mission (RCM). An additional $374.2 million over six years (2013–14 to 2018–19) was allocated for the RCM ($140.0 million of new funding from the Fiscal Framework and $234.2 million transferred from other government departments to the CSA).
• The CSA's contribution to the Budget 2012 Strategic Operating Review was $7.9 million for FY 2012–13, $24.7 million for FY 2013–14 and $29.5 million for FY 2014–15.
• Additional funding and expenditure authority of $12.0 million was authorized during FY 2014–15 for two years (FY 2014–15 and 2015–16) in order to provide enhanced space-based Automatic Identification System (AIS) data services.
• Additional funding and expenditure authority of $7.9 million over two years (FY 2015–16 and FY 2016–17) was authorized for the Maritime Monitoring and Messaging Microsatellite (M3MSat) project due to the increased cost of the launch provider and associated launch delay.
• Additional funding of $9.9 million over two years (FY 2015–16 and FY 2016–17) was authorized to perform accelerated infrastructure upgrades and repairs at the David Florida Laboratory in line with the 2014 Economic Action Plan – Federal Infrastructure announcements.
• Additional funding of $9.5 million through the re-profiling of funds from the Fiscal Framework to FY 2016–17 was authorized for the provision of value-added satellite reports/images for humanitarian needs.

Expenditures by Vote

For information on the Canadian Space Agency's organizational voted and statutory expenditures, consult the Public Accounts of Canada 2016.^{Endnote v}

Alignment of Spending With the Whole-of-Government Framework

Financial Statements and Financial Statements Highlights

Financial Statements

Financial Statements are available on the Canadian Space Agency's website.^{Endnote vii}

Financial Statements Highlights

The financial highlights presented below are intended to serve as a general overview of the Canadian Space Agency's financial position and operations. More detailed information is provided in the CSA's financial statements available online in the section on Departmental Performance Reports^{Endnote viii} (DPRs) which are prepared using an accrual accounting basis. Below are explanations for the variances in each major grouping based on the most significant factors that affected each grouping during 2015–16.

Total planned expenses for 2015–16 were $357.2 million, an overstatement of $39.5 million compared to actual results of $317.7 million. The variance between planned and actual expenses is mainly explained by the following:

• Amortization expenses of assets under construction, planned to be capitalized to tangible capital assets in 2015–16, were lower than projected ($8 million) as well as the change in the remaining useful life of the International Space Station's assets ($26 million);
• Less data (imagery) was purchased ($8.0 million) from RADARSAT-2 data credit than planned.

The residual difference of $2.5 million is composed of multiple variations arising from the planned forecasts established in December 2014, compared to the actual results.

Total 2015–16 expenses were $317.7 million, a $5.3 million decrease over the previous year's total expenses of $323.0 million and essentially the same as the preceding year with an insignificant decrease of 1.6%.

The Agency's total revenues were $0.02 million in 2015–16 ($0.1 million in 2014–15). For the purpose of this report, this amount represents the re-spendable part of the revenues which are 1% of the total Agency generated revenues of $3.8 million. This remained stable from 2014–15. The majority of the revenues are reported under the sale of goods and services provided by the David Florida Laboratory, i.e. sale of goods and services to private business or other GoC departments, under Location and Use of Public Property and under Other Revenues (penalty revenues).

Total net liabilities of $115.5 million are mostly made up of accounts payable and accrued liabilities in the amount of $106.2 million (91.9%). These represent goods and services that were received at year-end but have not been paid by the Agency. Some of the most significant liabilities recorded at year-end are for the International Space Station, under the Space Exploration Program (1.2), and for the RADARSAT Constellation Mission (RCM), under the Space Data, Information and Services Program (1.1).

The $8.6 million decrease in net liabilities ($115.5 million for 2015–16 compared to $124.1 million for 2014–15) is mainly explained by a $13.9 million decrease in the contractor's holdbacks (Phase completion for the RCM project).

Total assets were $1.62 billion at the end of 2015–16 ($108 million of net financial assets and $1.51 billion in non-financial assets), a $94.8 million (6.2%) increase compared with the previous year's total of $1.52 billion. The variance is mainly due to the increase in tangible capital assets.

Tangible capital assets of $1.32 billion represent 82% of total assets are mainly composed of space-related assets ($1.26 billion).

Section III: Analysis of Program(s) and Internal Services

Programs

1.1: Space Data, Information and Services

Description

This Program includes the provision of space-based solutions (data, information and services) and the progression of their utilization. It also serves to install and run ground infrastructure that processes the data and operates satellites. This Program utilizes space-based solutions to assist Government of Canada (GoC) organizations in delivering growing, diversified or cost-effective programs and services within their mandate, which is related to key national priorities, such as sovereignty, defence, safety and security, resource management, environmental monitoring and the North. It also provides academia with data required to perform its own research.

The services delivered through this Program are rendered, and the data and information are generated and processed, with the participation of the Canadian space industry, academia, GoC organizations, national and international organizations, such as: foreign space agencies, not-for-profit organizations, as well as provincial and municipal governments. This collaborative effort is formalized under national and international partnership agreements, contracts. This Program is also funded through the Class Grant and Contribution Program.

Program Performance Analysis and Lessons Learned

The CSA continued its sustained efforts to maintain and increase the number of GoC programs offering more diversified and efficient services to Canadians through the use of space-based systems.

The CSA's sustainable research and development (R&D) funding support has helped advance other government departments' (OGDs') scientific efforts from research to operations, developing cost-effective use of Synthetic Aperture Radar (SAR) data in support of their mandates. For example, in 2015–16, Agriculture and Agri-Food Canada (AAFC) announced that its crop monitoring activities have integrated SAR data into routine operations, bringing decades of research into innovative agricultural monitoring capabilities to the benefit of the Canadian agricultural sector.

This new operational usage added to the increasing number of OGD programs incorporating SAR data into the delivery of services to Canadians. In 2015–16, and based on improved methods of collecting information, the CSA identified and surveyed 84 OGD programs using SAR data.

However, important challenges remain with the collection and analysis of SAR data usage within GoC, such as better discrimination among science, R&D and operational usage in GoC programs. The CSA will continue to refine its methodologies for collecting information on the use of data within the GoC and further promote innovative use of space data.

The CSA continued to support the generation of high-quality Sun-Earth System Science data products from a number of Canadian space science instruments. Many of the space-based instruments make measurements of atmospheric gases and aerosols related to air pollution, climate science and recovery of the ozone layer (e.g. MOPITT on Terra, OSIRIS on Odin and SCISAT). Other instruments make measurements of the Earth's ionosphere and magnetosphere that are important for science and modelling of "space weather," caused by solar activity, and the impacts on radio communications, navigation systems and ground infrastructure (e.g. ePOP on CASSIOPE, EFIs on Swarm, GO and THEMIS). The operations of these instruments as well as the data processing, validation and distribution are done primarily by Canadian university researchers. The CSA encourages collaborative research involving scientists in government and in academia because it fosters the transfer of new knowledge from analysis of these space data to government departments where it is used to improve environmental prediction systems and services.

The CSA continued to support improved access to Sentinel Satellite SAR data, responding to an increasing appetite for SAR data, in particular for the maritime domain applications such as ship detection, oil spills, sea ice mapping and forecasting.

The CSA continued to support OGDs' need for new cost-effective innovative space-based information solutions, as well as the need to access highly qualified personnel (HQP) in SAR domain sustainable operations. The CSA continued investing in industrial and academic capacity enhancement, which benefits Canadian industry and universities and ensures that current and future needs of the GoC for innovative information products and services are met.

The CSA continued to support OGDs commitments to international initiatives, coordinating and securing access to valuable SAR data that contribute to Canadian engagement in such areas as Climate Change, Food Security, Disaster Management and Northern issues.

1.2: Space Exploration

Description

This Program provides valuable Canadian science, signature technologies and qualified astronauts to international space exploration endeavours. This Program contributes to the Government of Canada's Science and Technology Strategy. It fosters the generation of knowledge as well as technological spinoffs that contribute to a higher quality of life for Canadians. It generates excitement within the population in general and contributes to nation-building. This Program appeals to the science and technology communities. It is targeted mostly towards Canadian academia and international space exploration partnerships. Canadian industry also benefits from the work generated within this Program.

This Program is delivered with the participation of foreign space agencies and Government of Canada (GoC) organizations. This collaborative effort is formalized under international partnership agreement, contracts, grants or contributions.

Program Performance Analysis and Lessons Learned

Canadian technological contributions to international space exploration missions foster the generation of knowledge about the universe as well as technological spinoffs with terrestrial applications.

In 2015–16, Canadian scientists added to the body of knowledge in space life sciences, space astronomy and planetary sciences. A total of 299 peer-reviewed scientific publications were produced. This represents a slight decrease from the 362 publications written the previous year. However this year's result is in line with the average of 287 publications over the last four years.

Canadian companies were also successful in generating spinoffs including medical robotics, laser sensors as well as unmanned mobility platforms designed and built in Canada, providing high-quality jobs for Canadians.

In the area of medical robotics, the Canadian technologies and know-how developed for the International Space Station (Canadarm2 and Dextre) are being used to provide increased access, precision and dexterity, resulting in highly accurate and minimally invasive procedures to treat cancer and to support robotic surgery.

The technologies developed for laser sensors in space are being commercialized for terrestrial applications, and through a line of products that saw two new sensors appear in the last year, one sensor for low-reflecting environments and a versatile and powerful situational awareness sensor for real-time 3D automation solutions, along with a suite of software tools derived from those developed for space.

In the field of unmanned vehicles, one of the companies has already sold approximately 25 units of a highly specialized remotely operated unmanned mobility platform, and is planning similar sales in the coming year. These vehicles are being developed for applications including surveillance, agriculture and fire-fighting.

The CSA also supported re-utilization of Canadian know-how in space exploration with laser-based automated rendezvous and docking sensors being provided for commercial resupply vehicles intended to travel to the International Space Station.

With seven new terrestrial applications in 2015–16 and one space application re-utilizing technology, the spinoffs stemming from the Space Exploration Program will support the government's new Innovation Agenda.

An evaluation of the Advanced Exploration Technology Development (AETD) sub-sub-program was also concluded last year. Following recommendations, this sub-sub program has been merged with the Space Technology Development Program. This will improve efficiency and program results in the future.

1.3: Future Canadian Space Capacity

Description

This Program attracts, sustains and enhances the nation's critical mass of Canadian space specialists, fosters Canadian space innovation and know-how, and preserves the nation's space-related facilities capability. In doing so, it encourages private-public collaboration that requires a concerted approach to future space missions. This Program secures the nation's strategic and ongoing presence in space in the future and to preserve Canada's capability to deliver internationally renowned space assets for future generations. It is targeted at Canadian academia, industry and youth, as well as users of Canadian space solutions (Government of Canada (GoC) organizations) and international partners.

This Program is conducted with the participation of funding agencies, GoC organizations along with government facilities and infrastructure, foreign space agencies, not-for-profit organizations and provincial governments. This collaborative effort is formalized under contracts, grants, contributions or national and international partnership agreements.

Program Performance Analysis and Lessons Learned

In FY 2014–15 (the most recent year for which survey data is available), 4,226 Highly Qualified Personnel (HQP) benefitted from employment in the space sector and contributed to the sustained and strategic use of space. This is higher than the targeted 3,500 HQP by 21% or 726 HQP. However, it represents a decrease of 136 HQP or 3.1% from the previous year (FY 2013–14), which in turn saw a decrease of 74 HQP or 1.7% from the year before (FY 2012–13).

HQP numbers fluctuate from year to year, but over the long term an overall picture of growth emerges. Over the five-year period of 2009 to 2014, HQP increased by 12%, an average of 2.3% per year. The last two years have represented a down cycle in HQP positions across the country. Lower investments in space seem to have an especially important impact on maintaining HQP at organizations whose anchor client for space products is the government, or where a decrease in government investment has led to a lack of innovation or competitiveness in the sector.

The second indicator provides the monetary value of all Research and Development (R&D) investments in the Canadian space sector from both internal and external sources for a given organization. The result for FY 2014–15 is lower by $38 million or 20.6% from the year before (FY 2013–14), which was slightly higher than the $165 million reported for FY 2012–13. Changes over the last year can be attributed mainly to one major space sector firm that reduced its R&D expenditures as their portfolio of projects declined.

The discrepancy between the target ($60 million) and the actual result ($146 million) stems from the initial methodology used to establish the target. The methodology considered only external financial sources of R&D. The trend over the past two years will be reflected in future target setting which will include internal funding sources.

To improve the sector management practices and overall performance, approximately 5% of the workforce was allocated to the definition of new processes, internal coordination and prioritization of our activities. The definition of a specific Business Plan for the sector and the Monthly Program Reviews are good examples. These new approaches will contribute to improvements in both planning and monitoring, and ultimately have a positive impact on outputs.

Internal Services

Description

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. Internal services include only those activities and resources that apply across an organization, and not those provided to a specific program. The groups of activities 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; and Acquisition Services.

Program Performance Analysis and Lessons Learned

The CSA provided strategic advice and leadership to the Minister for the successful implementation of the Space Policy Framework in support of the broad objectives of Canada's Innovation Agenda and provided leadership in promoting OGD activities and ensuring that they are aligned with the Space Policy Framework. To continue and build on strong relationships with both domestic and international space community leaders, the CSA has begun developing a comprehensive framework for engaging key stakeholders to identify ways in which the private sector can play a stronger leadership role to ensure that the economic value of the government's space investments are fully realized. Preliminary engagement mechanisms include regular meetings of government-industry working groups.

In pursuing the implementation of a stronger governance and decision-making process, the CSA reviewed its Investment Governance and Monitoring Framework and associated processes ensuring that decision making is aligned and optimized. To do so, the CSA developed simplified tools for the project gating approval process and increased the number of consideration opportunities for program sectors. These new tools will allow streamlined and faster pathways from propositions to decision making and operations.

The CSA continues to actively support activities and programs, led by the Communications and Public Affairs and Space Science and Technology Branches, which are aligned with "Inspiring Canadians" principle of motivating young Canadians to pursue careers in science, technology, engineering and math, as outlined in the Space Policy Framework.

After the second year of implementation of the workforce management strategy, the CSA's results in the "People Management" component of the MAF remained above average compared to large departments and agencies in almost all areas. More specifically, the following initiatives were approved: an action plan following the results of the 2014 Public Service Employee Survey, a Brain Friendly program that promotes the health and wellness of CSA's employees through awareness, prevention and educational activities and a new staffing policy.

The CSA began to implement its three-year (2016–19) information management and information technology strategy. This strategy aims to effectively and efficiently manage all operational information assets and the organization's IT applications, according to their life cycle, to support all employees in the performance of their duties.

Section IV: Supplementary Information

Supporting Information on Lower-Level Programs

Supporting information on lower-level programs is available on the CSA's website.^{Endnote ix}

Supplementary Information Tables

The following supplementary information tables are available on the CSA's website.^{Endnote x}

• Details on Transfer Payment Programs of $5 Million or More
• Status Report on Transformational and Major Crown Projects
• Internal Audits and Evaluations
• Response to Parliamentary Committees and External Audits
• Status Report on Projects Operating With Specific Treasury Board Approval
• User Fees, Regulatory Charges and External Fees
• Departmental Sustainable Development Strategy

Federal Tax Expenditures

The tax system can be used to achieve public policy objectives through the application of special measures such as low tax rates, exemptions, deductions, deferrals and credits. The Department of Finance Canada publishes cost estimates and projections for these measures annually in the Report of Federal Tax Expenditures.^{Endnote xi} This report also provides detailed background information on tax expenditures, including descriptions, objectives, historical information and references to related federal spending programs. The tax measures presented in this report are the responsibility of the Minister of Finance.

Organizational Contact Information

Canadian Space Agency
Communications and Public Affairs
Telephone: 450-926-4370
Fax: 450-926-4352
Email: asc.medias-media.csa@canada.ca

Appendix: Definitions

appropriation (crédit):

Any authority of Parliament to pay money out of the Consolidated Revenue Fund.

budgetary expenditures (dépenses budgétaires):

Operating and capital expenditures; transfer payments to other levels of government, organizations or individuals; and payments to Crown corporations.

Departmental Performance Report (rapport ministériel sur le rendement):

Reports on an appropriated organization's actual accomplishments against the plans, priorities and expected results set out in the corresponding Reports on Plans and Priorities. These reports are tabled in Parliament in the fall.

full-time equivalent (équivalent temps plein):

A measure of the extent to which an employee represents a full person-year charge against a departmental budget. Full-time equivalents are calculated as a ratio of assigned hours of work to scheduled hours of work. Scheduled hours of work are set out in collective agreements.

Government of Canada outcomes (résultats du gouvernement du Canada):

A set of 16 high-level objectives defined for the government as a whole, grouped in four spending areas: economic affairs, social affairs, international affairs and government affairs.

Management, Resources and Results Structure (Structure de la gestion, des ressources et des résultats):

A comprehensive framework that consists of an organization's inventory of programs, resources, results, performance indicators and governance information. Programs and results are depicted in their hierarchical relationship to each other and to the Strategic Outcome(s) to which they contribute. The Management, Resources and Results Structure is developed from the Program Alignment Architecture.

non-budgetary expenditures (dépenses non budgétaires):

Net outlays and receipts related to loans, investments and advances, which change the composition of the financial assets of the Government of Canada.

performance (rendement):

What an organization did with its resources to achieve its results, how well those results compare to what the organization intended to achieve, and how well lessons learned have been identified.

performance indicator (indicateur de rendement):

A qualitative or quantitative means of measuring an output or outcome, with the intention of gauging the performance of an organization, program, policy or initiative respecting expected results.

performance reporting (production de rapports sur le rendement):

The process of communicating evidence-based performance information. Performance reporting supports decision making, accountability and transparency.

planned spending (dépenses prévues):

For Reports on Plans and Priorities (RPPs) and Departmental Performance Reports (DPRs), planned spending refers to those amounts that receive Treasury Board approval by February 1. Therefore, planned spending may include amounts incremental to planned expenditures presented in the Main Estimates.

A department is expected to be aware of the authorities that it has sought and received. The determination of planned spending is a departmental responsibility, and departments must be able to defend the expenditure and accrual numbers presented in their RPPs and DPRs.

plans (plan):

The articulation of strategic choices, which provides information on how an organization intends to achieve its priorities and associated results. Generally a plan will explain the logic behind the strategies chosen and tend to focus on actions that lead up to the expected result.

priorities (priorité):

Plans or projects that an organization has chosen to focus and report on during the planning period. Priorities represent the things that are most important or what must be done first to support the achievement of the desired Strategic Outcome(s).

program (programme):

A group of related resource inputs and activities that are managed to meet specific needs and to achieve intended results and that are treated as a budgetary unit.

Program Alignment Architecture (architecture d'alignement des programmes):

A structured inventory of an organization's programs depicting the hierarchical relationship between programs and the Strategic Outcome(s) to which they contribute.

Report on Plans and Priorities (rapport sur les plans et les priorités):

Provides information on the plans and expected performance of appropriated organizations over a three-year period. These reports are tabled in Parliament each spring.

results (résultat):

An external consequence attributed, in part, to an organization, policy, program or initiative. Results are not within the control of a single organization, policy, program or initiative; instead they are within the area of the organization's influence.

statutory expenditures (dépenses législatives):

Expenditures that Parliament has approved through legislation other than appropriation acts. The legislation sets out the purpose of the expenditures and the terms and conditions under which they may be made.

Strategic Outcome (résultat stratégique):

A long-term and enduring benefit to Canadians that is linked to the organization's mandate, vision and core functions.

sunset program (programme temporisé):

A time-limited program that does not have an ongoing funding and policy authority. When the program is set to expire, a decision must be made whether to continue the program. In the case of a renewal, the decision specifies the scope, funding level and duration.

target (cible):

A measurable performance or success level that an organization, program or initiative plans to achieve within a specified time period. Targets can be either quantitative or qualitative.

voted expenditures (dépenses votées):

Expenditures that Parliament approves annually through an Appropriation Act. The Vote wording becomes the governing conditions under which these expenditures may be made.

Whole-of-government framework (cadre pangouvernemental):

Maps the financial contributions of federal organizations receiving appropriations by aligning their Programs to a set of 16 government-wide, high-level outcome areas, grouped under four spending areas.