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Minister's Message

As Canada's economy shows continued signs of growth following the global recession, the Harper government has a clear vision for Canada. We remain focused on creating jobs and economic growth in all regions of Canada. We remain committed to fighting protectionism, the number one impediment to global economic recovery. And we will continue to support science and technology as it drives innovation to improve quality of life for Canadians.

In the coming year, Industry Canada and its portfolio partners will seize the opportunities of the evolving global economy. We will set the conditions for industrial success by improving the policy we put in place, making strategic investments and supporting business-focused programs and services. We are working to remove impediments to competition and to create the best climate for international investment. Industry Canada will lead efforts in developing major policy initiatives to support Canada's digital economy and shape a whole-of-government strategy for federal tourism activities. The Department will also improve the cost-effectiveness and efficiency of its own operations, and work with recovering industries and sectors to help assure a solid and prosperous future.

In 2011-2012 the Canadian Space Agency will pursue the development of leading-edge technologies such as the RADARSAT Constellation, a fleet of earth observation remote-sensing satellites. The critical images of these satellites support the operational needs of many government departments and agencies, especially in the Arctic region. The RADARSAT Constellation will also extend the 15-year archive of RADARSAT images, a rich source of geophysical information about Canada and the world. These images are of key interest to government and university researchers, scientists and policy makers.

And, as always, I will work with the Industry portfolio partners, the private sector and other governments to create the fundamentals for a strong and competitive economy.

It is my pleasure to present this year's Report on Plans and Priorities for the Canadian Space Agency.

Christian Paradis
Minister of Industry and Minister of State (Agriculture)

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President's Message

Over nearly fifty years, Canada has leveraged its expertise and innovation through the development and application of specialized space technology, fully focused to serve the evolving priorities of Government and the needs of Canadians. These space-based assets have formed the backbone, an invisible infrastructure that is at the very heart of innovation, building knowledge through the pursuit of our scientific interests, while contributing to securing markets in the global knowledge-based economy for our world-class technologies, applications and services.

Through the active development, deployment and operation of niche space technologies and applications, the Canadian Space Agency actively supports the Government with advanced data and information supporting our understanding and management of interconnected and vulnerable eco-systems, weather forecasting, safe navigation in ice-infested waters, sustainable development of our natural resources in the north, as well as, contributing to Canada's efforts to assure the safety, sovereignty, and security of its vast landmass and coastal approaches.

The commitment of the Government with fresh investments are sustaining Canada's global lead in the design of advanced space robotics, spurring the creation of landers, rovers and other technologies that will position our nation to play a credible and valued role in future international space exploration missions. At the same time, the Agency is addressing the need for enhanced surveillance of our nation's vast resources, especially the Arctic, with the construction of a three-satellite Radarsat Constellation that will be dedicated to serving Government priorities.

Over the past two years, the Agency has actively consulted with senior executives of government departments, academia and industry and heads of space agencies in order to formulate a strategic and integrated vision that will focus Canada's Space Program well into the future. In order to give full force to this strategic direction, the Agency has reformulated its Program Activity Architecture and reorganized its business lines to achieve the following objectives:

• Align the Canadian Space Agency's programs and activities to support the key priorities of the Government and the Science and Technology Strategy.
• Increase service and expand the use of space data and information by government departments and agencies to respond to the needs of Canadians.
• Expand Canadian space expertise and enhance synergy between government, academia and industry partners.
• Foster operational excellence and effectiveness by promoting a consistent vision and direction on programs and projects throughout their life cycle.
• Strengthen the Canadian Space Agency to position Canada as a key player in future space exploration missions.

In the ongoing pursuit of our mandate, we present the Canadian Space Agency's Report on Plans and Priorities outlining our key initiatives, priorities and expected outcomes for the upcoming years.

Steve MacLean
President

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Section 1: Overview

1.1 Raison d'Être and Responsibilities

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

The CSA is achieving this mandate in cooperation 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 coordinating all federal civil space-related policies and programs pertaining to science and technology research, industrial development, and international cooperation.

To learn more about the mandate of the Canadian Space Agency, go to:
http://www.asc-csa.gc.ca/eng/about/mission.asp

The Canadian Space Strategy (CSS) approved by the Government of Canada in February 2005 guides the Canadian Space Agency in the management of its programs. The Strategy is instrumental in focusing decision-making at the CSA and aligning all space-related program activities through its strategic outcome.

To learn more about the Canadian Space Strategy, go to:
http://www.asc-csa.gc.ca/eng/publications/default.asp#strategy

The release in 2007 of the Government's Science and Technology Strategy – Mobilizing Science and Technology to Canada's Advantage – provides the CSA with a solid framework with which to prioritise CSA programs and initiatives to "make Canada a world leader in science and technology and a key source of entrepreneurial innovation and creativity".

To learn more about the Canada's Science and Technology Strategy, go to:
http://www.ic.gc.ca/epic/site/ic1.nsf/en/h_00231e.html

CSA Organizational Structure

Reporting to the Minister of Industry, the Canadian Space Agency's Executive Officer is the President, assisted by the following executives: Vice-President, four Directors General (Space Utilization, Space Exploration, Space Science and Technology, Corporate Services) as well as the Chief Financial Officer and the Chief Human Resources Officer.

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1.2 Strategic Outcome and Program Activity Architecture

Description of Program Activities and Sub-Activities

The full description of Program Activities and Sub-Activities taken from the Main Estimates is available online at:
http://www.tbs-sct.gc.ca/est-pre/estime.asp

• 1.1. Space Data, Information and Services: This Program Activity includes the provision of space-based solutions (data, information and services) and the expansion of their utilization. It also serves to install and run ground infrastructure that processes the data and operates satellites.
  
  
  • 1.1.1. Earth Orbit Satellite Missions and Technology: This Sub-Activity (SA) is necessary because Other Government Departments (OGDs) use satellite-generated data, information and services to deliver their mandate; and so do academia to perform their research.
  • 1.1.2. Ground Infrastructure: This SA is necessary to operate satellites as well as to process and make available space-based data received by the Canadian Space Agency to assist OGDs in delivering their mandate.
  • 1.1.3. Space Data, Imagery and Services Utilization Development: This SA is necessary to foster the development of a Canadian value-added industry that turns space data and information into readily useable products, as well as to increase the ability of OGDs to use space-based solutions (data, information and services) for the delivery of their mandate and to increase the ability of academia to perform their research.
  
  
• 1.2. Space Exploration:This Program Activity provides valuable Canadian science, signature technologies and qualified astronauts to international space exploration endeavours.
  
  
  • 1.2.1. International Space Station (ISS): This SA is necessary to generate specific understanding and technological advances to prepare for the challenges of space exploration and for terrestrial benefits. This SA provides Canadian industry and academia privileged access to the ISS.
  • 1.2.2. Exploration Missions and Technology: This SA is necessary as it contributes valued Canadian signature technologies to international space exploration endeavours and generates a better understanding of the universe, the solar system and our home planet.
  • 1.2.3. Human Space Missions and Support: This SA is necessary to generate specialized knowledge in fields that sustain human space flights, such as life sciences and space medicine.
  
  
• 1.3. Future Canadian Space Capacity: This Program Activity attracts, sustains and enhances the nation's critical mass of Canadian space specialists, fosters Canadian space innovation and know-how, and preserves the nation's space-related facilities capability. In doing so, it encourages private-public collaboration that requires a concerted approach to future space missions.
  
  
  • 1.3.1. Space Expertise and Proficiency: This SA is necessary to create and sustain a pool of space expertise and proficiency that will form the next generation of space professionals and workers, continuously able to provide solutions for future Canadian space endeavours.
  • 1.3.2. Space Innovation and Market Access: This SA is necessary to foster entrepreneurship that enhances Canadian industry's international positioning on commercial and government markets.
  • 1.3.3. Qualifying and Testing Services: This SA is necessary to ensure hat mission-assigned technology and entire systems can safely and reliably meet the rigors of space and to demonstrate the suitability and effectiveness of new Canadian space technology for providing valuable contributions to space missions.
  
  
• 1.4. Internal Services:This program activity is necessary to implement the government's commitment to modern public service management. It directly supports the Management Accountability Framework (MAF). Internal Services include only those activities and resources that apply across an organization in the areas of:
  
  
  • 1.4.1. Governance and Management Support which includes Management and Oversight Services, Communications Services and Legal Services;
  • 1.4.2. Resource Management Services which includes Human Resources Management Services, Financial Management Services, Information Management Services, and Information Technology Services.
  • 1.4.3. Asset Management Services which includes Real Property Services, Material Services and Acquisition Services.
  
  

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1.3 PAA Crosswalk

Following a vast consultation of senior executives of other government departments, academia and industry stakeholders and heads of space agencies, the Canadian Space Agency formulated cohesive strategies focused on the current and future priorities of Canada and Canadians. This led to a restructuring and the overhaul of the Program Activity Architecture that will be effective on April 1st, 2011. The crosswalk from the former PAA to the new PAA is described in the table below.

PAA 2010-2011		PAA 2011-2012
Program Activities	Financial Resources ($ in millions)	Program Activities	Financial Resources ($ in millions)
Space Based Earth Observation (EO)	78.8	SPACE DATA INFORMATION AND SERVICES	98.0
Space Science and Exploration (SE)	5.9
Satellite Communications (SC)	11.4
Generic Technological Activities (GTA) in support of EO, SE and SC	1.9
Space Science and Exploration (SE)	161.1	SPACE EXPLORATION	166.3
Generic Technological Activities (GTA) in support of EO, SE and SC	5.2
Space Based Earth Observation (EO)	9.8	FUTURE CANADIAN SPACE CAPACITY	76.6
Space Science and Exploration (SE)	17.5
Satellite Communications (SC)	8.3
Space Awareness and Learning (AL)	2.6
Generic Technological Activities (GTA) in support of EO, SE and SC	38.3
Internal Services	42.8	INTERNAL SERVICES	49.8
Space Science and Exploration (SE)	0.9
Space Awareness and Learning (AL)	5.5
Generic Technological Activities (GTA) in support of EO, SE and SC	0.7
TOTAL:	390.8		390.8

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1.4 Planning Summary

($ in millions)

Ressources	2011-2012	2012-2013	2013-2014
Financial	424.6	371.1	317.5
Human (FTEs)	710.2	710.3	710.3

PROGRAM ACTIVITY ALIGNMENT TO GOVERNMENT OF CANADA OUTCOMES

Program Activity ($ in millions)	Forecast Spending 2010-2011	Planned Spending			Government of Canada Outcomes
		2011-2012	2012-2013	2013-2014
Space Data, Information and Services	102.8	136.6	159.6	108.0	Well-managed and efficient government operations
Space Exploration	165.0	152.4	98.5	88.8	An innovative and knowledge-based economy
Future Canadian Space Capacity	67.2	86.1	65.2	72.3	An innovative and knowledge-based economy
Internal Services	51.2	49.4	47.8	48.5	N/A
TOTAL	386.2	424.6	371.1	317.5

Contributions of Program Activities to Government of Canada outcomes are described in Section 2 of the "Analysis of Program Activities by Strategic Outcome - Detailed Information" posted on the Canadian Space Agency's website at:
http://www.asc-csa.gc.ca/asc/eng/resources/publications/default.asp#parliament

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1.5 Contribution of Priorities to the CSA Strategic Outcome

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

Space is important for Canada given its large land mass and extensive remote territories, low population density, long coast lines and resource-based economy. The Government of Canada is increasingly reliant on space to meet key public policy objectives related to sovereignty, security and safety, resources, the environment, the digital economy, and knowledge and innovation in ways not otherwise possible. Space has become a critical infrastructure that underpins Canada's economy and affects the life of every Canadian - a day without space would be a difficult day indeed. Space exploration is one of the instruments of innovation essential in ensuring the prosperity of our country.

An increasing number of countries are now involved in the peaceful development and use of space. Canada is at a crossroads where major projects have been delivered and are now operational, while opportunities to collaborate with international partners in major space missions are growing. Our advanced robotics systems for the International Space Station and the RADARSAT-2 satellite have been completed and deployed. Most of our other existing space assets are beyond their life expectancy and need renewal. Moreover, the generation of Canadian space specialists that have made Canada a space-faring nation will be retiring over the next few years: this is putting our essential and hard won space capacity at risk.

These are the reasons why the Government of Canada has mandated the development of a new space plan for Canada. Spearheaded by the Canadian Space Agency, strategies for the sustained and effective use of space by Canada have been devised with fourteen government departments in collaboration with senior representatives from over forty Canadian firms involved in the space business, twenty major Canadian universities and a host of national space agencies around the world.

The Canadian Space Agency is guided by a vision and strategic directions that, taken together, will provide a framework for the effective use of space by Canada in the future. Our space vision has been conceived for a country where governments, academia, businesses and citizens have timely access to relevant, reliable and high-quality data, knowledge, information and services from a variety of space assets, both domestic and foreign; a country that takes advantage of its favourable northern location to become an international hub for space data reception; a country that uses the challenges of space exploration as a powerful driver for knowledge and innovation; a country that provides exciting business and job opportunities in leading-edge space science and technology sectors; a country that uses space to address its public policy objectives, global challenges and to take its place in the world.

As from April 1st, 2011, the CSA's priorities will be guided by a strategic direction for each of the CSA Program Activities:

• Provide space data, services and information for Canadians;
• Foster knowledge and innovation through space exploration; and,
• Sustain and enhance Canada's space capacity.

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Planned Spending ($ in millions)

2011-2012	2012-2013	2013-2014
136.6	159.6	108.0

Contribution of the Program Activity to the CSA Strategic Outcome

The contributions of this Program Activity to the strategic outcome are expected to result in an expanded use of space data, applications and information by government departments and agencies so that they can better deliver their policy and programs and perform their operational responsibilities effectively. This calls for a strong partnership between the Canadian Space Agency and other government departments and agencies.

The CSA, together with other government departments and agencies, will ensure that the country strategically select, build and operate the space assets and supporting ground infrastructure that Canada needs to address national priorities, perform world-class science in and from space in priority areas and provide high-quality space data, applications and services. Canada will contribute to international space missions whenever it is a cost-effective way to obtain the data needed to meet its priorities and strengthen its relationship with key international partners. The Canadian space community will be called upon to innovate technically, scientifically, financially, as well as through a broader range of business practices.

Ongoing Operational Priorities

The first operational priority is to further the development of the RADARSAT Constellation in order to provide continuity and enhanced functionalities to the users of RADARSAT-1 and RADARSAT-2 and to help the Government address key priorities: the Arctic, defence, sovereignty, safety and security, resources and the environment. Ground stations located in the Canadian Arctic are required to take full advantage of the RADARSAT Constellation and to receive data from various Canadian and foreign satellites.

A second operational priority is to further study the development of the Polar Communication and Weather (PCW) mission. This key space asset will provide broadband communications services and weather observations in the Canadian Arctic to support the Canadian Forces' operations, and foster social and economic development.

Expected Progress in 2011-2012

• Expanded awareness of and interest in space solutions by government departments and agencies.
• An increase in the volume of space data used by government departments and agencies to deal with peace and security, disaster management, climate observations, weather forecasting and trans-border pollution.

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Planned Spending ($ in millions)

2011-2012	2012-2013	2013-2014
152.4	98.5	88.8

Contribution of the Program Activity to the CSA Strategic Outcome

The contributions of this Program Activity to the strategic outcome are expected to be advances in knowledge, exploration, technologies and expertise, as well as an increased use of this knowledge and know-how both in space and on Earth.

The CSA will ensure that the country remains a key partner in international initiatives involving exploration of our solar system and the conducting of science in space. Canada will strive to make optimal use of its access rights to the International Space Station. International partnerships, a hallmark of the Canadian approach to space exploration, will be a core component in the pursuit of this vision. The successful completion of these endeavours is strongly dependant on international consensus and on decisions by international partners in general and the United States and Europe in particular.

Ongoing Operational Priorities

The first priority is for Canada to continue as an active partner and participant in the International Space Station, operating robotic elements such as Canadarm2 and Dextre, performing scientific experiments and technology demonstrations and having access to flight opportunities for Canadian astronauts.

The second priority is fostering the development of advanced space robotics and mobility systems capable of contributing to international space exploration missions. These advancements have potential to improve how we live, prosper, and develop on our planet.

Expected Progress in 2011-2012

• An optimal use of the International Space Station for scientific research and space technological developments.
• An increase in strategic international cooperation to support the development of technologies in the fields of space robotics, scientific instrumentation, mobility systems and human space flight, all of which contribute to the exploration of the solar system.

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Planned Spending ($ in millions)

2011-2012	2012-2013	2013-2014
86.1	65.2	72.3

Overall Contribution of the Program Activity to the CSA Strategic Outcome

The contributions of this Program Activity to the strategic outcome are expected to be the maintenance of the critical mass of academic, industrial and business expertise needed to address future national needs and priorities in space, as well as an increased pace of discovery, and innovation.

The CSA will leverage the innovation capability of industry by enhancing synergy through partnerships. The means envisioned are the creation of clusters of excellence, the promotion of closer links between universities and industry in priority areas for the purpose of facilitating knowledge and technology transfer, and the development of industrial policies that foster the emergence and continued growth of innovative small and medium-size businesses. Canada will also rely on its collaboration with the European Space Agency to enhance its technology base and improve access to European markets. These achievements call for greater coordination between the CSA and the Granting Councils in order to foster collaboration between Canadian universities working in partnership with the space industry and the government so that we can grow and develop our future space expertise and capacity.

Ongoing Operational Priorities

The first priority is the renewal of our long-standing cooperation agreement with the European Space Agency. This renewal is crucial because access to foreign markets is critical to the development and growth of Canada's space industry.

The second priority is the development and use of sub-orbital platforms (balloons, aircraft and sounding rockets) and small satellites to increase the pace of training and discovery. The use of sub-orbital platforms is a highly cost-effective way to provide space researchers with frequent space missions to hone their skills and produce research results at reasonable cost.

Expected Progress in 2011-2012

• An increase number of partnerships between CSA and academia, industry and governments in priority areas for Canadians.
• Enhanced space technology development programs according to technology roadmaps.
• Secure access to foreign space markets for Canadian industry and academia.

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Planned Spending ($ in millions)

2011-2012	2012-2013	2013-2014
49.4	47.8	48.5

Contribution of the Program Activity to the CSA Strategic Outcome

The contribution of this Program Activity to the strategic outcome is expected to be a better management of programs and services in accordance with the Management Accountability Framework.

New Management Priorities

The first priority is to complete the CSA governance review. A strong governance structure will ensure that stakeholders' priorities are taken into account as early as possible in the planning process. This will be accomplished by defining the roles, responsibilities and interrelationships of government departments with a stake in the space sector, and by providing a framework for the deployment and use of space assets with multiple roles. Equally important will be the strengthening of internal processes contributing to a strong governance of programs and projects.

The second priority is the final development and implementation of the CSA's Five-Year Investment Plan in accordance with TBS policies on investment planning, assets, acquired services, and management of projects. The CSA considers that investment planning will ensure that resources are allocated in a manner that clearly supports program outcomes, responds to government priorities, and achieves affordable, productive and financially sustainable delivery of programs and projects.

Expected Progress in 2011-2012

• Enhanced CSA credibility with central government agencies and the establishment of a collaborative mechanism with government partners.
• Government of Canada's portfolio of space activities is supported by a sound investment plan with an appropriate balance of risk and benefits to Canadians.

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1.6 Risk Analysis

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 space faring nations are increasing their investments in space activities, seeking increased consolidation and the advancement of their space capabilities.

International cooperation is crucial to the implementation of the Canadian Space Strategy. Canada is working in partnership with other space faring nations, particularly through its longstanding relations with the National Aeronautics and Space Administration (NASA) and the European Space Agency (ESA). Through these partnerships, Canada can leverage its resources and maximize its return on investment while 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 weather, space debris and climate change. These issues transcend national borders and promote increased cooperation among nations with common goals. Canada's space infrastructure must not only meet national strategic needs, but must 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 space-faring countries in Asia and South America may offer great potential for future cooperation. Thus, Canada continues to deploy its efforts to gain a foothold in these emerging markets. It is of paramount importance that the Canadian Space Agency continues to work with its stakeholders to ensure the competitiveness of our research and business communities in world markets. Canada's space industry is perceived as internationally competitive. This was confirmed by the results of the 2009 Annual Survey of the Canadian Space Sector. The sector has yearly revenues of $3,025 billion, $1,491 billion of which are derived from exports, representing 49% of the industry's total revenues¹. The main destinations of Canadian exports are:

• The United States remains the largest market accounting for 52.4% (or, $782 million) of the $1,491 billion of total exports;
• Europe is a strong second, accounting for 27.4% (or, $408 million);
• Export revenues from Oceania increased by 8.6% - from $51.2 to $55.6 million;
• Export revenues from South America increased by 22.9% - from $52.1 to $64 million; and,
• Export revenues from Africa decreased by 28.2% - from $10.8 to $7.8 million.

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 businesses. With its highly skilled workforce, our space industry not only generates wealth in our economy, but also provides competitive products and services. 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 and international partnerships.

In 2009, the Satellite Communications sector continued to generate almost 77% of Canada's $3,025 billion in space sector revenues. Moreover, the sector saw a revenue increase of 8.4% (from $2,146 billion to $2,326 billion) during that year. A breakdown of the total $3,025 billion in revenues by sectors of activity reads as follows²:

• Satellite Communications: 76.9% ($2,326 billion);
• Navigation: 8% ($243 million);
• Earth Observation: 8.5% ($258 million);
• Robotics: 3.8% ($114 million);
• Space Science: 2% ($61 million); and,
• Space-related activities in other areas: 0.8% ($24 million).

While small in terms of the number of firms, the Canadian space sector is knowledge-intensive and is at the forefront of research and innovation. Building on the strengths of 7,564 skilled workers, including 3,770 highly qualified personnel, the firms in this sector have acquired world-leading capabilities in niche areas such as Earth observation, space robotics, scientific instruments, telecommunications and navigation satellites.

To learn more about Canadian space-related organizations, go to:
http://www5.asc-csa.gc.ca/eng/industry/csd.asp

Regional Development

To encourage sustainable industrial regional development and to maximize benefits to all Canadians, the CSA uses the following regional distribution objectives as guidelines for its investments in space: 10% in British Columbia; 10% in the Prairies; 35% in Ontario; 35% in Quebec; and, 10% in Atlantic Canada. The data presented in the graph shown below account for all Government space-related funding for the period from April 1988 to March 2010.

Source: CSA Organized Research Information System (ORIS), March 31, 2010.

To learn more about Canadian space-related organizations, go to:
http://www5.asc-csa.gc.ca/eng/industry/csd.asp

Government Context

1- The Canadian Science and Technology Strategy

The objective of the Government S&T Strategy is to "make Canada a world leader in science and technology and a key source of entrepreneurial innovation 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. In 2008-2009, the CSA undertook a Strategic Review to evaluate its programs and ensure that they were aligned with the Government's S&T Strategy. Adjustments made to continue meeting the needs and priorities of Canadians are described in the sections "Areas of improvement" in the "Performance Summary" of the 2009-2010 Departmental Performance Report.

To learn more about Canada's Science and Technology Strategy, go to:
http://www.ic.gc.ca/epic/site/ic1.nsf/en/h_00231e.html

2- Corporate Integrated Planning

As directed by Treasury Board Secretariat the CSA will implement, by April 1st, 2012, the Policy on Investment Planning, Assets and Acquired Services which calls for the development of a multi-year investment plan demonstrating how the CSA will allocate its financial and human resources, and manage the related information and technology, the real property, the infrastructure assets and the acquired services in support of the programs identified in the Program Activity Architecture. The policy also takes into consideration the assessment of organizational project management capacity and the assessment of the risk level and complexity of all projects managed by the CSA.

Several other initiatives will bring the CSA closer to an integrated management of its program activities. These initiatives contribute to the mitigation of priority corporate risks and provide added value to decision-making and accountability processes:

• The development of the CSA's performance measurement capacity to implement the PAA Performance Management Framework in time for the 2011-2012 Departmental Performance Report.
• The implementation of a five-year Evaluation Plan starting in 2011-2012.
• The review of the CSA's external and internal governance structure in time for the planning of fiscal year 2012-2013.
• The review of the CSA Corporate Risk profile in accordance with the TBS Framework for the Management of Risk in time for the planning of fiscal year 2012-2013.
• The development of an integrated planning approach in order to align human, financial and technical resources with the management of program operations for fiscal year 2012-2013.

3- Corporate Risk Management

The CSA completed a review of its corporate risk profile and concluded that the following risks remained a corporate priority.

1. The CSA's capacity to align its strategies, planning, priorities, funding levels, operations and capacity to deliver, and obtain clear understanding and buy-in from managers and staff at all levels. Mitigation actions such as the following will be pursued in 2011-2012:
   • Establish an Acquisitions Strategy and develop a multi-year Acquisition Plan;
   • Develop and approve a CSA Policy on project costs allocation;
   • Establish Cost Estimating and Review Team; and,
   • Reorganize Configuration Management and Information Management.
   
   
2. The CSA's capacity to hire and maintain a qualified workforce required to deliver its mandate within the Government legislative frameworks, policies and rules. Mitigation actions such as the following will be pursued in 2011-2012:
   • Review the Staffing Management Accountability Framework and its monitoring process;
   • Implement the 2010-2013 Human Resources Integrated Plan and annually monitor the progress achieved; and,
   • Implement a corporate action plan addressing the issues arising from the 2008 Public Service Commission Survey.

¹ CSA: State of the Canadian Space Sector 2009; Overall Revenues, Domestic v. Export Revenues
² CSA: State of the Canadian Space Sector 2009

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1.7 Expenditure Profile

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

($ in millions)	Forecast Spending 2010-2011	Planned Spending 2011-2012	Planned Spending 2012-2013	Planned Spending 2013-2014
Space Data, Information and Services	98.0	136.6	159.6	108.0
Space Exploration	166.3	152.4	98.5	88.8
Future Canadian Space Capacity	76.6	86.1	65.2	72.3
Internal Services	49.8	49.4	47.8	48.5
Budgetary Main Estimates (gross)	390.8	424.6	371.1	317.5
Non-Budgetary Main Estimates (gross)	-	-	-	-
Less: Respendable Revenue	-	-	-	-
Total Main Estimates	390.8	424.6	371.1	317.5
Adjustments1: Supplementary Estimates
Budget 2010 Cost Containment Measures	(0.4)
Transfer from National Defence	2.5
Transfer from Transport Canada	0.1
Operating Budget Carry Forward	10.4
Reimbursement of eligible pay list expenditures	0.8
Reinvestment of royalties from the sale of RADARSAT-1 data	0.6
ARLU
Reprofiling of Funds	(18.6)
Total Adjustments	(4.6)
Total Planned Spending	386.2	-	-	-
Full-Time Equivalents	721.4	710.2	710.3	710.3

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1.7.2 Spending Trend

The CSA's annual A-Base budget of $300 million was set in Budget 1999. The difference in the spending trend shown above is mainly attributable to the following factors:

• The cumulative impact of the reprofiling of funds associated with the sound management of high-risk projects and programs (e.g., high technology risks, long term development cycle, uncertainties with work schedules).
  
  
• The incremental funds for the RADARSAT Constellation mission following the Government decision to provide CSA with an additional $111 million over five years (2005-2006 to 2009-2010) to work with the Canadian space industry on developing the next generation of advanced radar remote sensing satellites.
  
  
• In Budget 2009, Canada's Economic Action Plan provided the CSA with $110 million over three years to support the Stimulus initiative for the development of terrestrial prototypes for space robotic vehicles, such as the Mars and Lunar Rovers, and the further development of other technologies and space robotics.
  
  
• In Budget 2010, $397 million was allocated over five years (2010-2011 to 2014-2015) to develop the RADARSAT Constellation mission, $96.2 million of which have received spending authorization from Treasury Board.
  
  

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1.8 Estimates by Vote

For more information on our organizational votes and/or statutory expenditures, please see the 2011-2012 Main Estimates publication. An electronic version of the Main Estimates is available at: http://www.tbs-sct.gc.ca/est-pre/index-eng.asp.

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