Program Activity: Space Based Earth Observation (EO)

Alaska Satellite Facilities (ASF) have processed a total of 55,815 frames. National Oceanic and Atmospheric Administration (NOAA) and National Ice Center (NIC) are the ASF's largest clients.

Performance Analysis

Indicator 1

RADARSAT data can be ordered through 4 different order desks. A total of 6,755 frames were processed at the Canadian government order desk located at CSA and the Canadian Ice Services located at Environment Canada.

The number of 10 departments does not take into account branches and divisions that are part of these departments (i.e. Canada Centre for Remote Sensing (CCRS), Canadian Forest Services (CFS), Geological Survey of Canada (GSC) are three branches of Natural Resources Canada). The largest government user of RADARSAT data is still the Canadian Ice Service of Environment Canada for ice monitoring activities. Environment Canada (EC), the Canadian Coast Guard (CCG), Transport Canada (TC), Department of National Defence (DND) and Fisheries and Oceans (DFO) are coordinating their efforts to implement ISTOP (Integrated Satellite Tracking of Polluters). By doing so, they have been more effective and have reduced their cost by sharing RADARSAT data acquired to monitor the targeted area. ISTOP became fully operational in 2006-2007. RADARSAT data are also used successfully for applications related to crop monitoring, ship detection, wetland mapping, ocean windfield mapping, oil spill, soil subsidence and soil movement monitoring, disaster monitoring and, especially, flood monitoring.

The Alaska Satellite Facilities (ASF), handling data requests from the U.S. Governments as part of the U.S. allocation of the RADARSAT Mission, processing a total of 55,815 frames during the 2006-2007 period. The main areas of application for the frames processed by ASF are for sea ice monitoring, 40%, wind speed determination, 10%, geological hazards, 25% and scientific research, 25%.

MacDonald Dettwiler and Associates (MDA) Geospatial Services Inc. (GSI) is responsible for the commercial sale of RADARSAT data. A total of 30,970 frames were sold by MDA for telemetry and commercial use through 5,283 orders in 2006-2007. Europe is the largest market, accounting for 41%, followed by Canada with 31 % and the U.S. with 12%. The Far East follows closely with 10%. Ship detection is the main application accounting for 32% of the frames, followed closely by applications related to the environment at 29%. Cartography at 10%, ice monitoring 9%, defence applications at 7%, and oil pollution at 5% are second in importance. These numbers do not include the frames ordered by Canadian government departments and agencies or processed at the Alaska Satellite facilities for the U.S. government.

Indicator 3

An increasing number of departments are using RADARSAT data. The largest users are still the Canadian Ice Center of Environment Canada, Natural Resources Canada, Fisheries and Oceans, Agriculture and Agri-Food Canada, National Defence and the Canadian Space Agency. It is worth noting that 4 other departments were repeat users of RADARSAT data during the 2006-2007 period — Parks Canada, the National Research Council, the Canadian Nuclear Safety Commission and Public Safety and Emergency Preparedness Canada. Last year, a total of 5,703 processed image frames were provided to federal departments and agencies. This year, a total of 6,755 processed image frames were provided for them.

It has been impossible to establish an operational budget baseline for federal government departments and agencies as a whole. However, discussions are currently taking place among the government departments and agencies under the leadership of PWGSC, to consolidate the purchase of EO data for the government departments as a whole. If negotiations are successful, information on all EO data purchases, not just RADARSAT data, by Canadian government departments will be provided starting in 2008-2009.

Indicator 4

Data on the number of hits on the Canadian Geospatial Data Infrastructure (CGDI) related to CSA sponsored scientific and operational missions were not provided on time because of major changes to the GeoConnections Web last year and informatics' deficiencies. During the coming year, CSA will work with CGDI to review and develop a more reliable, accurate and measurable indicator. In the meantime, GeoConnections has been able to provide us with some monthly statistics from their Discovery Portal, which connects databases with CSA supported missions.

Precisions: Final review of RADARSAT-Constellation phase A was held in November 2006 and the Preliminary System Requirements Review of the Hyperspectral study with Italy was held in March 2007.

Precisions: RADARSAT-Constellation received approval to move onto phase B/C in March 2007.

Performance Analysis:

Indicators 1 and 2

According to Treasury Board's approved Project Management and Approval Framework phase 0/A relates to the feasibility study and preliminary system requirement review. Phases B, C and D relate to preliminary design definition, detailed design definition and manufacture and acceptance implementation. Together they correspond to project development phases.

Source: CSA's Project Management Guidelines, internal document only in English.

Precisions: A major contributor to this high level is the large contract awarded to a Canadian company for the supply of electric field instruments for the Swarm Earth Explorer Mission.

Performance Analysis:

The return coefficient corresponds to the ratio between the actual number of weighted contracts given to a country and the ideal number of contracts to be given to that country according to existing rules. Canadian industrial returns are by Program Activity. The EO optional programs are: ENVISAT, EOEP (Earth Observation Envelope Program)/EOPP (Earth Observation Preparatory Program), Earth Watch GMES (Global Monitoring for Environment and Security), TerraSar (EO Optional Programs). The Overall Canadian industrial return pertains to all ESA mandatory programs. The Overall Industrial Return Coefficient Indicator is 1.16.

Source: European Space Agency Council. Paris, Agency Key Performance Indicators. ESA/IPC (Dec. 2006) 13 rev. 2, document only in English.

Precisions: Delays in releasing "Announcement of Opportunities" due to decision to harmonize process between CSA sectors.

Precisions: Targeted efforts by the CSA to build a large and diverse network of national and international partners were successful.

Precisions: With additional grants and contributions funds becoming available, four new grants have been awarded through the Space Science Enhancement Program 2006 Competition.

Performance Analysis:

Indicators 1, 2, 3 and 5

Many space science missions are currently producing excellent results. Adequate levels of funding greatly helped, in this case, exceeding targets. CSA funds are highly leveraged by funds provided by universities and the National Sciences and Engineering Research Council of Canada (NSERC).

Indicator 2

The term Highly Qualified Personnel (HQP) includes undergraduate, graduate and postdoctoral fellows, as well as research assistants, research associates, faculty and non-faculty staff.

Indicator 3

Funded activities are supporting instrument control, data validation and processing for 6 operating missions: MOPITT, OSIRIS, SCISAT, RADARSAT-1, ENVISAT and CloudSat.

Source: CSA is producing a report based on data collected from an annual survey with scientists currently funded by the Space Science Program.

Precisions: 18 EO Application Development Programs (EOADP) and 7 Government Related Initiatives Programs (GRIP).

Precisions: Agriculture, Atmosphere, Energy, Fisheries, Forestry, Geology, Land, Natural Disaster, Oceans and Coasts, Transportation, Security, Snow and Ice, Survey and Mapping, Water and two other unspecified fields.

Performance Analysis:

Indicator 1

EOADP (Earth Observation Application Development Program)In the 52 completed EOADP projects tallied in 2006-2007, 40 different technologies were identified, 18 of which were deemed to have applications that were operationally used. Products were deemed operationally used based on a survey of companies.

GRIP (Government Related Initiatives Program)Of the 34 completed GRIP projects tallied in 2006-2007, 7 were identified as being applications operationally used by GRIP Program Authorities, of which 3 are new this year.

Indicator 2

The number of new fields of application is actually the number of fields of applications for the 25 new operationally used EO applications identified by indicator 1. The list is exhaustive and is likely to include all possible future fields.

Source: Performance Indicators for EO Application Development Programs (2006-2007) by Hickling, Arthurs, Low Technology Management, Strategy and Economics, internal document only in English.

Precisions: S&MA and CM participated in 3 active EO projects in Phases B, C and D.

Precisions: The 88% client satisfaction rate is an increase from the previous survey result of 82%.

Precisions: 64% of project milestones were delivered on time. The milestones that were not met was a result of technical difficulties and delays in the start of projects. However, 100% of EO project costs, however, were maintained within authorized levels for all projects.

Performance Analysis:

Indicator 1

According to Treasury Board approved Project Management and Approval Framework phases B, C and D relate to preliminary design definition, detailed design definition and manufacture and acceptance implementation. Together they correspond to project development phases.

Indicator 2

Space Programs conducted a client survey. The survey was conducted through 33 interviews with missions' managers; project managers or directors general over 15 projects ranging from phases A to E. The interviews were carried out in April and May 2007 and lasted from 45 to 60 minutes. Only the results from the 17 mission managers and project managers were considered in establishing the satisfaction rate. The other interviews were used to polish improvement recommendations. During the course of the survey/interviews, information pertaining to the various services provided by the Space Programs Branch was gathered as a means of providing valuable insight into problem areas or issues related to project management services and processes that might need to be addressed. This information will also be used as a means of striving for improved performance results in subsequent years.

Indicator 3

Source: Annual Table of Projects Milestones, internal document only in English.

Indicator 4

The project risk matrix is reviewed monthly at each project review and discussed in more detail during Space Program Risk Committee meetings, which take place three times a year.

Precisions: Average performance for RADARSAT-1 was maintained at over 95%.

Target Met: More than 20,000 SAR minutes.

Precisions: More precisely, a total of 769 Gbytes of SCISAT-1 science data and a total of 57,314 minutes of SAR data from RADARSAT-1 were acquired.

Performance Analysis:

Indicator 1

System performance is measured in terms of the percentage of data requests that were planned and subsequently executed by the spacecraft payload and received.

Source: CSA's Mission Management Office / Database Management (MMO/DBM), internal document only in English.

Indicator 2

Target 1: SCISAT instruments exceeded expectations. Benchmarks are based on the Science Principal Investigator expectations. Broken down by scientific instruments, the total of 769 Gbytes delivered to customers is as follows: FTS: 651 GBytes; Imager: 95 Gbytes; and MAESTRO: 23 Gbytes.

Target 2: The benchmark target of RADARSAT-1 image data as the number of SAR on time minutes was exceeded to attain a total of 57,314 minutes of SAR data collected.

Sources: CSA' s Mission Operations Center System (MOC) (target 1); CSA's Mission Management Office / Database Management (MMO/DBM) (target 2), internal document only in English.

Program Activity: Space Science and Exploration (SE)

Missions

Status

Fields

Indicator 2

For the purpose of this indicator, a mission is considered partly or totally successful when the status reads as: objective met, in operation, completed or launched. Analysis of the last three fiscal year, starting April 1, 2004 and ending on March 31, 2007, shows an overall mission success rate of 27% (9 out of 33) when all initiated missions are taken into account. Last year, this same method of calculation would have shown a mission success rate of 12% (3 out of 24). It is important to note however that all successful missions have met or are in the process of meeting their mission objectives.

Indicator 3

This year, 711 peer-reviewed papers, featuring Canadian academia and/or R&D community, were published in Space Astronomy and Exploration, Solar-Terrestrial Relation, and Physical and Life Sciences. A breakdown of the information by field: Space Astronomy (393), Planetary Exploration (17), Solar-Terrestrial Relation (161), Physical Sciences (57) and Life Sciences (83). The 2005-2006 DPR indicated 83 papers. The actual total should have read 482 papers. The difference is due to improved publication monitoring.

Precisions: The mission payload concept Request for proposal was postponed to 2007-2008.

Precisions: Next year's target will aim at one. Phase A for ORBITALS mission received approval in November 2006 and will seek approval for Phase B next year.

Performance Analysis:

No performance analysis is required.

Precisions: Slow ramp-up of Aurora, Exomars, and ELIPS-2 programs continued.

Performance Analysis:

Funding was added to the Aurora Preparatory activity during the year, which helped to lower the return, as more money now becomes available to be returned to Canada. This is a temporary situation as it is anticipated that there will be more opportunities for contracts than funding available for this program.

The return coefficient corresponds to the ratio between the actual number of weighted contracts given to a country and the ideal number of contracts to be given to that country according to existing rules. Canadian industrial returns are by Program Activity. The SE optional programs are Aurora, Exomars, and ELIPS-2. The Overall Canadian industrial return pertains to all ESA mandatory programs. The Overall Industrial Return Coefficient Indicator is 1.16.

Source: European Space Agency Council. Paris, Agency Key Performance Indicators. ESA/IPC (Dec. 2006) 13 rev. 2, internal document only in English.

Precisions: Many space science missions are currently producing excellent results.

Precisions: Delays in releasing "Announcements of Opportunity" have occurred due to decisions to harmonize the process between CSA sectors.

Precisions: Targeted efforts by the Space Science sector to build a large and diverse network of national and international partners were successful.

Precisions: With additional grant and contribution funds becoming available, 14 new grants have been awarded through the Space Science Enhancement Program 2006 Competition and 18 new grants through the Canadian Analog Research Network (CARN) program.

Performance Analysis:

Indicators 1, 2, 3 and 5

Many space science missions are currently producing excellent results. Adequate levels of funding greatly helped, in this case exceeding targets. CSA funds are highly leveraged by funds provided by universities and the National Sciences and Engineering Research Council of Canada (NSERC).

Indicator 2

The term Highly Qualified Personnel (HQP) includes undergraduate, graduate and postdoctoral fellows, as well as research assistants, research associates, faculty and non-faculty staff.

Source: CSA is producing a report based on data collected from an annual survey with scientists currently funded by the Space Science Program.

Target Met: 2 on Soyuz

Target Met: 1 on ISS

Precisions: All three targets have been met and one exceeded with five astronauts instead of four being fully qualified to fly on all vehicles.

Precisions: Some basic training development is projected for 2007-2008.

Precisions: The STS-115 mission with Canadian astronaut, Steven MacLean, was a great success.

Performance Analysis:

No performance analysis is required.

Precisions: SM&A and CM participated in 6 active SE projects in Phases B, C and D.

Precisions: The 88% client satisfaction rate is an increase from the previous survey result of 82%.

Precisions: 81% of project milestones were delivered on time. The milestones that were not met was a result of technical difficulties, primarily on JWST and PHOENIX. 100% of SE project costs were maintained within authorized levels.

Performance Analysis:

Indicator 1

According to Treasury Board approved Project Management and Approval Framework phases B, C and D relate to preliminary design definition, detailed design definition and manufacture and acceptance implementation. Together they correspond to project development phases.

Indicator 2

Space Programs conducted a client survey. The survey was conducted through 33 interviews with missions' managers, project managers or directors general over 15 projects ranging from phases A to E. The interviews were carried out in April and May 2007 and lasted from 45 to 60 minutes. Only the results of the 17 mission managers and project managers were considered to establish the satisfaction rate. The other interviews were used to polish improvement recommendations. During the course of carrying out the survey/interviews, information pertaining to the various services provided by the Space Programs Branch was gathered as a means of providing valuable insight into problem areas or issues related to project management services and processes that might need to be addressed. This information will also be used as a means of striving for improved performance results in subsequent years.

Indicator 3

Source: Annual Table of Projects Milestones, internal document only in English.

Indicator 4

The project risk matrix is reviewed monthly at each project review and discussed in more detail during Space Program Risk Committee meetings, which taking place three times a year.

Precisions: The target was exceeded with a 100% rate of participation.

Precisions: Availability even surpassed target at time.

Precisions: The target was exceeded with a 100% response rate to requests.

Precisions: The CSA delivered all necessary products and support services in accordance with any agreed NASA schedule.

Precisions: The target was exceeded with all software and flight products delivered 100% at the agreed times.

Precisions: All integration, certification and operational activities were completed in support of two specific projects: PMDIS/TRAC which is now in orbit and being operated as part of the ISS payload complement, and MVIS which is integrated into the ESA Columbus laboratory and waiting to be launched.

Performance Analysis:

Indicator 1

Active participation in ISS multilateral program meetings and boards allows Canada to position the CSA in the ISS management structure and ensures proposals and decisions are determined accordingly to Canada's delivery capacity and are properly communicated to all partners.

Source: International Space Station Program Control Boards and Panels: iss-www.jsc.nasa.gov/nwo/ppco/cbp/web/ document only in English.

Indicators 3, 5 and 6

Achievements are monitored against set requirements and certified by NASA counterparts.

Indicators 2 and 4

Systems availability is measured in system response time during operational activities as required by NASA counterparts.

Source for Indicator 2: Remote Commanding Monthly Availability Report;
Source for Indicator 4: Internal weekly Mission Operations Reports.
Internal documents only in English.

Performance Analysis:

Two objectives were met. PMDIS/TRAC is now in orbit and being operated on the ISS; MVIS is integrated into the ESA Columbus laboratory at KSC and awaits launch to the ISS.

Performance Analysis:

Indicator 1

Significant achievements were noted in the Advanced Astronaut Medical Support (ADAMS) project, including the completion of a comprehensive needs and capacities study and the publication of a strategic plan. The CSA Shuttle Contingency Plan was integrated with Public Safety Canada and Transport Canada Space Shuttle Contingency plans.

Source: Contract with Ontario TeleNorth.

Indicator 2

All required meetings were attended and conferences have been supported. Active participation in the ISS multilateral program meetings and boards allows Canada to position the CSA in the ISS management structure and ensures proposals and decisions are determined accordingly to Canada's delivery capacity and are properly communicated to all partners.

Source: Weekly reports on Operational Space Medicine (OSM) activities to be available next year, internal documents only in English.

Program Activity: Satellite Communications (SC)

Demonstration and trial campaign for the provision of government service to northern and remote communities is progressing well and is expected to be completed in March 2008.

The demonstration and trial campaign for the provision of government services to northern and remote communities using Government of Canada Capacity Credit are progressing well and are expected to be completed in March 2008.

Performance Analysis

Indicator 1

In 2007-2008, the CSA will undertake studies on communications satellite service needs and opportunities, from which baseline data will be drawn to measure the gap between current capabilities and future needs of Canadians.

Indicator 2

The CSA has deployed hubs in Vancouver and Winnipeg to demonstrate Ka-band applications and services using Anik F2's four northern beams. In conjunction with the existing infrastructure, nine Ka-band terminals were obtained to demonstrate institutional services and applications in the Canadian North. This ongoing trial campaign, scheduled to be completed by March 2008, will yield a comprehensive assessment of Ka-band performance in the four northern beams. Initiatives to upgrade the reliability and quality of service of the existing proof-of-concept services are expected to be undertaken in 2007-2008.

Indicator 3

The number of modems installed to date is about 32,000 with a growing rate of 50-70 terminals per day. Based on Telesat's 4 tiers of service, this number translates into about 52,000 customer subscribers (also referred as basis service equivalents). The baseline performance of 52,000 subscribers for Anik F2 represents a commercial take-up rate higher than originally anticipated (the original take-up rate was estimated at 3,000 new basic service equivalents per month, which for the 11-month of service (May 2005 - March 2006) would equate to 33,000 basic service equivalents). Note that the maximum of 150,000 basic service equivalents available for Government use equates to a total of approximately 100 Mbps access for 11 years (ending in April 2015). Additional performance information on Anik F2 commercial take-up, such as number of communities served and type of applications and services used will be available once the operating upgrade by National Satellite Initiative (NSI) is up and running.

Through its support of Anik F2, the Government of Canada has secured a Government Capacity Credit access worth $50 million over 11 years starting in May 2005. Industry Canada has transferred this Capacity Credit to the National Satellite Initiative (NSI) to support the Government's connectivity agenda for remote and underserved northern rural communities. So far, the Government of Canada Capacity Credit (GoC CC) access for Anik F2 has only been used for validation testing and concept demonstration purposes, resulting in a low rate of utilization since May 2005. The CSA is investigating implementation solutions to meet these requirements in 2007-2008.

Performance Analysis

A first joint study, undertaken in 2005-2006 in cooperation with the Department of National Defence, Natural Resources Canada and Industry Canada, looked at the importance of GNSS technology to Canada and identified some of the country's strengths and opportunities. The analysis was based on the input of over 100 representatives from government, industry and academia.

A second joint study, undertaken in 2006-2007 in cooperation with Transport Canada, has shown that many sectors within the transportation sector can benefit greatly from GNSS services.

A review of the federal government GNSS governance model was recommended in both studies. To this end, CSA will consult with the other government departments involved in the two studies to organize a joint workshop to address this issue.

Expected Result:

Mission Feasibility and Concept studies by industry, government and academia, enabling CSA decisions on future Satellite Communications' space missions of interest to Canada.

Precisions:
Anik G1 Payload Concept Study: A definition study, which may lead to a major mission on Telesat's Anik G1, was under preparation with an expected start in June 2007.

Polar Communications Feasibility Study: A study on the possibility of providing satellite communications using polar orbiting satellites covering the entire Canadian North was under preparation for a Request For Proposal in August 2007.

Precisions: The M3Msat mission was approved in 2006-2007 by the Department of National Defence and CSA as a joint Microsat mission for maritime monitoring and messaging.

Performance Analysis

Indicator 1

Anik G1: With over a year of successful Ka-band operations on Anik F2, the world's first satellite to provide commercial broadband services, Telesat has already initiated planning to ensure continuity of existing services, introduce enterprise services, and to meet the expected growth in demand for interactive broadband. Anik G1 is being planned as the first satellite in the new series and will be a dedicated Ka-band satellite providing very high capacity for two-way broadband services over North America. To this end, in December 2006, Telesat approached the CSA with a proposal for collaboration similar to the Anik F2 Payload Demonstration. CSA is therefore anticipating contracting out, in 2007, a detailed definition study into a piggyback demonstration payload that will be flown on Anik G1. This study would first quantify the future needs of government departments and agencies and would then define the specific technologies proposed to meet the identified demands and thus warranting demonstration aboard Anik G1.

Polar Communications: To provide reliable communications services and pre-operational meteorological data in Canada's Great North, with 100% coverage, and augment current and future Canadian GEO communications capabilities, CSA is looking into a Polar Communications Mission using a constellation of satellites in HEO (Molniya type) or LEO orbits. Moreover, to take advantage of the unique observation point over the Arctic region, the mission would, as a secondary objective, obtain and feed into the Numerical Weather Prediction Model (NWPM) highly temporal (ideally every 15 minutes) meteorological data 60o to the North Pole in order to significantly improve the accuracy of weather forecasting in Canada and make a Canadian contribution to the international meteorological community. To this end, the CSA is planning on contracting out a study in 2007 to fully investigate the feasibility and tangible merits of the Polar Communications and Weather concept.

Indicator 2

M3Msat: The Maritime Monitoring and Messaging Micro-Satellite (M3MSat) mission will place a micro-satellite at LEO to demonstrate the utility of collecting Automatic Identification System (AIS) data using a space-based platform. AIS is a maritime self-reporting network intended to improve safety at sea by having all ships greater than 300 tonnes continually transmit their location over VHF. This project will demonstrate the utility of a space-based AIS receiver by providing maritime operators with "near-ground truth" data for vessels transmitting class A data, as well as characterizing and mapping radio frequency interference for AIS frequency bands on a global scale. A joint project between CSA and the Department of National Defence, M3Msat will benefit from the work established and lessons learned from the NEOSSat mission. The outcome will also be used to support risk reduction activities for the RADARSAT-Constellation Mission (RCM) related to an AIS secondary payload. With the program now having been approved, the next step for the CSA is to investigate the best procurement approach to follow.

Expected Result:

Successful development and demonstration of advanced technologies, systems, components, or studies provided for in the contracts awarded by ESA to Canadian firms under SC programs.

Precisions: This has been an active period for ESA in awarding contracts to Canadian companies. Targets in both ARTES and GalileoSat programs were met.

Performance Analysis

The return coefficient corresponds to the ratio between the actual number of weighted contracts given to a country and the ideal number of contracts to be given to that country according to existing rules. Canadian industrial returns are by Program Activity. The SC optional programs are: ARTES and GalileoSat. The Overall Canadian industrial return pertains to all ESA mandatory programs. The Overall Industrial Return Coefficient Indicator is 1.16.

ARTES programs brought a return of 100%, with all our available funding used by ESA to award contracts to Canadian companies. Demand for bid support from the Canadian industry still greatly exceeds the available Canadian funding at ESA.

For the Galileosat program, 91% of our available funding was used by ESA to award contracts to Canadian companies for space and ground segment infrastructure. Particular attention will be paid to this program in 2007-2008 in order to have ESA award additional work to Canadian companies with the objective of obtaining a 100% return.

The ESA GNSS Evolution program was approved during the period. This program will enable Canadian companies to participate in research and development activities leading to the next generation of the Galileo GNSS constellation.

In addition, ESA and major European operators were notified of a significant Canadian funding commitment to support Canadian involvement in the Alphasat large platform demonstration program during the period. The final selection of a winning payload is still under consideration by ESA and will be announced in May 2007.

Source: European Space Agency Council. Paris, Agency Key Performance Indicators. ESA/IPC (Dec. 2006) 13 rev. 2, internal document only in English.

Expected Result:

Development and demonstration of SC applications for private and public sector clientele and the support and development of ground segment telecommunication technologies.

Precisions: Two programs, TITAN and STAR were approved by CSA but were not funded.

Precisions: TITAN and STAR programs approved but not funded. Will be re-submitted for funding support in 2007-2008.

Performance Analysis

Definition of two programs, TITAN and STAR, have been prepared and presented to the CSA Executive Committee. The two programs were well received but could not be started due to the unavailability of funding for new initiatives in 2006-2007.

Source: Internal document only in English.

Expected Result:

SC projects' deliverables meet mission objectives and user expectations.

In accordance with Treasury Board approved Project Approval and Management Framework (PAMF):

Precisions: The 88% client satisfaction rate is an increase from the previous survey result of 82%.

Precisions: 60% of project milestones were delivered on time. The milestones that were not met was the result of technical difficulties and delay in start of projects. However, 100% of SC project costs were maintained within authorized levels for all projects.

Performance Analysis

Indicator 1

According to Treasury Board approved Project Management and Approval Framework, phases B, C and D relate to preliminary design definition, detailed design definition and manufacture and acceptance implementation. Together they correspond to project development phases.

Indicator 2

Space Programs conducted a client survey. The survey was conducted through 33 interviews with missions' managers, project managers or directors general over 15 projects ranging from phases A to E. The interviews were carried out in April and May 2007 and lasted from 45 to 60 minutes. Only the results of the 17 mission managers and project managers were considered to establish the satisfaction rate. The other interviews were used to polish improvement recommendations. During the course of the survey/interviews, information pertaining to the various services provided by the Space Programs Branch was gathered as a means of providing valuable insight into problem areas or issues related to project management services and processes that might need to be addressed. This information will also be used as a means of striving for improved performance results in subsequent years.

Indicator 3

Source: Annual Table of Projects Milestones, internal document only in English.

Indicator 4

The project risk matrix is reviewed monthly at each project review and discussed in more detail during the Space Program Risk Committee meetings, taking place three times a year.

Program Activity: Generic Space Activities in Support of EO, SE and SC (GSA)

Performance Analysis

Indicator 1

Harmonized performance measurement indicators for 2 Space Technology Programs — the Space Technology Research Program (STRP) and the Space Technology Development Program (STDP) — demonstrated that 1 technology was chosen out of 11 STRP projects for future space missions and that 3 technologies were chosen out of 20 STDP projects completed in 2006-2007 for future space missions; 3 technologies were integrated into commercial products for an impressive total of 23 % of new technology used.

Indicator 2

In addition to the 6 space missions, the David Florida Laboratory also supported 3 technology development projects — the International Space Station (ISS), CANDARM-1 and the Microsat
Bus — and 5 commercial projects.

Indicator 3

Harmonized performance measurement indicators for 2 Space Technology Programs — Space Technology Research Program (STRP) and Space Technology Development Program
(STDP) — demonstrated that the scientific research community does not use publications to share early findings with its peers in order to protect industrial secrecy and know-how.

Expected Result 1:

Development and transfer of advanced space technologies by industry, government and academia, in support of EO, SE, and SC activities of interest to Canada.

Precisions: Out of 31 projects that ended in 2006-2007, 71 publications were written.

Precisions: Out of 31 projects that ended in 2006-2007, 9 technologies were the subject of a patent application (29%).

Precisions: Out of 31 projects that ended in 2006-2007, 22 technologies increased in maturity (71%).

Precisions: Out of 31 projects that ended in 2006-2007, 4 technologies were chosen for future space missions and 3 technologies were integrated into commercial products.

Performance Analysis

Harmonized performance indicators measurement for Space Technology Research Program (STRP) and Space Technology Development Program (STDP) in 2006-2007 provides interesting elements of comparison.

Indicator 1

STRP published 46 conference papers, 19 journal papers, 1 book chapter and 4 technical reports (not peer-reviewed) out of 11 projects (an impressive average of 6 publications per project). STDP published only 1 peer – reviewed publication for 20 projects. In conclusion, the industry does not use publications to share early findings with its peers in order to protect industrial secrecy and know-how.

Indicator 2

STRP: Out of 11 projects that ended in 2006-2007, 8 patent applications were filed. Two patents, filed in 2005-2006, were granted in 2006-2007; STDP: Out of 20 projects that ended in 2006-2007, 1 technology was the subject of a patent application.

Indicator 3

STRP: Out of 11 projects that ended in 2006-2007, 3 technologies increased in maturity.
STDP: Out of 20 projects that ended in 2006-2007, 19 technologies increased in maturity.

Some 71% of R&D projects that were completed in 2006-2007 demonstrated an increase in technology maturity levels indicating progress toward set objectives. It is of interest to note that 49 highly skilled positions were maintained or created in relation to the 20 projects that ended in 2006-2007.

Indicator 4

STRP: Out of 11 projects that ended in 2006-2007, 1 technology was chosen for future space missions; STDP: Out of 20 projects that ended in 2006-2007, 3 technologies were chosen for future space missions; 3 technologies were integrated into commercial products.

Indicator 1 to 4

CSA Space Technology managers have undertaken a review of program delivery and governance, including a performance measurement framework review. The results of the work will be reflected in the 2007-2008 DPR in the form of improved performance indicators.

Sources: Space Technology Research Program (STRP) 2006-2007 Achievements; Annual STDP Performance Indicators Values Report, internal documents only in English.

Expected Result 2:

Successful development and demonstration of advanced technologies, systems, components or studies provided for in the contracts awarded to Canadian firms under ESA Programs.

Precisions: Canadian return on ESA mandatory programs has held steadily above 100%.

Performance Analysis

The return coefficient corresponds to the ratio between the actual amount of weighted contracts given to a country and the ideal amount of contracts to be given to that country according to existing rules. Canadian industrial returns are by Program Activity. The mandatory program is: General Support Technology Program (GSTP). The Overall Canadian industrial return pertains to all ESA mandatory programs. The Overall Industrial Return Coefficient Indicator is 1.16.

Source: European Space Agency Council. Paris, Agency Key Performance Indicators. ESA/IPC (2006) 13 rev. 2.

Expected Result 3:

Increased number of university scientists and engineers with Ph.D's and/or Master's degrees with research experience addressing real space problems faced by industry and/or government institutions.

Performance Analysis

Selection criteria are very strict and therefore only 2 partnerships qualified this year. One 3-year award to the University of Calgary at $30,000/year, and one 3-year award to Ryerson University at $12,500/year.

Expected Result 1:

Development, provision of expertise and supply of space qualification services, functional and environmental testing of space hardware primarily for CSA sponsored programs and projects, and subsequently to the Canadian space industry and other private and public sector clients.

Performance Analysis

During the fiscal year, 81client feedback surveys were distributed and 21 completed surveys were returned, representing a 25% return rate. Minor issues were identified and addressed as part of DFL's ongoing quality improvement program and in consultation with our clients.

Program Activity: Space Awareness and Learning (AL)

Results indicate that 46% of respondents are aware of the Canadian Space Agency as champion of space activities and that 19% of respondents have moderate knowledge of Canada's space activities. Next survey to be conducted in 2008-2009.

Performance Analysis

The survey was conducted with the general public to assess awareness, knowledge, and attitudes toward Canada's space program and related activities. The survey was administered by phone to 1,628 Canadian adult residents, on February 4 to 11, 2005. Based on a sample of this size, the overall results can be considered to be accurate within +/- 2.5%, 19 times out of 20.

Several results contribute to determining levels of awareness. Other then the two results cited above, the following could also be considered:

• 47% identified Earth-related benefits that flow from Canada's space program;
• 67% cited images when thinking about Canada's involvement in space;
• 71% believed Canadians are proud of our activities in space, and that Canadian success in advanced space technologies contributes to our knowledge-based economy, innovation, and economic competitiveness; and,
• 65% felt that our space activities inspire youth in science and engineering.

Some 80% of Canadians surveyed think it is important for Canada to continue to have a space program and be active in the development of advanced technologies and science related to space.

Respondents were asked to rate the importance of a number of benefits that result from investment in the Canadian Space Program. A strong majority viewed all potential benefits as important. Some 90% felt that monitoring the Earth for natural disasters is an important benefit, followed closely by monitoring our oceans, forests, wetlands and farmlands (88%), and new medical discoveries (87%). As well, significant numbers attributed importance to better telecommunications (83%) and leadership in robotics (81%). Benefits that also received strong responses included advancing humankind's knowledge (74%), enhancing Canada's international reputation (71%), and exploring the solar system (67%).

Precisions: The implementation of the Speakers Bureau strategy began. A total of 153 events in 10 provinces and territories took place, reaching approximately 37,000 Canadians.

Performance Analysis

Indicator 1

An evaluation conducted at a key Speakers Bureau event, "Tremblant sous les étoiles", showed participant feedback to be positive. Participants in the survey indicated the desire to continue learning more about space on their own, a key objective of the Awareness and Learning Strategy.

Of these outreach events, 68 featured scientists, engineers and specialists working at the CSA and 85 featured Canadian astronauts as speakers. About 25,000 people were reached through astronaut events, while another 64,000 were reached through recorded astronaut messages.

A partnership with the Canadian Library Association through the Library of Parliament led to a national essay competition among Canadian youth in support of Canadian Astronaut Steve MacLean's STS-115 mission.

Source: Internal documents.

Performance Analysis

CSA carried out the following media initiatives:

4 surrounding STS-121 Space Exploration mission;
8, related to STS-115 Space Exploration mission;
4, on Space Exploration Neemo 9;
4, related to Space Science CloudSat, THEMIS, BLAST, PMDIS; and,
3, on Awareness and Learning, namely, MOU between the CSA and Alberta, the Teachers' Conference, and the announcement of the badge for STS-118 mission at McGill University.

42% of all media coverage was from TV broadcast outlets. More that 20 formal press releases and 40 media advisories produced and over 20 significant media events.

During that period, the CSA received 794 requests from the media and in response its spokespersons conducted 700 interviews.

Major broadcast outlets in both official languages carried the STS-115 downlink media event, with 200 participating students across the nation.

Source: Internal documents.

Precisions: The number of hits in 2006-2007 totalled 2.6 millions. This represents a 58% increased compared with last year 1.7 million hits.

Performance Analysis

Space missions contribute significantly to the popularity of the CSA's Web Site. What is interesting to know however, besides the number of hits, is the actual number of individuals visiting CSA's Web site.

In 2006-2007, the number of visitors to the CSA's Web site rose from 700,000 to 970,000. A significant increase generated in part by the STS-115 space mission as well as by new award-winning interactive features, such as virtual visits to the Canadian Space Agency and the David-Florida Laboratory.

Source: Internal documents.

Precisions: A total of 350,000 products/publications were delivered to the general public, schools and science centres by mail, e-mail and on-site handouts.

Performance Analysis

This year, key products were:

• The 20th Anniversary of Human Space Flight exhibit continued its journey across the country through science centers and museums.
• Apogée: CSA's electronic publication produced 6 editions for posting on the Web and distribution to its 3,500 subscribers, an increase of 14% over last year's 3,000.
• The number of subscribers to EO Express, a bi-weekly e-bulletin, increased by more than a thousand.

Source: Internal documents.

Precisions: Of the 350,000 products /publications distributed, a portion was as a result of 750 requests from Canadians.

Performance Analysis

Since each request varied in terms of size and need, this indicator does not provide sufficient value-added information the way it is currently formulated. It will therefore either be significantly modified or eliminated for the 2007-2008 DPR.

Source: Internal document.

Precisions: Approximately 25,000 persons reached through 54 day-events; an average of 466 participants reached per day-event.

Precisions: 84 % of events (62) were visits and 16% videoconferences (12).

Precisions: Of the 197 requests, 74 were accepted.

Performance Analysis

Indicators 1 and 2

The establishment of a benchmark of 466 persons reached by astronaut day-events will facilitate future years' analysis, including the ratio of people reached in-person as compared to those reached remotely.

Indicator 3

The provinces and territories were: Quebec, Ontario, Alberta, B-C, Manitoba, Saskatchewan, Nova-Scotia, New-Brunswick, Newfoundland and the Northwest Territories.

Indicator 4

Some 74 events were supported by astronauts out of a total of 197 requests received, demonstrating how a 38% acceptance rate is more realistic than a 50% target.

Source: Internal documents.

Precisions: The number increased by 275%, from 164 to 614.

Precisions: The number increased by 13%, from 414,000 to 470,000.

Precisions: 8,900 educators based on tele- and distance learning on-site and off-site workshops targeted to classrooms, Tomatosphere classrooms and educators participating in Star Count project.

Precisions: The number increased by 57%, due to heightened interest in resources supporting STS-115.

Performance Analysis

Indicators 1 and 3

The STS-115 mission offered the CSA an excellent opportunity to build interest in learning related to science and technology among educators and students. The combination of educators reached through professional development initiatives, and those incorporating space into their learning environment revealed that CSA Space Learning resources reached approximately 20,000 Canadian classrooms in 2006-2007. Members of First Nations and Francophones living in minority official language communities were among those reached.

Indicator 2

The ratio of students reached (470,000) to the number of educators (614) involved in professional development and those participating in the incorporation of space into their learning environment (8,900) demonstrates on average that 50 students per educator involved are reached.

Indicator 4

There was a 36% increase in the number of resources developed in 2006-2007 for a total of 11 versus 7, which may have contributed to the 57% increase in the number of resources accessed by educators.

Number of participating educators incorporating space into their learning environments: 8,900 based on tele-and-distance learning on-site and off-site workshops targeted to classrooms, Tomatosphere classrooms and educators participating in Star Count project.

Source: Internal document.

(Canadian Astronauts Office: Target: 4);

(Space Technology: Target: 10); and,

(Space Science: Target: 8).

Target not Met: 9

Target Met: 16

Performance Analysis

Canadian Astronaut Office

Two students at the Kennedy Space Centre (KSC) in Florida and 2 students at the Johnson Space Centre (JSC) in Texas. The percentage of grant recipients who participate in additional aerospace medicine training is targeted at 10%. A survey is conducted with grant recipients every 2 years. The last survey, conducted in February 2005, revealed the following result: 17% or 1 out of 6 grant recipients participates in additional aerospace medicine training.

Space Technology

Thirteen new Post-Graduate Supplements and 6 new Post-Doctoral Fellowships were awarded. According to a survey performed to analyse the program's performance, more than 80% of the award recipients have completed their studies. Approximately 30% of students supported in previous years have completed their studies. This program was terminated in 2005-2006. The sunset targets for 2006-2007 and 2007-2008 have been modified accordingly.

Space Science

Space Science achievements exceed the target planned, with 12 Post-Graduate scholarships and 4 Post-Doctoral Fellowships awarded. Six scholarships and 2 fellowships are ongoing; 6 new scholarships and 2 new fellowships were awarded.

Source: Internal document.

Program Activity: Corporate Services and Infrastructure

Expected Result

Corporate Services provide added value for CSA managers in the performance of their duties.

Strong = 1
Acceptable = 10
Opportunity for improvement = 6
Attention required = 1

Compared to 2005, 7 indicator ratings (39%) have improved and 3 (17%) have declined.

Performance Analysis

Among the 18 criteria used in the assessment, the CSA showed a strong performance in Project Management and steady progress in Corporate Risk Management, with a rating rising from "opportunity for improvement" last year to "acceptable" in 2006. The CSA had varied results in the 3 areas identified as management priorities in the 2005:

Integration of human resources and business planning: A Draft Integrated Corporate HR Plan 2007-2010 was developed and will be approved in June 2007.

Development of a long-term investment plan: A Draft Integrated Long-term Investment Plan was developed and will be submitted for approval in 2007-2008.

Project management: The CSA demonstrated that it has implemented a sound project management capacity compliant with the Treasury Board project approval policy suite, which includes a project management governance structure and a risk management framework.

The Treasury Board has identified 3 management priorities for 2007:

Asset Management: The CSA must complete the Long Term Capital Plan.

Internal Audit Function: Although some key elements are in place, the CSA must develop and put in place an implementation plan for the new Policy on Internal Audit. The indicator rating is "Attention required".

Financial Management and Control: Although the CSA usually exhibits good performance, compliance with government policies should be monitored, specifically in the overall quality and timeliness of its external financial reporting information.

The Treasury Board assessment does not indicate management quality beyond MAF indicators.

Expected Result 2

Key corporate risks are addressed and mitigated.

Performance Analysis

1. All actions planned in the RPP 2006-2007 were completed in response to 2 of the 4 highest corporate priority risks, namely:

Workforce Competencies: Increase the capacity of CSA to maintain a qualified workforce of public servants to deliver CSA's mandate within the government's legislative frameworks, policies and rules.

As a result, 97% of managers had successfully completed the mandatory on-line assessment related to financial and human resources delegated authorities by December 31, 2006.

Function/Process Integration: Increase the capacity of CSA 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.

As a result, the new strategic outcome with a set of performance indicators will first appear in the 2008-2009 Report on Plans and Priorities; the CSA put in place a corporate information management system in response to Management of Resources and Results Structure policy requirements effective since April 1^st, 2007; and drafted a Human Resources Strategic Plan to be submitted for approval by June 2007.

2. Some of the actions planned in the RPP 2006-2007 were completed in response to a third one, namely:

Values and Ethics: Increase the capacity of the CSA to instil public service values, to develop a working environment free of harassment and promote respect for individuals, integrity and honesty.

Since a new President had not been appointed, the CSA was not able to finalise and approve the governance structure and delegation of authority in order to improve its compliance with the Public Service values of respect, integrity, honesty and transparency. The revised governance structure will address the way other government departments and universities are to be approached. In the meantime, the current structure is in force.

3. No action planned in the RPP 2006-2007 was completed in response to the last corporate priority risk, namely:

Stakeholder Support: Increase the capacity of CSA to involve other government departments and universities in teaming up and creating a synergy in developing and implementing space activities for the benefit of Canadians.

The CSA was not able to put the engagement strategy with stakeholders in place as planned, or increase the frequency of advisory committee meetings.

Source: CSA's Corporate Risk Profile, internal document only in English.

2006-2007 – Financial Resources ($ in millions)

2006-2007 – Human Resources (FTEs)

Expected Result 1

Stakeholder Support: Increase the capacity of CSA to involve other government departments and universities in teaming up and creating synergy in developing and implementing space activities for the benefit of Canadians.

Performance Analysis

Indicators 1 and 2

Due to lack of human resources, the CSA was not able to establish the engagement strategy with stakeholders as planned and increase the frequency of advisory committee meetings. Without a newly appointed President, the CSA was not able to finalise and approve the governance structure, including a review of current advisory channels with stakeholders.

Source: Internal document.

Expected Result 2

Values and Ethics: Increase the capacity of the CSA to instil public service values, develop a working environment free of harassment, and promote respect for individuals, integrity and honesty.

Source: Internal document.

Performance Analysis

Indicator 2

Without a newly-appointed President, the CSA was not able to finalise and approve the governance and delegation of authority structure in order to improve its compliance with the public service values of respect, integrity, honesty and transparency.

Source: Internal document.

Expected Result 3

Workforce Competencies: Increase the capacity of CSA to maintain a qualified workforce of public servants to deliver its mandate within the government legislative frameworks, policies and rules.

Performance Analysis

Indicator 1

The first of three phases of the Continuous Learning Program for managers was implemented in 2006-2007. The mandatory training sessions obtained an average participation rate of 76% with the following breakdowns:

Ethics and Values: 80%
Staffing for managers with sub-delegated authorities: 81%
Management Communications: 66%

Indicator 2

By December 31, 2006, 97% of managers had successfully completed the mandatory on-line assessment related to financial and human resources delegated authorities. The few managers on long-term absence could not complete the assessment (3%).

Following the tabling of the report from the Public Service Commission (PSC) in May 2006, the delegation of authority was set at the Director General level, even though, 81% of managers have acquired the necessary training to obtain sub-delegation.

Further more, the CSA has undertaken the following actions in response to the recommendations presented in the PSC report:

• Develop and implement a staffing framework and process monitoring system;
• Increase the number of human resources experts and provide continuous learning opportunities;
• Submit the selection criteria and assessment tools to the PSC for approval; and,
• Create a working group to identify the roles and responsibilities of the managers and human resources advisors.

Also, senior managers have created human resources management overview and steering committees, and were assigned as champions in values and ethics, official languages, equity, as well as for the development of staffing roles and responsibilities.

To learn more about the Public Service Commission Audit Report, go to: www.psc-cfp.gc.ca

Expected Result 4

Function/Process Integration: Increase the capacity of CSA to align its strategies, planning priorities, funding levels, operations and capacity to deliver and to obtain clear understanding and buy-in from managers and staff at all levels.

Performance Analysis

Indicator 1

The CSA's three strategic outcomes were reviewed and streamlined into a single statement, along with draft socio-economic performance indicators, in the context of the full implementation of TBS Management, Resources and Results Structure (MRRS). The new strategic outcome and performance indicators will first appear in the 2008-2009 Report on Plans and Priorities.

Indicator 2

The CSA developed and put in place a custom-made information management system automatically linking results, responsibilities, and resources in response to current and future MRRS requirements. It was used for the preparation of 2007-2008 Work Plans, on a voluntarily basis, by 9 of the CSA's 13 sectors and it will become a corporate application for 2007-2008 performance monitoring and 2008-2009 planning.

Source: Internal document.

Expected Result 5

Function/Process Integration: Initiatives under the Public Service Management Act are being implemented.

Performance Analysis

Indicator 1

The Staffing Management Accountability Framework (SMAF) was approved by the CSA Executive Committee in January 2007 and circulated to managers in March 2007.

Indicator 2

Several control mechanisms supported the implementation of the SMAF:

• Mandatory Departmental guidelines and policies are in place and additional ones could be developed based on staffing-related risks;
• A monitoring committee is in place to monitor unannounced processes and long-term acting appointments;
• The Student Program strategy was approved by the PSC; and,
• A SMAF monitoring framework is under development.

Indicator 3

In order to finalize the CSA's Human Resources Strategic Plan by June 2007, the following actions were completed by March 31, 2007:

• A Planning Human Resources Guide for Managers was completed. The information provided by the sectors will be used to complete the CSA staffing plan;
• The demographic profile for 2005-2006 was completed and each sector was provided with data to be used in CSA managers' planning exercise; and,
• A meeting took place with close to 80% of the sector management committee.