Departmental Performance Report - Section 1
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Section I: Organizational Expenditure Overview
1.1 Organizational Profile
Minister: The Honourable Denis Lebel, P.C., M.P.
Deputy Head: Louis Lévesque
Ministerial Portfolio: Minister of Infrastructure, Communities and Intergovernmental Affairs, and Minister of the Economic Development Agency of Canada for the Regions of Quebec
Effective July 15, 2013, Order in Council P.C. 2013-0869 transferred Infrastructure Canada from Transport Canada to the President of the Queen's Privy Council for Canada. As a result, Infrastructure Canada's operating and contribution vote numbers have changed. Of note, there have been no changes to the Minister or Deputy Minister responsible for Infrastructure Canada.
Furthermore, as per Order in Council P.C. 2014-144 dated February 10, 2014, ministerial responsibility for the Federal Montreal Bridges group, which includes the new bridge for the St. Lawrence (NBSL) corridor project and the Jacques Cartier and ChamplainBridges Incorporated (JCCBI) was transferred from the Minister of Transport to the Minister of Infrastructure, Communities and Intergovernmental Affairs, and Minister of the Economic Development Agency of Canada for the Regions of Quebec, effective February 13, 2014.
Year Established: The Office of Infrastructure of Canada was established in 2002.
Main Authorities: The following provide authorities for Infrastructure Canada:
- Canada Strategic Infrastructure Fund Act1 (2002, c. 9, s. 47) (CSIF);
- Order in Council PC 2004-0325; and
- The following legislations related to the Gas Tax Fund:
Other: Infrastructure Canada works in collaboration with other federal departments and agencies to deliver its programs. These departments and agencies share their knowledge of local needs and priorities. Infrastructure Canada's federal delivery partners are:
- Atlantic Canada Opportunities Agency;
- Economic Development Agency of Canada for the Regions of Quebec;
- Canadian Northern Economic Development Agency;
- Federal Economic Development Agency for Southern Ontario;
- Transport Canada; and
- Western Economic Diversification Canada.
1.2 Organizational Context
1.2.1 Raison d'être
Strong, modern, world-class public infrastructure is a key factor in achieving the Government of Canada's priorities of a stronger economy, a cleaner environment, and more prosperous, safer communities. Infrastructure Canada leads the Government of Canada's efforts in addressing Canada's public infrastructure challenges.
As shown in Figure 1, Infrastructure Canada is the main department responsible for federal efforts to enhance Canada's public infrastructure. This is accomplished through three main activities: investments in provincial, territorial and municipal assets; engagement in key partnerships with the provinces, territories, municipalities and the private sector; and the development and implementation of sound policies. Established in 2002, the Department ensures that Canadians benefit from world-class public infrastructure from coast to coast to coast.
In addition to the above core responsibilities, on February 13, 2014, ministerial responsibility for the Federal Montreal Bridges group, which includes the new bridge for the St. Lawrence corridor project and oversight of the Crown Corporation, the Jacques Cartier and Champlain Bridges Incorporated, was transferred from Transport Canada to Infrastructure Canada.
Federal support for public infrastructure has increased significantly over the past decade (Figure 1). Infrastructure Canada is the key contributor of federal support.
Figure 1: Federal Support for Provincial, Territorial and Municipal Infrastructure
Includes infrastructure investments from Finance Canada, Transport Canada, Canada Revenue Agency, Aboriginal Affairs and Northern Development Canada, Atlantic Canada Opportunities Agency, Canadian Northern Economic Development Agency, Economic Development Agency of Canada for the Regions of Quebec , Federal Economic Development Agency for Southern Ontario, Western Economic Diversification Canada, and the Royal Canadian Mounted Police. Source: Finance Canada and Infrastructure Canada, June 2014.
The Government of Canada's investments in public infrastructure over the past decade have leveraged funding from provinces, territories, municipalities and other partners, resulting in a significant overall increase in investments in the country's core public infrastructure (Figure 2). When combined, provincial/territorial and municipal infrastructure investments (in constant dollars) represented close to $30 billion in 2013.
Figure 2: Provincial/Territorial and Municipal Investments in Core Public Infrastructure* by Asset Owner
Notes: Core Public Infrastructure includes roads, bridges, transit, water, wastewater, culture, and recreation and sports infrastructure. Includes investments made from crown corporations and provincial agencies and transfers from other levels of government. Constant (2007) dollars. Data for 2013 based on forecast.
Source: Statistics Canada, National Economic Accounts Division. Chart and data calculation: Infrastructure Canada.
The Importance of Public Infrastructure Investments
Canada's public infrastructure forms the backbone of the nation and contributes to prosperity. From the water we drink to the roads we drive on, infrastructure benefits all Canadians every day. Quality of life, prospering communities and a resilient economy depend, in large part, on our systems of public infrastructure. Public infrastructure investments support economic growth and productivity by allowing goods and people to move more efficiently, facilitating trade activities, promoting local and regional development and supporting job creation.
Over the past decade, provincial, territorial and municipal governments, with funding support from the Government of Canada, have taken great strides in responding to infrastructure investment needs and building a prosperous Canada. Increased and sustained investments by all levels of government, in recent years, have contributed to the ongoing renewal and improvement of Canada's core public infrastructure. As seen in Figure 3, the average age of core public infrastructure is decreasing. From its peak of 17.8 years in 2000, the average age of core public infrastructure is forecasted at 14.7 years for 20131, its youngest age since data was initially collected in 1961.
Great advances have been made to lower the average age of infrastructure as a percentage of useful life. In Statistics Canada's terms, the "useful life" of an asset is its estimated productive life at the time of its acquisition. Between 2000 and 2013, the average age of Canada's core public infrastructure as a percentage of useful life fell from 65.9 percent to 52.5 percent, due in part to increased public investments in infrastructure.
Figure 3: Average Age and Age as a Percentage of Useful Life of Core Public Infrastructure
Notes: Core Public Infrastructure (roads, bridges, transit, water, wastewater, culture, and sports and recreation infrastructure) owned by all levels of government including crown corporations and provincial agencies. Data for 2013 based on forecast.
Source: Statistics Canada, National Economic Analysis Division. Chart and data calculation: Infrastructure Canada.
The New Building Canada Plan: Building on Recent Successes
In 2007, the Government of Canada launched the $33-billion Building Canada plan, the first long-term, federal plan for infrastructure. Through this plan, the Government of Canada supported thousands of projects that have given Canadians access to better public infrastructure, and have strengthened the national economy.
In Canada's Economic Action Plan announced in Budget 2009, the government acknowledged the important role infrastructure plays in stimulating and supporting the Canadian economy. As part of the plan, the $4-billion Infrastructure Stimulus Fund was established for construction-ready infrastructure projects, the Building Canada Fund-Communities Component was topped up with supplementary funding, the $1-billion Green Infrastructure Fund was created, and the Provincial-Territorial Infrastructure Base Fund and the Building Canada Fund were accelerated to get projects started sooner than otherwise possible.
More recently, in Budget 2013, the Government of Canada's Economic Action Plan 2013 introduced a 10-year, $53-billion New Building Canada Plan to support public infrastructure projects of national, regional and local significance across the country. The New Building Canada Plan, which includes the renewed federal Gas Tax Fund and the New Building Canada Fund (launched in March 2014), is the largest federal infrastructure plan in the nation's history. It builds on the success of past federal infrastructure programs to promote economic growth, job creation, productivity gains, and a high quality of life for Canadians.
II. Transfer Payment Programs
Infrastructure Canada's suite of transfer payment programs addresses local and regional infrastructure needs while advancing national priorities. These programs help to make Canada's economy stronger, keep people and goods on the move, and contribute to cleaner air and water. In 2013-2014, the Department delivered funding through three general mechanisms*:
* The allocations for Transfer Payment Programs presented on this page are the original allocations announced by the Government of Canada, and do not reflect subsequent adjustments.
1.3 Strategic Outcomes and Program Alignment Architecture (PAA)
In 2013-2014, Infrastructure Canada's Program Alignment Architecture (PAA) structure included two Strategic Outcomes and nine Programs, as well as Internal Services2 to support its activities. The Programs below are discussed in detail in Section II of this report.
Strategic Outcome 1:
Provinces, territories and municipalities have federal financial support for their infrastructure priorities.
Programs for Strategic Outcome 1:
- 1.1 Provincial-Territorial Infrastructure Base Fund
- 1.2 Gas Tax Fund
Strategic Outcome 2:
Funding for quality, cost-effective public infrastructure that meets the needs of Canadians in a competitive economy, a cleaner environment and liveable communities is provided.
Programs for Strategic Outcome 2:
- 2.1 Building Canada Fund–Communities Component
- 2.2 Building Canada Fund–Major Infrastructure Component
- 2.3 Green Infrastructure Fund
- 2.4 Canada Strategic Infrastructure Fund
- 2.5 Municipal Rural Infrastructure Fund
- 2.6 Border Infrastructure Fund
- 2.7 Economic Analysis and Research
Program that Supports All Strategic Outcomes:
- Internal Services
Together, these Programs represent the Department's business lines and initiatives for the last fiscal year. All ten Programs result in the construction and enhancement of public infrastructure, contributing to the Department's Strategic Outcomes.
In the Performance Summary Tables for Strategic Outcomes and Programs, Section 1.6 of this report, Infrastructure Canada has also included a third Strategic Outcome which was formed by the programs under the Economic Action Plan announced in January 2009. This Strategic Outcome:
"construction-ready infrastructure projects are provided with federal support", has been included in these tables as they contain figures for 2011-2012, the last year that expenses were incurred under the 2009 Economic Action Plan. Since the tables require that the Actual Spending for 2011-2012, 2012-2013, and 2013-2014 be shown, this third Strategic Outcome is necessary so that the totals can be reconciled.
The programs under the Strategic Outcome 3 are not discussed in Section II of this report.
1.4 Organizational Priorities
Five organizational priorities guided the Department's work in 2013-2014:
- Negotiate funding agreements with partners to reflect permanent Gas Tax funding (around $2 billion annually);
- Work with funding partners in the continued implementation of existing programs, while providing prudent stewardship and oversight of these programs;
- Renew the Shared Information Management System for Infrastructure in preparation for future infrastructure programs;
- Work to develop future programming for public infrastructure that extends beyond the expiry of the Building Canada plan; and
- Pursue operational efficiencies in the effective delivery of the Department's mandate — prudent management, stewardship and implementation of its current suite of programs.
Summary of Progress Against Priorities
|Priority 1||Type3||Strategic Outcome(s)|
|Negotiate funding agreements with partners to reflect permanent Gas Tax funding (around $2 billion annually).||New||
Description for Priority 1
In September 2013, Treasury Board approved the terms and conditions of the permanent, renewed and indexed Gas Tax Fund (GTF). Following this approval, administrative agreements were shared with all jurisdictions in early November, formally launching negotiations to finalize bilateral agreements in a time that would ensure an uninterrupted transfer of GTF funds to the provinces and territories in the 2014-2015 fiscal year.
|Priority 2||Type||Strategic Outcome(s)|
|Work with funding partners in the continued implementation of existing programs, while providing prudent stewardship and oversight of these programs.||Ongoing||
Description for Priority 2
The Department, in collaboration with funding partners, has made progress to continue to support program implementation and oversight. Policies, procedures and tools have been developed and implemented to support sound governance and monitoring of programs. A particular focus was given to working on sunsetting programs to ensure that they can be completed in a timely fashion in support of the Department's Strategic Outcomes. This has allowed the Department to meet its responsibility to provide funding for infrastructure investments that contribute to a stronger economy, a cleaner environment and prosperous communities. The Department recognizes that closing out sunsetting programs is a challenge and moving forward, it will continue to work with stakeholders to ensure a timely conclusion to these programs.
|Priority 3||Type||Strategic Outcome(s)|
|Renew the Shared Information Management System for Infrastructure in preparation for future infrastructure programs||New||
Description for Priority 3
The Department concluded the Enterprise Data Warehouse re-engineering project which has increased sustainability by simplifying and improving program reporting while reducing operational costs. In 2013-2014, the Department continued to enhance the Shared Information Management System for Infrastructure (SIMSI) which is used to manage and deliver infrastructure programs. These enhancements will improve major infrastructure program management, including the support of new infrastructure programs, improved support of data quality, and information management.
Infrastructure Canada continues to work with Shared Services Canada to transfer SIMSI hosting to a Shared Services Canada data centre. The Department has made progress on hosting and service requirements definition with Shared Services Canada, and has continued detailed migration and implementation planning. The Information Management/Information Technology (IM/IT) Division expects to complete these latter two projects in fiscal year 2014-2015. They will continue to require significant user/owner engagement and oversight by the Department.
|Priority 4||Type||Strategic Outcome(s)|
|Work to develop future programming for public infrastructure that extends beyond the expiry of the Building Canada plan.||Previously committed to||
Description for Priority 4
Following the conclusion of the 2011-2012 long-term infrastructure plan engagement process, Budget 2013 announced the New Building Canada Plan, a 10-year funding commitment for infrastructure that includes $53 billion in new and existing funding for provincial, territorial, and municipal infrastructure. The New Building Canada Plan was officially launched on March 28, 2014, opening the door for infrastructure project proposals.
Infrastructure Canada is responsible for the delivery of two funds under the New Building Canada Plan, namely the renewed and indexed Gas Tax Fund and the New Building Canada Fund. The renewed Gas Tax Fund will provide $21.8 billion over 10 years in up-front, predictable, long-term funding for Canadian municipalities to help them build and revitalize their public infrastructure. Gas Tax Fund investments will continue to support environmental objectives of cleaner air, cleaner water and reduced greenhouse gas emissions, but will also help achieve the broad national objectives of productivity and economic growth, and strong cities and communities.
The $14-billion New Building Canada Fund supports infrastructure projects of national, regional and local significance through two components:
- The $4-billion National Infrastructure Component for projects of national significance that have broad public benefits, and that contribute to Canada's long-term economic growth and prosperity; and
- The $10-billion Provincial-Territorial Infrastructure Component which provides allocated funding to provinces and territories. This component includes $9 billion for National and Regional Projects, and $1 billion for communities with populations under 100,000 though the Small Communities Fund.
The New Building Canada Fund supports economic growth and productivity, and quality of life objectives, while ensuring the best value for tax payers. Eligible project categories have been streamlined to focus on projects that have a greater economic impact; the federal cost-sharing ratio has been reduced to leverage greater funding from partners; and large infrastructure projects will be delivered in the most cost-effective manner by considering the use of a public-private partnership (P3) procurement approach.
|Priority 5||Type||Strategic Outcome(s)|
|Pursue operational efficiencies in the effective delivery of the Department's mandate — prudent management, stewardship and implementation of its current suite of programs.||Previously committed to||
Description for Priority 5
While Infrastructure Canada was not part of the Deficit Reduction Action Plan (DRAP), it continued to reduce its operating costs in 2013-2014. Throughout the year, the Department worked with central agencies to determine the operating resources needed to implement existing and new programs for the next ten years.
1.5 Risk Analysis
In 2013-2014, the following three risks were ranked the highest in terms of achieving Infrastructure Canada's strategic outcomes.
|Risk||Risk Response||Link to Program Alignment Architecture|
|The absence of an approved multi-year operating budget may impact Infrastructure Canada's capacity to fully deliver on its mandate.||
As a result of ongoing discussions between Infrastructure Canada and central agencies, supported by the Department's application of a sound Corporate Costing Model, in 2013-2014 Infrastructure Canada secured long-term operating funding that will allow it to plan for the next ten years. This is a critical achievement to ensure sufficient operating funds are available to deliver the New Building Canada Fund starting in April 2014.
|Infrastructure Canada may be unable to quickly and efficiently address information management and information technology challenges for new programs over the planning period.||
Infrastructure Canada has fostered a strong relationship with Shared Services Canada, including holding weekly meetings with the SSC Transition Team Working Group, bi-weekly meetings with the SSC Transition Directors' Team, and quarterly meetings with a DG-level SSC Transition Team. As a result, significant progress has been made, and SSC has begun to implement plans that will support the migration of the Shared Information Management System for Infrastructure (SIMSI).
The Enterprise Data Warehouse re-engineering and Major Infrastructure Program renewal projects are well underway and will be ready to meet the Department's future needs.
Finally, staffing initiatives have begun to increase the capacity of the IM/IT team to meet future needs.
|Infrastructure Canada may not be able to accurately plan for and maintain the right mix of skills in the right positions to address its uncertain mid- to long-term strategic needs.||
The Department's Integrated Business and Human Resources Plan has been updated to support future programming needs.
The skill level of employees is expected to increase as a result of branch specific initiatives. For example, Program Operations Branch learning and training opportunities are delivered through a grassroots working group. In the Policy and Communications Branch, assignments serve to enhance capacity through knowledge transfer in other branches or departments. Human Resources developed an interdepartmental mentoring program and continues to support the Manager's forum that is held quarterly. These initiatives should better prepare employees for upcoming challenges related to the implementation of new infrastructure programs.
Senior executives are informed of all centralized activities to ensure capacity for delivery and to influence the timing of changes, including monthly briefings to the Departmental Management Committee on all Government of Canada centralization initiatives.
Infrastructure Canada has recently completed its 2014 Corporate Risk Profile and has implemented additional risk responses to effectively manage its changing risk environment. These risk management activities ensure that the Departmental Management Committee is aware of emerging risk drivers and offers an opportunity to implement new measures to achieve departmental priorities and advance its Strategic Outcomes. Finally, risk management is fully integrated into Infrastructure Canada's decision-making processes, and the lessons learned from regular risk update exercises are embedded in the Department's culture at all working levels, enhancing program efficiency and stewardship.
1.6 Actual Expenditures
|2013-2014 Main Estimates||2013-2014 Planned Spending||2013-2014 Total Authorities Available for Use||2013-2014 Actual Spending (Authorities Used)||Difference (Actual Minus Planned)|
|2013-2014 Planned||2013-2014 Actual||2013-2014 Difference (Actual Minus Planned)|
|Strategic Outcomes, Programs and Internal Services||2013-2014 Main Estimates||2013-2014 Planned Spending||2014-2015 Planned Spending||2015-2016 Planned Spending||2013-2014 Total Authorities Available for Use||2013-2014 Actual Spending (Authorities Used)||2012-2013 Actual Spending (Authorities Used)||2011-2012 Actual Spending (Authorities Used)|
|Strategic Outcome 1: Provinces, territories and municipalities have federal financial support for their infrastructure priorities|
|Provincial-Territorial Infrastructure Base Fund||265,490,056||265,490,056||55,351,611||04||321,192,991||191,464,385||237,611,162||188,695,432|
|Gas Tax Fund||1,976,235,536||1,976,235,536||1,973,411,002||1,973,411,002||2,108,849,290||2,107,905,313||1,966,919,175||2,206,246,353|
|Strategic Outcome 1 Sub-Total||2,241,725,592||2,241,725,592||2,028,762,613||1,973,411,002||2,430,042,281||2,299,369,698||2,204,530,337||2,394,941,785|
|Strategic Outcome 2: Funding for quality, cost-effective public infrastructure that meets the needs of Canadians in a competitive economy, a cleaner environment and liveable communities is provided|
|Building Canada Fund–Communities Component||188,733,842||188,733,842||139,431,232||234,823,236||188,868,012||121,255,786||187,045,867||213,883,529|
|Building Canada Fund–Major Infrastructure Component||942,955,457||942,955,457||707,039,728||696,289,242||955,186,1175||703,538,4615||927,179,560||759,827,768|
|Green Infrastructure Fund||125,029,717||125,029,717||89,590,129||81,264,887||125,402,876||85,735,908||117,858,252||30,273,740|
|Canada Strategic Infrastructure Fund||289,102,147||289,102,147||304,298,4066||192,366,9416||300,714,738||197,363,859||241,178,488||188,381,898|
|Municipal Rural Infrastructure Fund||78,763,106||78,763,106||07||07||78,863,733||42,891,190||36,718,756||88,043,031|
|Border Infrastructure Fund||22,965,393||22,965,393||51,050,180||18,017||44,177,047||28,261,439||8,099,074||35,041,544|
|Economic Analysis and Research||0||0||0||0||5,000||5,000||79,681||3,143,090|
|Strategic Outcome 2 Sub-Total||1,647,549,662||1,647,549,662||1,291,409,675||1,204,762,323||1,693,217,523||1,179,051,643||1,518,159,678||1,318,594,600|
|Strategic Outcome 3: Construction-ready infrastructure projects are provided with federal funding support8|
|Infrastructure Stimulus Fund||0||0||0||0||0||0||0||634,927,373|
|Building Canada Fund-Communities Component Top-Up||0||0||0||0||0||0||0||136,121,759|
|Strategic Outcome 3 Sub-Total||0||0||0||0||0||0||0||771,049,132|
|Internal Services Sub-Total||35,430,534||35,430,534||1,425,483||1,442,294||38,347,182||35,404,150||29,966,377||55,524,756|
1.6.1 Summary of Performance
In 2013-2014, Infrastructure Canada's achievements included activities and deliverables that allowed the Government of Canada to effectively meet its commitments with respect to federal infrastructure investments. These achievements included:
- Working with partners and stakeholders to finalize the parameters for the $14-billion New Building Canada Fund program, leading to its successful launch on March 28, 2014. As a result, the New Building Canada Fund is officially open for business.
- Working with partners to renew Gas Tax Fund (GTF) agreements that reflect the permanency of the Fund and ensure the successful implementation of the renewed GTF in 2014.
While ensuring a smooth transition for municipalities to the renewed GTF in 2014, Infrastructure Canada continued to deliver approximately $2 billion in 2013-2014 through this program, providing municipalities with a stable and predictable source of funding for their infrastructure priorities.
Further, Infrastructure Canada continued to administer existing programs, working collaboratively with provinces, territories and municipalities to commit the remaining funding under ongoing programs and to ensure the timely completion of projects. Overall, in 2013-2014 Infrastructure Canada made significant investments towards the construction and improvement of public infrastructure across the country, spending over $3.5 billion while providing prudent stewardship and oversight of its programs to ensure ongoing value for taxpayers.
1.6.2 Alignment of Spending with the Whole-of-Government Framework
Alignment of 2013-2014 Actual Spending with the Whole-of-Government Framework4 (In Dollars)
|Programs||Spending Area||Government of Canada Outcome||2013-2014 Actual Spending|
|Provincial-Territorial Infrastructure Base Fund||Economic Affairs||Strong Economic Growth||191,464,385|
|Gas Tax Fund||Economic Affairs||Strong Economic Growth||2,107,905,313|
|Programs||Spending Area||Government of Canada Outcome||2013-2014 Actual Spending|
|Building Canada Fund–Communities Component||Economic Affairs||Strong Economic Growth||121,255,786|
|Building Canada Fund–Major Infrastructure Component||Economic Affairs||Strong Economic Growth||703,538,461|
|Green Infrastructure Fund||Economic Affairs||A Clean and Healthy Environment||85,735,908|
|Canada Strategic Infrastructure Fund||Economic Affairs||Strong Economic Growth||197,363,859|
|Municipal Rural Infrastructure Fund||Economic Affairs||Strong Economic Growth||42,891,190|
|Border Infrastructure Fund||Economic Affairs||Strong Economic Growth||28,261,439|
|Economic Analysis and Research||Economic Affairs||Innovative and Knowledge-Based Economy||5,000|
Total Actual Spending by Spending Area (In Dollars)* for the Whole-of-Government Framework
|Spending Area||Total Planned Spending||Total Actual Spending|
[*] Note: Totals in this table include only the contributions made under the Strategic Outcomes, and do not include expenses made under Internal Services.
1.7 Departmental Spending Trend
In 2013-2014, Infrastructure Canada's actual spending was over $3.5 billion on infrastructure investments under its Programs to meet the expected program results and contribute to its Strategic Outcomes.
Figure 4: Departmental Spending Trend
* Sunset Programs are time-limited programs that do not have an ongoing funding nor policy authority.
** Funding under the Gas Tax Fund includes both Voted Spending and Statutory Spending. Until March 31, 2014 the program was Voted Spending, and as of April 1, 2014 spending under this program becomes Statutory Spending.
Overall, Figure 4 highlights the stability and predictability of infrastructure funding provided through the Gas Tax Fund (GTF) with spending at around $2 billion a year. The GTF is the only transfer payment program reflected in this graph not being considered as a "Sunset Program".
In 2014-2015 and beyond, the Department will continue to flow funding under its existing transfer payment programs, as well as under the New Building Canada Fund (NBCF). Of note, this report and Figure 4 do not include planned spending for the NBCF since it was not part of Infrastructure Canada's 2013-2014 Program Alignment Architecture. As such, the graph shows a general decrease in spending levels under "Sunset Programs" since existing programs, including programs under the 2007 Building Canada plan, are winding down. Planned spending for the NBCF will be reflected in the Department's future reports.
The peak in spending in 2011-2012 reflects the successful completion of two Infrastructure Canada programs under the 2009 Economic Action Plan (EAP): the Infrastructure Stimulus Fund and the Building Canada Fund-Communities Component Top-Up.
1.8 Estimates by Vote
 Infrastructure Canada receives Capital and Repair Expenditures Survey subset data on an annual basis from Statistics Canada. The new dataset received in 2014 is a more comprehensive dataset with better coverage of industries, and their establishments, engaged in operations and services that invest in public infrastructure, including crown corporations and provincial agencies. In addition, annual revisions are made based on survey revisions and national account adjustments. Although the new data presents slight differences than in previous departmental Estimate documents, there is no change in terms of overall infrastructure rejuvenation trends.
 Internal Services funding includes operating funding for core administration and program delivery.
 Type is defined as follows: previously committed to—committed to in the first or second fiscal year prior to the subject year of the report; ongoing—committed to at least three fiscal years prior to the subject year of the report; and new—newly committed to in the reporting year of the Report on Plans and Priorities.
 There was no 2015-2016 Planned Spending for the Provincial-Territorial Infrastructure Base Fund in the 2014-2015 Report on Plans and Priorities. All funds available under this program have been committed as of March 31, 2014.
 The Building Canada Fund-Major Infrastructure Component (BCF-MIC)'s Total Authorities Available for Use in 2013-2014 also includes Total Authorities for the new bridge for the St. Lawrence corridor project (for a total of $8,246,357), for the period of February 13 to March 31, 2014. BCF–MIC's Actual Spending in 2013-2014 also includes expenses for the new bridge for the St. Lawrence corridor project (for a total of $8,246,357). Effective February 13, 2014, the new bridge for the St. Lawrence corridor project, which was under Transport Canada, was transferred under the Minister of Infrastructure, Communities and Intergovernmental Affairs, and Minister of the Economic Development Agency of Canada for the Regions of Quebec. As this program was not part of Infrastructure Canada's Program Alignment Architecture (PAA) structure in 2013-2014, it is being reported under BCF–MIC. Note that while BCF–MIC is a contribution program, the new bridge for the St. Lawrence corridor project is a major capital project, and its spending has no relation to contributions or transfer payment programs.
 The Canada Strategic Infrastructure Fund (CSIF)'s Planned Spending in 2014-2015 and 2015-2016 also includes the Planned Spending in 2014-2015 and 2015-2016 for the Inuvik to Tuktoyaktuk Highway program. This program was approved in November 2013 and is being reported under CSIF in the Department's Program Alignment Architecture (PAA) structure. However for 2013-2014 there were no expenses recorded under the Inuvik to Tuktoyaktuk Highway program. More information on the Inuvik to Tuktoyaktuk Highway program can be found in the Supplementary Information Tables of this report.
 There was no 2014-2015 and 2015-2016 Planned Spending for the Municipal Rural Infrastructure Fund in the 2014-2015 Report on Plans and Priorities, as this program is currently wrapping up.
 This Strategic Outcome has been included in these tables as it contains figures for 2011-2012, the last year that expenses were incurred under the 2009 Economic Action Plan. Since the tables require that the actual spending for 2011-2012, 2012-2013 and 2013-2014 be shown, this third Strategic Outcome is necessary to include all spending.
 The 2014-2015 and 2015-2016 Planned Spending amounts for Internal Services only reflect opening balances of remaining funds. When the 2014-2015 Report on Plans and Priorities was created, operating funding for Infrastructure Canada had not yet been confirmed for 2014-2015 and beyond, hence there were no Main Estimates amounts available.
In March 2014, Infrastructure Canada received Treasury Board approval for operating funding for the next ten years. Funding for 2014-2015 was obtained through 2014-2015 Supplementary Estimates.
 Infrastructure Canada's Internal Services' Actual Spending in 2013-2014 does not include expenses for the new bridge for the St. Lawrence corridor project, as Transport Canada incurred all internal services costs for 2013-2014.
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