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Chart 1 - Total Savings

Chart 2 - Property Management

Chart 3 - Procurement

Chart 4 - Service Canada Proposal

Chart 5 - Departmental Savings Initiatives

Chart 6 - Details on Departmental Savings Initiatives

Chart 6 - Details on Departmental Savings Initiatives

	($ millions)

Measures	05/06	06/07	07/08	08/09	09/10	5 YR Total	Description
Agriculture & Agri-Food	25.0	30.0	35.0	45.0	45.0	180.0	www.agr.gc.ca Enquiries: 613-759-7972
Canadian Agriculture & Food International Program (CAFI)	7.0	7.0	7.0	7.0	7.0	35.0	Support for export development activities will continue to be provided through industry associations while support to individual companies will be discontinued. This approach will benefit all firms in a particular sector rather than benefiting individual companies.
Canadian Farm Business Advisory Services	-	-	-	4.0	4.0	8.0	Assessment shows that demand for this program can be met fully within remaining program funds and the Agriculture Policy Framework. Program delivery will continue at current levels.
Community Pastures Program	-	2.0	4.0	5.0	5.0	16.0	Seventy-five per cent of this program is cost-recovered and it will move, over a three-year period, to full cost-recovery. Ten million dollars will be invested over three years to increase the carrying capacity of the pastures, increasing benefits to existing and future clients and expanding the revenue base.
Environmental Stewardship Programs	11.6	12.6	11.8	16.8	16.8	69.6	Assessment shows that demand for this program can be met fully within the remaining program funds and the Agriculture Policy Framework. Program delivery will continue at current levels.
Advancing Canada Agriculture & Agri-Food Program	3.0	3.0	3.0	3.0	3.0	15.0	Assessment shows program objectives can be achieved with increased efficiency at less cost. Funding for Regional ACAAF Councils will be maintained and substantive funding will remain to undertake current and future national projects.
Protein, Oil & Starch Pilot Plant	-	2.0	2.0	2.0	2.0	8.0	The Government currently supports the development of value-added processing for proteins, oils and starch at a privately operated pilot plant. The original intent was that this plant would become financially self-sustaining after a period of time. Support will continue until March 31, 2006.
Science Grants and Contributions	2.0	2.0	2.0	2.0	2.0	10.0	Assessment shows room for increased efficiency in delivering this program at a reduced cost while achieving the program's principle objectives.
Farm Improvement and Marketing Co-operatives Loan Program	0.4	0.4	0.4	0.4	0.4	2.0	This program began when private sector loans were difficult to secure. Today, producers have increased access to commercial lending institutions. All existing guarantees (10 years for equipment and 15 years for land) will remain in place.
Environment Technology for Assessment of Agriculture Program	1.0	1.0	2.0	2.0	2.0	8.0	Program participants are primarily private sector companies and industry associations that can continue environmental research without government support. Projects will be funded through a transition period.
Science Sites	-	-	2.8	2.8	2.8	8.4	Scientific research will continue at current levels but will be consolidated into four fewer laboratories. The sites that will be closed over the next two years require more than $50 million in capital investments to refurbish.
Agriculture & Agri-Food - Canadian Grain Commission	0.6	0.7	0.9	0.9	0.9	3.9	www.agr.gc.ca Enquiries: 613-759-7972
Edmonton Service Centre and Optional Analytical Grain Testing	0.6	0.7	0.9	0.9	0.9	3.9	The functions of the Edmonton Service Centre will be integrated within the Calgary and Vancouver facilities, reducing costs with only a minimal reduction in service levels. The vast majority of inspections are done at port facilities at point of export. Eliminate optional analytical grain testing at the Grain Research Laboratory in Winnipeg. This testing is optional and available in the private sector.
Canadian Food Inspection Agency	3.6	5.1	20.1	20.1	20.1	69.0	www.inspection.gc.ca Enquiries: 613-228-6682
Corporate Overhead and Agency Management Structure	-	-	3.9	3.9	3.9	11.7	Agency management structure will be streamlined and reduced.
Capital Accommodation /Consolidation	1.3	1.4	3.2	3.2	3.2	12.3	While maintaining the quality and quantity of programs, consolidate CFIA’s headquarters from five locations in the National Capital Region to one new HQ complex and the closure of some and the consolidation of other laboratory and animal quarantine stations across Canada. This is the outcome of a review of laboratory requirements and the development of a long-term strategy for providing laboratory services.
Corporate and Administrative Management and Science-Related Efficiencies	2.3	3.2	4.1	4.1	4.1	17.8	Reduce overhead cost through accelerated changes in areas such as electronic travel administration, fleet management, contracting processes, central pay services and other corporate costs as well as more effective use of Department of Justice counsel rather than private sector Crown Agents. Diagnostic testing and research and services will also be delivered at same level at reduced cost by doing things differently, such as the use of new technologies.
Modernize and Streamline Inspection Programs	-	0.5	8.9	8.9	8.9	27.2	Modernize and streamline inspection programs, including withdrawing from non-health and safety-related inspection activities. These activities include inspections for purely quality arbitration purposes, which, for example, help a buyer and seller reach an acceptable price, and go beyond CFIA's primary focus on food safety.
Atlantic Canada Opportunities Agency	7.1	14.0	21.0	21.0	21.0	84.1	www.acoa-apeca.gc.ca Enquiries: 506-851-6773
Corporate Services	0.7	1.4	2.1	2.1	2.1	8.4	Reduce overhead costs by improving the administration of ACOA's Enterprise Development and Community Development activities.
Enterprise Development	3.2	10.6	16.4	16.4	16.4	63.0	Change the mix of investments from activities and areas with lower rates of return to areas where the needs are greater and activities that have a higher rate of return (e.g. rural investments and projects in the fields of innovation, trade, technology and skills development).
Community Development	3.2	2.0	2.5	2.5	2.5	12.7	ACOA provides loan funds to 41 Community Business Development Corporations (CBDC).Rather than funding each CBDC separately, ACOA has established a common Atlantic-wide loan pool from which each CBDC can borrow from to meet their needs.A pooling of funds provides the same level of capacity to all CBDCs at a reduced cost. It will not decrease the funds available to any of the CBDCs.
Canada Revenue Agency	35.1	73.8	110.0	110.0	110.0	438.9	www.cra-arc.gc.ca Enquiries: 613-957-3522
Tax Return Processing	5.2	12.9	20.4	20.4	20.4	79.3	Two dimensional bar codes will be added into software-prepared individual (T1) and corporate (T2) income tax returns.The need for manual data entry will be eliminated, improving service to Canadians and reducing errors and costs.
Cash Counters in Tax Service Offices and Tax Centres	-	4.9	5.3	5.3	5.3	20.8	Currently Tax Service Offices and Tax Centres process payments. Taxpayers will be asked to make payments by mail or through financial institutions. Cheques enclosed with tax returns will continue to be accepted.
Enquiries Counter Services in Tax Service Offices and Tax Centres	0.5	6.4	12.5	12.5	12.5	44.4	Currently Tax Service Offices and Tax Centres provide counter services to respond to general requests for information. By 2006/07, taxpayers will be asked to make appointments for in person enquiries.
Corporate Services	24.5	39.0	50.6	50.6	50.6	215.3	Reduce corporate services operating costs through a number of initiatives, including improving the procurement of translation services, rationalizing administration, reducing travel and hospitality and other corporate overhead costs.
Pay Compensation Delivery Services	0.4	2.8	5.3	5.3	5.3	19.1	Rationalize administration of human resources management support, including, for example, more manager and employee automated self-service, and consolidate pay compensation delivery.
Corporate Overhead at Headquarters	4.0	7.2	8.0	8.0	8.0	35.2	Restructure administrative services, information management and audit and evaluation in ways that will improve effectiveness and lower costs.
Corporate Overhead Outside Headquarters	0.5	0.6	7.9	7.9	7.9	24.8	Restructure administrative services and information management and implement business process changes in ways that will improve effectiveness and lower costs.
Canadian Heritage	2.0	6.0	10.0	10.0	10.0	38.0	www.canadianheritage.gc.ca Enquiries: 819-997-9314
Program and Corporate Efficiencies	2.0	6.0	10.0	10.0	10.0	38.0	Savings will be achieved by reducing corporate overhead and streamlining program delivery to provide similar or better levels of service at less cost. These improvements will not affect funding available to program recipients.
Canadian International Development Agency	40.9	74.0	114.4	114.4	114.4	458.1	www.acdi-cida.gc.ca Enquiries: 819-953-6534
Concentrating Canada Funds for Local Initiatives	18.4	18.4	18.4	18.4	18.4	91.8	Refocus spending on those projects with the largest positive impact on economic and social development in less developed countries.
Corporate Efficiencies	2.0	4.0	5.0	5.0	5.0	21.0	Rationalize telecommunications and office equipment costs through better coordinated management of up to date technologies, training and development, corporate knowledge management, information management, dissemination services and converting consultant positions into public service positions in the information management and technology functions.
Operational Efficiencies	-	2.7	3.3	3.3	3.3	12.6	Reduce overhead costs.
Program Realignment	-	-	12.2	12.2	12.2	36.6	Reductions to the budgets of Development Information Program, Policy Branch and the Canadian Partnerships Branch as they focus work more exclusively on the Millennium Development Goals and on least developed countries.
Greater Focus on Priority Countries	16.1	24.0	37.9	37.9	37.9	153.6	Phase out over time development assistance to countries that are progressing to the point where assistance is less necessary (i.e. Thailand, Malaysia and new EU members) due to social and economic progress, where impacts of programs are limited or the country has declined further assistance (i.e. India). The International Assistance Envelope is not being reduced.
Increased Program Focus	2.4	2.4	3.4	3.4	3.4	15.2	Phase out programs less aligned with Canada's current international priorities. Resources will be reallocated toward programs that can generate greater development impacts.
Program Rationalization	2.0	22.5	34.3	34.3	34.3	127.3	Funding is being reduced for selected small regional programs with less impact to focus on countries and sectors where the funds will deliver greater results on Canadian international priorities. The International Assistance Envelope is not being reduced.
Citizenship and Immigration	1.2	8.0	17.5	18.8	20.0	65.5	www.cic.gc.ca Enquiries: 613-952-0740
Program Efficiencies	-	5.5	13.8	13.8	13.8	46.9	Streamline operations and services and service delivery through, for example, the use of electronic filing and speeding up applications.
Corporate Efficiencies	1.2	2.5	3.7	5.0	6.2	18.6	Restructure corporate administration at headquarters and in the regions.
Canada Economic Development for Quebec Regions	4.4	8.4	11.3	11.3	11.3	46.9	www.dec-ced.gc.ca Enquiries: 514-496-1997
Tourism Promotion	-	0.5	2.3	2.3	2.3	7.5	Tourism-related investments will be consolidated to encourage local and regional organizations to work together more effectively, for example, by reducing duplication of effort and increasing joint-venture marketing activities. This will lead to more effective use of these tourism funds.
Regional Infrastructure	4.4	7.9	9.0	9.0	9.0	39.3	The objectives of this regional infrastructure program will be integrated with infrastructure programs of other government departments, reducing potential overlap and duplication. Future investments will be focussed on innovation and productivity.
Environment Canada	4.3	10.2	17.1	17.1	17.1	65.6	www.ec.gc.ca Enquiries: 819-953-4016
Ecosystems Initiatives	1.0	1.0	1.0	1.0	1.0	5.0	Improve program efficiency and realign funding to focus on Canada's highest priority ecosystem initiatives and key environmental priorities.
Species-at-Risk Habitat Stewardship	2.0	2.0	2.0	2.0	2.0	10.0	Realign funding to focus on protecting Canada's highest priority habitat areas.
Program Efficiencies	0.2	6.0	11.4	11.4	11.4	40.4	Assessment shows opportunities for realignment of priorities and reducing program delivery costs without affecting program objectives.
Vehicle Emission Clinics	0.5	0.5	0.5	0.5	0.5	2.5	Eliminate overlap and duplication as vehicle emissions testing is already conducted by the provinces.
Corporate Efficiencies	0.5	0.5	2.0	2.0	2.0	7.0	Reduce overhead costs through shared services with other government departments.
Canadian Environmental Protection Act - Chief Review Officer	0.2	0.2	0.2	0.2	0.2	0.8	Assessment shows that program objectives can be fully achieved at lower cost.
Environment Canada - Canadian Environmental Assessment Agency	0.1	0.1	0.2	0.2	0.2	0.6	www.ec.gc.ca Enquiries: 819-953-4016
Program Efficiencies	0.1	0.1	0.2	0.2	0.2	0.6	Streamline the operations of consultation and advisory committees without affecting program objectives.
Finance	1.8	3.5	5.3	5.3	5.3	21.2	www.fin.gc.ca Enquiries: 613-996-8080
Canada Investments and Savings Agency	1.4	2.6	3.9	3.9	3.9	15.6	Achieve efficiencies in Retail Debt Program administration.
Financial Transactions Reports Analysis Centre of Canada	0.4	0.9	1.4	1.4	1.4	5.6	Reduce overhead costs.
Fisheries and Oceans	18.7	20.8	34.7	39.2	40.7	154.0	www.dfo-mpo.gc.ca Enquiries: 613-990-7537
At-Sea Observer Program	-	-	2.0	2.0	2.0	6.0	The At-Sea Observer Program is a cost-shared program (2/3 industry, 1/3 DFO) to place approved private sector observers aboard fishing vessels to report on activities. Responsibility for observers will be transferred gradually to industry. The Department will spend $1 million for program monitoring and oversight as it shifts to standard setting and certification for service providers.
Centres of Excellence for Science Program Delivery	0.3	0.6	1.0	1.0	1.0	3.9	The creation of Centres of Excellence (COEs) for science program delivery will reduce the need to have all Science program functions located at each of the existing facilities. COEs (both physical and virtual) should enhance collaboration within the Science program, with universities and with industry through the consolidation of DFO scientific expertise.
Fishing Gear ID Trap Tags and Fishing Log Books	-	-	0.5	0.5	0.5	1.5	Industry will no longer be supplied with shellfish trap tags and fishing trip log books at no cost. This will standardize the approach across the industry.
Habitat Compliance and Enforcement Modernization	0.8	1.5	4.0	4.0	4.0	14.3	Armed fisheries officers currently enforce the habitat protection and other programs. This is viewed as excessive in many situations. With the modernization of the habitat program and increased use of education, stewardship and monitoring, the need for enforcement action is expected to be infrequent. These changes will enable program objectives to be achieved at reduced overall cost.
Helicopter Rationalization	0.2	0.7	0.7	0.7	0.7	3.0	Retire a minimum of five older helicopters from the current fleet of 27 to reduce overhead costs and increase the number of hours flown on the remaining 22 helicopters, which are enough to do the job.
Marshall Response Initiative	10.0	-	-	-	-	10.0	Assessment demonstrates program cost can be reduced by this amount without affecting program objectives.
National Habitat Risk Management Framework	1.5	2.3	3.0	3.0	3.0	12.8	Modernization of the habitat management program, which will include an explicit science-based risk management framework. Focus will shift from activities which have limited and avoidable impacts on fish habitat (such as routine bridge and culvert maintenance) to high risk activities (such as major development, construction or diversion projects).
Ocean Ecosystem Monitoring and Studies	0.4	2.0	2.0	2.0	2.0	8.4	Focus available resources on the science needed for the Oceans Action Plan (OAP) and other key priorities.
At-Sea Science Program	-	1.5	3.0	3.0	3.0	10.5	Science program realignment and refocusing of stock assessment monitoring activities will provide the opportunity to consolidate science data collection on one less Canadian Coast Guard platform. This will result in the removal of one fisheries research trawler (from 3 to 2).
Science and Technology Youth Internship Program	1.0	1.0	1.0	1.0	1.0	5.0	Program objectives are better achieved through other student employment programs like the Federal Student Work Experience Program, Co-op Programs and other programs geared to providing work experience to young people.
Pollution and Ice Surveillance	1.0	1.0	1.0	1.0	1.0	5.0	Amalgamate flight support for Transport Canada’s Pollution Surveillance with the DFO's Aircraft Ice Reconnaissance Program.
Toxic Chemical Programs	1.0	2.0	2.0	2.0	2.0	9.0	Streamline program to focus on the impact of toxic chemicals on fisheries resources and their habitat, eliminating duplication between Fisheries and Oceans and Environment Canada in the area of toxic monitoring.
Fisheries Science and Stock Assessment	-	1.2	4.5	4.5	6.0	16.2	While DFO science will continue to ensure sound scientific advice is provided for the management of the fishery, it will move toward shared decision making with industry. DFO will work with industry to build their capacity to take on more monitoring and assessment responsibilities. The program redesign is natural evolution of relationship with stakeholders. In some areas, the industry is already involved in data collection and surveys, and in some regions that contribution is substantial.
Marine Aids Modernization	2.5	7.0	10.0	14.5	14.5	48.5	Marine Aids Modernization (MAM) is about providing the right combination of conventional (e.g. buoys) and electronic aids (e.g. Global Positioning Systems, Radar, etc.) to navigate. About 29 per cent of the 17,300 navigation aids are contracted out. The objective of MAM is to increase that to 50 per cent by March 2007. Foghorns and lighthouses will be maintained.
Department of Foreign Affairs and International Trade (Foreign Affairs)	4.0	13.0	32.0	32.0	32.0	113.0	www.international.gc.ca Enquiries: 613-995-1874
Common Services Abroad	-	5.0	20.0	20.0	20.0	65.0	Rationalize the provision of common services abroad for finance, personnel and staffing, property and materiel management, security, procurement and technology for departments operating abroad.
Corporate Efficiencies	4.0	8.0	12.0	12.0	12.0	48.0	Reduce overhead costs.
Department of Foreign Affairs and International Trade (International Trade)	1.6	2.8	4.5	4.5	4.5	17.8	www.international.gc.ca Enquiries: 613-995-1874
Canada Commercial Corporation	0.2	0.4	0.7	0.7	0.7	2.6	Reduce overhead costs.
Corporate Efficiencies	1.4	2.4	3.8	3.8	3.8	15.2	Reduce overhead costs.
Governor General	0.3	0.6	0.8	0.8	0.8	3.3	www.gg.ca Enquiries:613-998-0287
Corporate Efficiencies	0.3	0.6	0.8	0.8	0.8	3.3	Reduce overhead and administration costs associated with the promotion of the honors program, exhibitions and marketing, facilities and information technology.
Health Canada	20.0	43.9	68.4	68.4	68.4	269.1	www.hc-sc.gc.ca Enquiries: 613-957-1803
Corporate Efficiencies	10.2	36.7	40.8	40.8	40.8	169.3	Streamline procurement of professional service and travel costs, except in those areas specifically linked to the provision of health care. Consolidate departmental policy research and analysis activities; library network and continuing education services; and, information technology services and hardware.
Modernization and Streamlining of Information Products	2.0	2.4	2.4	2.4	2.4	11.6	Use modern technology where feasible to communicate health information to Canadians and internally, within the Department, at a lower cost.
Program Streamlining	7.8	4.8	25.2	25.2	25.2	88.2	Increase efficiency in the delivery of the Non-Insured Health Benefits Program and the First Nations and Inuit Health Information System. For example, patient appointments will be better co-ordinated so that travel costs are paid once, i.e., patients visit the doctor and dentist on the same trip. As well, reduce less effective contributions, particularly in the Public Health Agency's activities. There will be no decrease in benefits provided under First Nations and Inuit Health programs. Measures respond in part to concerns raised by the Auditor General about the cost management of prescription drugs and management information systems.
Human Resources and Skills Development	12.0	20.0	20.0	20.0	20.0	92.00	www.hrsdc-rhdcc.gc.ca www.cmhc-schl.gc.ca Enquiries (HRSDC): 819-994-2006 Enquiries (CMHC): 613-748-2818
Debt Recovery	6.0	10.0	10.0	10.0	10.0	46.0	Improve collection services for Human Resources and Skills Development Canada programs.
Canada Mortgage and Housing Corporation	6.0	10.0	10.0	10.0	10.0	46.0	Administrative and program efficiencies.
Indian and Northern Affairs	20.0	45.0	65.0	65.0	65.0	260.0	www.ainc-inac.gc.ca Enquiries: 819-994-2044
Northern Contaminated Sites	5.0	5.0	5.0	5.0	5.0	25.0	Improve efficiencies in the management of the program to achieve same results at lower cost. INAC expects to be able to maintain -- and even expand -- its work on contaminated sites on an ongoing basis within remaining funds.
Corporate Efficiencies	15.0	20.0	31.0	31.0	31.0	128.0	Rationalize and achieve savings in the areas of departmental administration, policy development, program operation and maintenance activities, with a particular focus on headquarters functions. While these reductions will have an impact on the way the department delivers its services, it will not affect the core funding transferred to First Nations, Inuit, Metis and Northern recipients.
Business Development Programs	-	20.0	29.0	29.0	29.0	107.0	Reduce overlap and duplication with Industry Canada and Human Resources and Skills Development which have more effective business and skills development programs. Funding will be phased out over three year period. This will enable INAC to focus on community economic development programs.
Industry Canada	14.2	32.3	51.2	51.2	51.2	200.1	www.ic.gc.ca Enquiries: 613-947-1969
Operational and Corporate Efficiencies	-	3.8	2.2	2.2	2.2	10.4	Reduce overhead costs and increase efficiencies in all sectors of the Department.
Information Technology	-	-	12.0	12.0	12.0	36.0	Reorganize and realign information technology practices.
Technology Partnership Canada	13.9	27.8	35.9	35.9	35.9	149.4	Program will become more self-funded as repayments to the program are increasing.
Fednor/ Community Futures Development Program	0.3	0.7	1.1	1.1	1.1	4.3	Improved targetting of funding to higher priorities.
Justice Canada	12.2	14.2	16.2	16.2	16.2	75.2	www.canada.justice.gc.ca Enquiries: 613-957-4222
Intensive Rehabilitation and Custody Supervision Program	10.2	10.2	10.2	10.2	10.2	51.2	Assessment shows that demand for this program can be met fully within remaining resources. Funding will continue to be assessed on an ongoing basis.
Corporate Efficencies	2.0	4.0	6.0	6.0	6.0	24.0	Reduction to be achieved in part through attrition and other general operating expenditure reductions and administrative efficiencies across the Department.
National Defence	34.0	88.0	143.0	172.0	203.0	640.0	www.forces.gc.ca Enquiries: 613-996-2353
Reallocate Search and Rescue (SAR) Assets	6.0	12.0	25.0	37.0	53.0	133.0	Reallocate search and rescue assets across Canada and eliminate six C115 Buffalo aircraft and ten CC130 Hercules aircraft as a result of the decision to proceed with the new fixed-wing Search and Rescue aircraft.
Canadian Parachute Center	-	1.0	3.0	5.0	7.0	16.0	Training to be provided in partnership with Canada's allies. Skyhawks elite demonstration program will remain.
Light Armour Tracked Vehicle Fleet (M113s)	-	3.0	7.0	7.0	7.0	24.0	Accelerate the retirement of the tracked vehicle fleet in line with Army transformation objectives.
Non-military Vehicle Fleets	3.0	5.0	7.0	7.0	7.0	29.0	Reduce non-military vehicle fleet size and allow for increased local rental arrangements.
National Capital Area Costs	2.0	22.0	42.0	52.0	52.0	170.0	Reduce overhead costs through converting contractor positions into full time public service positions, elimination of some contracts, and, a reduction in the size of the current NDHQ organization.
Savings from Supply Chain Project	10.0	15.0	20.0	20.0	20.0	85.0	Reduce inventory management costs, specifically fuel distribution, warehousing and transportation costs.
Outsource Information Technology Infrastructure Support	-	-	2.0	7.0	20.0	29.0	Reduce costs by putting in place contracts to provide common technology infrastructure and support.
Consolidate Research and Development	4.0	10.0	15.0	15.0	15.0	59.0	Consolidate research activities in highest priority areas and maintain capacity through greater cooperation with civilian researchers, universities and foreign partners.
General Administrative Support	2.0	5.0	7.0	7.0	7.0	28.0	Reduce overhead administrative costs in the ammunition program, Canadian Defence Academy and various small administrative programs.
Support to Deployed Operations	2.0	4.0	4.0	4.0	4.0	18.0	Reduce overhead costs by improving efficiencies and streamlining processes.
General Support	1.0	2.0	2.0	2.0	2.0	9.0	Use of new technology to provide information to employees, allowing for the elimination of paper based pay statements, newsletters, etc.
Material Acquisition Support Information System	4.0	9.0	9.0	9.0	9.0	40.0	Reduce overlap and duplication through expanded use of other enterprise information technology systems to provide oversight of program areas.
Natural Resources Canada	26.5	28.9	30.6	25.3	25.3	136.6	www.nrcan-rncan.gc.ca Enquiries: 613-992-4447
Hibernia Interest Assistance Program	21.4	13.9	5.5	-	-	40.8	As a result of strong oil prices and lower interest rates, the Government's obligations are much lower.
Corporate Efficiencies	-	6.2	17.7	19.0	19.0	62.0	Increase efficiency and reduce overlap by consolidating corporate services, including information management and technology, finance, communications, administrative support and human resources.
Programs Implementation	5.1	8.8	7.4	6.3	6.3	33.9	Improve implementation of several programs. Examples include: Earth Sciences (Cartography Imaging and Printing) and Forestry (National Community Tree Foundation and the Canadian Forestry Association).
Privy Council Office	2.1	4.2	6.3	6.3	6.3	25.2	www.pco-bcp.gc.ca Enquiries: 613-957-5072
Corporate Efficiencies	2.1	4.2	6.3	6.3	6.3	25.2	Increase corporate efficiencies by sharing administrative services with other central agencies.
Privy Council Office - Portfolio	1.6	3.1	4.7	4.7	4.7	18.8	www.irsr-rqpi.gc.ca Enquiries: 613-996-2706
Office of Indian Residential Schools - Professional Service Contract Management Fees	1.0	1.0	1.0	1.0	1.0	5.0	Develop an in-house approach to manage professional services. This will not affect claims resolution.
Office of Indian Residential Schools - Legal Costs	0.6	2.1	3.7	3.7	3.7	13.8	Assessment shows that demand for this program can be met fully within remaining resources. This will not affect claims resolution.
PSEPC - Royal Canadian Mounted Police	1.0	3.4	5.1	5.1	5.1	19.9	www.psepc.gc.ca Enquiries: 613-991-0657
Internal Efficiencies	1.0	2.3	4.0	4.0	4.0	15.3	Reduce the number of recipients of the Plain Clothes Allowance and streamline annual communications conferences by, for example, using new technologies.
Rationalize Laboratory Facilities	-	1.1	1.1	1.1	1.1	4.5	Close one RCMP forensic laboratory. Current capacity will be maintained in five as opposed to six locations. Rationalization of laboratories was recommended by the Auditor General to improve efficiency in the delivery of forensic services.
PSEPC - Canada Border Services Agency	1.7	3.0	3.4	3.4	3.4	14.9	www.psepc.gc.ca Enquiries: 613-991-0657
Administrative Efficiencies	1.7	3.0	3.4	3.4	3.4	14.9	Streamline managerial structure at headquarters and revise training provisions for new recruits.
Public Works and Government Services	8.0	16.0	23.0	23.0	23.0	93.0	www.pwgsc-tpsgc.gc.ca Enquiries: 819-956-5316
Corporate Efficiencies	8.0	16.0	23.0	23.0	23.0	93.0	Modernize the delivery of the services the Department provides on behalf of other government departments.
Social Development Canada	11.2	13.9	17.5	17.5	17.5	77.6	www.sdc.gc.ca Enquiries: 819-994-2006
Debt Recovery	11.2	13.9	17.5	17.5	17.5	77.6	Increase the recovery of debts through improved productivity and the consolidation and specialization of collection services.
Transport Canada	5.4	11.4	17.2	17.2	17.2	68.5	www.tc.gc.ca Enquiries: 613-990-6055
Corporate Efficiencies	4.0	8.0	12.0	12.0	12.0	48.0	Reduce costs through more comprehensive and integrated business planning, enhanced access to and use of technology-based systems, greater sharing of common services with other departments.
Air Travel Complaints Commissioner	0.5	1.7	2.6	2.6	2.6	10.1	Recent increases in airline competition have reduced need for a dedicated airline complaints commissioner. The Canadian Transportation Agency will continue to have a complaint management function.
Federal Bridges Corporation	0.9	1.7	2.6	2.6	2.6	10.4	Savings will be realized through internal efficiencies.
Treasury Board Secretariat	1.4	2.3	4.2	4.2	4.2	16.3	www.tbs-sct.gc.ca Enquiries: 613-957-2391
Corporate Efficiencies	1.4	2.3	4.2	4.2	4.2	16.3	Reduce overhead costs.
Treasury Board Portfolio - Canada School of Public Service	0.5	0.9	1.4	1.4	1.4	5.6	www.myschool-monecole.gc.ca Enquiries: 613-943-7875
Operational Efficiencies	0.5	0.9	1.4	1.4	1.4	5.6	Increase operational efficiencies.
Treasury Board Portfolio - Public Service Human Resources Management Agency of Canada (PSHRMAC)	8.5	16.9	17.2	17.2	17.2	77.0	www.hrma-agrh.gc.ca Enquiries: 613-952-3139
Corporate Efficiencies	0.5	0.9	1.2	1.2	1.2	5.0	Rationalize agency management and operations. Reduce overhead costs.
Youth Internship Program	8.0	16.0	16.0	16.0	16.0	72.0	Integrate the program with Human Resources and Skills Development Canada's Youth Employment Strategy.
Veterans Affairs	3.2	6.4	9.3	9.3	9.3	37.5	www.vac-acc.gc.ca Enquiries: 613-992-7468
Volume Discounts and Recycling of Equipment	3.2	6.4	9.3	9.3	9.3	37.5	Negotiate volume discounts with suppliers in areas such as audiology and oxygen and recycle equipment.
Western Economic Diversification Canada	3.1	6.0	8.8	8.8	8.8	35.5	www.wd.gc.ca Enquiries: 952-7101
Sustainable Communities	-	0.4	0.5	0.5	0.5	1.9	Realign funding to focus on priority areas, such as urban development, and increase leverage of funding with partners.
Corporate Efficiencies	0.2	0.4	0.5	0.5	0.5	2.1	Reduce overhead costs.
Innovation	-	0.4	0.5	0.5	0.5	1.9	Realign funding to focus on priority areas, such as technology commercialisation, and increase leverage of funding with partners.
First Jobs in Science & Technology Program	0.8	1.5	2.0	2.0	2.0	8.3	Eliminate the program as it was created during a period of high youth unemployment. The Government has other programs in place to continue to promote youth employment.
International Trade Personnel Program	0.8	1.5	2.0	2.0	2.0	8.3	Eliminate the program as it was created during a period of high youth unemployment. The Government has other programs in place to continue to promote youth employment.
Loan Fund Support to Farm Credit Canada and Business Development Bank of Canada	1.0	1.0	2.0	2.0	2.0	8.0	Eliminate underwriting one federal program by another federal program. These funds were established about 10 years ago to support FCC and BDC entering new high-risk areas.
Community Economic Development Opportunities and Internship Programs	0.3	0.8	1.3	1.3	1.3	5.0	Improve effectiveness of program by having participants submit specific project proposals rather than receiving an annual allotment. No change in core program funding.
* Numbers may not add up because of rounding

Date published:	2005-02-23
Last updated:	2005-02-23
Date reviewed:	2005-02-23

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