Debates of Sept. 19th, 2011

Question No. 86

[Vic Toews, Conservative, Minister of Public Safety]

Mr. Speaker, in response to (a),the 2010 budget operating freeze called for general containment of expenditures through key restricting measures.

One of the key measures impacting Public Safety Canada, PS, is the one calling for increases in wages and salaries resulting from collective agreements negotiated in the period from the 2010-11 to 2012-13 fiscal years, to be funded within the PS’ existing appropriations. As such, no additional funding was provided in 2010-11 to fund the 1.5 per cent increase in annual wages for the federal public administration, and PS is required to reallocate from its existing operating budget to fund these increases. Based on PS’ existing workforce for 2010-11, this measure translates into an increase in our salary expenditures of $845,000, including 17 per cent employee benefits plans, which PS is required to absorb. PS will also be required to fund the cost of economic increases resulting from collective agreements negotiated in 2011-12 and 2012-13 through reallocations from its existing reference levels.

PS has put in place rigorous financial planning and reporting practices that better support timely and informed decisions on the allocation of resources to ensure the efficient and effective management of objectives and priorities. This process has enabled PS to closely monitor the financial situation in 2010-11 and to exercise informed decisions in the reallocation of any departmental flexibility to support operating requirements. This has in turn provided the necessary latitude to realign resources to meet priorities and manage the added cost of negotiated economic increases within PS’ operating budget.

Through its integrated business and human resources plan, PS has been successful in articulating a strategic approach in support of an effective deployment of its resources to support the achievement of priorities and key initiatives. This tool will prove instrumental in guiding the department through its management of expenditure containment measures over the next two fiscal years.

PS has also successfully managed to maintain its use of overtime over the past three years and is currently in the process of evaluating additional control measures to better support the impact of future years’ unfunded wage increases.

In budget 2009, the government announced that spending on travel, hospitality and conferences would be capped at 2008-09 levels for 2009-10 and 2010-11. Budget 2010 reaffirmed the commitment to maintain the cap on spending at the 2008-09 levels of departmental spending in these areas. Through prudent management, PS has successfully reduced its spending on travel, hospitality and conferences over the last two fiscal years. This has resulted in savings of more than $1 million in 2009-10 and further savings of approximately $210,000 in 2010-11.

The Government of Canada introduced a new expenditure management system in 2007 as part of an on-going commitment to better manage government spending. A key pillar of this system is the ongoing assessment of all direct program spending, or strategic reviews. Budget 2010 held this commitment with the intent to maximize savings in future strategic reviews. PS’ contribution in respect of the 2009 round of strategic reviews resulted in total savings of $7.3 million to its 2010-11 reference levels; $1.1 million of which is in operating expenditures. In this respect, PS will achieve more sizeable savings in 2011-12 of $13.4 million to its reference levels, $3.1 million of which are in operating expenditures.

In response to (b), PS’ departure rate for 2010-11 was 14.1 per cent, an improvement from last fiscal year’s 16.6 per cent. For the 2010-11 fiscal year, figures compiled on the nature of terminations show that of the 157 terminations that occurred during this period, 119 employees or over 75 per cent of the departures are attributed to employees that have transferred out of PS to other federal government organisations, with the remaining portion mostly being distributed between retirements, 17 employees or over 10 per cent; and end of specified period,8 term employees or 5 per cent.

In response to (c), no full-time or part-time employees were laid off in 2010-11 as a result of the impacts of the 2010 operating budget freeze measures.

In response to (d), during 2010-11, 117 full-time employees and three part-time employees were hired.

In response to (e), the projected departures rates for the next five years can only be estimated based on past trends of departures. On the basis of the calculated yearly average rate of departures over the three fiscal years, including PS’ estimated rate for this year, the average departure rate for PS is estimated to be around 15 per cent over the next five fiscal years. Based on the same methodology of calculation, 81 per cent of the departure rate is forecasted to be attributable to employees transferring out of PS, while 11 per cent will likely be linked to retirements. The future years’ impact of the 2010 budget operating freeze has not been factored in this extrapolation and could impact the future years’ forecasted departure rate.

Question No. 87

[Justin Trudeau, Liberal, Papineau, QC]

With regard to the operating budget freeze at the Canadian International Development Agency: (a) what measures were taken to limit spending in the last fiscal year; (b) how many full-time and part-time employees were lost to attrition; (c) how many full-time or part-time employees were laid-off; (d) how many full-time and part-time employees were hired; and (e) what is the projected attrition rate over the next five years?

[Bev Oda, Conservative, Minister of International Cooperation]

Mr. Speaker, in response to (a), budget 2010 announced a number of cost containment measures to reduce the rate of growth in operating expenditures in 2010-11 and the following two years. In 2010-11, CIDA had to absorb the wage and salary increase resulting from signed collective agreements, $1,769K. For the next two years, the agency’s operating budget is frozen at the 2010-11 levels. As part of Canada’s new agenda for aid effectiveness, CIDA has already committed to focus its programming to improve efficiencies in program delivery and operations, while maintaining high level of stewardship and due diligence. In order to improve efficiencies, program business processes are being redesigned to be more streamlined and to enable more effective program delivery. The implementation of CIDA’s integrated business planning provides a foundation for more effectiveness and efficient use of resources going forward.

In response to (b, during fiscal year 2010-11, 169 full-time employees and 4 part-time employees have left CIDA. The departures include the number of deaths, resignations, retirements and transfers out.

In response to (c), in fiscal year 2010-11, zero full-time or part-time employees were laid off.

In response to (d), in fiscal year 2010-11, 126 full-time and 2 part-time indeterminate employees were hired.

In response to (e), as of March 31, 2011, 172 employees were eligible to retire. By the end of 2016, 280 additional indeterminate employees will be eligible to retire. Overall, 452 indeterminate employees, excluding secondments and students, will be eligible to retire by 2016.

Question No. 88

[Justin Trudeau, Liberal, Papineau, QC]

With regard to the operating budget freeze at the Department of Indian and Northern Affairs: (a) what measures were taken to limit spending in the last fiscal year; (b) how many full-time and part-time employees were lost to attrition; (c) how many full-time or part-time employees were laid-off; (d) how many full-time and part-time employees were hired; and (e) what is the projected attrition rate over the next five years?

[John Duncan, Conservative, Minister of Aboriginal Affairs and Northern Development]

Mr. Speaker, in response to (a), budget 2010 announced two significant actions to reduce growth in the operating expenditures.

First, federal organizations are expected to absorb all salary increases beginning in 2010-11 until the end of 2012-13.

Aboriginal Affairs and Northern Development Canada, AANDC, is successfully absorbing salary increases negotiated in collective agreements and additional personnel costs. The absorption of costs is done through robust monitoring of staffing processes and minimal transfer of operating dollars to cover some salary costs.

Second, operating budgets will be frozen at 2010-11 levels for the following two fiscal years, 2011-12 and 2012-13. It should be noted the freeze applies to operating budgets only. Operating budgets include departmental personnel costs, such as wages and salaries, as well as a range of other operating costs, including professional services contracts, transportation, communications, leases, utilities, materials and supplies.

Certain adjustments have been made to operating budgets to allow for increases, for example, i, economic action plan spending; ii, the budget 2010 measures not included in the main estimates 2010-11; iii, any new policy initiatives approved by cabinet; iv, non-discretionary labour costs, such as parental benefits or severance pay.

The 2010-11 Main estimates did increase for the department due primarily to points i, ii and iii above.

AANDC is vigilant in managing its operating budget. Senior management continues to review and monitor spending levels on a monthly basis. The department continues to operate within its travel, hospitality and conferences cap announced in budget 2009 and encourages the use of tele and video conferencing to generate savings in travel. AANDC continues to see a downward trend in public servant travel, hospitality and conferences. Reducing certain types of expenditures is allowing the increased salary costs to be covered.

When required to do so, senior management continues to manage adjustments in operations and reallocates resources where needed.

For 2011-12 and 2012-13, AANDC will continue providing programs and services as planned while prudently and efficiently managing within its available resources.

In response to (b), during fiscal year 2010-11, April 1, 2010 to March 31, 2011, a total of 436 employees were lost to attrition. This includes 427 full-time and 9 part-time employees.

In response to (c), during fiscal year 2010-11, April 1, 2010 to March 31, 2011, a total of 16 full-time employees were laid off.

In response to (d), during fiscal year 2010-11, April 1, 2010 to March 31, 2011, a total of 442 employees were hired. This includes 438 full-time and 4 part-time employees.

In response to (e), the department does not have a system in place to project attrition rates. However the average attrition rate over the last three fiscal years is 10.21% (12.55% in FY 2008-09, 9.36% FY 2009-10, 8.72% FY 2010-11). Therefore, we can expect that the attrition rate will continue to trend downwards, but not significantly. AANDC estimates that over the next five years, 991 employees will come eligible for retirement. Among workers hired under the Public Service Employment Act, approximately 56% do retire within one year of becoming eligible or choose to retire before eligibility.

Attrition rates include departure rates of indeterminate employees, for example, retirement, transfers out, termination, resignation, discharge, death, lay off.

Question No. 89

[Ted Hsu, Liberal, Kingston and the Islands, ON]

With regard to the operating budget freeze at Industry Canada: (a) what measures were taken to limit spending in the last fiscal year; (b) how many full-time and part-time employees were lost to attrition; (c) how many full-time or part-time employees were laid-off; (d) how many full-time and part-time employees were hired; and (e) what is the projected attrition rate over the next five years?

[Christian Paradis, Conservative, Minister of Industry and Minister of State (Agriculture)]

Mr. Speaker, in response to (a), Industry Canada is committed to making appropriate spending choices in order to remain within the departmental budget voted by Parliament.

To achieve this objective, current and planned spending was monitored closely. Forecasts were completed and approved by senior management on a monthly basis and staffing plans were rigorously reviewed to ensure affordability and sustainability. Major project spending decisions are approved through an internal governance process.

These measures will continue in future years in order to maintain operations within parliamentary appropriations provided to Industry Canada.

In response to (b), in fiscal year 2010–11, 476 full-time and 12 part-time permanent employees left the department.

In response to (c), no full-time or part-time employees were laid off as a result of budget 2010 cost containment measures.

In response to (d), in fiscal year 2010–11, 374 full-time and 4 part-time employees were hired.

In response to (e), as Industry Canada’s attrition rate varies based on multiple factors that are determined on an annual basis, the department does not prepare a five year projection.

Question No. 90

[Ted Hsu, Liberal, Kingston and the Islands, ON]

With regard to the operating budget freeze at Natural Resources Canada: (a) what measures were taken to limit spending in the last fiscal year; (b) how many full-time and part-time employees were lost to attrition; (c) how many full-time or part-time employees were laid-off; (d) how many full-time and part-time employees were hired; and (e) what is the projected attrition rate over the next five years?

[David Anderson, Conservative, Parliamentary Secretary to the Minister of Natural Resources and for the Canadian Wheat Board]

Mr. Speaker, in response to (a), (b), and (c), Natural Resources Canada, NRCan, is fully compliant with the operational budget freeze announced in budget 2010. The measures in the operational budget freeze require NRCan to absorb the collective bargaining increases related to 2010-11, 2011-12, and 2012-13. In addition, as per budget 2009, NRCan is subject to the cap for travel, hospitality and conference fees based upon 2009-10 expenditures. In 2010-11, NRCan spent 19% less on travel, hospitality and conference fees compared to 2009-10 expenditures. From April 1, 2010 to March 31, 2011, a total of 361 NRCan employee departures resulted from attrition. These fiscal restraint measures are being managed without any impact on NRCan employees.

In response to (d), the number of full-time and part-time indeterminate employees hired at NRCan from April 1, 2010, to March 31, 2011, is as follows: full-time indeterminate employees hired, 299; part-time indeterminate employees hired, 5.

In response to (e), the total of indeterminate employees eligible for retirement over the next five years is 1,233.

Question No. 92

[Ted Hsu, Liberal, Kingston and the Islands, ON]

With regard to the Department of Natural Resources and Atomic Energy of Canada Limited, for every year since 2006, how many full-time staff have been employed by the Low Level Radioactive Waste Management Office?

[Joe Oliver, Conservative, Minister of Natural Resources]

Mr. Speaker, the low-level radioactive waste management office, LLRWMO, employed the following number of full-time staff for each year since 2006: in 2006-2007, 30; in 2007-2008, 27; in 2008-2009, 26; in 2009-2010, 12; in 2010-2011, 11.

In 2009-2010, the responsibility to deliver the Port Hope area initiative was formally transferred from the LLRWMO to the Port Hope area initiative management office, which resulted in employee transfers, as evident in the decrease in the last two years.

Question No. 93

[Lawrence MacAulay, Liberal, Cardigan, PE]

With regard to Service Canada’s job cuts in rural areas: (a) is Service Canada planning to reverse its decision to eliminate jobs in the riding of Cardigan; (b) what are Service Canada’s reasons for cutting jobs in rural areas and moving them to larger centers; (c) how many jobs will be cut permanently, both in the Cardigan riding and nation-wide; and (d) what are the projected overall long-term effects on rural populations with regard to access to government services?

[Diane Finley, Conservative, Minister of Human Resources and Skills Development]

Mr. Speaker, as of August 30, 2011, in response to (a), Service Canada is committed to serving Canadians efficiently and effectively in these challenging economic times. Like any well-managed organization, Service Canada must ensure its workforce is based on changing operational requirements over the course of the year.

In response to (b), Service Canada strives to make it easier for Canadians to get the information and services they need from government, when and as they want it. Increasingly, this means that government needs to provide 24-hour online easy-to-use self-service. Canadians also want efficient government that provides them with good value for their hard-earned tax dollars.

Service Canada's employment insurance service delivery model has a new vision--one workload, one process, one workforce--supported by a national workload strategy. Essentially, this means work can be moved quickly and effectively to the next available agent in one of our processing sites across Canada, as opposed to local availability.

Over the next three years, Service Canada will continue to modernize the delivery of employment insurance by expanding the automation of EI claims. By leveraging technology, Service Canada will have the capacity needed to address fluctuating workloads and improve efficiencies, all while creating a greater capacity to meet clients’ demand for online self-service.

In response to (c), as a result of efficiencies arising from modernization and consolidation, there will be an impact on the number of staff needed and where they are located. Human resource reductions as a result of this phase of modernization will be managed with the help of attrition, reassignment and training.

There are approximately 600 positions that will be affected nationally by these changes over the next three years. Our goal is to ensure employment continuity of indeterminate staff. A workforce management strategy has been developed to help manage staffing through attrition, reassignment and training.

Vacancy management committees have been set up in every region and branch with the goal of ensuring that all internal affected employees are considered for other available positions. Throughout the process, we are committed to ongoing communication with unions about consolidation and will be using the established consultation committees as a means of ensuring dialogue.

In response to (d), the government has committed to delivering service to Canadians in a way that is modern, efficient and focused. These modernization efforts will provide Canadians, including those in rural communities, with greater access to an increased range of information and services. These changes will result in efficient service for Canadians, including serving 95% of citizens within 50 km of where they live; choice of channels for delivery, including servicecanada.gc.ca, 1 800 O-Canada, in-person SC centre, or outreach location; and focus on first-point-of-contact resolution and proactive service offers tailored to client needs, called “bundling”.

The end goal is consistent with our mission to provide secure, knowledgeable, seamless and personalized service to Canadians.

Question No. 97

[Wayne Easter, Liberal, Malpeque, PE]

With regard to the government's response to Q-795 (40th Parliament, Third Session), particularly the Minister of Natural Resouces' statement in the answer to part (c) that no construction has begun on the Port Hope Area Initiative, why have 19 claims for over $800,000 been paid out for this initiative?

[Joe Oliver, Conservative, Minister of Natural Resources]

Mr. Speaker, as of December 2010, the 19 claims listed in the government’s response to Q-795 had been paid out under the property value protection,PVP, program. The PVP program compensates property owners in the municipalities for those losses related primarily to a diminution in property value, in accordance with the authorities granted for the Port Hope area initiative by the Treasury Board of Canada. Each of the 19 claims was submitted in accordance with the PVP guidelines and assessed individually based on merit.

Despite the fact that the implementation phase of the initiative has not yet begun, some property owners have realized losses on the value of their properties. In most cases, these losses are attributed to the proximity of the properties to the proposed waste management facilities and the uncertainty of buyers about the potential effects of the proposed facility on the property that is being sold. Thus, the prospect of the development of a radioactive waste management facility in the vicinity of these properties has led to a diminution in property value.

Question No. 99

[Geoff Regan, Liberal, Halifax West, NS]

With regard to the firearms training program for Canada Border Services Agency officers: (a) how many training facilities are there; (b) where are these facilities located; (c) is accommodation for trainees and trainers located on site or provided through commercial sources; and (d) what is the duration of the program for the trainees?

[Vic Toews, Conservative, Minister of Public Safety]

Mr. Speaker, in response to (a), there are currently three dedicated training facilities for the CBSA duty firearm course, as well as modular firing ranges in Ottawa, Ontario, and Chilliwack, British Columbia, and 72 private and public ranges across Canada that the CBSA can lease for arming practice and recertification activities.

In response to (b), the training facilities are located in Chilliwack, British Columbia; Ottawa, Ontario; and Summerside, Prince Edward Island.

In response to (c), the training facilities in Chilliwack and Summerside have accommodations on site. The training facility in Ottawa does not have accommodations on site, so employees stay at a local hotel in close proximity to the training facilities. Trainers who are engaged locally do not require accommodations.

In response to (d), the duration of the duty firearm course for employees is 15 days.

Question No. 101

[Geoff Regan, Liberal, Halifax West, NS]

With regard to the Air Travellers Security Charge in 2010: (a) how much money was collected and where was this money spent, in both real and accrual sums; and (b) does the government have any information concerning how this fee compares to airport security charges in other countries and, if so, what are the details of this information?

[Shelly Glover, Conservative, Parliamentary Secretary to the Minister of Finance]

Mr. Speaker, the air travellers security charge, ATSC, came into effect in 2002 to help fund the air travel security system, including the Canadian Air Transport Security Authority, CATSA), the federal authority responsible for the security screening of air passengers and their baggage.

In addition to CATSA, the air travel security system includes Transport Canada regulations and oversight and Royal Canadian Mounted Police officers on selected domestic and international flights. In response to (a), as stated in the 2010 Public Accounts of Canada, the ATSC accounted for approximately $375 million in accrual figures in 2009-2010. For more information, please visit www.tpsgc-pwgsc.gc.ca/recgen/txt/72-eng.html. As per the financial statements in its 2010 annual report, CATSA had operating expenditures of approximately $577 million in accrual figures in 2009-2010. For more information, please visit www.catsa.gc.ca/File/Library/87/English/AnnualReport2010.pdf, Figures are available on an accrual basis.

In response to (b), numerous countries levy charges on passenger tickets to recover the cost of screening, but it is difficult to make international comparisons. In Canada, the ATSC helps fund the enhanced air travel security system and is payable by air travellers who principally and directly benefit from that system. Other countries may use different approaches to fund their air travel security. The U.S., for instance, employs different sets of fees and taxes, including passenger security fees and air carrier fees, to help pay for aviation security enhancements.

Question No. 102

[Gerry Byrne, Liberal, Humber—St. Barbe—Baie Verte, NL]

With regard to the operating budget freeze at the Atlantic Canada Opportunities Agency: (a) what measures were taken to limit spending in the last fiscal year; (b) how many full-time and part-time employees were lost to attrition; (c) how many full-time or part-time employees were laid-off; (d) how many full-time and part-time employees were hired; and (e) what is the projected attrition rate over the next five years?

[Bernard Valcourt, Conservative, Minister of State (Atlantic Canada Opportunities Agency) (La Francophonie)]

Mr. Speaker, insofar as the Atlantic Canada Opportunities Agency, ACOA, is concerned, with regard to the operating budget freeze, in response to (a), the agency is continually monitoring ways to increase efficiencies. Initiatives are being undertaken to streamline internal operations while maintaining service to clients and appropriate stewardship of government resources. The agency anticipates no difficulties in achieving the savings required.

In response to (b), no full-time or part-time employees were lost to attrition; in response to (c), (c) no full-time or part-time employees were laid off; in response to (d), 59 employees were hired, of which 43 were indeterminate and 16 were specified period appointments, all full-time; and in response to (e), as of June 21, 2011, 41 employees were eligible for retirement, 10 will be eligible between July and December 2011, 18 in 2012, 22 in 2013, 24 in 2014 and 19 in 2015.

In addition, over the past five years an average of 29 employees have left the agency each year for reasons other than retirement, and it is anticipated that this trend will continue to some extent over the next five years.

Question No. 103

[Frank Valeriote, Liberal, Guelph, ON]

With regard to the operating budget freeze at Agriculture and Agri-Food Canada: (a) what measures were taken to limit spending in the last fiscal year; (b) how many full-time and part-time employees were lost to attrition; (c) how many full-time or part-time employees were laid-off; (d) how many full-time and part-time employees were hired; and (e) what is the projected attrition rate over the next five years?

[Gerry Ritz, Conservative, Minister of Agriculture and Agri-Food and Minister for the Canadian Wheat Board]

Mr. Speaker, in response to (a), Agriculture and Agri-Food Canada, AAFC, closely monitored all operating expenses and reported on them monthly to the senior management of the department.

Budget 2010 announced two significant actions to reduce the rate of growth in operating expenditures. First, any salary and wage increases set in the Expenditure Restraint Act and in collective agreements for fiscal year 2010-11 until the end of fiscal year 2012-13 are to be absorbed by organizations. No moneys were provided to AAFC to fund the 1.5 % increase in annual wages for the federal public administration. AAFC is required to reallocate the resources from its operating budgets to fund these increases. Funding that was already provided in the department’s reference levels for these increases was returned to Treasury Board Secretariat through supplementary estimates.

The department has a staffing realignment board that reviews and approves all external staffing requests to ensure that people are matched to priorities within available financial resources. Salaries are monitored monthly by each branch against established maximum salary budgets.

Second, operating budgets for fiscal year 2011-12 have been frozen at the 2010-11 levels. A subsequent freeze of operating budgets at those same levels is anticipated for fiscal year 2012-13.

To this end, additional measures were instituted that focused on travel, hospitality and conferences. Employees have been advised of best practices related to travel in an effort to reduce the associated costs, e.g., encouraging the use of video conferencing, using the online booking tool, booking travel well in advance to take advantage of reduced rate tickets.

In response to (b), 483 indeterminate employees, 462 full-time and 21 part-time, were lost to attrition at AAFC during the 2010-2011 fiscal year.

In response to (c), no employees were laid off at AAFC during the 2010-11 fiscal year.

In response to (d), 467 indeterminate employees (465 full-time and 2 part-time) were hired at AAFC during the 2010-11 fiscal year.

In response to (e), fiscal restraint and reduced hiring across the public service is expected to reduce the number of departures to other government departments. AAFC does not forecast attrition more than two years into the future because there are a number of unknown factors that make such forecasts unreliable.

At present, the expected attrition rate is forecast to be 450 in 2011-12, 7.2% of total employees, in the current fiscal year; 430 in 2012-2013, 6.9% of total employees; and 445 in 2013-14, 7.1% of total employees.

Attrition is defined as the departure of employees due to retirements or resignations, transfers to other government departments, departments or other...

Question No. 104

[Frank Valeriote, Liberal, Guelph, ON]

With regard to the operating budget freeze at NAV CANADA: (a) what measures were taken to limit spending in the last fiscal year; (b) how many full-time and part-time employees were lost to attrition; (c) how many full-time or part-time employees were laid-off; (d) how many full-time and part-time employees were hired; and (e) what is the projected attrition rate over the next five years?

[Denis Lebel, Conservative, Minister of Transport]

Mr. Speaker, NAV Canada is the private sector, non-share capital corporation that owns and operates Canada’s civil air navigation service, ANS. Transport Canada has no responsibility with respect to business decisions that the company makes with respect to budget and/or staffing issues.