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Archived - Overview
The Government is committed to delivering programs and services that are efficient and effective, aligned with the priorities of Canadians and sustainable over the long term.
To achieve these objectives, the Government has introduced a new approach to managing spending. Central to the new Expenditure Management System is the ongoing review of existing spending. These reviews will assess whether programs are achieving their intended results, are effectively managed, and are appropriately aligned with the priorities of Canadians and with federal responsibilities. This exercise is about good management and responsible spending.
Strategic Reviews
In 2007, 17 organizations undertook strategic reviews of their programs and spending. In this initial review year, ministers examined departmental spending amounting to $13.6 billion, or about 15 per cent of total direct program spending.
As a result of these reviews, departments are streamlining operations, realigning their activities and transforming their organizations in order to deliver better programs and better results to Canadians. They have identified expenditures totalling $386 million per year that present opportunities to:
- Increase efficiency and effectiveness: Change the way the Government delivers programs and services to be more effective and efficient.
- Focus on core roles: Focus on providing programs that are consistent with the federal role and responsibilities, and ensure services are delivered by those best positioned to do so.
- Meet the priorities of Canadians: Align federal activities with the needs and priorities of Canadians and eliminate programs that are no longer necessary.
The resulting savings are being redirected to fund new initiatives, both within departments and to broader spending priorities in Budget 2008 (Table A3.1).
Table A3.1
Strategic Review Savings
(millions of dollars)
| 2008–09 | 2009–10 | 2010–11 | |
|---|---|---|---|
| Savings identified1 | 199.3 | 310.6 | 386.2 |
| Reinvestments | |||
| Strategic review reinvestments (includes reinvestments in the International Assistance Envelope) |
136.8 | 216.0 | 258.3 |
| Budget 2008 reinvestments in review departments | 39.1 | 83.8 | 81.5 |
| Other investments in Budget 2008 priorities | 23.4 | 10.8 | 46.5 |
| Total | 199.3 | 310.6 | 386.2 |
| Note: Totals may not add due to
rounding. 1 Some of the reviews are not yet finalized. In particular, reviews relating to the International Assistance Envelope (IAE) and Transport Canada will be finalized in the coming months. Expected savings from the IAE and initial savings from Transport Canada are included in these totals. |
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Canadian Food Inspection Agency
The Canadian Food Inspection Agency is transforming the way it performs its core role, so that it can pursue smarter ways of managing risks to human and animal health. These savings are being used to help fund a major reinvestment in the Food Safety Action Plan. This will ensure that Canada better manages emerging health risks, and ensure the quality and safety of products Canadians purchase.
Table A3.2
Strategic Review Savings
(millions of dollars)
| 2008–09 | 2009–10 | 2010–11 | |
|---|---|---|---|
| Increasing Efficiency and Effectiveness | |||
| Reallocating funding from equipment purchases that are not required |
17.0 | 4.1 | 4.1 |
| Consolidate import document review | 1.1 | 1.1 | |
| Meeting the Priorities of Canadians | |||
| Take advantage of private sector innovation to strengthen oversight |
1.0 | 1.5 | |
| 17.0 | 6.1 | 6.6 | |
| Reinvestments in Budget 2008 | |||
| Food Safety Action Plan | 21.6 | 40.6 | 54.8 |
| Note: Totals may not add due to rounding. | |||
Canada Revenue Agency
The Canada Revenue Agency is making better use of technology and internal resources to enhance its services to Canadians and maintain the integrity of the tax system, while reducing its overall costs. The savings generated by these increased efficiencies will be directed to other government programs that are a high priority for Canadians.
Table A3.3
Strategic Review Savings
(millions of dollars)
| 2008–09 | 2009–10 | 2010–11 | |
|---|---|---|---|
| Increasing Efficiency and Effectiveness | |||
| Improved services to Canadians through: | |||
| Better use of new and emerging technologies | (0.1) | 1.3 | 3.5 |
| More effective use of internal resources | 6.0 | 13.0 | 20.4 |
| 5.9 | 14.3 | 23.9 | |
| Note: Totals may not add due to rounding. | |||
Canadian Heritage
Canadian Heritage examined its programs and operations related to culture, identity and amateur sport. As a result, it has identified a number of programs that have now achieved their original goals. The Government will redirect all savings toward other Canadian Heritage programs, including investments to strengthen that department’s Official Languages Action Plan, and support in Budget 2008 toward the 2010 Olympic and Paralympic Torch Relays and toward the Government’s Road to Excellence for summer Olympic athletes.
Table A3.4
Strategic Review Savings
(millions of dollars)
| 2008–09 | 2009–10 | 2010–11 | |
|---|---|---|---|
| Increasing Efficiency and Effectiveness | |||
| Funding to federal agencies
for digitization no longer required |
11.6 | 11.6 | |
| Funding for over-the-air
transmission no longer required upon transition to satellite |
2.1 | ||
| Improve alignment of programs with demand | 1.0 | 4.9 | 4.9 |
| Focusing on Core Role | |||
| Make better use of new and
emerging technologies |
4.9 | 9.9 | 10.0 |
| Align program activities with core mandate | 0.5 | 0.5 | |
| 5.9 | 26.9 | 29.1 | |
| Reinvestments in Canadian Heritage Programs | |||
| 2010 Olympic and Paralympic Torch Relays | 24.5 | ||
| Road to Excellence for summer Olympic athletes | 8.0 | 16.0 | 24.0 |
| Official Languages Action Plan1 | to be determined | ||
| Note: Totals may not add due to
rounding. 1 Pending the recommendations from the Consultations on Linguistic Duality and Official Languages. |
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National Museums
Canada’s National Museums (the National Gallery of Canada, the Canadian Museum of Civilization, the Canada Science and Technology Museum and the Canadian Museum of Nature) have undertaken a full review of their programming to identify improvements and efficiencies. The Government is committed to making investments in the renewal of these four flagship museums to address operating and infrastructure pressures. These investments will assist in strengthening Canada’s cultural institutions and protecting its cultural heritage for future generations.
Table A3.5
Strategic Review Savings
(millions of dollars)
| 2008–09 | 2009–10 | 2010–11 | |
|---|---|---|---|
| Increasing Efficiency and Effectiveness | |||
| Better use of internal resources and administrative efficiencies |
0.9 | 2.4 | 2.4 |
| Realignment of programs to be more cost-effective |
0.3 | 0.4 | 0.4 |
| Focusing on Core Role | |||
| Phase-out of activities not aligned with core mandate |
0.8 | 0.9 | 0.9 |
| Meeting the Priorities of Canadians | |||
| Improve alignment of programs with demand | 0.5 | 2.4 | 2.4 |
| 2.4 | 6.1 | 6.1 | |
| Reinvestments in Budget 2008 | |||
| Capital and operating | 2.7 | 6.7 | 7.3 |
| Note: Totals may not add due to rounding. | |||
Parks Canada
Parks Canada is streamlining operations in order to enhance its ability to achieve its core mandate of protecting sensitive land and species and ensuring that Canada’s cultural and natural heritage are preserved. These efforts will include the rationalization of some activities that can be delivered more effectively and efficiently by local communities and the private sector. The savings realized will be used, among other things, to protect sensitive areas and enhance public safety by strengthening Parks Canada’s ability to respond effectively to wildfires and enhancing law enforcement in Canada’s National Parks.
Table A3.6
Strategic Review Savings
(millions of dollars)
| 2008–09 | 2009–10 | 2010–11 | |
|---|---|---|---|
| Increasing Efficiency and Effectiveness | |||
| Achieve efficiencies in
communications, outreach, research and reporting activities |
3.5 | 4.3 | 4.3 |
| Focusing on Core Role | |||
| Renewal of contribution
agreements for conservation of Historic Places Initiative no longer required |
5.9 | ||
| Work with local communities on
the management of Parks Canada facilities, including privatizing some recreation services |
(0.6) | 4.2 | 4.9 |
| Partially recover the costs of
municipal services in five National Park town sites |
0.4 | ||
| 2.9 | 8.5 | 15.6 | |
| Reinvestments in Budget 2008 | |||
| Wildfire suppression in National Parks | 8.0 | 8.0 | 8.0 |
| Enhance law enforcement in National Parks | 9.5 | 2.7 | 2.7 |
| Note: Totals may not add due to rounding. | |||
Statistics Canada
Statistics Canada is achieving internal efficiencies and streamlining its operations to ensure that its research resources are aligned with the needs and priorities of research communities and Canadians, while preserving the integrity of Canada’s national statistical system. The savings realized by Statistics Canada will be directed to other government programs that are a high priority for Canadians.
Table A3.7
Strategic Review Savings
(millions of dollars)
| 2008–09 | 2009–10 | 2010–11 | |
|---|---|---|---|
| Increasing Efficiency and Effectiveness | |||
| Greater internal efficiencies | 3.0 | 5.9 | 8.8 |
| Streamlining research programs to reduce costs | 1.7 | 1.7 | 1.7 |
| Meeting the Priorities of Canadians | |||
| Reducing research activities in lower-demand areas | 6.7 | 10.3 | 11.0 |
| 11.5 | 17.9 | 21.5 | |
| Note: Totals may not add due to rounding. | |||
Library and Archives Canada
Library and Archives Canada is streamlining its administrative structures and discontinuing services that are a low priority for Canadians to focus its operations on preserving records of national significance to ensure that future generations are able to make use of these important cultural resources. These savings will be directed to other government programs that are a high priority for Canadians.
Table A3.8
Strategic Review Savings
(millions of dollars)
| 2008–09 | 2009–10 | 2010–11 | |
|---|---|---|---|
| Increasing Efficiency and Effectiveness | |||
| Streamlined administration | 0.6 | 0.6 | 0.6 |
| Focusing on Core Role | |||
| Phase out book redistribution program | 0.5 | 0.5 | 0.5 |
| 1.1 | 1.1 | 1.1 | |
| Note: Totals may not add due to rounding. | |||
Department of Finance Canada
The Department of Finance Canada and two of its agencies, the Financial Transactions and Reports Analysis Centre of Canada (FINTRAC) and the Canadian International Trade Tribunal, have realized savings from improving the efficiency of operations through innovation and refocusing activities on core responsibilities and emerging priorities. Savings realized by FINTRAC are being directed in Budget 2008 toward increasing compliance activities and producing strategic information for Canadian intelligence and enforcement activities.
Table A3.9
Strategic Review Savings
(millions of dollars)
| 2008–09 | 2009–10 | 2010–11 | |
|---|---|---|---|
| Increasing Efficiency and Effectiveness | |||
| Improving efficiency of
operations through innovation |
4.6 | 4.6 | 4.6 |
| Focusing on Core Role | |||
| Refocusing activities on core
responsibilities and emerging priorities |
3.4 | 3.4 | 3.4 |
| 8.0 | 8.0 | 8.0 | |
| Reinvestments in Budget 2008 | |||
| Savings realized by FINTRAC
will be reinvested toward increasing compliance activities and producing strategic information |
2.2 | 2.2 | 2.2 |
| Note: Totals may not add due to rounding. | |||
Canadian International Development Agency and International Development Research Centre
The Canadian International Development Agency and the International Development Research Centre reviews will be finalized in the coming months. The Canadian International Development Agency is streamlining its internal operations and realigning multilateral programs to focus on fewer organizations to ensure that its programs remain focused on reducing poverty, promoting democracy, freedom and human rights, and supporting a sustainable environment in developing countries.
The International Development Research Centre is reviewing its programs to ensure that research dollars are directed to areas of the world that are the highest priorities for Canadians.
Consistent with the Budget 2006 commitment to double international assistance from its 2001–02 level by 2010–11, all savings realized by these reviews will be reinvested in the International Assistance Envelope. Budget 2008 reinvests part of these resources towards the replenishment of the Global Fund to Fight AIDS, Tuberculosis and Malaria (GFATM), thus fulfilling an important Group of Eight (G8) commitment.
Table A3.10
Strategic Review Savings
(millions of dollars)
| 2008–09 | 2009–10 | 2010–11 | |
|---|---|---|---|
| Savings Expected From Reviews | 59.1 | 114.5 | 142.9 |
| Reinvestments (to Match Realized Savings) | |||
| International Assistance Envelope | 59.1 | 114.5 | 142.9 |
| Of which: GFATM | 44.0 | 59.0 | 59.0 |
Foreign Affairs and International Trade Canada
Foreign Affairs and International Trade Canada has streamlined its internal operations in Ottawa to concentrate on its core business, reduce overhead and improve management in order to strengthen and focus representation abroad to advance Canada’s interests and values on the world stage. These changes will help to improve the delivery of core services in Canada and vital consular, business and diplomatic services abroad.
Table A3.11
Strategic Review Savings
(millions of dollars)
| 2008–09 | 2009–10 | 2010–11 | |
|---|---|---|---|
| Increasing Efficiency and Effectiveness | |||
| Reorganize internal operations
in Ottawa to increase presence overseas |
29.3 | 39.4 | 45.7 |
| Streamline administrative and
IT support functions overseas |
9.4 | 11.4 | 11.4 |
| Consolidation of overseas operations | 2.0 | 14.2 | 19.6 |
| Meeting the Priorities of Canadians | |||
| Streamline business processes
at Passport Canada to improve service delivery |
12.0 | 6.2 | 6.3 |
|
International Assistance Envelope (savings not yet realized) |
|||
| Realignment of international assistance | 20.4 | 21.7 | 22.1 |
| 73.1 | 92.8 | 105.1 | |
| Reinvestments in Budget 2008 | |||
| Canada’s representation abroad | 32.4 | 56.7 | 69.5 |
| Enhancing service delivery at Passport Canada | 12.0 | 6.2 | 6.3 |
| International Assistance
Envelope (to match realized savings) |
20.4 | 21.7 | 22.1 |
| Note: Totals may not add due to rounding. | |||
