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Section 1: Overview

1.1 Minister's Message

Maxime Bernier, Ministre de l'Industrie

The Government of Canada is committed to creating an environment where all Canadians have every opportunity for continued prosperity.

We laid out our long-term economic plan in Advantage Canada. It identified five Canadian objectives, related to tax reduction, debt reduction, entrepreneurship, knowledge in the workforce and infrastructure, which will help us improve our quality of life and succeed on the world stage. I'm pleased to note the commonality between these advantages and Industry Canada's mission of fostering a growing, competitive, knowledge-based economy.

Clearly, our government is making strides towards achieving our long-term goals. For example, we have provided $190 billion in broad-based tax relief over this and the next five years, including cuts to corporate, small business and personal taxes. Our debt repayment goals have been accelerated by three years. We're setting the right conditions for entrepreneurs to thrive, for research and development to flourish, for additional competition and growth in the wireless sector and for our workforce to build on its expertise. Finally, we continue to invest heavily in our physical infrastructure to build the networks needed to carry our people, goods and services across Canada and beyond.

In May 2007 Prime Minister Harper unveiled our Science and Technology Strategy, Mobilizing Science and Technology to Canada's Advantage. It is a policy framework that has received wide acclaim, both in Canada and internationally. Our government believes that science and technology, and research and development, are more critical than ever to pushing forward the frontiers of knowledge and transforming that knowledge into new products, services and technologies.

Our hard work is paying off. The economic fundamentals are in place to help us realize our goals. We boast strong public finances, an economy that is as healthy as it has been for a generation and low unemployment.

As Minister of Industry, I look forward to implementing our government's agenda for providing effective economic leadership — an agenda that provides concrete, realistic solutions to the economic challenges our country is facing.

As always, we must build on our success as a nation. In this regard, Industry Canada and its portfolio partners continue to strive towards a fair, efficient and competitive marketplace, an innovative economy, competitive industries and sustainable communities — in short, outcomes that will help Canadians continue to enjoy a quality of life that is second to none.

It gives me great pleasure to present the annual Report on Plans and Priorities for the Canadian Space Agency, outlining in greater detail the Agency's main initiatives, priorities and expected outcomes for the upcoming year.

Jim Prentice
Minister of Industry

1.2 Management Representation Statement

I submit, for tabling in Parliament, the 2008-2009 Report on Plans and Priorities (RPP) for the Canadian Space Agency.

This document has been prepared based on the reporting principles contained in the Guide to the Preparation of Part III of the 2008-2009 Estimates – Reports on Plans and Priorities.

  • It adheres to the specific reporting requirements outlined in the Treasury Board Secretariat (TBS) guidance;
  • It is based on the department's Strategic Outcomes and Program Activity Architecture (PAA) that were approved by Treasury Board;
  • It presents consistent, comprehensive, balanced and reliable information;
  • It provides a basis of accountability for the results achieved with the resources and authorities entrusted to it; and,
  • It reports finances based on approved planned spending numbers from the TBS.

Guy Bujold

1.3 Summary Information

The mandate of the Agency 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 Canadian Space Agency (CSA) is achieving this mandate by implementing the Canadian Space Program (CSP) in co-operation with other government departments/agencies, industries, and universities, as well as international partners. In addition to delivering its own programs, the CSA is responsible for co-ordinating all federal civil space-related policies and programs pertaining to science and technology research, industrial development, and international co-operation.

To learn more about the mandate of the CSA, go to:

Resources 2008-2009 2009-2010 2010-2011

Financial ($ in millions)




Human (FTEs)




Canadian Space Agency Strategic Outcome

Canada's presence in space meets the needs of Canadians for scientific knowledge, space technology and information.

Performance Indicators

  1. Canada's rank among all countries of the Organization for Economic Co-operation and Development (OECD) in terms of support for peaceful space-related R&D; the measurement will provide the list of CSA missions, looking 10 years into the future and identifying the following for each mission:
    • the role of the CSA (leader or partner); and,
    • the CSA's contribution (%) to the total mission budget.
  2. Size of the scientific, industrial and government space community:
    • number of universities, companies and organizations involved;
    • number of people employed in space-related jobs; and,
    • number of corresponding FTEs in academia, industry and government (federal and provincial levels) in Canada.
  3. Utilization index/access to space data by academia, industry, government and the general public;
    • number of organizations (that use/access);
    • number of researchers (who use/access);
    • number of federal and provincial employees (who use/access); and,
    • number of Canadians who access data and who use an average of more than five space-based services, for example, every day.

Priority by program activities Type

1- Space Based Earth Observation (EO)

Develop and operationalize the use of Space Based Earth Observation for the benefit of Canadians.


2- Space Science and Exploration (SE)

Understand the Solar System and the Universe, expand our knowledge on the constituent elements and origins of life, and strengthen a human presence in space.


3- Satellite Communications (SC)

Provide all Canadians with the means to participate in and fully benefit from the global information age.


4- Generic Technological Activities (GTA) in support of EO, SE, and SC

Provide leadership, co-ordination and support to EO, SE, and SC through activities that are generic.


5- Space Awareness and Learning (AL)

Further public understanding and engagement with regards to space-related issues, ultimately leading to improve the scientific literacy of Canadians.


6- Internal Services

Implement the government's commitment to modern public service in accordance with the Management Accountability Framework (MAF) expectations.


Program Activities by Strategic Outcome

Canadian Space Agency Strategic Outcome: Canada's presence in space meets the needs of Canadians for scientific knowledge, space technology and information.

Program Activity

Expected Results

Planned Spending





Space Based Earth Observation (EO)

The benefits of activities of Earth Observation from space serve Canadian users in the areas of the environment, resource and land use management, and, security and sovereignty.

129.2 126.1 128.4 1

Space Science and Exploration (SE)

Participation in Canadian and international missions expands the scientific knowledge base made available to Canadian academia and R&D communities in the areas of astronomy, space exploration and solar-terrestrial relations, as well as in the physical and life sciences.

115.4 93.3 79.6 2

SatelliteCommunications (SC)

The systems and applications developed satisfy the needs of Canadians and of the Canadian government that are not being met by existing commercial systems and applications.

26.7 18.7 14.5 3

Generic Technological Activities (GTA) in support of EO, SE, and SC

Canada's industrial technological capabilities can meet the needs of future space missions and activities.

48.3 61.4 60.9 4

Space Awareness and Learning (AL)

Awareness of Canadians towards space is at targeted level.

7.9 8.9 8.8 5

Internal Services

Internal services provide an added value to CSA managers in the performance of their duties.

40.6 39.9 39.9 6

1.4 Organizational Information

Reporting to the Minister of Industry, the Canadian Space Agency Chief Executive Officer is the President, assisted by the Executive Committee composed of the Senior Vice-President, the four Directors General (Space Science, Space Technologies, Space Programs, and Operations Branches) as well as the Chief Financial Officer and the Chief Human Resources Officer. The organizational chart below became effective as of May 15, 2007.


1.5 Program Activity Architecture

The Canadian Space Agency manages its programs according to the Canadian Space Strategy approved by the Government of Canada in February 2005. The strategy greatly influenced decision-making at the CSA as it streamlined its strategic outcome and set the long-term priorities for all activities under the program activity architecture (PAA) since April 1, 2006.

To learn more about the Canadian Space Strategy, go to: - strategy

Program Activity Architecture

Strategic Outcome

In 2007-2008, the CSA reviewed its program activity architecture (PAA). Starting in 2008-2009, all program activities contribute to a single strategic outcome: Canada's presence in space meets the needs of Canadians for scientific knowledge, space technology, and information.

Program Activities

The PAA is divided into six program activities. The first four are in line with the Canadian Space Strategy thrusts: Space Based Earth Observation, Space Science and Exploration, Satellite Communications, and Space Awareness and Learning. A fifth program activity, Generic Technological Activities, supports the three science and technology program activities. The Internal Services program activity supports all program activities.

Program Sub-Activities

Science and Technology program activities are broken down into three large clusters called sub-activities: Enabling Research, Space Mission Development, and Space Mission Operations. Each sub-activity carries out a specific objective, taking part in a project management continuum from initial research to final operational phases:

  • Through Enabling Research, the CSA provides leadership, coordination and support for basic and applied research and experimental development in line with the CSA priorities and stakeholders' expectations in order to increase the knowledge base, devise new applications through space missions, and allow the transfer of intellectual property and proven technologies to Canadian industry, academia, and government organizations.
  • Through Space Mission Development, the CSA provides coordination and support for the development of space missions in line with CSA priorities and stakeholders' expectations through the definition, critical design, manufacturing, integration, testing and delivery phases leading to launch and early operations of space systems.
  • Through Space Mission Operations, the CSA provides coordination or support to the operations of space missions in line with the CSA priorities and stakeholders' expectations through the development and conduct of on-orbit operations, system maintenance and logistic support, as well as data handling and delivery.

The coordination of sub-activities throughout a project life cycle is meant to optimize the effectiveness and expertise of employees coming from different core functions and to promote an integrated team and a multi-functional approach to projects and services.

The Space Awareness and Learning program activity is broken down into two sub-activities, each with a specific objective:

  • Through Awareness activities, the CSA increases public awareness and understanding of how Space Programs affect and improve the quality of life.
  • Through Learning activities, the CSA directs a sustained, multi-dimensional, interactive learning program to build knowledge and enhance interest in space science and technology.

Together, these activities are part of a proactive strategy of communication, learning, and support for the development of professional expertise.

1.6 Departmental Plans and Priorities

Strategic Context of the Canadian Space Agency

International Context

Space is recognized by industrialized nations as an essential and strategic tool to meet their social, economic, and foreign policy objectives. Accordingly, many governments around the world of traditional and emerging spacefaring nations are increasing their investments in space activities, looking for increased consolidation and advancement of their space capabilities. In terms of public expenditures in the space sector, Canada has been losing ground internationally. The ratio of public investment in space to national gross domestic product (GDP) is a telling illustration. The Government of Canada's financing of the space program in 2006 (0.021% of GDP) is less than a third of what it was in 1994 (0.068%).1

International co-operation is critical to the implementation of the Canadian Space Strategy (CSS). Working in partnership with other spacefaring nations, Canada can leverage its resources and maximize its return on investment, sharing technical expertise, knowledge, and infrastructure, and gaining access to areas where Canada has chosen not to invest due to limited resources. In addition, there are increasing concerns over issues such as space debris and climate change. These transcend national borders and favour increasing co-operation between nations with common goals. Canada's space infrastructure must not only meet national needs, but also play a tangible role in responding to issues of interest to the international community.

Canada is regarded as a reliable partner that possesses unique technical and scientific capabilities, and as a nation that can meaningfully contribute to the initiatives of foreign space agencies. In particular, emerging spacefaring countries in Asia and South America may offer great potential for future co-operation. Thus, Canada continues efforts to gain a foothold in these emerging markets. It is of paramount importance that the Canadian Space Agency continues its work with stakeholders to ensure the competitiveness of our research communities and industries with world markets.

Canada's space industry is perceived as internationally competitive. This was confirmed by the results of the 2006 Annual Survey of the Canadian Space Sector. With yearly revenues of $2.504 billion, where exports represent 44% ($1.103 billion)2 of the industry's total revenues, Canada has a higher percentage of exports than any other major spacefaring nation. The main destinations of Canadian space exports are as follows: 45% to the U.S., 29% to Europe, and 12% to Asia.3

National Context

The Canadian Space Agency recognizes that the best means of turning scientific and technological advancements into innovative products and services is through partnerships with Canadian universities and industry. With its highly skilled workforce, the space industry in Canada not only generates wealth in our economy, but also provides Canadians with competitive products and services that would otherwise have to be obtained from foreign sources. Given that the national market is relatively small, it is critical that the Canadian space industry be able to leverage foreign investments and generate export sales. Capitalizing on export revenue depends on the industry's ability to commercialize highly competitive products and services, and establish local partnerships.

In 2006, Canada's space industry generated $2.504 billion in revenues.4 Satellite Communications continued to generate the lion's share of the Canadian space sector's revenues with a total of $1.87 billion. A breakdown of the revenues by sectors of activity is as follows: Satellite Communications: 74.8% ($1.87 billion); Earth Observation: 10.9% ($273 million); Navigation: 5.3% ($132 million); Robotics: 4.5% ($113 million); Space Science: 4.0% ($100 million); and all space-related activities in areas other than those mentioned above: $12 million.5 While small in number of firms, the Canadian space sector is knowledge-intensive and is at the forefront of research and innovation. Building on the strengths of 6,678 highly skilled workers,6 Canadian firms have acquired world-leading capabilities in niche areas such as Earth observation, space robotics, satellite communications, and navigation.

1EUROCONSULT – CONFERENCE BOARD OF CANADA: Socio-economic Study and Policy Analysis of Future Canadian Investments in Spaced-based Robotics Opportunities (2006)
2State of the Canadian Space Sector 2006; Overall Revenues, Domestic v. Export Revenues
3State of the Canadian Space Sector 2006; Export Revenues
4State of the Canadian Space Sector 2006; Overall Revenues
5State of the Canadian Space Sector 2006; Revenues by Sector of Activity
6State of the Canadian Space Sector 2006; Space Sector Workforce, Workforce Groups

Government Context

1- The Canadian Science and Technology Strategy

The CSA's mission 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." It is aligned with the Government Science and Technology (S&T) Strategy and its main objective to "make Canada a world leader in science and technology and a key source of entrepreneurial and creativity".

In order for Canada to achieve this objective, the S&T Strategy identifies the following three underlining conditions for success: a strong private-sector commitment to S&T, a strengthened knowledge base and, be a magnet for talent which translate into: a Knowledge Advantage, a People Advantage, and an Entrepreneurial Advantage.

The S&T Strategy commitments are guided by four principles to which the CSA abides: Promoting world-class excellence; Focusing on priorities; Encouraging partnerships; and,

Enhancing accountability. The table below depicts how the CSA aligns its strategic actions with these principles.

By virtue of its mandate and the Canadian Space Strategy, the CSA has a role in fostering all three S&T advantages through its Program Activities:

  • Earth Observation (EO): To develop and operationalize the use of space based Earth Observation for the benefit of Canadians. In doing so, maintain and expand Canada's leadership in EO science and technology;
  • Space Science and Exploration (SE): To better understand the Solar System and the Universe; expand our knowledge on the constituent elements and origins of life; and strengthen a human presence in space. In doing so, sustain and increase Canada's contribution to humankind's scientific knowledge and advance supporting technologies;
  • Satellite Communications (SC): To provide all Canadians with the means to participate and fully benefit from the global information age. In doing so, uphold Canada's status as a world leader in Satellite Communications;
  • Generic Technological Activities (GTA): To provide leadership, coordination or support to EO, SE and SC programs through technological activities that are generic in their nature. In doing so, devise new space related applications and allow the transfer of intellectual property and proven technologies to Canadian industry, academia, and government organizations.
  • Awareness and Learning (AL): To further public understanding and engagement with regards to space related issues. In doing so, improve the scientific literacy of Canadians.

While pursuing its Program Activity objectives, the CSA will finalize a strategic review of its program priorities in light of the S&T Strategy principles and the priority ranking framework of its Long Term Investment Plan.

To learn more about the Canadian Science and Technology Strategy, go to:

2- The Canadian Space Strategy

In keeping with its objective to be an open and transparent organization, the Canadian Space Strategy was developed in full consultation with Government of Canada organizations and Canadian stakeholders. It is the framework that guides all Canadian Space Agency programs and planning, and provides our stakeholders and partners with insight on Canada's strategic directions. The Canadian Space Strategy, though it preceded the S&T Strategy, embraces its principles of world-class excellence, a similar set of priorities and innovative national partnerships. The CSA implements the Canadian Space Strategy priorities through the following five CSS Building Blocks:

  1. A strong science capacity.
  2. A proficient technology base.
  3. Dynamic space industry expanded markets.
  4. National and international partnerships.
  5. Qualified test and operations infrastructures.

1) Strong Science Capacity

Canada must possess the critical mass of intellectual capital to create and use knowledge. The increasing importance of space in our lives makes it imperative for our country to have a strong space science community capable of generating knowledge within our own borders, and be able to share and exchange knowledge with our international partners. In terms of concrete action, the plan for the CSA to contribute to a strong science capacity, consists of:

  • encouraging the entry and emergence of new space science researchers in Canada, particularly through small, short-term projects;
  • continuing to support researchers with the proven potential to become world leaders in their fields; and,
  • stabilizing long-term support to a critical mass of the best research teams, particularly those in fields identified as Canadian priorities.

CSA partners in these actions are government granting councils (Natural Sciences and Engineering Research Council of Canada and the Canadian Institutes for Health Research), and other funding agencies such as the National Research Council Canada, and Industry Canada. Presently, the CSA works very closely with Canada's space R&D industry and with scientists in over 30 Canadian universities and 12 research centres.

2) Proficient Technology Base

Canada must have a core technology base to meet its unique requirements, as well as skills and capabilities to make it an appealing partner for other countries. Our technology base must take into consideration the niche sectors where Canada has established and intends to maintain world leadership, but must also be dynamic and innovative to evolve with the changing nature of our national needs and objectives in space, as influenced by national and international environments. Through a series of consultations, the Canadian Space Agency has developed a technology plan to guide the development of new technologies and define the key priority areas Canada should invest in. The Canadian Space Agency will promote and stimulate co-operation and complementary research among academic, industry, and government organizations when it supports government policy decisions coupled with the development of new technologies and products in Canadian industry.

To learn more about the Technology Plan, go to:

3) Dynamic Space Industry and Expanded Markets

The CSA recognizes that Canada's space industry must be sufficiently large and diverse to meet our needs and goals in space. Canada's space industry must also maintain the high calibre of products and services it has demonstrated to date. However, given that the Canadian market is relatively small, it is critical that the industry be able to leverage foreign investments and generate export sales in order to remain sustainable. Capitalizing on export revenue depends on industry's ability to commercialize highly competitive products and services, as well as the Government of Canada's ability to preserve open trade relations with its closest international partners. In order to help the industry meet and succeed in these challenges, the CSA aligns its programs and actions to support technology and application R&D as well as innovation in industry in order to build synergies that will bolster Canadian industry's competitiveness and market development efforts.

To learn more about Canadian space-related organizations, go to the Canadian Space Directory:

4) National and International Partnerships

Co-operation between scientists in government and academia; co-ordination between industry and the CSA to establish the most relevant technology base; and the alignment between R&D, hardware manufacturers and service providers, are among the many partnerships that must exist in Canada to ensure that we continue to have a dynamic national space program. Given the potential of space to provide applications directly related to the public good, one of the CSA's most important objectives is to accelerate the pace and depth at which Government of Canada departments and agencies use space science, technology and applications to help fulfill their mandates. To this end, the CSA's plan consists of:

  • identifying new and existing government department needs and requirements in which space can make a positive contribution;
  • developing the means to satisfy these needs in co-operation with Canadian industry and the academic community; and,
  • harmonizing its investments and activities with those of client departments, academia, and industry as part of an integrated and user-oriented approach.

The CSA is creating partnerships related to the S&T Strategy areas of strength and opportunity by fostering the use of a wide range of space technologies by other government organizations, such as:

Satellite Communications: Industry Canada and Indian and Northern Affairs Canada

Environment: Environment Canada, Parks Canada, and the Canadian International Development Agency.

Resource Management: Natural Resources Canada, Fisheries and Oceans, and Agriculture and Agri-Food Canada

Security and Sovereignty: Department of National Defence, the Canadian Coast Guard, and Public Safety and Emergency Preparedness Canada

Science: National Research Council of Canada, Natural Sciences and Engineering Research Council, Canadian Institutes of Health Research, Health Canada, Environment Canada, Natural Resources Canada, and Department of National Defence.

International co-operation complements our domestic capabilities and strengthen relationships between Canada and foreign governments, scientists, and private sector organizations. The CSA will continue its efforts to strengthen strategic international partnerships of interest to Canada, and ensure that our national expertise, products and services make Canada a partner of choice for other nations and private entities. Canada co-operates with a number of international partners and has ties to various space agencies. Although the United States National Aeronautics and Space Administration (NASA) and the European Space Agency (ESA) remain Canada's longstanding international partners, we are developing increasingly productive relationships with space organizations in India, Sweden, Norway, Germany, Russia, Argentina, Italy, Japan, and China.

To learn more about Canada's international partners, go to:

5) Qualified Test and Operations Infrastructures

The David Florida Laboratory (DFL) provides world-class and cost-effective environmental space qualification services for the assembly, integration and testing of spacecraft systems and sub-systems to all of the Canadian Space Agency's programs. In order to maintain an appropriate level of space infrastructure, the CSA will encourage private-public partnerships to maximize the efficient utilization of the DFL facilities and equipment based in Canada, as well as increase their access to our international partners provided that Canadian interests and requirements are protected.

Access to other infrastructures is secured through international partnerships. For example, the CSA fulfills its responsibilities to the International Space Station (ISS) partnership through the provision of operational, training, logistical, support, and engineering services on the ISS Mobile Servicing System (MSS) and supporting hardware and software. This involvement provides access to a unique space laboratory for Canadian researchers and specialist astronauts, and ensures that Canada remains a partner of choice for future international endeavours.

To learn more about the David Florida Laboratory and the International Space Station, go to: and,

3- Results-Based Management: Integrating Results, Responsibilities, and Resources

In line with the enhanced accountability principle outlined in the S&T Strategy, the illustration below depicts how all PAA levels are linked and contribute ultimately to the CSA strategic outcome through a logical chain of results. Each PAA level is managed with traceable results, responsibilities, and resource information according to a planning and performance measurement timetable. Financial and performance information as well as management accountability are linked in corporate planning and reporting documents.

Integration of the Three "Rs" - Results-Responsibilities-Resources

PAA Levels   Results Responsibilities Resources
Strategic Outcome
10 years
  Strategic Result President-Executive Committee 10-year plan
Program Activities
>= 5 years
  Final Results Executive Committee 10-year plan
Program Sub-Activities
>= 3 years
  Intermediate Results Executive Committee Annual Reference Level Update (ARLU)
Program Sub-Sub-Activities
3 years
  Immediate Results Directors General ARLU
1 year
  Inputs-Outputs Managers Main Estimates

In 2007-2008, the CSA completed its performance management framework for all levels of the PAA by developing Program Activity logic models from immediate results up to the strategic outcome. This exercise was based on the review of the CSA's three-year track record of PAA based performance measurement. In 2008-2009, the CSA will begin the implementation of a corporate results-based measurement strategy in order to fully deploy the performance management framework.

4- Integrated Corporate Human Resources Management

In June 2007, the CSA approved an Integrated Corporate Human Resources Plan to guide its human resources decisions over the next three years. This plan aims at ensuring that individuals with the appropriate competencies, knowledge and experience occupy appropriate positions in order to enable the CSA to achieve its objectives. An integrated HR plan helps create an attractive and diversified work environment in order to maintain a skilled and motivated workforce.

A workforce analysis demonstrates that CSA's workforce attained a degree of stability in 2005-2006 with a growth rate of 4.4% and a turnover rate of 3.2%. The workforce distribution by age showed that the average age of employees at the CSA is 42 years compared to 45 years in the federal public service. The analysis also revealed that 60% of the CSA's workforce has less than 10 years of service in the federal public service making the majority of CSA's workforce ineligible for retirement.

The Integrated Corporate Human Resources Plan identified strategies to address the following challenges:

  • Organizational needs and recruitment;
  • Management capacity;
  • Competency-based management and succession development; and,
  • Workplace well-being

5- Corporate Risk Management

In accordance with its commitment to integrate risk management into all decision-making processes, the CSA carries out a yearly process of corporate risk identification and assessment. The CSA will mitigate the four corporate risks of highest priority, namely in the areas of Values and Ethics, Workforce Competencies, Function/Process Integration, and Trust in CSA Governance. Furthermore, the CSA has implemented a sound project management capacity compliant with the Treasury Board project approval policy suite, which includes a project management governance structure and a risk management framework.

Priorities of the Canadian Space Agency under the Canadian Space Strategy

The CSA manages its programs according to the Canadian Space Strategy. The strategy is instrumental in decision-making at the CSA as it streamlines its strategic outcome and sets the long-term priorities for each of the four CSS thrust-related Program Activities and two supporting Program Activities. The release in 2007 of the Government's science and technology strategy
Mobilizing Science and Technology to Canada's Advantage – brings additional guidance in the assessment of the many initiatives that are under way or are being considered to meet these priorities.

Program Activity: Space Based Earth Observation (EO)

Priority: Develop and operationalize the use of space based Earth observation for the benefit of Canadians.

Expected Result Planned Spending
($ in millions)
2008-2009 2009-2010 2010-2011
The benefits of activities of Earth Observation from space serve Canadians users in the areas of the:
  • environment;
  • resource and land use management, and,
  • security and sovereignty.
129.2 126.1 128.4

Main Initiatives for Space Based Earth Observation (EO)

Innovative space based Earth observation technologies are increasingly useful to Canada, which is internationally recognized for its advanced capabilities. For example, space based Earth observation enables monitoring of the environment with unparalleled coverage and scope, enhancing our forecasting capabilities and our understanding of environmental systems. Atmospheric science improves modeling of the atmosphere for weather prediction and analysis of the Earth's climate and its changes. Earth observation data are used for sustainable management and development of natural resources, land use, fisheries and agriculture. It is also critical to security and sovereignty, offering cost-effective, wide-area surveillance of land and maritime environments that are difficult to access, such as the Northwest Passage.

Ongoing Initiatives

Canada has been at the forefront of Earth observation data development, management, and exploitation since the early 1970s. It has become a world leader in synthetic aperture radar (SAR) data collection, operations, and services with RADARSAT-1, and continues with the launch of RADARSAT-2 in December 2007. Canada's RADARSAT-2 will provide substantially enhanced data products and services, as well as contribute to C-band SAR data continuity. Among Canada's many government users expected to benefit from its data are Environment Canada, Fisheries and Oceans Canada, the Canadian Ice Service, Natural Resources Canada, the Department of National Defence, and the provinces and territories.

In the coming years the CSA's Earth observation focus will mainly be on RADARSAT-2 operations, the design of a constellation of next-generation radar satellites, and continuing leadership in innovative atmospheric instrumentation, and associated data analysis and modeling. The CSA will also continue its involvement in the European Space Agency's Earth observation programs and projects, and pursue the development of an instrument related to stratospheric wind studies through the SWIFT project.

Emerging Initiatives

Among emerging priorities, the CSA will evaluate the merits of the Polar Communications and Weather (PCW) mission, which is planned to provide unique temporal data with high spatial resolution over the whole northern circumpolar area. The data generated by SWIFT and PCW is expected to lead to significant advances in weather and climate prediction models and accuracy of operational weather prediction in the North, over North America, and globally, representing the first opportunity for Canada to contribute space-derived weather data to the international meteorological community.

Program Activity: Space Science and Exploration (SE)

Priority: Understand the solar system and the universe, expand our knowledge on the constituent elements and origins of life, and strengthen a human presence in space.

Expected Result Planned Spending
($ in millions)
2008-2009 2009-2010 2010-2011
Participation in Canadian and international missions expands the scientific knowledge base made available to Canadian academia and R&D communities in the areas of astronomy, space exploration and solar-terrestrial relations, as well as in physics and life sciences. 115.4 93.3 79.6

Main Initiatives for Space Science and Exploration (SE)

The CSA helps the scientific community to answer fundamental applied science questions of importance to Canadians and ensure dynamic space science research activities in Canada.

Ongoing Initiatives

Space Science and Exploration activities are grouped under Space Astronomy, Solar System, Solar-Terrestrial Relations, and Physical and Life Sciences in space.

Space Astronomy, Solar System and Solar-Terrestrial Relations
Over the next three years, a series of space astronomy missions contribute to a better understanding of the early universe and the internal structure of Sun-like stars. In parallel, the CSA is developing a key component of the James Webb Space Telescope planned for launch in 2013, as well as, contributions to two European Space Agency space astronomy missions - Herschel and Planck. The CSA will also be providing the ultraviolet detectors for the telescope UVIT to the Indian Space Research Organization (ISRO) for the ASTROSAT mission.

As for planetary exploration, the Canadian space science and exploration community will continue to work on the development of the Alpha Particle X-Ray Spectrometer (APXS), a key opportunity in international collaborative planetary exploration. The CSA has initiated the Near Earth Orbit Surveillance Satellite (NEOSSat) project, a micro-satellite to survey and track near-earth asteroids, comets, and satellites. This project will include a design for a multi-mission micro-satellite bus to support more frequent and affordable Canadian science and technology missions in the future.

Canadian scientists are leading a number of solar-terrestrial research projects on upcoming Canadian and international space missions such as e-POP (Canada's enhanced polar outflow probe), THEMIS (NASA), and Swarm (ESA) related to the study of the Earth's magnetic field. These will improve our understanding of the physics of the Sun, the heliosphere, solar storms, and the violent changes in the Earth's magnetosphere and ionosphere that can have dramatic impacts on satellites, communications, navigation, and human space flight. In addition, the CSA is considering a new the Canadian-led mission called ORBITALS to study the Earth's outer radiation belts, as well as a contribution to a the Chinese-led mission Ravens/KuaFu.

Physical and Life Sciences
Canadian scientists have been using Canada's allocation on the International Space Station and other vehicles to carry out basic and applied research in microgravity on fluid physics, human physiology, and materials processing. The CSA will continue the analysis of the enhanced Osteoporosis Experiments in Orbit (eOSTEO) that was successfully completed in September 2007.

With a trained and versatile astronaut corps, the CSA continues to develop and maintain human space flight expertise for the space science and human exploration programs. Canadian astronauts will perform science experiments on behalf of Canadian and international research communities and continue to participate in the assembly and maintenance of the International Space Station.

Canada's participation in the International Space Station (ISS) and its contribution of the Mobile Servicing System including Canadarm2 and Dextre to one of the most ambitious engineering project ever undertaken by mankind clearly demonstrates Canada's leadership in space robotics. The CSA will maintain its international commitment and fulfill its responsibilities to the ISS partnership through the provision of operational, training, logistical, support, and engineering services for the Mobile Servicing System (MSS) and supporting hardware and software.

Emerging Initiatives

The CSA selects, develops, and integrates initiatives that offer the most potential for socio-economic benefits for Canadians. The best ideas arising from scientific imperatives are strategically integrated with the technological capacity located within Canadian industry.

In planetary exploration, participation in the international Global Exploration Strategy (GES) remains the focus. With completion in 2007 of this key international framework document, Canada will be in a position to propose its own subset of activities in relation to the international exploration roadmap. Moon exploration is currently the main focus of our international partners. Under consideration are science-driven missions coupled with technological contributions to the surface of the moon that will also provide tangible benefits to Canadians on Earth in areas such as energy and the environment. Promising technology avenues for Canada such as surface mobility could be considered for future contributions to the international space exploration infrastructure.

Program Activity: Satellite Communications (SC)

Priority: Provide all Canadians with the means to participate in and fully benefit from the global information age.

Expected Result Planned Spending
($ in millions)
2008-2009 2009-2010 2010-2011
The systems and applications developed satisfy the needs of Canadians and of the Canadian government that are not being met by existing commercial systems and applications. 26.7 18.7 14.5

Main Initiatives for Satellite Communications (SC)

Satellite technologies have dramatically changed the world of communications. By offering instantaneous global access and global broadcasting, these technologies have begun to erase the notion of distance, bringing remote regions into a global village and enabling new business models based on broadband services, enhanced personal communications, global navigation, and positioning and localization services. Satellite Communications increase the connectivity of Canadian communities, support federal government departments in the delivery of programs and services.

Ongoing Initiatives

With the launch of Anik F2 in 2004, Canada's rural and remote areas are closer than ever to benefiting from services using broadband (Ka-band) capabilities. A range of non-commercial services is supported, including e-government, e-learning, tele-justice, tele-education, and tele-medicine services in psychiatry, radiology, surgery, and consultation. Specialists in main centres can use high-definition, real-time links. This reduces the cost of travel and improves accessibility and the quality of services for Canadians.

Putting into operation and increasing usage of the Ka-band Capacity Credit that the Government of Canada offers is one of the main areas of focus. Another is finalizing the development of Cascade, an experimental high-speed, high-capacity space messaging payload that is of interest to resource exploration firms, industry, and remote research communities.

Canada is also taking part in preparations for Europe's navigation satellite program, Galileo. Canadian industry has a role in construction of the infrastructure required to validate the feasibility of Galileo. The European Space Agency's ARTES program will be used to advance and demonstrate new telecommunications products and services developed by Canadian and European space industry partnerships.

Emerging Initiatives

The CSA will investigate how to increase communications capabilities available in northern Canada. Improved satellite communications will better serve the needs of our northern communities and support Canada's security and sovereignty. Various concepts to provide full-time coverage over Canada up to the North Pole will be studied in support of the Arctic priorities recently identified by the Government of Canada.

Program Activity: Generic Technological Activities (GTA) in support of EO, SE, and SC

Priority: Provide leadership, co-ordination or support to Earth Observation (EO), space science and exploration (SE), and satellite communications (SC) Program Activities through activities that are generic.

Expected Result Planned Spending
($ in millions)
2008-2009 2009-2010 2010-2011
Canada's industrial technological capabilities can meet the needs of future space missions and activities. 48.3 61.4 60.9

Main Initiatives for Generic Technological Activities (GTA) in support of EO, SE and SC

Generic Technological Activities support the three science and technology program activities by:

  • Developing high-risk technologies with industry, academia, and not-for-profit organizations.
  • Maintaining in-house technical capabilities for advanced R&D projects relevant to Canadian Space Agency programs.
  • Providing world-class, cost-effective environmental space qualification testing and services.

Ongoing Initiatives

Priority technologies are defined in consultation with industry and other stakeholders. The new technology plan will provide roadmaps and a multi-year implementation plan to guide and prioritize CSA's technology programs.

The Space Technology Development Program enhances Canada's support for national and international space missions or activities of Canadian interest. Each year, requests for proposals are issued and new technology development contracts are awarded to industry.

The transfer and commercialization of space technologies and their applications to other sectors of the economy enhances Canada's industrial competitiveness. This is achieved by managing the CSA portfolio of patents and intellectual property licenses, as well as by conducting commercialization assessments.

The David Florida Laboratory continues to support space mission development by carrying out world-class and cost-effective environmental space-qualification services for the assembly, integration, and testing of spacecraft systems. In addition to providing test services for CSA's space programs, services will continue to be provided to other national and international clients.

Program Activity: Space Awareness and Learning (AL)

Priority: Further public understanding and engagement with regards to space-related issues, ultimately leading to improving the scientific literacy of Canadians.

Expected Result Planned Spending
($ in millions)
2008-2009 2009-2010 2010-2011
Targeted level of awareness of Canadians towards space is reached. 7.9 8.9 8.8

Main Initiatives for Space Awareness and Learning (AL)

The Government of Canada is committed to building a 21st century economy through its Science and Technology Strategy. If Canada is to meet the challenge posed by a global economy, Canadians must be encouraged to pursue careers and develop skills in science and technology, as innovation is crucial to success. We must encourage science and technology literacy today, particularly among our youth if we are to influence their choice of science and technology careers in the future.

The CSA is working with a growing number of partners to enhance public understanding and engagement, especially among youth and their families, through a range of learning and awareness initiatives.

Ongoing Initiatives

The Learning Program is reaching out to a greater number of partners and has forged solid relationships with other government departments, science centres and museums, youth and science associations, the private sector, and the education community across Canada.

To ensure Canada's capacity to conduct breakthrough science and maintain its leadership in technological innovation, we must also be able to attract, develop, and retain highly qualified personnel in science and engineering, including fields related to space.

Canadians' interest in science and technology must also be engaged by sharing our discoveries and breakthroughs in meaningful ways that communicate their positive impact on the daily lives of Canadians. Activities supporting this priority include media relations and information services, exhibitions and creative services, and awareness events with astronauts, scientists, and engineers.

Program Activity: Internal Services

Priority: Implement the government's commitment to modern public service in accordance with the Management Accountability Framework's (MAF) expectations.

Expected Result Planned Spending
($ in millions)
2008-2009 2009-2010 2010-2011
1. Internal Services provide an added value to CSA managers in the performance of their duties.

2. Key corporate risks are addressed and mitigated.

40.6 39.9 39.9

Main Initiatives for Internal Services

The Internal Services Program Activity covers the following sub-activities: Management and Oversight, Human Resources Management, Financial Management, Supply Chain Management, Facilities and Asset Management, Information Management, Information Technology, Public Affairs and Communications, Program Evaluation, Internal Audit, and Legal Services.

During the planning horizon of this Report on Plans and Priorities (RPP), the CSA will continue to improve its management practices in accordance with the Management Accountability Framework (MAF). Special attention will be given to the implementation of the Policy on the Management of Resources and Results Structure (MRRS), the Public Service Modernization Act and the integration of sound risk management practices into all decision-making processes.

1.7 Voted and Statutory Items

Vote or
Statutory Item
Truncated Vote or Statutory Wording 2008-2009
Main Estimates

($ in millions)
Main Estimates
($ in millions)
25 Operating expenditurest 193.1 185.5
30 Capital expenditures 118.1 119.0
35 Grants and contributions 46.4 52.6
(S) Contributions to employee benefit plans 10.6 11.1
  Total Agency 368.2 368.2

1.8 Departmental Planned Spending and Full-Time Equivalents (FTEs)

Forecast Spending Planned Spending Planned Spending Planned Spending
($ in millions) 2007-2008 2008-2009 2009-2010 2010-2011
Space Based Earth Observation 126.6 145.2 142.4 146.7
Space Science and Exploration 153.7 129.8 105.4 90.1
Satellite Communications 27.9 30.0 21.1 16.4
Space Awareness and Learning 7.2 8.9 10.1 10.0
Generic Technological Activities 52.7 54.3 69.3 69.0
Budgetary Main Estimates (gross) 1 368.2 368.2 348.3 332.2
Non-Budgetary Main Estimates (gross)
Less: Respendable revenue
Total Main Estimates 368.2 368.2 348.3 332.2
Adjustments 2:
Supplementary Estimates
  Operating carry forward 9.7
  Collective agreements compensation 0.4
  Incremental funding to build-up the Audit capacity 0.2
  Incremental funding to build-up the Evaluation capacity 0.2
  Transfer to Industry Canada (IC) for the RADARSAT-2 project Vote 1 3 (3.0)
  Transfer from Atlantic Canada Opportunities Agency (ACOA) – in support of ACOA/CSA joint Life & Physical Sciences Initiative 0.2
  Reinvestment of royalties from the sale of RADARSAT-1 data 4.0 4.1 4.1 4.1
  Capital carry forward (2006-2007 to 2007-2008) 1.0
  Capital carry forward (2007-2008 to 2008-2009) (0.3) 0.3
  Reprofiling of funds (57.7)
Total adjustments (45.4) 4.4 4.1 4.1
Total Planned Spending 322.8 372.6 352.4 336.3
Less: Non-Respendable revenue 6.9 2.5 2.0 1.7
Plus: Cost of services received without charge 4.4 5.3 5.3 5.4
Total Department Spending 320.3 375.4 355.7 339.9
Full-Time Equivalents 619.4 724.0 722.0 721.7

Note: Due to rounding, decimals may not add up to totals shown.
1. The Program Activities shown in this table include amounts for Internal Services.
2. Adjustments are to accommodate approvals obtained since the Main Estimates and include Budget Initiatives, Supplementary Estimates, etc.
3. Original transfer from IC to CSA through 2007-08 ARLU for the RADARSAT-2 project that was not approved by TBS who instructed CSA to return the funds.