Book 1 – CSA Overview and Hot Issues

Access Cards

• The cards are CSA property and must be returned to the Security Service Office when an employee leaves the CSA. If one of these cards is lost or stolen, the Security Service must be notified immediately.
• It is forbidden to loan your card to another person or to allow another person to access an area with your card.
• The access card must be worn visibly at all times that the employee is in the building.

Forgotten Card

• A person forgetting their access card at home may obtain a temporary card at the reception desk. This card will be valid for one day only, and must be returned to the reception desk prior to leaving the building.

Card Reader Procedure

• The main gate, building and sector access, as well as several other doors of the John H. Chapman Space Centre (JHCSC) building are controlled with card readers. These card readers allow for the restricting of access to some areas to only employees needing access in the performance of their duties.
• As a reminder, if a door is opened without the validation of an access card through the reader, this will cause a security event, a local alarm will sound for approximately five seconds and an alarm is registered at the Security Control Post and a commissionaire is dispatched to the scene in order to investigate the event.

Considerations

Canada's participation in the Lunar Gateway program requires a legally binding framework to formalize the partnership. In June 2019, [REDACTED].

[REDACTED]

Further detail on this negotiation will be provided to you in subsequent briefing notes.

Description

On February 28, 2019, the Prime Minister announced a historic investment in Canada's Space Program committing $1.9 billion over 24 years to design, build and operate Canadarm3, a next generation smart robotic system, as a contribution to the NASA-led Lunar Gateway. The Canadarm3 will be a complete end-to-end robotic system that will be able to support autonomous operations using artificial intelligence (AI). The scope of this robotic system includes AI-enabled deep space robotic manipulators (i.e., one large robotic arm and a dexterous small arm), tools, flight support equipment, ground operations center, simulator and analysis tools, all robotic interfaces (RI), deep space habitat operational interfaces, maintenance during its life cycle, and evolutionary options. [REDACTED] which is part of the Mobile Servicing System (MSS) on the International Space Station (ISS) whose operations are a shared responsibility between NASA and the CSA.

Background

The Canadarm3 investment is the first major investment in Space Robotics made by Canada since the development of the MSS (i.e, Canadarm2 and Dextre on the ISS). The cost estimate to design, manufacture and test the Canadarm3 is [REDACTED]. This significant investment will consolidate Canada's leadership position in space robotics, an area of increasing strategic importance to support future human and robotic exploration initiatives and the expansion of commercial space activities in Earth's orbit.

The Canadarm3 investment aims to support the growth and development of the Canadian space industry while maximizing collaborative R&D, technology transfer and commercialization opportunities. MacDonald Dettwiler and Associates (MDA) Inc. of Brampton (Ontario) will play a larger role in the management and operations of this new space asset compared to the MSS. The company is also expected to leverage this investment to expand its commercial initiatives related to space robotics (e.g. commercial space station, on-orbit servicing of satellites and large infrastructure assembly in orbit).

Key Milestones and Timelines

[REDACTED] Progress to the key project milestones set out below will be supported by the CSA's rigorous Investment Governance and Monitoring Framework.

Considerations

[REDACTED], the CSA is accelerating the development of the robotics interfaces needed for the first elements of the Gateway before the Canadarm3 is launched (as early as 2026). [REDACTED]

[REDACTED] authority to enter into a non-competitive contract with MDA technical requirements definition phase (Phase A) of the Canadarm3 project to further evolve the concepts developed during the option analysis phase, develop a set of system requirements and mature the development of critical technologies. The Phase A contract, which will run from October 2020 to August 2021, will also require MDA to develop a Value Proposition (VP) that meets the government's economic benefits objectives and respond to the requirements of the Industrial and Technological Benefits (ITB) policy whereby companies awarded with large Government contracts are required to undertake business activities in Canada equal to the value of the contracts awarded. This is the first application of the ITB policy by the Government outside of Department of National Defence and Canadian Coast Guard procurements. This approach aligns with Canada's Space Strategy, which commits to leveraging procurement strategically to grow the space industry through the ITB Policy. The application and management of the ITB policy for the Canadarm3 project is led and managed by ISED, in close collaboration with the CSA.

Through the Canadarm3 Value Proposition, the CSA will encourage the growth of a vibrant and sustainable industrial ecosystem and expects that MDA will work in close partnership with small and medium enterprises and R&D organizations from across the country. A 2016 internal evaluation report of the MSS sub program noted that Canada was not doing enough to fully reap the benefits of the space robotics technologies developed for the ISS and recommended that the CSA assess options for increasing commercialization and technology transfers to other areas and applications. By applying the ITB policy and the Value Proposition to the Canadarm3 project, the CSA and ISED will ensure that the full potential of this investments to stimulate innovation and support economic benefits is leveraged trough industry-research partnerships and synergies between the robotics, machine vision and AI/digital technologies ecosystems.

Advice

At a time when NASA and the other key partners are ramping up their plans and making investments towards deep space exploration goals and objectives, Canada is securing a role and its place through the Canadarm3 contribution to the Gateway. However, our partners are already preparing for the next phase beyond Gateway. NASA is taking a different approach for the lunar surface exploration, relying on commercial providers and creating competition between them. With the Canadarm3 development soon under way and the international plans to explore the lunar surface accelerating, Canada needs to start preparing for the next step now. In line with authorities previously received from the Government, the CSA is developing additional contribution options to support deep space exploration initiatives and is investing in areas of recognized Canadian expertise such as health and biomedical technologies, food production and rovers technologies, which have all potential for significant socio-economic benefits and terrestrial applications (e.g. northern development, services to remote communities, etc.).

Considerations

The Artemis Accords are a U.S.-led initiative to establish a set of principles, between space agencies, for safe and sustainable space exploration operations. The U.S. has indicated they will be a prerequisite for participation in the next phase of space exploration (Moon, Mars, beyond) – except the Lunar Gateway itself. The Accords could have significant impacts on the Canadian space program (e.g. Lunar Surface activities through LEAP) and Canadian industry, given the prevalence of our collaboration with the U.S in space.

Many of the principles in the Artemis Accords are based on the existing international space treaties, to which Canada is a signatory, and therefore address subjects for which Canada has long-standing policy positions. However, the CSA is coordinating with OGDs to conduct public consultations and develop policy approaches on the principles that address emerging issues, such as Space Resource Utilization and activities on the Moon or other celestial bodies, to support discussions with the U.S.

[REDACTED]. Further detail on this issue will be provided to you in subsequent briefing notes.

Description

As a key partner in the ISED portfolio and in an effort to respond to our stakeholders needs and the Minister's call to action in the context of the COVID-19 pandemic, the CSA has re-prioritized some of its activities and funding to provide further support to the Canadian space sector during these difficult times.

Background

In response to the COVID-19 pandemic, the Government of Canada is continuing to identify measures to address the public health and economic threats of the virus.

The CSA, ISED and industry groups (i.e. AIAC, SATCan) undertook surveys of industry (e.g. virtual town halls, individual outreach) throughout April and May 2020, to understand what impacts the pandemic was having on the industry. The impacts on the Canadian space sector of the COVID-19 pandemic have been varied, with all firms reporting some impact to their operations, from difficulty maintaining positive cash flow and generating income to recruiting and retaining key talent. Among the key concerns raised by industry were:

1. reduction in the industry's ability to seek, develop and close new business opportunities;
2. drying up of investment opportunities (specifically raised by start-ups); and
3. supply chain delays and disruptions.

Considerations

The CSA increased, almost doubling, its planned short-term investments by $28M using existing resources through the Space Capacity Development funding programs (mostly G&Cs) to support the recovery of the Canadian space sector.

An immediate and broad impact is anticipated as approximately 40 companies (large, medium and small) and 12 universities from across the country will benefit from these additional investments. This will allow Canada's firms and space scientists to maintain their capabilities during the pandemic and conduct additional research and development projects positioning them to take advantage of the economic recovery.

Announcements for these new opportunities have already started and will extend into the new year.

Suggested Speaking Points

• The CSA quickly re-prioritized some of its investments in order to provide support to space sector firms to maintain their capabilities during the pandemic and be able to continue to conduct their work.
• CSA staff and facilities have been involved in the response to COVID-19 through the use of our 3D printing capabilities providing just over 250 parts for use in the assembly of face shields, later distributed to Montreal region hospitals.
• Sarah Gallagher, the CSA's science advisor, and her Health Canada counterpart spearheaded the new CanCOVID platform, created to foster collaboration between science, policy and health experts in Canada in the fight against COVID-19.
• The CSA continues to engage with the National Research Council (NRC) and other partners to understand how our technical expertise and facilities could be used as part of the federal, provincial and local response to COVID-19. Over the longer-term, CSA has partnered with NRC to develop medical diagnostic technologies for use in deep space exploration that could also be used in terrestrial applications, particularly in rural and remote communities, including for the detection of viruses.

Considerations

On September 21, 2017, the Canada-European Union (EU) Comprehensive Economic and Trade Agreement (CETA) came into provisional application. As a result, for the first time in a trade agreement, certain CSA procurement activities are subject to the CETA government procurement obligations. This application is limited to the CSA's procurement of covered goods and services related to satellite communications, earth observation and global navigation satellite systems and is temporary for a five-year period (until September 20, 2022). Before this date, Canada must decide whether to remove or maintain this temporary commitment – and the CSA will lead this effort in coordination with a number of OGDs. There are a number of factors that will be assessed to help make the decision, including the results of public consultations as well as analysis on a number of other relevant factors. Further information on this issue will be provided in subsequent briefing notes.

Description

The Mars Sample Return (MSR) Mission is widely regarded by NASA, ESA, as well as Canada's planetary science community as the essential next step in advancing the scientific understanding of Mars, including its potential for past or present life. MSR will deliver a number of mission 'firsts', including the first combined precision landings, launch from and multi-spacecraft operation at another planet, and the return of unspoiled, and collected under controlled conditions, samples from another planet for analysis on Earth.

Background

In April 2018, NASA and ESA signed a letter of intent to collaborate on the MSR Mission aimed at returning carefully selected samples to Earth for scientific investigation in terrestrial laboratories. The Mission's first flight element, the Mars 2020 Rover, was launched by NASA in July of this year, and is responsible for sample selection, acquisition and caching. In 2026 or 2027/28, a fetch rover will be launched to retrieve the sample and insert them in a Mars Ascent Vehicle (rocket) that will launch them to Mars orbit. This second element will [REDACTED] and bring them back to the ascent vehicle. The third element, the Earth Return Orbiter, will retrieve the samples in Mars orbit and insert them in a capsule for return to Earth in the early 2030's.

Decision Point and Timelines

At the most recent ESA Ministerial meeting, which took place in November 2019, the GC committed approximately [REDACTED].

[REDACTED]

[REDACTED]

Considerations

[REDACTED]

The total estimated cost of the multiple missions required to complete the MSR campaign will be on the order of $10B. [REDACTED]

[REDACTED]

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Description

Imagery (data) from RCM is primarily for GC use, but is also intended to be available to external users (subject to security requirements) to maximize economic and scientific benefits from its exploitation. Challenges remain to implement the process required to conduct security checks on external users ("vetting").

Background

Declared operational in November 2019, RCM is the world's most powerful synthetic aperture radar (SAR) system and is the result of a $1.2B GC investment. RCM acquires data and produces imagery, first and foremost in support of Government of Canada services and needs. GC departments have now fully transitioned from using RADARSAT-2 to RCM (July-2020).

The data policy for RCM (among other objectives) commits the GC to:

• make RCM SAR data available, accessible, and affordable to the broadest extent possible, subject to applicable restrictions associated with privacy, confidentiality and security
• stimulate economic growth by promoting the development of innovative products and services, derived from RCM SAR Data, by Canadian industry and researchers

A small percentage of RCM imagery is available to the general public with no restrictions. Industry, academic and international organizations wishing to access RCM image products over and above those available to the general public are supposed to go through a security screening process known as vetting. This process is only operational for provincial and territorial governments at this time.

Decision Point and Timelines

Challenges with vetting industry, academic and international users may require intervention at the Deputy Head level in fall 2020 to ensure data policy objectives can be met and that RCM can serve as a good example to support decision-making on future EO investments.

Considerations

Since late 2019, the CSA has been leading RCM SAR Data Policy and Technical Tiger Teams with participation from Agriculture and Agri-Food Canada (AAFC), Fisheries and Oceans Canada (DFO), Department of National Defence (DND), Environment and Climate Change Canada (ECCC), Global Affairs (GAC), Natural Resources Canada (NRCan) and Shared Services (SSC) to find balanced solutions to problems with the distribution of RCM imagery. [REDACTED].

[REDACTED]

[REDACTED] consider proposals for longer-term Earth Observation initiatives such as Earth Observation Services Continuity (EOSC) (see Book 3 for more information on this initiative), and space-based Earth observation (SBEO) (see section 2.1.8 below for more information).

Advice

The CSA should continue to work with key departments to diagnose and develop solutions (including advice to GAC) to address challenges with RCM data access. Advice to GAC should be presented as the combined position of a coalition of departments, not solely that of the CSA.

[REDACTED], Space Utilization and Policy will provide you with a recommended approach to consult with implicated Deputy Heads and the DM of ISED; and to raise the issues and their implications with DM of GAC.

Suggested Speaking Points

If raised by external data users (e.g., industry, academia):

• I understand that there are challenges with accessing RCM imagery. I am working with my team to overcome these challenges and get the imagery flowing, with due regard to security requirements. What is your intended use of RCM imagery? What specific problems are you facing with access? What solutions do you think would improve access?

If raised by the DM of ISED:

• [REDACTED]

If raised by the DM of GAC:

• [REDACTED]

Description

Since the summer of 2018, an intergovernmental approach to developing a new strategy for the collection and use of satellite Earth observation data in Canada has been underway, led by ADMs from CSA, ECCC, NRCan, DND, DFO, and AAFC. The main leads of this activity are Luc Brûlé (CSA VP) and Diane Campbell (ECCC ADM). DM-level champions for this initiative include Martine Dubuc from ECCC and, formerly, your predecessor Sylvain Laporte.

Background

SBEO is the use of satellites, like the RADARSAT family, to collect large-scale datasets about Canada's landmass, waters, borders and atmosphere, which supports fundamental science, government operations and industrial activity. The GC relies on SBEO data from several different satellite missions – most notably the RADARSAT Constellation Mission - to deliver over 60 different critical services relating to environmental, defence, safety and security priorities. Long-term continuous access to this data is now a requirement for the functioning of the GC.

In 2019, an internal GC diagnostic on the state of SBEO in Canada identified the need for a whole of government approach that considered SBEO as an end to end system – from data collection in orbit all the way to product development on the ground (known as the value chain approach).

This SBEO Task Force then produced an internal White Paper outlining a vision for the future capabilities of SBEO in Canada that would meet government, industry, and academic needs. In response, a DG committee was formed in November 2019 to direct Working Groups in two discrete areas of activity of SBEO. First, the data sourcing portion (upstream) and second, the data reception and usage portion (midstream/ downstream). The Working Groups were tasked with identifying existing and potential initiatives within these streams to meet the vision of the SBEO White Paper and therefore advance Canada's SBEO capabilities for the benefit of all stakeholders. The SBEO Task Force remains active in engagement with key stakeholders from industry and academia, preparing presentations for DGs and ADMs at conferences and industry events. Accordingly, an SBEO Engagement Paper was released publicly in June 2020 calling for input from stakeholders to a special GC email address.

Decision Point and Timelines

[REDACTED]

Considerations

[REDACTED]. However, advancing these capabilities is critical to broader GC priorities around climate change, public health, and northern development. [REDACTED]

Advice

Ultimately, a decision among DGs and ADMs at core SBEO departments CSA, ECCC, and NRCan, will need to be made regarding [REDACTED]

[REDACTED]

[REDACTED] Timelines for the SBEO Initiative have been strained by COVID and work-from-home scenarios, making interdepartmental work somewhat more challenging. There is unprecedented collaboration between the SBEO departments and substantial high level support (DM & ADM).

A follow-on briefing on the SBEO initiative will be provided shortly after your arrival at the CSA.

Suggested Speaking Points

• Observing Canada from space allows for data driven decision making on many government priorities such as climate change mitigation and adaptation, emergency management, security & sovereignty, and agriculture, among others.
• In order for Canada to remain a leader we need to take important decisions today to increase our capacity to respond to current and future challenges.
• Advancing Canada's SBEO infrastructure and workforce is an investment in the modern global digital economy.

Description

The CSA is making changes to improve how flight operations and data management are conducted. This requires transition to a new business model, [REDACTED]

Background

Satellite flight operations is a responsibility of the CSA which includes spacecraft health monitoring and control; operational analysis; basic system maintenance; data order handling; image quality control and data processing; and archiving of data for satellite missions.

The CSA is responsible for flight operations data management for the RADARSAT Constellation Mission (RCM), M3MSat, NEOSSat and SCISAT. CSA must have uninterrupted flight operations capacity (i.e., through FTEs and contracted resources) to ensure these missions can be maintained and produce data.

On October 16, 2019, a revised business model was approved at the Executive Committee. This new model is being implemented due to several factors including: a significant increase in scale and complexity with the addition of RCM operations; and enabling a competitive contracting environment to improve agility, foster industry innovation and socio-economic returns. In January 2020, the IIRB approved the posting of an RFP according to the new business model. The RFP closed on June 4, 2020.

Decision Point and Timelines

[REDACTED]. This timeline will help to ensure service continuity for RCM, whose flight operations tasks are included in the contract with MDA that runs out in March 2021.

[REDACTED]

Considerations

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Advice

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Description

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Background

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Decision Point and Timelines

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While the DFL is operated by the CSA, the building is under the administration of the Communications Research Centre (CRC). [REDACTED]

[REDACTED]

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Considerations

[REDACTED] Your officials in the CSA Policy Branch remain in close contact with these other stakeholders to maintain up-to-date awareness of all pertinent information and to help ensure a coordinated GC approach to the file. [REDACTED]

[REDACTED]

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Advice

[REDACTED]

[REDACTED]

Description

The Policy on the Planning and Management of Investments requires that an Investment Plan be submitted every three years to the Treasury Board. The Organizational Project Management Capacity Assessment (OPMCA) is submitted for consideration of the Treasury Board at the same time.

Background

The last CSA Investment Plan and OPMCA was approved by [REDACTED] However, the COVID-19 pandemic forced the Treasury Board Secretariat to prioritize certain files, [REDACTED]. A blanket one-year extension for the presentation of investment plans and the renewal of OPMCAs was provided to federal department and agencies.

Decision Point and Timelines

[REDACTED]

Considerations

The 2020 OPMCA confirmed a CSA Organizational Project Management Capacity Class of 3 – "Evolutionary". Maintaining this project management capacity level is crucial for a project-based organization such as the CSA. [REDACTED].

[REDACTED]

This means that decisions taken since the ARLU 2020-21 (prepared in the fall 2019) will not formally be included in the investment plan, notably the Canadarm3 project [REDACTED]. Similarly, recent developments such as the approval of the revision D of the Integrated Governance and Monitoring Framework or the creation of a Space Strategy Investment Board will not be included given that they will have not been fully implemented yet.

Advice

You will be briefed during your first week on the submission presenting the CSA investment plan and the OPMCA and [REDACTED] for the JWST. It is recommended that you approve and sign it.

Description

The 2019-20 Departmental Results Reports (DRR) is the individual agency account of actual performance against the plans, priorities and expected results set out in the 2019-20 Departmental Plans (DP).

Background

The 2019-20 DP contained five priorities:

• Lunar Gateway and a whole of government Canadian Space Strategy;
• Launch and commissioning of the RADARSAT Constellation Mission (RCM);
• Astronaut David Saint-Jacques's ISS mission: Science and outreach;
• Canada's participation in the European Space Agency's (ESA) 2019 Ministerial Council meeting; and
• Scientific satellites - Collaboration with other government departments.

Significant progress has been made on each of these priorities.

Decision Point and Timelines

ISED Portfolio organizations are required to submit their Deputy Head approved 2019-20 DRR to ISED - Corporate Management Services (CMS) by September 28, 2020. ISED will coordinate the approval and signature of the DRRs by the Minister of ISED, in order to meet Treasury Board Secretariat deadline for tabling. TBS advised all organizations that based on the current information available, the deadline to submit DRR to TBS is November 4, 2020.

Considerations

The CSA's 2019-20 DRR was developed in accordance with TBS guidelines and reviewed by ISED-CMS.

The CSA's Executive Committee members, including the Vice President and Chief Financial Officer have reviewed and approved the document. All performance results have been approved by the Head of Performance Measurement and the Chief Results and Delivery Officer as per the Policy on Results.

Advice

It is recommended that you approve the CSA's 2019-20 DRR by September 28, 2020.

Audit of cyber security practices

The objective of the audit of cyber security practices is to determine whether a management framework is in place to identify threats and cyber security vulnerabilities, to mitigate cyber security risks and to comply with legislation, policies, regulations and guidelines issued by the CSA and central agencies. This audit project is one of the priorities of the members of the Audit Committee. This audit project will be held in the fall of 2020 and the report is expected to be completed by March 31, 2021.

Thematic evaluation of gender-based analysis plus (GBA+) at the CSA

This thematic evaluation is to ensure that the practices of the Agency are aligned to the strategic priorities and direction of the federal government with respect to the GBA+, as well as identify best practices nationally and internationally which could be drawn upon, where applicable. To do this, the evaluation addresses the key evaluation issues specified by the Directive on Results (2016), i.e. relevance, effectiveness, and efficiency. This evaluation project is currently underway and is expected to be submitted for approval to the Performance Measurement and Evaluation Committee (PMEC) in May 2021.

Description

The CSA Integrated Risk Management Policy calls for the preparation of an annual Corporate Risk Profile.

Background

The last Corporate Risk Profile was released in March 2019. It highlighted the top 3 corporate risks of the agency as well as mitigation measures to reduce these risks.

Decision Point and Timelines

A proposed approach seeking to improve corporate risk management practices at the CSA, along with the confirmation of the top corporate risks for the year ahead will be discussed in the fall 2020, and submitted to the Executive Committee for approval by December 2020.

Considerations

In a follow-up to the 2019 Corporate Risk Profile, the Executive Committee agreed to an assessment of the overall corporate risk management maturity level at the CSA. The services of a consulting firm were retained to do this assessment. The tools from this firm were also used to conduct a preliminary scan of the various corporate risks facing the CSA.

The maturity assessment led to the identification of some gaps in corporate risk management and the identification of best practices that could be implemented at the CSA to improve our maturity. In addition to confirming the identification of top corporate risks for 2021, a forthcoming discussion on this topic will seek approval to introduce mechanisms to better understand and communicate the organization's risk appetite and to more systematically track key corporate risks.

Members of the Departmental Audit Committee have also expressed a desire to see improvement in the CSA's corporate risk management practices. It is believed that the proposed improvements largely address those expectations and the Audit Committee members are in agreement.

Advice

A more detailed briefing will be provided on the corporate risk profile to facilitate future decision making.

Why

An introductory phone call is recommended with your counterpart, Deputy Minister Simon Kennedy at ISED. DM Kennedy is the most senior civil servant within the ISED portfolio and while you do not have a direct reporting relationship, CSA is a member of the wider portfolio and strives to work collegially and collaboratively with ISED to support advancing its mandate.

When

It would be recommended that you seek to engage DM Kennedy within the first two weeks of your arrival at CSA.

Who

Should you wish to setup a call, your office should contact Anne-Marie Monteith, currently Chief of Staff to DM Kennedy, or Rachel Mainville-Dale a Senior Policy Advisor who tracks CSA files in the Deputy's office.

Considerations

[REDACTED]

As CSA President, you and DM Kennedy serve as co-chairs for the DM Governance Committee on Space (DMGCS).The Committee was created by Cabinet to provide oversight, accountability and decision making for significant space-related projects involving multiple departments, including the Radarsat Constellation Mission (RCM). The DMGCS is supported by the work programs of the DG and ADM-level Space Committees. Further to the commissioning of RCM satellites in orbit, focus of the space committees has shifted to a forward planning role for future interdepartmental space initiatives (such as Earth-Observation initiatives) and consideration of policy/regulatory issues not entrusted by law to specific Ministers.

As the CSA works to plan the larger future of the Government of Canada's space-based Earth Observation activities (see earlier hot issue note on this topic), [REDACTED].

Suggested Speaking Points

• I look forward to working with you in my new role as we both support the delivery of Minister Bains' mandate.
• CSA is focused on supporting the economic recovery and maintaining critical national space capabilities in the space sector. We have begun rolling out an additional $25M over two years via our contribution programs to significantly increase the number of business that will receive funding. We anticipate this additional funding supporting approximately 50 companies.
• I look forward to working with you and the rest of the ISED team as CSA works to further define a way forward for the Government of Canada's Earth Observation activities and to work with you as co-chairs of the DM Governance Committee on Space (DMGCS).

Why

MacDonald Dettwiler and Associates (MDA) Ltd is a space systems integrator and the largest contributor to the Canadian space industry. They have a long-standing history of collaboration with the Canadian Space Agency on multiple major projects (e.g., robotic system for the ISS, RCM) accounting for more than 60% of all CSA spending on space projects. The previous President of the CSA met with MDA on a recurring basis to review the status of ongoing projects and discuss challenges.

When

It is recommended that a meeting with MDA take place as soon as possible.

Who:

Mike Greenley, MDA President
Mike.Greenley@mdacorporation.com
905-790-2800

Considerations

• MacDonald Dettwiler and Associates (MDA) Ltd, until recently was part of the Maxar company, is a global communications and information company providing advanced space technology solutions for commercial and government markets including satellites, space robotics, earth imagery, geospatial data and analytics.
• On December 30, 2019, Maxar announced it signed an agreement to sell its Canadian business MDA to a Toronto-based Northern Private Capital (NPS). The transaction closed on April 8, 2020 completing NPS's acquisition of MDA.
• MDA is responsible for a number of major CSA-led and funded space initiatives including the development and operations of robotic systems for NASA's Shuttle Program and the International Space Station, the design and construction of the RADARSAT series of satellites, the Mars Exploration Science Rover prototype, the design and development of the Phoenix meteorological station, the first Canadian instrument that ever landed on the surface of Mars, the APXS instrument on the NASA Curiosity Mars rover and the design and construction of the laser altimeter instrument for OSIRIS-REx spacecraft which is currently orbiting the asteroid Bennu.
• In April 2020, MDA was awarded the contract to maintain the Canadarm2 in support of the International Space Station program.
• In June 2020, Canada announced its intent to enter into a contract MDA to build Canadarm3 in support of the Lunar Gateway for the NASA Artemis program.
• MDA is also very active under the Canada-ESA Program in the field of telecommunications (antennas) and space exploration (ExoMars rover).

Suggested Speaking Points

• I understand that MDA has worked closely with the Agency over the years and has been a key contributor to the Canadian space program.
• I am very much looking forward to working with you and hope we can meet on a regular basis, similar to the arrangement you had with my predecessor.

Why

Honeywell Aerospace (HA) is the world's largest supplier of avionics and a leading supplier of aircraft engines, and related products and services for aircraft manufacturers, airlines, aircraft operators, military services, as well as for defence and space contractors.

When

It is recommended that a meeting with HA take place within the first hundred days of the Presidents arrival.

Who:

Marina Mississian, Sr Director Space Payloads
613-591-7777 ext: 4322
Marina.Mississian@honeywell.com

Considerations

• Owned by Honeywell International, HA is headquartered in Glendale, Arizona. In 2016, HA acquired Cambridge, Ontario based COM DEV International Ltd. (COM DEV).
• HA's Canadian activities include a number of COM DEV projects such as the Fine Guidance Sensor (FGS) and the Near-Infrared Imager and Slitless Spectrograph (NIRISS) for the James Web Space Telescope (JWST), construction of M3MSat and supply of the Automatic Identification System receivers for the three Radarsat Constellation Mission spacecraft through Honeywell Aerospace's U.K. division (formerly COM DEV Europe).
• In 2019, HA has been awarded two contracts totaling nearly $36 million; 34.5 million for the design, build and implementation of the QEYSSat demonstration satellite and related quantum ground station and, $1.38 million Phase A (definition phase) contract for the WildFireSat mission. Honeywell [REDACTED] as they are the owner of the secondary payload that will be onboard the satellite. The secondary payload is a space-based optical communications technology demonstration payload.
• [REDACTED]
• HA is also very active under the Canada-ESA Program in the field of telecommunications.

Suggested Speaking Points

Why

Telesat Canada (Telesat) is one of the largest commercial communications satellite operators in the world and is the largest in North America. Telesat is currently developing a major global constellation of 298 low Earth orbit (LEO) satellites, dubbed Telesat LEO, to meet the surging demand for low latency broadband applications around the world. The estimated US$3 billion manufacturing mandate for Telesat LEO has drawn bids from major satellite manufacturers such as Airbus Defence and Space, Thales Alenia Space and Maxar Technologies.

When

It is recommended that a meeting with Telesat take place as soon as possible given the company's imminent decision on the Telesat LEO manufacturing mandate and its potential impact on the Canadian space sector. A bilat could be schedule for late September or early October in Ottawa.

Who:

Daniel S. Goldberg, President and CEO
dgoldberg@telesat.com
613-748-8700 ext: 2700

Considerations

• Through the Strategic Innovation Fund (SIF), the Government of Canada has provided Telesat with C$85M for R&D related to its Telesat LEO project.
• In addition, Innovation, Science and Economic Development Canada has signed a memorandum of understanding (MOU) with Telesat to secure broadband internet capacity over Canada from planned LEO satellite constellation.
• Under the MOU, the Government of Canada intends to commit up to $600M over 10 years, subject to reaching definitive terms of a contribution agreement.
• [REDACTED]
• Currently, Telesat LEO is planned to begin deployment in 2022 and be fully deployed by 2023.
• Telesat has signed launch contracts with Blue Origin for multiple missions on the firm's New Glenn rocket, and on Relativity Space's Terran 1 small satellite launcher.
• Telesat is planning to build 50 ground-based gateway stations around the globe to link its constellation to the internet.
• Based in Ottawa, Ontario, the company has over 400 employees, most of whom live and work in Canada.
• Telesat currently owns and operates a global fleet of 14 geostationary communications satellites that provides video distribution and direct-to-home ("DTH") video, as well as end-to-end communications services using both satellites and hybrid satellite-ground networks.
• In Canada, Telesat is the prime provider of capacity to the nation's two leading direct-to-home television service companies, Bell TV and Shaw Direct.
• Telesat is a pioneer in satellite communications. In 1972, as a crown corporation, Telesat launched Anik A1 first domestic communications satellite.
• Privately held, Telesat's principal shareholders are Canada's Public Sector Pension Investment Board (PSPIB) with 37.3 percent and Loral Space & Communications Inc. (Loral) with 62.7 percent. PSPIB controls 67.4 percent of the voting interest in Telesat.
• Recent media reports have indicated that Loral is interested in divesting its stake in Telesat through a potential initial public offering.

Suggested Speaking Points

• I am very interested to hear the latest on your proposed Telesat LEO constellation.

Why

It is recommended that you have a call with Dr. Marie Lucy Stojak, chair of the Space Advisory Board (SAB). While the future of the SAB is currently unclear, it has previously been a key link to the broader space sector and has provided important advice and inputs into the development of the Space Strategy.

When

It would be recommended that you seek to engage Dr. Stojak within the first three weeks of your arrival at CSA.

Who

Should you wish to setup a call, the Director General, Policy will approach Dr. Stojak and work with your administrative staff to identify a time for a call.

Considerations

The genesis of the SAB was in the 2012 Aerospace Review led by the Honourable David Emerson. A key recommendation included in the review was the creation of a "space advisory council" which could "…advise the Minister of Industry on Canadian Space Program priorities and plans…" and consist of members from industry, the research and academic communities, provinces and territories, and federal departments and agencies. A Board, reporting to the then Minister of Industry, was originally stood up in 2014 and then renewed with new membership in 2017.

Aligned with the Innovation Agenda under development at that time, new members were asked by Minister Bains to provide advice on Canada's long-term priorities for space to inform the creation of a space strategy, including outreach and consultation to encourage a growing and sustainable space sector in the long-term that: inspires Canadians and attracts talent; contributes to scientific advancement and the development of emerging technologies; and, supports companies to scale-up, as well as clean growth. CSA and ISED supported significant cross-country consultations by the SAB, culminating in the release of a consultation report in August 2017 that greatly informed the content of the space strategy released in March 2019.

Since its renewal in April 2017, the secretariat for the SAB is housed within Industry Sector at ISED. CSA plays a supportive role to ISED and has provided information and regular updates on space program activities to the Board whenever they have met (approximately once or twice per year in person, with almost monthly calls taking place until just prior to the pandemic).

The mandate for the current board members expired on March 31, 2020. [REDACTED].

Membership of the wider board includes:

• Dr. James Drummond, Professor, Dalhousie University
• William MacDonald Evans, President, W. MacDonald Evans Consulting Inc.
• Stéphane Germain, President and CEO, GHGSat Inc.
• Dr. Douglas Hamilton, Clinical Associate Professor of Internal Medicine and Adjunct Professor of Electrical Engineering, University of Calgary
• Kate Howells, Global Community Outreach Consultant, The Planetary Society
• Michelle Mendes, Executive Director, Canadian Space Commerce Association
• Dr. Gordon Osinski, Associate Professor, Western University and Natural Sciences and Engineering Research Council of Canada Industrial Research Chair in Earth and Space Exploration
• Michael Pley, President, Pley Consulting Inc. and Chair of the Aerospace Industries Association of Canada's Space Committee
• Dr. Afzal Suleman, Canada Research Chair in Computational and Experimental Mechanics and Professor in the Department of Mechanical Engineering and Director of the Centre for Aerospace Research, University of Victoria
• Christine Tovee, independent consultant

Suggested Speaking Points

• I would like to thank you and the other Board members for the strong advice you have delivered to the government in advance of the release of the Space Strategy and the key link to the sector you have continued to provide leading into the pandemic.
• [REDACTED], I look forward to developing a strong relationship with you and your members. I look forward to other informal opportunities to engage and benefit from your experience.

If pressed on future mandate renewal:

• I am currently working to engage multiple stakeholders and officials as I settle into my new job at the CSA. [REDACTED]

Why

The mandate of the space science advisory committees is to provide independent feedback to the CSA on its scientific disciplines and their associated programs, and to foster communications between CSA and the scientific establishment.

When

The new President should consult with the Science Advisor first for meeting options; the earliest possible opportunity is recommended considering its structure is under review and the number of important science infrastructure plans taking shape at the moment.

Who

Sarah Gallagher, Science Advisor to the President

Considerations

The Science Advisory Committees are standing committees whose specific terms of reference are tuned to the culture and community (for example primarily academic or mixed academic and government) of the relevant science field. They are therefore prime vehicles for two-way communication with research communities, but not all are equally effective in their ability to act as communication conduits; in addition, the membership of those committees is not widely known or easily accessible. The revision of their structure is under review with recommendations from the Science Advisor expected in Fall 2020.

2.3.11.1 Mission Control Space Services

2.3.11.2 Kepler Communications

2.3.11.3 GHGSat

2.3.11.4 ABB

2.3.11.5 NGC Aerospace

2.3.11.6 C-Core

2.3.11.7 Canadensys

2.3.11.8 Magellan Aerospace

2.3.11.9 PCI Geomatics

Why

The Aerospace Industries Association of Canada (AIAC) represents Canada's aerospace manufacturing and services sector that promotes and facilitates Canadian competitiveness in the global aerospace industry. The AIAC Space Committee works closely with the AIAC Board and federal partners (including CSA and ISED) to increase the productivity and competitiveness of the Canadian space industry.

When

At a convenient time in the fall.

Who:

Jim Quick, AIAC President and CEO
jquick@aiac.ca

Chair of the AIAC Space Committee
Chris Dodd, Director, Airbus Defence and Space
chris.dodd@airbus.com

Considerations

AIAC is a member-driven, not-for-profit, national organization representing Canada's aerospace manufacturing and services sector that promotes and facilitates Canadian competitiveness in the global aerospace industry. The AIAC has six (6) technical committees that are central to its policy and advocacy functions, one of which is the Space Committee. AIAC's Space Committee reports to the AIAC Board of Director's and provides guidance, support and recommendations on policy and programmatic issues impacting the competitiveness of Canada's space industry.

Suggested Speaking Points

Why

The Canadian Aeronautics and Space Institute (CASI) is the largest space professionals institution in Canada. They hold an annual ASTRO event, the biggest Canadian space conference, focused primarily on industry and academic-related topics.

When

TBC

Who

Geoff Languedoc, President
geoffrey@casi.ca

Considerations

The Canadian Aeronautics and Space Institute is a non-profit professional scientific and technical organization devoted to the advancement of the art, science and engineering of aeronautics, astronautics and associated technologies in Canada.

The Institute, created in 1954, consists of 15 Branches that serve about 1,600 members in major cities across Canada, some hosted by universities and colleges.

The CSA has been a corporate member of CASI for many years, alongside other federal departments and agencies (NRCan, NRC, Transport Canada), major Canadian space companies and numerous universities (including the University of Toronto, the University of Calgary, and McGill University).

Since 2012, CASI and CSA have established a mutually beneficial partnership whereby we collaborate in the organisation of the CASI Astro annual Conferences.

Suggested Speaking Points

• What are your organisation's plans in the short- and medium-terms.
• What do you see as the major short-, medium- and long-term challenges facing the Canadian space sector?
• What do you feel the CSA can offer to help nurture our domestic space companies?
• Are there any academia-related issued that you would like to raise?
• Are there any pressing CSA issues that you would like to raise?

Why

The Satellite Canada Innovation Network, or Satellite Canada (SatCan), is a Canadian member-based, not-for-profit organization that provides a network for Canadian space companies to connect for commercial, skills and technology development as well as access to new markets. SatCan also acts as a forum for consolidating its members' views on strategic issues facing the industry and is a key stakeholder for understanding the perspective of Canadian space firms, particularly those of SMEs.

When

Teleconference at your convenience or during a fall industry event.

Who:

Michelle Mendes, Executive Director
416-500-7008
michelle@satcan.ca

Ryan Anderson, Principal and Director
ryan@satcan.ca

Considerations

SatCan's services range from providing engineering skills and strategy, introductions to key industry players or financing organizations, to practical support like writing technical proposal responses or product plans.

SatCan counts a number of senior Canadian space industry leaders as part of their team or Advisory Board. Three of the Government of Canada's Space Advisory Board members play key roles with SatCan: Michelle Mendes is the Executive Director and on the Board of Directors; Christine Tovee is on the Board of Directors; and, Michael Pley is on the Advisory Board.

SatCan's members include a number of high-profile Canadian SMEs, including SkyWatch, Kepler Communications, Mission Control Space Services and Sinclair Interplanetary. SatCan also counts Leonardo DRS, the Canadian division of Italian aerospace and defense giant Leonardo S.p.A., as a member.

SatCan currently administers the SatCan Space Support Program (SSP) with the National Research Council's (NRC) Industrial Research Assistance Program to help Canadian SMEs access the growing space sector. SatCan also helps administer the Optical SatCom Consortium with the NRC as part of its High-throughput and Secure Networks Challenge program to develop next generation technologies to provide broadband internet to every person in Canada. In 2019, SatCan, with the funding from Global Affairs Canada, developed and operated the Canadian Pavilion at the International Astronautical Congress (IAC) in Washington DC. They are slated to provide similar service at the 2020 virtual IAC event.

Suggested Speaking Points

• What do you see as the major short-, medium- and long- term challenges facing the Canadian space industry?
• What do you feel the CSA can offer to help nurture our domestic space companies?

Description of event

The Canadian Aeronautics and Space Institute (CASI) is the biggest space professionals institution in Canada. They hold an annual ASTRO event, Canadian largest space conference focused mainly on industry and academic related issues.

Date/Location

Due to COVID-19, CASI ASTRO will be held virtually this year, with events over a number of days. For example, DND is hosting a workshop on Space Domain Awareness on 5 and 12 November and CSA Policy will be hosting a Government of Canada panel on Regulatory Modernization on 27 October 2020.

Level of participation

Senior leaders from industry and government usually attend, while academia is represented by both professors and students.

Other CSA Participants

CSA participants from all levels from Programs and Policy usually attend.

Considerations

The organising committee is comprised of industry, CSA personnel, and academia which gives CSA the opportunity to have a say in the program.

In past iterations, the CSA President has often used this venue to update on CSA activities or announce strategic initiatives during his keynote address. It is also a great opportunity to interact with senior space stakeholders from industry, academia, and government.

One of the panel sessions will be led by the Government of Canada and will focus on the topic of regulatory modernization. This will involve participation from the CSA Policy, TC (launch), GAC/IGN (Remote Sensing Space Systems Act), and ISED (Spectrum). This provides an opportunity to update on the Government's work; the last engagement with industry was during the SpaceQ Regulatory Roundtable in Ottawa in Fall 2019.

Proposed Program Outline

The program is a combination of plenary sessions and technical sessions including workshops and panels. The CSA President usually delivers a keynote speech and the DGs participate is a panel together.

CASI ASTRO 2020's theme is 'Space for Business' where the focus will be on Canadian capabilities given the growing number of small- and medium-sized companies. A workshop is also due to be held the day prior to the conference with the theme: Space Situational Awareness (SSA) and Space Domain Awareness (SDA).